Competency Framework and Competency Modeling Approach

1
Competency Framework and Competency Modeling
Approach

• Dr. Abdelfattah ABUQAYYAS
• Telecom ConsultantCITC - KSATelephone 966 1
  461 8076Fax [phone]Mobile 966
  556642230

2
Background

• Competencies emerged in the 1980s as a response
  to organizational changes and to wider changes in
  society.
• In 1982 the US academic, Richard Boyatzis wrote
  The competent manager a model for effective
  performance.
• Over the following two decades, competency
  frameworks, became an increasingly accepted part
  of modern HR practice.
• The latest available competency benchmarking
  survey undertaken by the IRS found that 76 of
  the 100 organizations were users of competences
  or were about to introduce them.
• The IRS stated that competencies are now part of
  the standard tool kit of HR professionals.
• The use of competency frameworks has extended
  beyond to more senior levels.

3
Lecture 10 Competency based Strategic HR
Management
Lecture 10 Competency based Strategic HR
Management
Lecture 10 Competency based Strategic HR
Management
Lecture 10 Competency based Strategic HR
Management
Basic principles of competency frameworks

• 'Competency' is defined as the behaviors that
  employees must have, or must acquire, in order to
  achieve high levels of performance.
• Competencies are behaviors that encompass the
  knowledge, skills, and attributes required for
  successful performance
• Competencies are a signal from the organization
  to the individual of the expected areas and
  levels of performance.
• They provide the individual with a map or
  indication of the behaviors that will be valued,
  recognized and in some organizations rewarded.
• Competencies can be understood to represent the
  language of performance in an organization,
  reflecting both the expected outcomes of an
  individuals efforts and the manner in which
  these activities are carried out.
• In addition to intelligence and aptitude, the
  underlying characteristics of a person, such as
  traits, habits, motives, social roles, and
  self-image, as well as the environment around
  them, enable a person to deliver superior
  performance in a given job, role, or situation.

4
Basic principles of competency frameworks

• Originally competency frameworks consisted mainly
  of behavioral elements an expression of the
  softer skills involved in effective performance.
• Increasingly however, competency frameworks have
  become broader in scope and include more
  technical competencies.
• This development has been given greater momentum
  by the use of the PC and the intranet.
• Only measurable components are included.
• It is important to restrict the number and
  complexity of competencies, typically aiming for
  no more than 12 for any particular role
  (preferably less), and
• Arranging them into clusters to make the
  framework more accessible to the users.
• The framework should contain definitions and/or
  examples of each competency.

5
How do Competencies Differ From Skills and
Knowledge?

• Competencies only include behaviors that
  demonstrate excellent performance. Therefore,
  they do not include knowledge, but do include
  "applied" knowledge or the behavioral application
  of knowledge that produces success.
• Competencies do include skills, but only the
  manifestation of skills that produce success.
• Competencies are not work motives, but do include
  observable behaviors related to motives.

6
How do Competencies Differ From Skills and
Knowledge?
7
Basic principles of competency frameworks

• A critical aspect of all frameworks is the degree
  of detail.
• If a framework is too general (containing only
  general statements about communication, team
  working, etc), it will not provide enough
  guidance either to employees as to what is
  expected of them or to managers who have to
  assess their staff against these terms.
• If, on the other hand, it is too detailed, the
  entire process becomes excessively bureaucratic
  and time-consuming and may lose credibility.
• According to the IRS study the most popular names
  found in employer competency frameworks are, in
  order
• Team orientation 
• Communication
• People management
• Customer focus
• Results-orientation
• Problem-solving. 

8
Developing a competency framework

• Competency frameworks can be developed in a
  number of ways.
• It is possible to draw on the competency lists
  produced in support of occupational standards.
• Competency lists are available on the web and
  these will come from a variety of sources.
• Many organizations develop their competency
  frameworks through an internal research program,
  sometimes aided by advisers from an external
  consultancy.
• Methods of developing a framework range from
  importing an existing off-the-shelf package
  through to developing the entire thing from
  scratch.
• The best solution usually lies between these two
  extremes, namely internally generating a
  framework that builds in business relevance, but
  do this by adapting existing models that have
  already been widely used and have proved
  successful.
• When preparing a competency framework, it is
  important to take account of laws such as the
  disability and ensure that none of the
  competencies discriminate against any particular
  group of employees or potential employees.

9
The use of competencies

• The early applications of competency frameworks
  were focused mainly on performance management and
  development, particularly of more senior staff.
• Today it is recognized that an effective
  competency framework has applications across the
  whole range of human resource management and
  development activities.
• We can identify the following as the top six
  areas of competencies in use.
• Performance management/appraisal
• Personal development plans
• Management training and development
• Job descriptions
• Person specifications
• Management selection.

10
The use of competencies

• Whatever the application of competencies in the
  organization it is possible to identify some
  important steps that must be taken to make them
  effective.
• Employers consistently identify the same issues
  that can 'make or break' the effective use
  competencies. This is frequently seen to rest on
  building the motivation, understanding and
  commitment of line managers and employees.
• Undertaking the following activities can help to
  build the commitment of employees and managers
  and therefore make for more effective use.
• Involving managers and employees in the design
  and implementation of the framework.
• Holding group briefings to explain the competency
  approach and the new framework.
• Providing training to managers about he use of
  competencies which deals with the practicalities
  of using the framework to assess and manage
  staff.
• Provide information and training to all
  employees, perhaps by producing a special leaflet
  or brochure to explain the new framework.
• Raise awareness by publicizing it in a staff
  newsletter or on the Intranet.

11
The main benefits of a competency-based system

• Employees have a set of objectives to work
  towards and are clear about how they are expected
  to perform their jobs.
• The appraisal and recruitment systems are fairer
  and more open.
• There is a link between organizational and
  personal objectives.
• Processes are measurable and standardized across
  organizational and geographical boundaries.

12
Criticisms of a competency-based system

• It can be over-elaborate and bureaucratic.
• The language used to describe competencies may be
  off-putting.
• It is difficult to strike the right balance
  between reviewing the competencies often enough
  for them to remain relevant but not so often as
  to become confusing.
• If too much emphasis is placed on 'inputs' at the
  expense of 'outputs', there is a risk that it
  will favor employees who are good in theory but
  not in practice and will fail to achieve the
  results that make a business successful.
• Competencies are based on what good performers
  have done in the past and this approach works
  against rapidly-changing circumstances. It runs
  the risk of producing clones rather than a team
  with mixed skills who balance each other's
  strengths and weaknesses.

13
What are Management Competencies?

• Management competencies are the set of management
  skills and behaviors that ALL managers in the
  organization need to have in order to manage
  their people and services effectively
• Management competencies define HOW we, across the
  organization, within teams and as individuals,
  need to perform rather than WHAT we need to
  deliver
• Management competencies work with technical
  competencies to develop a well managed high
  performing organization

14
What are Management Competencies?

• Management Competencies are not about
• They do not define the technical roles and
  accountabilities
• They do not include the technical skills
  necessary to do the jobs
• These elements should already be part of your job
  role.
• The management framework is for everyone. It is
  for all employees as they need to understand
• how they should expect their managers to manage
• how they need to develop their own competencies
  if they are looking to take on a management role
  in the future
• It is for all managers and all directors.
  Regardless of hierarchy or service area, there
  are basic management competencies that we all
  need to have to ensure that we demonstrate the
  same management behaviors.

15
What does Management Competency Framework look
like

• The competency framework defines
• The main management competencies that the
  organization believes managers should develop.
• The key components that describe in more detail
  what each competency involves.
• How the different management levels apply the
  competencies.
• For each competency, detailed examples which
  bring to life the sorts of skills, activities
  behaviors that would demonstrate the
  competencies.
• Detailed examples which demonstrate how Senior
  Management Team should demonstrate the
  competencies collectively.

16
What is a Competency Model?

• A competency model is a set of success factors,
  often called competencies that include the key
  behaviors required for excellent performance in a
  particular role.
• Excellent performers on-the-job demonstrate these
  behaviors much more consistently than average or
  poor performers.
• These characteristics generally follow the 80-20
  rule in that they include the key behaviors that
  primarily drive excellent performance.
• They are generally presented with a definition
  and key behavioral indicators.
• The model is important because it provides a
  "road map" for the range of behaviors that
  produce excellent performance. It helps
• Companies "raise the bar" of performance
  expectations
• Teams and individuals align their behavior with
  key organizational strategies and
• Each employee understands how to achieve expected
  performance standards

17
How are competency models developed?

• Competency models are developed through a process
  of clarifying the business strategy and
  determining how the models would be used (hiring
  and selection, performance management, training
  and development, and career development).
• Data is gathered in structured interviews.
• Data is analyzed and used to develop straw man
  models of success criteria.
• Then validation surveys are administered and
  models refined based on feedback.
• Finally, models are finalized and translated into
  appropriate, end-user tools and applications.

18
Example - List of Available Models

• Core
• Personal Attributes Management Skills
• Career Level-Specific Leadership
• Executive Leader General Manager CFO CIO COO
  Middle Manager Team Leader
• Topic-Related
• Change Leadership Team Leadership High
  Involvement Work teams Influence Skills
  Interpersonal Skills Facilitation Skills Team
  Leader Culture Assessment
• Functional
• Human Resources Finance Marketing Product
  Management Customer Service Sales Information
  Systems Engineering Manufacturing
  Environmental Health, and Safety Sourcing
  Consulting Administrative Support
• While the database's models are generally
  organized by core, leadership levels, or
  function, there is significant data available on
  competency models and behaviors linked to
  specific industry-segments.

19
Use of Competency Model

• Competency models can be organized as flexible
  tools that can be used for
• Employee orientation
• Employee development
• Performance management and coaching
• Career strategies
• Candidate interviews
• Team assessment
• Succession planning
• Performance management is positioned as a process
  comprised of steps that include planning,
  managing, evaluating and rewarding performance.
  Often, the competencies used in performance
  management are either a subset of the total
  competency model, or the definition.
• In addition, the performance appraisal process
  includes goals, expected results, and
  competencies. It is an ongoing process that
  aligns and integrates the objectives of the
  organization, business units, teams and
  individuals.
• Competencies specify precisely how individuals
  can align their activities to the key strategies
  of the organization

20
Benefits of Implementing a Competency-Based
Approach

• For the Company, competency-based practices
• Reinforce corporate strategy, culture, and
  vision.
• Establish expectations for performance
  excellence, resulting in a systematic approach to
  professional development, improved job
  satisfaction, and better employee retention.
• Increase the effectiveness of training and
  professional development programs by linking them
  to the success criteria (i.e., behavioral
  standards of excellence).
• Provide data on development needs that emerge
  from group and/or organizational composites that
  are an outcome of multi-rater assessments.
• Provide a common framework and language for
  discussing how to implement and
• communicate key strategies.
• Provide a common understanding of the scope and
  requirements of a specific role
• Provide common, organization-wide standards for
  career levels that enable employees to move
  across business boundaries.

21
Benefits of Implementing a Competency-Based
Approach

• For Managers, competency-based practices
• Identify performance criteria to improve the
  accuracy and ease of the hiring and selection
  process.
• Provide more objective performance standards.
• Clarify standards of excellence for easier
  communication of performance expectations to
  direct reports.
• Provide a clear foundation for dialogue to occur
  between the manager and employee about
  performance, development, and career-related
  issues.
• For Employees, competency-based practices
• Identify the success criteria (i.e., behavioral
  standards of performance excellence) required to
  be successful in their role.
• Provide a more specific and objective assessment
  of their strengths and specify targeted areas for
  professional development.
• Provide development tools and methods for
  enhancing their skills.
• Provide the basis for a more objective dialogue
  with their manager or team about performance,
  development, and career related issues.

22
The Business Impact of Competency-Based Systems

• Leadership programs or performance development
  interventions are seen as important, but focused
  on "soft skills" that may not affect business
  results.
• One of the most important developments in human
  resources is the clarification of the "business
  value" of key programs.
• These kinds of impacts improve talent levels,
  save money, and improve business performance
• Specific Improvements Related to Using
  Competency-Based Systems
• 5-10 in rate of hiring successful candidates.
• 15-20 in retention of desired employees.
• 15-25 in morale as measured in employee surveys.
• 20 in goal completion by individuals and teams.

23
Competency Model for HR Professionals
24
HR Competency Model
25
The Emotional Competence Framework
26
Competency Framework and Competency Modeling
Approach THANK YOU

• Dr. Abdelfattah ABUQAYYAS
• Telecom ConsultantCITC - KSATelephone 966 1
  461 8076Fax [phone]Mobile 966
  556642230