Upload
yanah-flojo
View
4
Download
0
Embed Size (px)
DESCRIPTION
competency
Citation preview
Competency Approach to Human Resource Management
WHAT DO WE MEAN WHEN WE SAY “COMPETENCY” ?
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.
Competencies are seen mainly as inputs.
They consist of clusters of knowledge, attitudes and skills that affect an individual’s ability to perform.
Hayes (1979) –
Competencies are generic knowledge motive, trait, social role or a skill of a person linked to superior performance on the job.
Albanese (1989) –
Competencies are personal characteristics that contribute to effective managerial performance.
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.
Set of SKILLS
Relates to the ability to do,
Physical domain
AttributeRelates to qualitative
aspectspersonal
Characteristics or traits
KNOWLEDGE
Relates to information
Cognitive Domain
COMPETENCY
Outstanding Performance of
tasks or activities
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.
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.
WHAT IS A COMPETENCY MODEL?
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
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.
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
Competency modeling begins the process of building tools to link employee performance to the mission and goals of the organisation .
Why Competencies ?
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
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.
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.
ALIGNMENT OF HR SYSTEMS
Competency Model
Recruitm
ent and
select
ion
Performance
Management
Trainin
g &
Develo
pmen
t Compensation
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
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.
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
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
COMPETENCY BASED PAY
Provide an incentive for employees to grow and enhance their capabilities.