Competency Ppt1

COMPETENCIES

2

Introduction – History

Dates back to the late 1960’s and early 1970’s.

Social psychologists originally interested in personality traits but found low correlation with actual job performance.

Academic aptitude and knowledge content did not predict job performance or success.

3

Introduction – History….

Competency variables were predicting job performance and were not bias to specific groups.

1980’s -- performance management and 360 degree feedback.

Late 1980’s and 1990’s - alignment, assessment, change management, and rewards.

4

Concept Of Competency

The word Competency derived from Latin word "Competere" which means 'to be suitable'. The Competency concept was originally developed in Psychology denoting individuals' ability to respond to demand placed on them by their environment.

Competencies encompass personal traits, skills, attitudes, behaviors and knowledge that are expressed in observable behavior and action. They are the characteristics of an individual, which underlie performance or behavior at work.

5

Concept Of Competency….

1. Behaviors. Things people say and do.

2. KnowledgeInformation a person has in specific content areas.

3. Skills & AbilitiesThe ability to perform a certain physical or

mental task.

6

Concept Of Competency….

4. Self-Concept. A person’s attitudes, values, or self-image.

One’s view of one’s identity, personality, and worth.

5. Traits. Consistent responses to similar situations or information.

6. Motives. Things a person consistently thinks about or wants that cause action.

They drive, direct, and select behavior toward or away from certain actions or goals.

7

Concept of Competency….

Underlying

characteristics

of people

associated

with success

on the job.

Behaviors, knowledge, skills, abilities Behaviors, knowledge, skills, abilities

TraitsTraits

MotivesMotives

Attitudes, values, self-imageAttitudes, values, self-image

8

Competencies : What are they?

The Father of Competency

Schoonover defines :

“A competency as a behavior or set of behaviors that describes excellent performance in a particular work context (e.g., job, role or group of jobs, function, or whole organization).”

9

About Competencies….

The Knowledge, Skills and Attitudes required for successfully meeting job accountabilities.

Competencies are generally defined as the grouping of behaviors that encompass the knowledge, skills and attitudes, motives and temperament that distinguish excellent performer.

Competencies focus on how an employee can create value.

Competencies include "applied" knowledge.

10


The human capital of an organization is its employee's competencies and their ability to perform. Only competent and performing employee's can contribute towards organizational goals effectively.

Competencies are fundamental building blocks that impact an organization's business results.

11

COMPETENCIES

KNOWLEDGE

MOTIVES /ATTITUDES

TEMPERAMENT

SKILLS

Competency: Positions a new product so that it is clearly differentiated in the market

Set up new product introduction project

Competency: Meets all commitments in timely manner

Understands market pricing dynamics

Competency: Uses an understanding of market pricing dynamics to develop pricing models

Achievement - Wants to do an excellent job

12


Why Competencies?

Why identify competencies

Create a common languagefor people and practices

and integrate the process

Bring self-managementinto

daily practice

Speed up adoption of new values

and technology

Link peoplepractices to

business strategies

Enable flexible work design

Facilitate the changingHuman Resourcedevelopment role

13

Competency Framework

Domain Of Skills

Technical

InterpersonalCritical Thinking

14

Competency Framework

Technical

Cognitive skills

Knowledge

Psychomotor skills

Technical understanding

(ability to follow directions,

carry out procedures, etc.)

15

Competency Framework….

Critical Thinking

Fiscal responsibilities Clinical reasoning Reflective practice Learning Change management

Problem solvingTime managementPriority settingPlanningCreativityEthicsResource allocating

16


Interpersonal

DirectingArticulatingUnderstanding diversityTeam skills

CommunicationCustomer serviceConflict managementDelegatingFacilitatingCollaborating

17


Competency Matrix consists of 4 different levels:

Level 1 – FundamentalLevel 2 – PractitionerLevel 3 – ExpertLevel 4 – Shaper

Level of competency keeps Level of competency keeps on increasing as one moves on increasing as one moves up the ladder.up the ladder.

18


The HR Competency Framework is comprised of :

Core Competencies

Level - Specific Competencies

Role - Specific Competencies

19


Core Competencies include:

Personal Attributes

Leadership Competencies

Management Competencies

Functional Skills

20


Level - Specific Competencies include:

First - Level Manager Competencies

Mid - Level Manager Competencies

Executive Competencies

21


Role - Specific Competencies include:

HR Specialist Competencies

HR Generalist Competencies

HR Strategist Competencies

22


Level-Specific/Leadership & Process CompetenciesSuccess factors that differentiate performance across levels or functions

(e.g. First-Level, Middle, Executive)

Role-Specific/Function-Specific CompetenciesSuccess factors that distinguish functional groups

Sale

s

Leg

al

Cu

sto

mer S

erv

ice

Mark

etin

g

Info

rmatio

n S

yste

ms

Hu

man

Resou

rces

Fin

an

ce

Pu

rch

asin

g

Core/Organizational CompetenciesRequired for excellent performance across all levels and functions

23

Competency Framework….HR Competency Model

BusinessMastery

• Business acumen• Customer orientation

• External Relations

BusinessMastery

• Business acumen• Customer orientation

• External Relations

HRMastery

• Staffing• Performance appraisal

• Rewards system• Communication

• Organization design

HRMastery

• Staffing• Performance appraisal

• Rewards system• Communication

• Organization design

ChangeMastery

• Interpersonalskills & influence

• Problem-solving skills• Rewards system

• Innovation and creativity

ChangeMastery

• Interpersonalskills & influence

• Problem-solving skills• Rewards system

• Innovation and creativity

Personal Credibility

• Trust• Personal

relationships• Lived values

• Courage

24

Competency Framework….Leader

-analytical creative thinking & knows business systems

Employee Champion

-develops relationship

-promotes diversity

Strategic Partner

-understands culture knows mission

Technical expert

-Knowledge HR law & policies,work -

life, IT

Change Consultant, OD,

Marketing & team

25


Competency Based HRM

Recruiting Recruiting & Staffing& Staffing

Learning & Learning & DevelopmentDevelopment

Succession Succession PlanningPlanning

Competencies

Performance Performance ManagementManagement

26

Last but not the least

Actual performance isthe gold standard for demonstration of competency.

Competencies generally follow the 80-20 rule in which they include the key behaviors that primarily drive excellent performance. They are generally presented with a definition and key behavioral indicators.

Documents

Competency Ppt1