Concept of competency

Competencies are defined as observable abilities, skills, knowledge, motivations or traits defined in
terms of the behaviors needed for successful job performance.
Competencies are also what people need to be successful in their jobs. Job competencies are not
the same as job task. Competencies include all the related knowledge, skills, abilities, and attributes
that form a person’s job. This set of context-specific qualities is correlated with superior job
performance and can be used as a standard against which to measure job performance as well as to
develop, recruit, and hire employees.
Competencies and competency models may be applicable to all employees in an organization or
they may be position specific. Identifying employee competencies can contribute to improved
organizational performance. They are most effective if they meet several critical standards, including
linkage to, and leverage within an organization’s human resource system.
Benefits
Competency models can help organizations align their initiatives to their overall business strategy.
By aligning competencies to business strategies, organizations can better recruit and select
employees for their organizations. Competencies have been become a precise way for employers to
distinguish superior from average or below average performance. The reason for this is because
competencies extend beyond measuring baseline characteristics and or skills used to define and
assess job performance. In addition to recruitment and selection, a well sound Competency Model
will help with performance management, succession planning and career development.
Selection: The use of behavioral interviewing and testing where appropriate, to screen job
candidates based on whether they possess the key necessary job competency profile
Training and development: Development of individual learning plans for individual or groups of
employees based on the measurable “gaps” between job competencies or competency proficiency
levels required for their jobs and the competency portfolio processed by the incumbent.
Performance management: Provides regular measurement of targeted behaviors and performance
outcomes linked to job competency profile critical factors.
Career paths: Development of stepping stones necessary for promotion and long term career-
growth
Identifying skill gaps: Knowing whether employees are capable of performing their role in
achieving corporate strategy

Competency Mapping
Competency Mapping is a process of identifying key competencies for an organization and/or a job
and incorporating those competencies throughout the various processes (i.e. job evaluation, training,
recruitment) of the organization. A competency is defined as a behavior (i.e. communication,
leadership) rather than a skill or ability.
Businesses use competency mapping to match the capabilities and talent of personnel with specific
job tasks and organizational needs. The technique involves conducting a job analysis to identify core
skills and behaviors required to perform the role, drafting a job description based on the key
competencies and aligning resources to best fulfill competency needs. Having a competency map
makes it easier for firms to identify qualified candidates, assess performance, focus training efforts
and enhance overall productivity. Common competency mapping approaches include assessment
center, critical incidents technique, interviewing, questionnaires and psychometric tests.

Assessment Center
The assessment center methodology involves situational observation to evaluate performance
and growth potential of candidates relative to specified job attributes. The approach uses
various types of discussion and simulation exercises to reflect real-life demands of the job.
Candidates are asked to work through certain scenarios while a trained assessor observes their
behavior. The situations are designed to reveal skills and aptitude that help identify which
individuals are good matches for the current and future requirements of the job.
Critical Incidents Technique
The critical incidents technique uses data gathering and analysis to identify job-specific
behaviors that influence the success or failure of an individual or collective business operation
performing a certain job. Data about critical events – exceptional examples of accomplishment
or failure – is collected through interviews or questionnaires as soon as possible after
occurrence. The incidents are then categorized according to associated job behaviors to reveal
patterns of performance gaps and strengths.
Personal Interviews
The candidate interview provides first-hand insight into candidate behaviors and is an effective
method for collecting relevant information and impressions about prospective employees.
Interviewers should be prepared with targeted questions that not only draw out details about
tangible job experiences but also give clues about the candidate’s general motivation,
disposition and outlook. The interview record can be compared against the competency map
created for the job to determine which candidate offers the best match for the organization’s
needs.
Questionnaires
Questionnaires offer another approach for gathering information about job competencies and
work performance. Several types used in competency mapping include the common metric
questionnaire that highlights work requirements and activities, functional job analysis that
describes job duties and characteristics, occupational analysis inventory that specifies work
elements for almost all occupations, position analysis questionnaire that ties job characteristics
to human characteristics and work profiling system that measures ability and personality
attributes. The multipurpose occupational system analysis inventory highlights tasks and
competencies for government jobs.
Psychometric Tests
Psychometric testing provides a consistent approach to measuring and quantifying a sample of
behavioral attributes. The two main types of psychometric assessment are aptitude tests and
achievement tests. Aptitude tests are used to identify natural inclinations in a specific area, such
as art or science, and are designed to help predict how well a person would perform in a given
specialty after being provided with training. Achievement tests measure the level of proficiency
an individual has achieved in a certain area, such as mathematics, language skills and ability to
reason.
Competency assessment
Competency assessment is defined as any system for measuring and documenting personnel
competency. The goal of competency assessment is to identify problems with employee performance
and to correct these issues before they affect patient care.

 An initial competency assessment may reveal the need for specific training of the employee.
 Competency assessment should be conducted at regular intervals during the employee’s tenure.
 Competency assessments conducted either initially or periodically help to identify or prevent
performance problems that may be solved through task-specific training.
 Competency assessment methods include the following.
 Direct observation helps identify and prevent any performance problems:
- The employee’s techniques are watched during the examination process, which allows the
observer to see if the employee is following the SOP.
- To avoid subjectivity during a competency assessment, the observer uses a custom-designed
checklist; checklists are used when there are specific, observable items, actions or attributes to
be observed.
 Observation is the most time-consuming way to assess employee competence, but this method
is advised when assessing the areas that may have a higher impact on patient care.
- Monitor records (e.g. review worksheets and logs prepared by the employee).
- Review and analyze quality control records and results of proficiency tests performed by the
employee being evaluated.
-Retest or recheck results to compare results among personnel; discrepancies should be
resolved.
-Assess knowledge or problem-solving skills using case studies. Employees are asked to respond
orally or in writing to simulated technical problems.

Purpose Of Assessment
The purpose of the assessment is to

 decide a list of competencies for each level/cadre/department/division,

 prepare competency dictionary,
 judge competence on the basis of performance against the performance criteria set out under each
element of competency,
 suggest developmental steps including training for bridging the gaps between acquired and the desired
levels of competencies of each individual employee and
 hand-holding for the institutionalizing, implementation and evaluation of the development center.

Procedures describe specifically how each element of the processes will be performed. An employee
competency assessment would follow these procedures,
1. The assessor contacts the employee in advance to inform them that the assessment will be done at a
prearranged time.
2. The assessment is done while the employee is performing tasks using routine samples.
3. The assessment is done by a specified method previously described and is recorded in a logbook.
4. The results of the assessment are shared with the employee.
5. A remedial action plan is developed defining required retraining. The plan should be written and the
manager must ensure that the plan is understood by the employee. The plan should outline specific
steps to be taken to resolve or correct the problem with related deadlines. Needed resources should be
clearly outlined in the plan. For example, the employee may need an updated version of the SOP.
6. The employee is asked to acknowledge the assessment, related action plan, and reassessment.
 Types of competencies
Organizational competencies: The mission, vision, values, culture and core competencies of the
organization that sets the tone and/or context in which the work of the organization is carried out
(e.g. customer-driven, risk taking and cutting edge). How we treat the patient is part of the patient's
treatment.
Core competencies: Capabilities and/or technical expertise unique to an organization, i.e. core
competencies differentiate an organization from its competition (e.g. the technologies,
methodologies, strategies or processes of the organization that create competitive advantage in the
marketplace). An organizational core competency is an organization’s strategic strength.
Technical competencies: Depending on the position, both technical and performance capabilities
should be weighed carefully as employment decisions are made. For example, organizations that
tend to hire or promote solely on the basis of technical skills, i.e. to the exclusion of other
competencies, may experience an increase in performance-related issues (e.g. systems software
designs versus relationship management skills)
Behavioral competencies: Individual performance competencies are more specific than
organizational competencies and capabilities. As such, it is important that they be defined in a
measurable behavioral context in order to validate applicability and the degree of expertise (e.g.
development of talent)
Functional competencies: Functional competencies are job-specific competencies that drive
proven high-performance, quality results for a given position. They are often technical or operational
in nature (e.g., "backing up a database" is a functional competency).[7]
Management competencies: Management competencies identify the specific attributes and
capabilities that illustrate an individual’s management potential. Unlike leadership characteristics,
management characteristics can be learned and developed with the proper training and resources.
Competencies in this category should demonstrate pertinent behaviors for management to be
effective.

Performance management
Performance management process is a systematic process of managing and monitoring
the employee’s performance against their key performance parameters or goals. It is
regarded as a process for driving the individual and organizational performance
management.
Performance management process

1. Planning

This phase of Performance Management process includes establishing job

descriptions and identifying the employee's essential functions as well as defining
the strategic plans of the department or the company as a whole.
2. Developing

This phase of Performance Management process includes developing performance

standards, which offers a scale that describes how a specific job should be
performed in order to meet (or exceed) expectations. They are explained to newly
hired employees and are later used to evaluate work performance.
3. Monitoring

This phase of the Performance Management process includes monitoring

employee's work performances and giving feedback about them.

As the basis of feedback, observations should be verifiable: they should

involve noticeable and work-related facts, events, behaviors, actions,
statements, and results. Feedback of this type is called behavioral feedback,
and they help employees improve and/or sustain good performance by
precisely identifying the areas that the employee needs to improve without
judging his or her character or motives.

4. Rating

This phase includes conducting performance evaluations. This is the critical

aspect of the Performance Management process, especially because it is
important for performance managers to arrive at an unbiased assessment.
5. Development Planning
This phase of Performance Management process includes establishing plans for
improved employee performance and development goals. This advances the overall
goal of the company and at the same time increases the quality of work by
employees by:

Encouraging constant learning and professional growth.

Helping employees maintain the level of performance that meets (and exceeds)
expectations.

Improving job - or career-related skills and experience.

In closing, Performance Management is a process that, when executed fairly and

effectively, can improve the quality of the company's workforce, raise standards,
increase job satisfaction, and develop professionalism and expertise that would
benefit not only the employees but the entire organization as well.