COMPETENCIES&

Human Resources

Management

What is competency?

Competency is observable mixing ability that is comprised of combining knowledge, skill and high performance.

Competency is definition of measurable work habit and personal ability while realizing purpose of works.

Components of Competency

Components of Competency

Classification of Competency1. Behavioral Competency

2. Cognitive Competency

3. Technical Competency

Classification of Competency

Behavioral Competency : That is expected that behavioral

competency has to be in all of employee.

- Being flexible for innovations and changes

- Having analytical thinking

- Taking initiative and risk without hesitation

- Being proactive

- Using sources effectively

Classification of Competency - 2

Cognitive Competency : Having cognitive competency is

expected to employee who is applicant to be manager.

- Having positive interpersonal communication

- Being innovative and creative

- Having planning and organizing skills

- Thinking strategically

Classification of Competency - 3

Technical Competency : This type is including knowledge,

ability and behavior for doing job.

- Marketing knowledge

- Solving customer’s problems and provide assistance

- Development of strategy

- Being convincing

- Review goods\services quality

Features of Competencies

- Competencies must overlap with strategies

- Competencies must be observable and measurable

- It must focus on behaviors

- It can change depending on company and sector

What is Competency Modeling“...We define competency model as anoverarching representation of multiple success profiles. We’ll define success profiles as the unique combination of competencies that describe the skill set of the ideal person for a specific level or key job.”

By J. Evelyn Orr, Craig Sneltjes, and Guangrong Dai, 2010 The Korn/Ferry Institute, The Art and Science of Competency Modeling:Best Practices in Developing and Implementing Success Profiles

Proper Model Selection Questions to  consider while developing a

Competency Model include: What level of detail is needed to meet our

human capital functions? How different is our environment from other

successful organizations like ours? To what extent do the competencies of today's

employees reflect the competencies required of tomorrow's employees?

What is our timeframe to accomplish this effort?

What are our resources to invest in this effort?

Retrieved from http://www.dusenbury.com/competency_analysis.htm

Some of Competency Models

LeBleu and Roger ( flexibility )

McLagan ( less dependence on experts )

Shoonover ( need, simple, compliance with organizational culture )

Testing the Validity of the Model

Evaluation of employees are not taken into account in the design phase of the model and collecting new data

Developing tests and applying to another group

Determination and training

Implementations of Competencies in Human Resources Management

• Competency-based Job Analysis

• Recruitment

• Performance Management

• Employee Training

• Competency-based Pay

• Career Planning

Job Analysis

19.10.12

• Competency-based job analysis is defining of job in terms of skills, abilities, behaviors and motivations required.

RecruitmentIt generally includes 2

steps;

1) Definition of competencies essential for success

2) Comparison of those with individuals’ competencies

Recruitment Process

Competency Based Interviewing System: 'STAR'

S – Situation And CircumcantesT –Tasks And Goals

A –ActionsR – Results Achieved From The Action

Competency-based Questions• Give an example of a significant decision you made in

your last position.

• Tell me about a time when you had to go above and beyond the call of duty ?

• Give an example of a change you initiated in your organization.

• As a manager, do you direct the project or the people?

• Tell us about a time in which you developed an unconventional approach to solve a problem. How did you develop this new approach? What challenges did you face and how did you address them?

Competency Evaluation Methods

• Oral and Written Examinations

• Practical-Skills Examination

• On-the-Job Monitoring

• Peer Assessment

• 360-degree Feedback

Oral and written examinations It may be given before an applicant gets a job

offer or throughout the worker's employment. An interview is an example of an oral examination: The applicant must answer how the experience on her resume is a good fit for the job, among other questions.

Practical-Skills Examination Many hands-on positions require the employee to

possess competencies that can only be measured by observation. For example, professions such as aeronautics and athletics, and positions in manufacturing, require an observational approach. “

On-the-Job Monitoring 

On-the-job monitoring gauges competency based on routine surveillance of the worker while he is performing the job. This type of competency assessment is often conducted without the applicant's knowledge.

Peer Assessment

Peer assessment is another competency instrument used in circumstances where group projects and collaborative ventures are common. Peer assessment may arise after the project's cessation or occur periodically throughout the task.

360 Degree Feedback

360 Degree Feedback is a system or process in which employees receive confidential, anonymous feedback from the people who work around them. This typically includes the employee's manager, peers, and direct reports.

SCANS’ 5 CompetenciesResources: Identifies, organizes, plans, and allocates

resources.

Interpersonal: Works with others

Information: Acquires and uses information

Systems: Understands complex inter-relationships

Technology: Works with a variety of technologies

Performance Management• Performance management

deals with not only outcomes, but also how to do jobs.

• The purpose is not to distinguish between the best and the worst.

• In this stage, HR determines what is required to improve overall performance.

Employee TrainingCompetence-based training is another implementation. Measurable and observable behaviors are tried to develop, and it take places in three stages basicly.;

1.Identification of competencies to be developed,

2.The creation of suitable model

3.The implementation of model.

Competency-based Pay

•Rewarding the individuals' abilities and behaviors which are critically important to the organization

Why Do We Use Competency-Based Pay?

•The primary objective is to maximize employee motivation. We want to keep our competent employees, and rewarding the success provide employee retention.

Career Planning• How do we fill in the gaps that may occur

in the organization?

Are employees working in their suitable positions?

“Career planning assessment results are used to evaluate the degree of fit between current dimensions/competencies and possible new jobs/roles. New jobs/roles can be sought as an end in themselves (e.g., for the types of activities or quality of life provided) or as a development step in a planned career.”

Byham William C. & Moyer Reed P. , Using competencies to build a successful organization, Development Dimensions International