1. What do we mean when we say “COMPETENCY” ?

2. COMPETENCY? A Competency is an underlying characteristic of a person which enables him /her to deliver superior performance in a given job, role or a situation.

3. Competencies are seen mainly as inputs. They consist of clusters of knowledge, attitudes and skills that affect an individual’s ability to perform. COMPETENCY?

4. Competencies are seen mainly as inputs. They consist of clusters of knowledge, attitudes and skills that affect an individual’s ability to perform. COMPETENCY?

5. Hayes (1979) - Competencies are generic knowledge motive, trait, social role or a skill of a person linked to superior performance on the job. COMPETENCY?

6. Albanese (1989) - Competencies are personal characteristics that contribute to effective managerial performance. COMPETENCY?

7. COMPETENCY? UNIDO (2002)- A Competency is a set of skills, related knowledge and attributes that allow an individual to successfully perform a task or an activity within a specific function or job

9. individual’s ability to perform.

10. linked to superior performance on the job.

11. contribute to effective managerial performance

13. Behavior Indicators A Competency is described in terms of key behaviors 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.

14. Example of a Competency

15. 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.

16. Key Behavior Indicators Independently researches for information and solutions to issues 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

17. What is a Competency Model?

18. 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 Behavior indicators

19. Competency – Broad Categories Generic Competencies Competencies which are considered essential for all employees regardless of their function or level. - Communication, initiative, listening etc. Managerial Competencies Competencies which are considered essential for employees with managerial or supervisory responsibility in any functional area including directors and senior posts.

20. Competency – Broad Categories Technical / Functional Specific competencies which are considered essential to perform any job in the organization within a defined technical or functional area of work. E.g.: Finance, environmental management, etc.

21. Competency – Building Tools COMPETENCY MODELING BEGINS THE PROCESS OF BUILDING TOOLS TO LINK EMPLOYEE PERFORMANCE TO THE MISSION AND GOALS OF THE ORGANISATION

22. Why Competencies ?

24. Data generation from subject matter experts; job incumbents

25. Effective PerformanceCompetency 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

26. Distinguish Superior from merely Satisfactory Performance The approach allows executives and managers 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

27. Behavior Indicators Based upon What Outstanding Individuals Do 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.

28. Competencies are Behavior 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".

29. Holistic Application Competencies help companies ‘raise the Bar’ of performance expectations help teams and individuals align their behaviors with key organizational strategy each employee understand how to achieve expectations

30. Alignment of HR Systems Recruitment andselection Performance Management Competency Model Training & Development Compensation

31. Competency Based Recruitment Competency based interviews reduce the risk of making a costly hiring mistake and increase the likelihood of identifying and selecting the right person for the right job

32. Competency Based Performance Appraisal Competencies enable establishment of clear high performance standards Collection and proper analysis of factual data against the set standards. Conduct of objective feedback meetings direction with regard to specific areas of improvement

33. Competency Based Training Competency based appraisal process leading to effective identification of training needs Opportunity to identify/ develop specific training programs - Focused training investment Focused Training enabling improvement in specific technical and managerial competencies

34. Competency Based Development Competencies contribute to the understanding of what development really mean, giving the individual the tools to take responsibility for their own development give the line managers a tool to empower them to develop people

35. Competency Based Pay Provide an incentive for employees to grow and enhance their capabilities

36. Methodology?

37. Steps in Model Building Background information about the organization Decide on the Occupation / Job Position(s) that require competency Model(s) Discuss the application of the competency model Select a data collection method and plan the approach Organize Data collected Identify main themes or patterns Build the model - Defining specific behavior Indicators Review the model

38. Competency Data Collection Methods Resource / Expert Panels 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. Generic competency Dictionaries Conceptual frameworks of commonly encountered competencies and behavior indicators Serve as a starting point to the model building team Can be used in resource panel by asking the participants to select a set of generic competencies related to the job and rate the importance

39. Competency Model Building

40. Competency Model Building – 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 behaviors List top ten competencies

41. Competency Model Building – A Detailed Approach Critical incident technique - interviewing top performers Incidents that lead to effective performance Incidents that lead to in effective performance Discuss specific behaviors List behaviors List competencies

42. Competency Model Building – A Detailed Approach Content Analysis Group behaviors Match behaviors to competencies using competency dictionary as a guideline Evolve new set of competencies if any Match behavior indicators identified through CIT to the top 10 competencies identified by the focus group Review the model and make corrections

43. Questions