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    Competency Models: BY Malathi.N 12 MD O42

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    The document provides information on competency models, including definitions, characteristics, approaches to developing models, and examples of competency models. Some key points: - A competency is a cluster of knowledge, skills, abilities, behaviors, and attitudes related to job success. Competency models identify the competencies needed for specific jobs or roles. - There are different approaches to developing models, including universal models applicable to all jobs, functional models for specific business areas, and job-specific models. - Competency models can be used for HR processes like recruitment, performance management, and training to ensure employees receive consistent messaging. They are often linked to business strategies and objectives. - Examples of compet

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    Competency Models: BY Malathi.N 12 MD O42

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    The document provides information on competency models, including definitions, characteristics, approaches to developing models, and examples of competency models. Some key points: - A competency is a cluster of knowledge, skills, abilities, behaviors, and attitudes related to job success. Competency models identify the competencies needed for specific jobs or roles. - There are different approaches to developing models, including universal models applicable to all jobs, functional models for specific business areas, and job-specific models. - Competency models can be used for HR processes like recruitment, performance management, and training to ensure employees receive consistent messaging. They are often linked to business strategies and objectives. - Examples of compet

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    The document provides information on competency models, including definitions, characteristics, approaches to developing models, and examples of competency models. Some key points: - A competency is a cluster of knowledge, skills, abilities, behaviors, and attitudes related to job success. Competency models identify the competencies needed for specific jobs or roles. - There are different approaches to developing models, including universal models applicable to all jobs, functional models for specific business areas, and job-specific models. - Competency models can be used for HR processes like recruitment, performance management, and training to ensure employees receive consistent messaging. They are often linked to business strategies and objectives. - Examples of compet

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    134 views32 pages

    Competency Models: BY Malathi.N 12 MD O42

    Uploaded by

    Yogpatter
    The document provides information on competency models, including definitions, characteristics, approaches to developing models, and examples of competency models. Some key points: - A competency is a cluster of knowledge, skills, abilities, behaviors, and attitudes related to job success. Competency models identify the competencies needed for specific jobs or roles. - There are different approaches to developing models, including universal models applicable to all jobs, functional models for specific business areas, and job-specific models. - Competency models can be used for HR processes like recruitment, performance management, and training to ensure employees receive consistent messaging. They are often linked to business strategies and objectives. - Examples of compet

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    of 32

    COMPETENCY MODELS

    BY
    MALATHI.N
    12 MD O42

    COMPETENCY
    competency is described as "a cluster of knowledge, skills,
    abilities, behaviors, and attitudes related to job success and
    failure " (Byham & Moyer, 2000; Cooper, 2000; Green, 1999;
    Lucia & Lepsinger, 1999; Parry, 1996 ).
    This new behavioral approach creates what "good" competencies
    might look like. Characteristics of a set of useful competency
    list are,
    1) Exhibiting job-relatedness,
    2) Observable and measurable against well-accepted job
    standards or criteria,
    3) Being improved via training and development, and
    4) Providing insights on determining how capable or fitness a
    person is to a job and an organization.

    Impact Of Three-level Competencies On


    Business Results

    Individual
    Competencies

    Organizat
    ional
    Vision&
    Job/Role
    Mission
    Competencies

    Organizational
    structure & culture

    Organizational
    Core
    Competencies

    Growth
    Opportunities

    Business
    Results

    HR processes based on competencies -Mc Lagan

    STRATEGIES FOR BUILDING COMPETENCY MODELS


    In an organization with many different jobs there are two
    approaches for building competency models Universal and
    Multiple model approach.
    Universal approach -This is a one size fits all approach. It
    involves creating a single model with one set of competencies
    applicable to all jobs. These are less related to specific job or
    function and more related to values and skills.
    Multiple approach -This method creates multiple models
    depending on jobs and levels. This method is used when all
    the jobs do not have anything in common.

    Recent Trends in Competency Modeling


    1.Automation of competency modeling- In an effort to streamline and
    make the process of competency modeling /job-analysis more
    efficient, Mason and Lin (2008) advocate the use of online data
    warehouses of competency models, web-based focus groups, and the
    use of online surveys to gather data from subject matter experts
    (SMEs) and incumbents.
    2.Strategic job analysis - Attempting to identify the relevant tasks,
    behaviors, and KSAOs for a job as they are predicted to be in the
    future (Schneider & Konz, 1989).
    This approach represents a change from descriptive job analysis (with
    a focus on describing the job as it currently exists) to predictive job
    analysis (which focuses on how the job is expected to be in the future).
    The need for strategic job analysis is becoming more apparent because
    of the dynamic nature of modern-day organizations.

    3.Personality-oriented job analysis- The use of personality as a


    predictor in selection is becoming more and more common
    in todays organizations.
    Countless meta-analyses have demonstrated that a number
    of broad personality traits are associated with high
    performance on the job.
    4.Cognitive task analysis - The identification and analysis of
    cognitive processes that underlie task performance, has been
    offered as a supplement to traditional task analysis.
    With the advent of the Internet and the great increase in
    technology across the workplace, todays jobs contain more
    cognitive complexity than ever before.

    Potential Uses Of The Model


    The model can be used for multiple reasons.
    1.Competency modeling is an important innovation in that it is a way to
    get organizations to pay attention to job-related information and
    employee skills in the management of employees.
    2.They are often intended to distinguish top performers from average
    performers (e.g., Parry, 1996; Olesen, White, & Lemmer, 2007). They
    focus less on and may even omit descriptors of tasks or KSAOs that do
    not help understand employee performance (but cf., Lievens, Sanchez,
    & De Corte, 2004).
    3.They often include descriptions of how the competencies change or
    progress with employee level (e.g., Martone, 2003; Rodriguez et
    al.,2002).

    4.The KSAOs are usually linked to the business objectives and


    strategies (e.g., Green, 1999; Martone, 2003; Rodriguez et al.,
    2002).
    5. They are developed top down rather than bottom up like job
    analysis.
    6.Competency models may consider future job requirements either
    directly or indirectly (e.g., Parry, 1996; Rodriguez et al., 2002;
    Schippmann et al., 2000). They do not document the status quo
    but attempt to look into the future.
    7.Competency models are usually presented in a manner that
    facilitates ease of use. Designing for ease of use often includes the
    utilization of organization-specific language.

    Building Competency models Spencers classic


    competency study design

    Multipurpose Occupational Systems Analysis


    Inventory - Close-Ended (MOSAIC)
    Competencies
    United States, Office Of Personnel Management ,OPM has been
    conducting Government wide occupational studies using its
    Multipurpose Occupational Systems Analysis Inventory - Close-Ended
    (MOSAIC) methodology for more than two decades.
    MOSAIC, a multipurpose, survey-based occupational analysis
    approach, is used to collect information from incumbents and
    supervisors on many occupations for a wide range of human resource
    management functions

    MOSAIC Continued
    Identified the 885 competencies employees need to perform
    successfully in nearly 200 Federal occupations, as well as for
    leadership positions.
    These competencies provide users with a basis for building
    integrated human resource management systems that use a
    common set of competencies to structure job design,
    recruitment, selection, performance management, training, and
    career development so that employees receive a consistent
    message about the factors on which they are selected, trained,
    and evaluated.

    Developing Competency Model


    Competency modeling is a process of determining what
    competencies are necessary for successfully performing a job
    or a role.
    The competency models are normally linked to organizations
    strategic purposes for achieving results. Valid competency
    models help to strengthen HR systems, improve overall
    performance, and increase business impacts over time (Cook
    & Bemthal, 1996; Parry, 1996, 1998)
    A variety of a profile and its applications varies according to a
    diversity of business results, target groups, job/ roles, and
    positions.

    A Conceptual Cascade For Developing Competency


    Modeling

    Comparing Approaches to Developing Competency Models


    S.No.

    Categories of Competency
    Model
    Core Competency Model
    (one-size-fits-all
    model)

    Major Characteristics

    Advantages & Disadvantages

    -closely aligned to vision, values, and


    mission
    -applies to all levels/ jobs
    -provides broad, quick, and
    consistent impacts

    -helps to catalyze changes


    -can be used with many groups
    -modest cost but long last impacts
    and functions
    -not specific to particular job
    -more difficult to implement
    -best for homogeneous work

    2.

    Functional Competency
    Model

    -built around key business areas


    -applies to all employees in target
    functions

    -focused and specific efforts


    -considers on technical aspects
    -often used for a single job or
    positions

    3.

    Job/Role Competency
    Model

    -applies to specific roles in


    organizations
    - identifies both core and specific
    competencies

    -unifying, useful in a team-based


    organizations
    -narrow if applied to a single job
    less cost effective if outdated
    - time consuming

    4.

    Multiple-Job Model

    -provides a common set of generic


    competencies
    - can be used with several jobs for a
    longer period
    - applied to a wide range of
    employee groups

    -getting popular but most difficult


    to implement and explain
    -needs close management supports
    and HR champions
    -a quick, low-cost approach
    -customized for individual jobs

    1.

    HR Professional Framework

    The HR Professional Framework will help to identify the


    person in relation to the roles.

    The purpose of the framework is to help think about the


    direction you would like to take as you pursue a career within
    the HR profession.

    It can be a useful reference in building the Individual


    Development Plan (IDP) with the manager, coach or mentor.

    The HRM Competency Model features 24 general


    competencies, categorized into three HR Professional Roles,
    plus the Leader Role.

    I-Core Competency Model:

    CUSTOMER FOCUS
    PERFORMANCE MANAGEMENT
    PLANNING & USE OF RESOURCES
    COMMUNICATION
    STRATEGIC THINKING
    & MANAGING CHANGE
    SELF MANAGEMENT
    LEADERSHIP
    TEAM AND PARTNERSHIP WORKING

    II-Functional Competency Model

    Roles of the HR
    Professional
    1. Technical Specialist
    2. Advisor
    3. Strategic Partner
    4. Leader

    The seven critical general competencies in the ADVISOR


    ROLE are:
    Creative Thinking
    Client Engagement / Change Management
    Decision Making
    Flexibility
    Influencing/Negotiating
    Project Management
    Reasoning

    III-Job/Role Competency Model


    SPECIFIC ROLES OF ADVISOR:
    Advisor Apprentice
    Advisor Practitioner
    Advisor Expert
    Advisor Apprentice:
    Has a moderate level of strategic ability and only a limited familiarity with
    technical HR operations.
    Is likely in the beginning stages of a career as an HR leader.
    The Advisor Apprentice's skills would be enhanced through partnering with
    and learning from experts in both technical and strategic HR operations.

    Advisor Practitioner
    Has a moderate level of both strategic and technical HR ability.
    The Advisor Practitioner would serve as an effective advisor
    for experienced HR leaders.
    Advisor Expert
    Has a high level of technical ability and a moderate familiarity
    with strategic HR operations.
    Serves as an excellent advisor to experienced and novice HR
    leaders.
    With a little more strategic training, the Advisory Expert can
    likely be an effective HR leader.

    Training Managers
    Roles: Technical Specialist; Advisor; Strategic Partner; Leader
    Competencies:
    Performance Management;
    Relations (Technical);

    Employee

    Relations;

    Labor

    Reasoning, Decisions-Making, Interpersonal Skills, SelfManagement, Legal, Government,& Jurisprudence, Oral


    Communication (General);

    Human Capital Management, Leveraging Diversity,


    Developing
    Others,
    Conflict
    Management,
    Accountability (Leadership)

    Managing Talent
    Roles: Advisor;

    Strategic Partner

    Competencies:
    Staffing;
    Development (Technical);

    Human

    Resource

    Attention to Detail, Creative Thinking, Integrity/Honesty,


    Interpersonal Skills, Legal, Government & Jurisprudence, Oral
    Communication, Planning & Evaluating, Problem Solving,
    Project
    Management,
    Reasoning,
    Self-Management,
    Teamwork, Technical Competence (General);
    Client Engagement/Change Management, Decision Making,
    Influencing/Negotiating,
    Organizational
    Awareness,
    Workforce Planning (Leadership)

    Methodology
    Methodologies used to design the models involve

    1) Analyzing target job or position under changing business


    strategies,
    2) Identifying effective and ineffective behaviors from below,
    average, and "star" performers,
    3) Collecting data by using balanced approaches,
    4) Analyzing the data and formulating an interim competency model,
    5) Validating the appropriateness of the model.

    Validating the Competency Models


    Organizations should validate the models to avoid risks of
    having irrelevant and outdated profile which may lead to legal
    implications. The Validation is a long-term process to realize
    the actual effectiveness.
    Validation approaches
    Statistical -systematically examine content representativeness
    of the interim model.
    Criterion validation- focuses on correlation indices between a
    given competency and measures of individual performance.
    In addition, output benefits such as profits, productivity, and
    client satisfaction are tracked.
    In fact, using balanced validation approaches enhance the
    credibility and the validity of the models in practice.

    Benefits of Valid competency models


    They provide directional guidance in behavioral terms what
    people at every level need to do in delivering results.
    When properly defined, their measurability helps to differentiate
    effective performance from those average and substandard. The
    assessment information can also be used to benchmark
    management effectiveness between organizations.
    Competencies regarded as critical to business survival and
    success can be learned and improved.
    Good competency models provide comprehensive integration into
    many human resource practices.

    Competency-based Management (CBM)


    CBM can be regarded as an approach to managing employee
    performance based on both the "what" is achieved and the
    "how" results are derived.
    The presence of organizational culture that fosters change,
    excellence innovation, participative decision-making, and
    continuous learning will greatly enable the application of
    CBM to success.

    Role of Competency Modeling

    3.

    Human Resource
    Areas
    Job analysis &
    Evaluation
    Selection and
    Promotion
    Lay-off

    4.

    Deployments

    Serve as requirements and justifications to appointments

    5.

    Resourcing Activities

    Be a tool for assessment with indicators and proficiency level.

    6.

    Human Resource
    Planning
    Training and
    Development
    Performance
    Management
    Compensation

    Address rising marketable skills in demands or in shortage.

    1.
    2.

    7.
    8.
    9.

    10. Career, Succession,


    Placement

    Shift the unit of analysis from a job and associated tasks to a person
    and what he/she is capable of.
    Serve as a means to determine appropriate assessment tools after
    identifying that competencies are job-related.
    Used as qualifications to determine order/reasons to be laid off.

    Used to identify training needs, self-development, evaluating.


    Establish 360-degree feedback system & performance standard.
    Least often used, reward performance/skill-based pay for team.
    Support for career mobility and individual development plan.

    Byham &Moyer, 2000; Dubois,1998; Lucia & Lepsinger,l999;


    Zwell, 2000

    CONCLUSION:
    It is realized that there is no right answer to competency
    issues. What is important for organizations is adopting
    definitions, models, and approaches that make sense, meet
    their needs, and used them consistently.

    THANK YOU

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