Competencies

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Competencies Competency Models
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Working definitions (1)

• Knowledge a sum of information or expertise which
  has been acquired through education and learning.
  Knowledge is linked with,
• Skill a particular expertise or dexterity to do
  something well which has been acquired and
  developed through experience
• Ability something a person has which gives them
  the capacity or talent to do a particular thing.
  Some abilities are derived from traits which are
  inherent e.g. being tall, stubborn, talkative.

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Working definitions (2)
Qualifications and technical background Know-how
Personal Qualities
Knowledge Skills Abilities
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Working definitions (3)

• A Competency is an underlying characteristic of
  a person which results in an effective and/or
  superior performance in a job (Boyzatis 1982).
  It could result from knowledge, skill, or an
  ability.
• Finally, to avoid any linguistic confusion,
• Competence is the description of the effect of
  effective and/or superior performance in a job. A
  person who has and uses the right competencies
  will have competence in the job.
• can also be applied to an organisation

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Why Competencies?
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Extract from EN ISO 90012000
6.2 Human resources 6.2.1 General Personnel
performing work affecting product quality shall
be competent on the basis of appropriate
education, training, skills and experience. 6.2.2
Competence, awareness and training The
organization shall a) determine the necessary
competence for personnel performing work
affecting product quality, b) provide training or
take other actions to satisfy these needs, c)
evaluate the effectiveness of the actions
taken, d) ensure that its personnel are aware of
the relevance and importance of their activities
and how they contribute to the achievement of the
quality objectives, and e) maintain appropriate
records of education, training, skills and
experience (see 4.2.4).
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Using Competency Models (1)

• A competency is a structured way of describing
  effective job behaviour, which provides
• A clear specification of individual knowledge,
  skill and ability requirements
• A link to the specific task requirements and
  organisational context of a job
• A common language to describe people and job
  requirements- their role in the organisation
• If we can build a specific model which describes
  actual or desired job behaviour in an
  organisation, we will have a basis for the
  objective selection, development, training and
  performance management of employees

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Using Competency Models (2)
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Competency Model - General Structure (1)
Culture Specific
Business Leading
Individual Specific
Aligning Organisation
Organising People and Tasks
Technical and Professional
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Competency Model - General Structure (2)
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Competency Model - General Structure (3)
Technical and Professional
Individual Specific
Culture Specific

• Critical Examining I
• Critical Examining II
• Information Analysis
• Problem Analysis
• Problem Solving
• Operational Knowledge
• Professional Expertise
• Adherence to procedure
• Physical Safety Awareness
• Aviation Safety Conscious
• Administrative Skills
• Language Skills
• Flexibility of Closure
• Judgement Decision Making

• Self Confidence
• Interpersonal Sensitivity
• Building Relationships
• Networking
• Reliability
• Oral Communication
• Persuasive Communication
• Written Communication
• Stress Tolerance
• Adaptability
• Accuracy
• Methodical
• Selective Attention
• Decisiveness

• Cross Cultural Awareness
• Empowering
• Creativity
• Energy
• Self Development
• Quality Focused I
• Quality Focused II
• Organisational Learning Focused
• Customer Focused I
• Customer Focused II

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Competency Model -Hospital Example (1)
The Surgeon
The surgeon has overall responsibility for the
carrying out of surgical interventions. He/she
is a specialist in orthopaedics. This
responsibility covers the preparation, actual
intervention and post operation care.

• Main Job tasks
• Prepare and perform surgical interventions
• Conduct pre-consultation and see patient before
  operations
• Follow up immediately after an operation to
  ensure there are no post intervention
  complications or conditions.
• Before and during the intervention, take overall
  charge of a team of medical staff.
• Consult with other doctors on patient cases to
  exchange knowledge about the patient's condition,
  diagnosis and decision about what to do

• Competencies
• Management Control
• Problem Solving
• Professional Expertise
• Interpersonal Sensitivity
• Stress Tolerance
• Selective Attention
• Physical Safety Awareness
• Judgement Decision Making
• Reliability
• Building Relationship
• Motivating Others
• Maintaining Discipline
• Providing Direction
• Oral Communication
• Networking

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Competency Model -Hospital Example (2)
Culture Specific
Technical and Professional
Aligning Organisation
Organising People and Tasks
Business Leading
Individual Specific
Management Control Motivating Others Maintaining
Discipline Providing Direction
Interpersonal Sensitivity Building
Relationship Stress Tolerance Selective
Attention Reliability Oral Communication Networkin
g
Problem Solving Professional Expertise Physical
Safety Awareness Judgement Decision Making
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Competency Model -Hospital Example (3)
The Nurse
The nurse carries responsibility for the care of
patients on her ward during the time she/he is on
duty. She/he reports to the duty supervising
nursing sister but is expected to work largely on
her/hisown referring problems which she seeks
advice or a decision to the duty supervising
sister

• Main Job tasks
• Whilst on duty in the ward, the nurse takes
  general care of patents' needs
• Administers medication and prescribed drugs to
  patients at regular intervals as directed by
  instructions in patient notes
• Makes beds, cleans and washes patients where
  necessary
• Performs minor medical tasks such as taking body
  temperature, blood pressure, blood samples etc.
• Is first on the scene to administer medical help
  in the case of am emergency in the ward
• Calls for help from supervisor or doctor on call
  as necessary

• Competencies
• Caring for others
• Interpersonal Sensitivity
• Customer Focus
• Methodical
• Critical Examination
• Adherence to procedure
• Energy
• Professional Expertise
• Adaptability
• Decisiveness
• Reliability
• Oral Communication

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Competency Model -Hospital Example (4)
Culture Specific
Aligning Organisation
Organising People and Tasks
Business Leading
Individual Specific
Technical and Professional
Interpersonal Sensitivity Reliability Oral
Communication Methodical Adaptability Decisiveness

Caring for others
Customer Focus Energy
Critical Examination Adherence to
procedure Professional Expertise
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Competency Model -Hospital Example (5)
The Hospital Administration Manager
The Hospital Administration Manager has overall
responsibility for the management of the
hospital. Working together with senior medical
staff and reporting to a Board of Governors, he
manages the non technical operations and running
of the hospital including building management and
personnel management

• Main Job tasks
• Directly manages a team of 300 non medical staff
  to ensure the hospital runs smoothly and safely
  and meets government criteria.
• Ensures that the hospital runs within budget but
  maintains a high standard of medical care
• Works in conjunction with senior medical
  managerial staff to ensure medical staff are
  managed properly and efficiently
• Working with government and with the medical and
  pharmaceutical research industry, ensures proper
  funding of the hospital and maintains its good
  reputation

• Competencies
• Management Control
• Maintaining Discipline
• Providing Direction
• Problem Solving
• Judgement Decision Making
• Managing Organisational Performance
• Quality Focus
• Empowering
• Role Clarification
• Stakeholder Relations
• External Awareness
• Networking
• Building Relationships
• Persuasive Communication

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Competency Model -Hospital Example (6)
Culture Specific
Aligning Organisation
Organising People and Tasks
Business Leading
Technical and Professional
Individual Specific
Quality Focus Empowering
External Awareness Stakeholder Relations
Building Relationship Networking Persuasive
Communication
Managing Organisational Performance Role
Clarification
Management Control Maintaining Discipline Providin
g Direction
Problem Solving Judgement Decision Making
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CASP Competency Model

• SHL confirmed quality of adaptation

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• Recruitment Selection
• Job/Person specification
• Selection of appropriate assessment tools
• psychometric test
• ability tests
• personality questionnaires
• the interview

• Organisational Development
• Reorganisations
• New skills acquisition
• Cultural change - introducing new values

CompetencyModel

• Staff Developmentand Training
• Training needs
• Refresher and retraining
• Measuring training effectiveness

• Managing PeoplePerformance
• Appraisal of staff
• Coaching
• Mentoring
• Attention to soft skills

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Questions?