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Competency Approach to Human Resource Management

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Title: Competency Approach to Human Resource Management


1
Competency Approach to Human Resource Management
Kiran
Kiran
2
What do we mean when we say COMPETENCY ?
Kiran
3
  • A Competency is an underlying
    characteristic of a person which enables him /her
    to deliver superior performance in a given job,
    role or a situation.

Kiran
4
  • Competencies are seen mainly as inputs.
  • They consist of clusters of knowledge,
    attitudes and skills that affect an individuals
    ability to perform.

Kiran
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  • Hayes (1979)
  • Competencies are generic knowledge motive,
    trait, social role or a skill of a person linked
    to superior performance on the job.

Kiran
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  • Albanese (1989)
  • Competencies are personal characteristics that
    contribute to effective managerial performance.

Kiran
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  • UNIDO (2002)-
  • A Competency is a set of skills, related
    knowledge and attributes that allow an individual
    to successfully perform a task or an activity
    within a specific function or job.

Kiran
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What is Common in the definitions?
  • Competencies
  • underlying characteristic of a persons inputs.
  • clusters of knowledge, attitudes and skills
  • generic knowledge motive, trait, social role or a
    skill
  • personal characteristics
  • set of skills, related knowledge and attributes
  • Job
  • superior performance in a given job, role or a
    situation
  • individuals ability to perform.
  • linked to superior performance on the job.
  • contribute to effective managerial performance
  • successfully perform a task or an activity within
    a specific function or job

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KNOWLEDGE Relates to information Cognitive Domain
Attribute Relates to qualitative aspects personal
Characteristics or traits
Set of SKILLS Relates to the ability to do,
Physical domain
COMPETENCY
Outstanding Performance of tasks or activities
Kiran
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Behaviour Indicators
  • A Competency is described in terms of key
    behaviours that enables recognition of that
    competency at the work place.
  • These behaviors are demonstrated by excellent
    performers on-the-job 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.

Kiran
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Example of a Competency
Kiran
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Analytical Thinking
  • The ability to break problems into component
    parts and consider or organize parts in a
    systematic way the process of looking for
    underlying causes or thinking through the
    consequence of different courses of action.

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Key Behaviour Indicators
  • Independently researches for information and
    solutions to issues
  • Ability to know what needs to be done or find out
    (research) and take steps to get it done
  • Ask questions when not sure of what the problem
    is or to gain more information.
  • Able to identify the underlying or main problem.
  • Shows willingness to experiment with new things.
  • Develops a list of decision making guidelines to
    help arrive at logical solutions.

Kiran
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What is a Competency
Model?
Kiran
15
Competency Model
  • A competency model is a valid, observable, and
    measurable list of the knowledge, skills, and
    attributes demonstrated through behavior that
    results in outstanding performance in a
    particular work context.
  • Typically A competency model includes
  • Competency titles
  • Definitions of those titles
  • Key Behaviour indicators

Kiran
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Competency - Broad Categories
  • Generic Competencies
  • Competencies which are considered essential for
    all employees regardless of their function or
    level. - Communication, initiative, listening
    etc.
  • Managerial Competencies
  • Competencies which are considered essential for
    employees with managerial or supervisory
    responsibility in any functional area including
    directors and senior posts.

17
Competency - Broad Categories
  • Technical / Functional
  • Specific competencies which are considered
    essential to perform any job in the organisation
    within a defined technical or functional area of
    work.
  • e.g. Finance, environmental management,etc

Kiran
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Competency modeling begins the process of
building tools to link employee performance to
the mission and goals of the organisation .
Kiran
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Why Competencies ?
Kiran
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Traditional Job Analysis Vs Competency Approach
  • Job Analysis leads to
  • long lists of tasks and the skills / knowledge
    required to perform each of those tasks
  • Data generation from subject matter experts job
    incumbents
  • Effective Performance
  • Competency model leads to
  • A Distilled set of underlying personal
    characteristics
  • Data generation from outstanding performers in
    addition to subject matter experts and other job
    incumbents
  • Outstanding Performance

Kiran
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Distinguish Superior From Merely Satisfactory
Performance
  • The approach allows executives and angers to
    make a distinction between a person's ability to
    do specific tasks at the minimum acceptable level
    and the ability to do the whole job in an
    outstanding fashion

Kiran
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Behaviour Indicators Based upon what outstanding
individuals actually do
  • The competency definitions are based upon
    outstanding current performance in the
    organization.
  • These competencies do not reflect someone's
    management theory or an academic idea of what it
    takes to do the job well, but rather are based on
    what works within the organization and most
    directly contributes to top performance.

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The Competencies are Behaviour Specific
  • It is one thing, for example, to ask whether an
    employee "takes initiative," a very general
    concept, open to interpretation, but it is quite
    another to ask, "Was it typical of this manager
    to carry out tasks without your having to request
    that they be done?," a question which has only
    two answers, "Yes" and "No".

Kiran
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Holistic Application
  • Competencies
  • Help companies raise the bar of performance
    expectations.
  • Help teams and individuals align their behaviours
    with key organisational strategy.
  • Each employee understand how to achieve
    expectations.

Kiran
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Alignment of HR systems
Recruitment and selection
Performance Management
Competency Model
Training Development
Compensation
Kiran
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Competency based recruitment
  • Competency based interviews reduce the risk
    of making a costly hiring mistake and increase
    the likelihood of identifying and selecting the
    right person for the right job

Kiran
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Competency based Performance Appraisal
  • Competencies Enable
  • Establishment of clear high performance
    standards.
  • Collection and proper analysis of factual data
    against the set standards.
  • Conduct of objective feedback meetings.
  • Direction with regard to specific areas of
    improvement.

Kiran
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Competency based Training
  • Competency based appraisal process leading to
    effective identification of training needs.
  • Opportunity to identify/ develop specific
    training programmes - Focused training
    investment.
  • Focused Training enabling improvement in
    specific technical and managerial competencies

Kiran
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Competency based Development
  • Competencies
  • Contribute to the understanding of what
    development really mean, giving the individual
    the tools to take responsibility for their own
    development.
  • Give the line managers a tool to empower them to
    develop people

Kiran
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Competency based Pay
  • Provide an incentive for employees to grow and
    enhance their capabilities.

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Methodology?
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Steps in Model Building
  • Background information about the organisation
  • Decide on the Occupation / Job Position(s) that
    require competency Model(s)
  • Discuss the application of the competency model
  • Select a data collection method and plan the
    approach
  • Organize Data collected
  • Identify main themes or patterns
  • Build the model - Defining specific behaviour
    Indicators
  • Review the model

Kiran
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Data Collection Methods
  • Resource / Expert Panels
  • Structured process to get the participants (Job
    holders, managers HR / training staff) to think
    systematically about the job, skills and personal
    characteristics needed for success.
  • Critical Event Interviews
  • Structured interviews with superior performers
    which involves in-depth probing of a large number
    of events and experiences.

Kiran
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Data Collection Methods
  • Generic competency Dictionaries
  • Conceptual frameworks of commonly encountered
    competencies and behaviour indicators.
  • Serve as a starting point to the model building
    team.
  • Can be used in resource panel by asking the
    participants to select a set of generic
    competencies related to the job and rate the
    importance

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35
Competency model building
  • A detailed approach

Kiran
36
A Detailed Approach
  • Info about the company.
  • Decision on the job position(s) .
  • Discussion on the CM application.
  • Basic data collection on the job
    responsibilities(using customized menu)
  • Focus group
  • Review job description
  • understand performance criteria
  • Discuss specific behaviours
  • List top ten competencies

Kiran
37
A Detailed Approach
  • Critical incident technique - interviewing top
    performers
  • incidents that lead to effective performance
  • incidents that lead to in effective performance
  • Discuss specific behaviours
  • List behaviours
  • List competencies

Kiran
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A Detailed Approach
  • Content Analysis
  • Group behaviours
  • Match behaviours to competencies using competency
    dictionary as a guideline
  • Evolve new set of competencies if any
  • Match behaviour indicators identified through CIT
    to the top 10 competencies identified by the
    focus group
  • Review the model and make corrections

Kiran
39
COMPETENCY MAPPING MODEL
  • ORGANISATION DIRECTION
  • VISION
  • MISSION
  • SHORT TERM LONG TERM GOAL
  • STRATEGIES
  • VALUES

THROUGH
  • ORGANISATION STRUCTURE
  • ROLES, POSITIONS, JOBS

Kiran
40
COMPETENCY MAPPING PROCESS
1.0 DESIGNING THE QUESTIONNAIRE
While designing the questionnaire following
factors are to be taken into consideration
1.1 Part - I

1.1.1 Purpose of the job. 1.1.2 Critical
Success Factors 1.1.3 Key Result Areas 1.1.4
Key Activities
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41
Each Critical Success Factor (CSF) is the end
result of multiple Key Result Areas. Each Key
Result Area (KRA) is the end result of multiple
Key Activities.
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DESIGNING THE QUESTIONNAIRE CONTINUED
1.1.5 Relationship. 1.1.6 Organization
Structure. 1.1.7 Empowerment of the
position. 1.1.8 Challenges in the job. 1.1.9
Changes expected in the technology, product,
process etc in the next 2-3 years. 1.1.10
Budget and Controls. 1.1.11 Investment Plan.
Kiran
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DESIGNING THE QUESTIONNAIRE
1.2 PART - II
1.2.1 Academics, Knowledge Skills
Sets Experience 1.2.2 Competencies
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2.0 DATA COLLECTION
2.1 Clarity of Organisation Direction 2.2 Clarity
of Organisation Structure. 2.3 Interview Job
Holder. 2.4 Interview Job Holder's Reporting
Officer. 2.5 Discuss with the Focus Group if the
job are of the same family.
Kiran
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3.0 C0MPETENCY DRAFTING
3.1 Rank Order of the list of competencies . -
Guided / Unguided. 3.2 Comparing good performer
and average performer with select
list of competencies. 3.3 Use research data and
assign competencies to positions.
Kiran
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4.0 FINALISE ROLE DESCRIPTION AND COMPETENCIES
- JOB WISE
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5.0 FINALISING CORE COMPETENCIES FOR
  • Front Line Management
  • Middle Management
  • Senior Management / Top Management

48
6.0 PURPOSE OF COMPETENCY MAPPING
  • "Effectiveness of an organisation is the
    summation of the
  • required competencies in the
    organisation".
  • Gap Analysis
  • Role Clarity
  • Selection, Potential Identification, Growth
    Plans.
  • Succession Planning.
  • Restructuring
  • Inventory of competencies for future planning.

Kiran
49
Any Questions ???
Mail kwhiragn_at_gmail.com
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