GUIDEBOOK ON

COMPETENCY MODELLING AND PROFILING

1.6 COMPETENCIES VS. VALUES AND ETHICS

Another important distinction that needs to be made is that of
“competencies” versus “values” and “ethics.” Values influence the choices
and decisions that people make and the way they behave.

While it does affect the job holder’s effectiveness, it does not necessarily
lead to desired results and outcomes such as profitability.

Dr. Rothwell (2014) makes this point by saying, “I do not believe [that]
adherence to good values or good ethics necessarily leads to successful
performance. In fact, following the law--a good ethical practice--or else
following customer product warranties--a good values practice--can actually
limit performance and reduce profits.”

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DEFINITIONS
Values are deeply held beliefs
about a specific mode of conduct
or end-state of existence that is
personally and socially preferred
by an individual or organisation
such as integrity, trust, teamwork
and quality
GUIDEBOOK ON
COMPETENCY MODELLING AND PROFILING
Unlike competencies, values cannot be instilled in the
job holder by a short-term classroom intervention.
At best, the job holder’s attitude can be influenced.
Secondly, it is simply impossible to create proficiency
levels when talking about values. A person either
possesses the value or doesn’t.
For instance, “honesty” is a favorite value among
organisations. If we consider “honesty” as a
competency, does it follow that a person can have a
low, medium or high proficiency level of honesty?
Dr. Rothwell asserts that values equate to ethics and
morality, while competencies equate to productivity.
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GUIDEBOOK ON
COMPETENCY MODELLING AND PROFILING

It might be said that values is doing the right thing (based on the code of
ethics of the organisation), while competence is doing things right (based
on the competency models that have been drawn from characteristics of
exemplary performers). Hence competency modelling and values modelling
should be done separately.

Competencies and values must however come together at all times. In

the words of Dr. Rothwell (2014), “Competencies without values can be
dangerous.” While the process of values modelling is similar to competency
modelling (i.e., in both cases the goal is to translate values and competencies
to behavioural manifestations), values modelling begins with ethical dilemmas
rather than organisational results. The output of values modelling may be a
code of conduct for the organisation.

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