COMPETENCYCOMPETENCY

Prof. Hemangi Bhalerao

HistoryHistoryEg : Eg : Mc Ber and Company approached by U.S.State departmentMc Ber and Company approached by U.S.State departmento To select Junior Foreign Service Information Officer.To select Junior Foreign Service Information Officer.o To represent America in foreign countries, make them like To represent America in foreign countries, make them like

U.S and support U.S. policiesU.S and support U.S. policieso All whiteAll white

Criterion Sample Criterion Sample BEIBEI Thematically analyze BEI Thematically analyze BEI ((CAVE – Content analysis of verbal expressionCAVE – Content analysis of verbal expression)) Cross Cultural sensitivity Cross Cultural sensitivity Speed in Learning Political networkSpeed in Learning Political network Positive Expectation of otherPositive Expectation of other

Traditional Selection Traditional Selection

How do you think they might have selected How do you think they might have selected these officersthese officers

Knowledge of liberal arts and cultureKnowledge of liberal arts and culture American HistoryAmerican History Western civilization Western civilization English usageEnglish usage Specialties such as economics and governmentSpecialties such as economics and government

Major DrawbackMajor Drawback

High passing scores (High passing scores (minoritiesminorities and other less and other less privileged cultures were privileged cultures were less likely to passless likely to pass))

Test score on FSIO GATB or General Test score on FSIO GATB or General Background knowledge Background knowledge did not predictdid not predict success success

What predicts performance ?What predicts performance ?

Criterion sampleCriterion sample : Superior vs average/poor : Superior vs average/poor Original approachOriginal approach : Observe their daily work : Observe their daily work

and find differenceand find difference Too expensive and impracticalToo expensive and impractical

BEIBEI Behavioral Event InterviewBehavioral Event Interview

Idea of getting people to provide very Idea of getting people to provide very detailed, blow by blow accountdetailed, blow by blow account of what they of what they did in most critical situations they had been on did in most critical situations they had been on the jobthe job

Describe three peak successes and three major Describe three peak successes and three major failuresfailures

Interviewer : Investigative reporterInterviewer : Investigative reporter What led up to the situation ? What led up to the situation ? Who was involved ?Who was involved ? What did you think about, feel and want to What did you think about, feel and want to

accomplish in dealing with the situation ?accomplish in dealing with the situation ? What did you actually do ?What did you actually do ? What happened ?What happened ? What was the outcome of the incident ?What was the outcome of the incident ?

BEI :BEI : A combination of Flanagan’s critical A combination of Flanagan’s critical incident method with Thematic Apperception incident method with Thematic Apperception Test.Test.

FlanaganFlanagan interested in identifying interested in identifying task task elementselements of job and of job and BEI BEI interested in finding interested in finding characteristics of peoplecharacteristics of people who did a job well. who did a job well.

CAVE (Content Analysis of verbal CAVE (Content Analysis of verbal expression) ; to measure motivationexpression) ; to measure motivation

I was a cultural affairs officer in North Africa. I was a cultural affairs officer in North Africa. One day I received a directive from Washington One day I received a directive from Washington saying I had to show a certain film featuring an saying I had to show a certain film featuring an American politician who I knew was seen as American politician who I knew was seen as hostile to this country’s position. I knew that if I hostile to this country’s position. I knew that if I showed that film, this place would be burned showed that film, this place would be burned down the next day by about 500 angry left wing down the next day by about 500 angry left wing students. Washington thinks the film is great, students. Washington thinks the film is great, but the locals will find it offensive. What I had but the locals will find it offensive. What I had to figure out was how to show the film so that to figure out was how to show the film so that the Embassy can tell Washington we did and the Embassy can tell Washington we did and yet not offend anyone in the country ?yet not offend anyone in the country ?

Diplomat ADiplomat A

..despite the troubles we had with them, I never ..despite the troubles we had with them, I never stopped liking and respecting the student stopped liking and respecting the student leaders. They were just becoming conscious of leaders. They were just becoming conscious of their nationalism, and that they were going to be their nationalism, and that they were going to be the leaders of a greatly changed country. I could the leaders of a greatly changed country. I could understand that they needed to rebel against us, understand that they needed to rebel against us, to stand up to us, even throw us out-even when to stand up to us, even throw us out-even when they wanted to burn my library.. they wanted to burn my library..

Diplomat BDiplomat B

I finally came to the conclusion that (people of I finally came to the conclusion that (people of country X) were just stupid, dumb and country X) were just stupid, dumb and unmotivated. I kept trying to schedule English unmotivated. I kept trying to schedule English classes , so these kids could learn enough to go classes , so these kids could learn enough to go to the United States to study, which is what to the United States to study, which is what they all said they wanted. But fewer and fewer they all said they wanted. But fewer and fewer showed up. So finally I cancelled the classes. showed up. So finally I cancelled the classes. What can you do with people like that ?What can you do with people like that ?

The prime minister’s executive assistant’s The prime minister’s executive assistant’s mistress’s nephew who called shots on mistress’s nephew who called shots on petroleum policypetroleum policy

It is anIt is an underlying characteristicunderlying characteristic of anof an individual that isindividual that is causally relatedcausally related to to criterion referencedcriterion referenced effectiveeffective and /or and /or

superior performance in a job or situationsuperior performance in a job or situation

Competency

Causal RelationshipsCausal Relationships

PersonalCharacteristics

(Motive, Trait, Self-Concept, Knowledge)

Behavior Job Performance

INTENT ACTION OUTCOME

Causally related means the competency causes or predicts Behavior and performance

Criterion ReferenceCriterion Reference

A characteristic is not a competency unless it A characteristic is not a competency unless it predicts something meaningful in the real predicts something meaningful in the real world.world.

Superior PerformanceSuperior Performance Effective PerformanceEffective Performance

Underlying CharacteristicsUnderlying Characteristics

They indicate waysThey indicate ways of of behavingbehaving or or thinkingthinking,, generalizinggeneralizing across situations, andacross situations, and enduringenduring for a reasonably long period of time.for a reasonably long period of time.

They areThey are intrinsic operantintrinsic operant or or self starting self starting “master traits“master traits” ” that predict what people will that predict what people will do on their jobs long term without close do on their jobs long term without close supervisionsupervision

Types of Competency characteristicsTypes of Competency characteristics

MotivesMotives : Things consistently think about that cause : Things consistently think about that cause actionaction

““Drive, direct and select” Drive, direct and select”

behavior towards certainbehavior towards certain

actions or goals and away fromactions or goals and away from

others.others.

Eg. Achievement motivated people set challenging goals, Eg. Achievement motivated people set challenging goals, personal responsibility and use feedbackpersonal responsibility and use feedback..

Traits Traits : Physical characteristics and consistent : Physical characteristics and consistent

responses to situations or information.responses to situations or information.

Eg. : Reaction time and good eyesight are physical Eg. : Reaction time and good eyesight are physical trait competencies of combat pilottrait competencies of combat pilot

Self ConceptSelf Concept : : A person’s attitude’s, values or A person’s attitude’s, values or self image.self image.

VALUES

PREDICTS

ACTION RESPONDENT OR REACTIVE MOTIVES

KnowledgeKnowledge : : Information a person has in Information a person has in

his content areashis content areas..

Eg. A surgeon’s knowledge of nerves and Eg. A surgeon’s knowledge of nerves and

muscles in human bodymuscles in human body

Skill Skill : : The ability to perform a certain physical The ability to perform a certain physical or mental taskor mental task..

Eg. The dentist’s physical skill to fill a tooth Eg. The dentist’s physical skill to fill a tooth without damaging the nerve. without damaging the nerve.

ICEBERG MODEL

VISIBLE

HIDDEN

SKILLKNOWLEDGE

SELF CONCEPTTRAIT

MOTIVE

Level of CompetencyLevel of Competency

TRAIT,MOTIVE

SELF CONCEPT

ATTITUDES, VALUES

SKILL

KNOWLEDGE Surface – easily developed

Core personalityDifficult to develop

Core personality most difficult to develop – cost effective to select

Surface knowledge and skills relatively easy to develop – Training most cost effective to secure these abilities

CategoriesCategories

Threshold :Threshold : Essential characteristic that everyone Essential characteristic that everyone in a job needs to be minimally effective but does in a job needs to be minimally effective but does not distinguish superior from average.not distinguish superior from average.

Differentiating :Differentiating : Factors that distinguish between Factors that distinguish between superior and average performerssuperior and average performers

ClustersClusters

Competency behavior Indicators appear to Competency behavior Indicators appear to have scaling properties: a clear have scaling properties: a clear progression progression from lower to higher level on one or more from lower to higher level on one or more dimensionsdimensions

Competencies have been clustered on the basis Competencies have been clustered on the basis of of underlying intentunderlying intent, which is a level of , which is a level of analysis between deep underlying social analysis between deep underlying social motives and superficial behaviorsmotives and superficial behaviors

Eg. Intent to develop subordinates skill and Eg. Intent to develop subordinates skill and prepare for promotionprepare for promotion

Designing Competency StudiesDesigning Competency Studies Preparatory WorkPreparatory Work : Identify : Identify high values jobshigh values jobs to be to be

studied in relation to following : studied in relation to following :

Organization Strategy : Organization Strategy : Steps taken to identify goals, Steps taken to identify goals, critical success factors & strategic plans to reach goalscritical success factors & strategic plans to reach goals

Organization Structure and Design : Organization Structure and Design : Identify critical Identify critical jobs which are value-added “make or break” positions jobs which are value-added “make or break” positions held by the people who will make the biggest held by the people who will make the biggest difference in whether a firm succeeds . They define difference in whether a firm succeeds . They define strategy, direction , responsibility for achieving major strategy, direction , responsibility for achieving major strategic outcome, controlling critical resourcesstrategic outcome, controlling critical resources

Steps Steps

1.1. Define Performance effectiveness criteriaDefine Performance effectiveness criteria : :

Hard data : sales, profits, productivity measuresHard data : sales, profits, productivity measures Supervisor nominationsSupervisor nominations Peer ratings Peer ratings Subordinate ratings (managerial style, morale)Subordinate ratings (managerial style, morale) Customer ratingCustomer rating

2. 2. Identify Criterion SampleIdentify Criterion Sample (Superior & Average (Superior & Average performers).performers).

3. 3. Collect DataCollect Data BEIBEI Panels (brainstorm personal characteristic to perform)Panels (brainstorm personal characteristic to perform) Surveys 360 ratingsSurveys 360 ratings Expert System Data BaseExpert System Data Base Job Task/Function Analysis (List in details task, Job Task/Function Analysis (List in details task,

function and action the job holder performs)function and action the job holder performs) Observation Observation

Star Questioning style Star Questioning style

SSituationituation TTaskask AActionction RResultsesults

4. 4. Identify Identify

Job tasks (elements of job person has to Job tasks (elements of job person has to perform)perform)

Job Competency Requirement (Characteristics Job Competency Requirement (Characteristics of people who do the job well; “Competency of people who do the job well; “Competency Model”Model”

5. 5. Validate the Competency ModelValidate the Competency Model

BEIBEI TestsTests Assessment Centre RatingsAssessment Centre Ratings

6. 6. ApplicationsApplications

SelectionSelection Training Training Professional DevelopmentProfessional Development Performance AppraisalPerformance Appraisal Succession PlanningSuccession Planning Evaluation of Training, professional Evaluation of Training, professional

development programdevelopment program

Selection Selection Matching people and jobsMatching people and jobs (External Recruitment (External Recruitment

or Internal Promotion)or Internal Promotion)

The better the fit between the requirements of a job and The better the fit between the requirements of a job and competencies of the job holder, the higher the job performance and competencies of the job holder, the higher the job performance and

satisfaction will be.satisfaction will be.

Poor PerformancePoor Performance High turnover/Poor retentionHigh turnover/Poor retention Succession PlanningSuccession Planning Long learning curve timesLong learning curve times Equal opportunity for non traditional candidatesEqual opportunity for non traditional candidates Organizational ChangeOrganizational Change

Performance Management SystemPerformance Management System

Performance Performance focusfocus “what” of behavior shifted “what” of behavior shifted ““howhow” of performance, oriented to future and ” of performance, oriented to future and focused on development.focused on development.

Job performance Job performance criteria criteria and appraisal criteria and appraisal criteria unequal unequal and and unfairunfair

PM seen as PM seen as bureaucraticbureaucratic having no impact on having no impact on performance or developmentperformance or development

PMS does PMS does not addressnot address need of employee for skill need of employee for skill development development or career advancementor career advancement

PM doe PM doe not reinforce Strategynot reinforce Strategy Performance appraisal ratings are “Performance appraisal ratings are “inflatedinflated””

Succession PlanningSuccession Planning Ongoing system of selecting competent employees Ongoing system of selecting competent employees

to move to key jobs (vacant/future). These future to move to key jobs (vacant/future). These future jobs high level position but due to uncertainty in jobs high level position but due to uncertainty in environment it may be for same level, even a level environment it may be for same level, even a level below the current or for lateral moves.below the current or for lateral moves.

Promotion or placement outcome are poorPromotion or placement outcome are poor Very little vertical career opportunities so in lean Very little vertical career opportunities so in lean

and mean time either lateral of downwardand mean time either lateral of downward Organizational changes require employees with Organizational changes require employees with

different competencies.different competencies. Merger, Acquisition and reorganizations require the Merger, Acquisition and reorganizations require the

surviving firm to decide which existing employees surviving firm to decide which existing employees are needed are needed

Development and Career PathingDevelopment and Career Pathing Competency can be taught including core motive Competency can be taught including core motive

competencies such as achievement motivation competencies such as achievement motivation and traits such as self-confidence (learned and traits such as self-confidence (learned optimism, reduction in depressive explanatory optimism, reduction in depressive explanatory style, fear of failure, origin vs pawn self concept)style, fear of failure, origin vs pawn self concept)

Adult experiential educationAdult experiential education Motivation acquisitionMotivation acquisition Social learningSocial learning Self Directed chanegSelf Directed chaneg

PayPay Compensation refers to methods used to set fixed and Compensation refers to methods used to set fixed and

variable pay for the jobs in an organization. variable pay for the jobs in an organization. Competency based pay is compensation for individual Competency based pay is compensation for individual characteristics, for skills or competencies over and characteristics, for skills or competencies over and above the pay or job or organizational role itself above the pay or job or organizational role itself commands.commands.

Problem of internal equity and potential for misuse Problem of internal equity and potential for misuse (how can one competency compared with other)(how can one competency compared with other)

Inability to attract “good” competent employeesInability to attract “good” competent employees Perception that people with certain competencies add Perception that people with certain competencies add

more value.more value. Value added is function of Competencies Value added is function of Competencies Need to motivate and maintain state of art skillNeed to motivate and maintain state of art skill