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A Competency is an underlying characteristic of a person which enables him /her to deliver superior performance
motive, trait, social role or a skill of a person linked to superior performance on the job.
UNIDO (2002)-
knowledge and attributes that allow an individual to successfully perform a task or an activity within a specific function or job.
Competencies underlying characteristic of a persons inputs. clusters of knowledge, attitudes and skills generic knowledge motive, trait, social role or a skill personal characteristics set of skills, related knowledge and attributes
Job superior performance in a given job, role or a situation individuals ability to perform. linked to superior performance on the job. contribute to effective managerial performance successfully perform a task or an activity within a specific function or job
KNOWLEDGE
Relates to information Cognitive Domain
Set of SKILLS
Relates to the ability to do, Physical domain
Attribute
Relates to qualitative aspects
COMPETENCY
Behaviour Indicators
A Competency is described in terms of key behaviours that enables recognition of that competency at the work place.
These behaviors are demonstrated by excellent performers on-the-job much more consistently than average or poor performers. These characteristics generally follow the 80-20 rule in that they include the key behaviors that primarily drive excellent performance.
Example of a Competency
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.
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.
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
Managerial Competencies
Competencies which are considered essential for employees with managerial or supervisory responsibility in any functional area including directors and senior posts.
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 ?
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
The approach allows executives and angers to make a distinction between a person's ability to do specific tasks at the minimum acceptable level and the ability to do the whole job in an outstanding fashion
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.
The Competencies are Behaviour Specific It is one thing, for example, to ask whether an employee "takes initiative," a very general concept, open to interpretation, but it is quite another to ask, "Was it typical of this manager to carry out tasks without your having to request that they be done?," a question which has only two answers, "Yes" and "No".
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
Competency based Training Competency based appraisal process leading to effective identification of training needs. Opportunity to identify/ develop specific training programmes - Focused training investment.
Methodology?
Structured process to get the participants (Job holders, managers HR / training staff) to think systematically about the job, skills and personal characteristics needed for success.
Critical Event Interviews Structured interviews with superior performers which involves in-depth probing of a large number of events and experiences.
A Detailed Approach
Info about the company. Decision on the job position(s) . Discussion on the CM application. Basic data collection on the job responsibilities(using customized menu) Focus group
Review job description understand performance criteria Discuss specific behaviours List top ten competencies
A Detailed Approach
Critical incident technique - interviewing top performers
incidents that lead to effective performance incidents that lead to in effective performance Discuss specific behaviours List behaviours List competencies
A Detailed Approach
Content Analysis
Group behaviours Match behaviours to competencies using competency dictionary as a guideline Evolve new set of competencies if any Match behaviour indicators identified through CIT to the top 10 competencies identified by the focus group Review the model and make corrections
TRANSLATING THEM INTO ACTIONS FOR ACTUALISATION THROUGH ORGANISATION STRUCTURE ROLES, POSITIONS, JOBS
ROLE COMPETENCY
While designing the questionnaire following factors are to be taken into consideration:
1.1 Part - I
1.1.1 Purpose of the job. 1.1.2 Critical Success Factors
JOB
KEY ACTIVITIES KA - 1 KA - 2 KA - 3
Each Critical Success Factor (CSF) is the end result of multiple Key Result Areas. Each Key Result Area (KRA) is the end result of multiple Key Activities.
1.1.6
1.1.7 1.1.8
Organization Structure.
Empowerment of the position. Challenges in the job.
1.1.9
1.2 PART - II
1.2.1
Academics, Knowledge
Skills Sets Experience
1.2.2
Competencies
2.1
2.2 2.3 2.4 2.5
- Guided / Unguided.
3.2
Comparing good performer and average performer with select list of competencies.
3.3
4.0
6.0