Competence and

Competency

Analysis

PRESENTED BY:-

ABHISHEK CHAUDHARI (11307)

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What is Competence?

The word competence, though common in day to day

parlance as ability or qualification of an individual, has many

connotations in different fields.

For example, in biology, competence refers to the ability of a

cell to take up DNA.

In geology, competence of the rock the resistance it offers

against erosion.

In jurisprudence, competence of a witness means the mental

capacity of the person to participate in legal proceedings.

However, the maximum use of competence is done in the

industry where it has come to refer to specific requirementsfrom an individual to perform a given job.

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Three Levels of

Competences

1. Core Competences – Organizational Level. An organization

has to be good at various things such as customer orientation,

producing high-quality goods or services, innovation, adding

value through the effective use of resources and managingcosts.

2. Generic Competences – Shared by group of similar jobs such

as financial accountants, system analysts, team leader etc.

3. Role-specific competences- Unique to a particular role.

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What is Competency?

Competency on the other hand, in industrial jargon, refers

to description of skills and knowledge along with

experience, behaviour and other attributes that arenecessary to perform a task or job.

In simple words, competencies are skills required for a job.

Thus when you are shown competencies, it means you

have been described what has to be done and how well.

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Behaviour Classification

Understanding what needs to be done.

Getting the job done.

Taking people with you.

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Competence Analysis

Competence is about what people have to do toachieve results and it is not about how they do it.

Answers to the following questions are to beobtained to do the analysis:-

What are the elements of this job – what does thejob-holder have to do?

For each element, what is an acceptable standardof performance?

What levels and types of knowledge and skills arerequired to ensure that the job-holder is fullycapable in each element of the job?

How will role-holders and their managers know thatthe required levels of competence have beenachieved?

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Competence Analysis at

Southern Focus Trust

Core Competences were:

1. Provide quality service.

2. Manage the business and provision of services effectively.

3. Ensure that accountabilities are defined, accepted and

fulfilled.

4. Acquire, develop and use professional expertise to deliver

services.

5. Develop and apply interpersonal skills to achieve aims and

standards and to comply with the Trust’s core values.

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Competency Analysis

It is concerned with the behavioural dimensions of

roles which considers what people have to do to

perform well.

How do people in this role behave when they

carry it out effectively or ineffectively?

The answer to the above question will help us

define the competencies and differentiate the

positive and negative sets of behaviour.

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Approaches to

Competency Analysis1. Expert opinion

Least satisfactory.

HR department experts make a list of ‘what counts’.

Line managers and job-holders no involved and thus the list isunacceptable.

2. Structured interview

Expert prepare a list of competence headings.

Take interviews to sought effective and ineffective behaviours indifferent areas.

Should instead take interviews first and then group specific types ofbehaviour under competence headings.

3. Workshops

Bring together expert people in their fields along with a facilitator.

The members give examples of what kind of behaviour is effective andineffective for a particular job. List down and group thosecompetencies

E.g. Divisional HR director/Manager.

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Approaches to

Competency Analysis…4. Functional analysis

Distinction made between tasks (activities) and functions (purpose).

5. Critical incident technique

Event – good or bad and Behaviour – effective or less effective.

Observe the behaviour. Make corrections if less effective behaviour.

6. Repertory grid analysis

Personal construct theory. Way we behave or view other people’sbehaviour.

Procedure is known as ‘Triadic method of elicitation’.

7. Job competency assessment

David McClelland established 20 competencies and grouped them in 6clusters.

Competency assessment method for generic roles which have same basicaccountabilities. E.g. Research scientists or area sales manager.

Investigative interviews are taken. Information on ‘How they behave in theirjob, what are their thoughts and actions’ is gathered by trained interviewer.

Helps distinguish between superior performer and average performer.

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Which Approach?

Critical incident and repertory – grid -> time consuming

and needs experience to be effective.

Job competency assessment -> for those who have notgot time or money to use any other approach.

Workshop -> best among all.

Functional analysis -> used when the main objective is to

develop NVQ standards.

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TŌMĀKĒ

DHAN'YABĀDA

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