Competency Based Model Dr. Sahar Salem Lecture 4 Copyright © 2008 - 2012 managementstudyguide.com. All rights reserved. HR Evolution SHRM 1) Organizational Strategy (Vision, Mission, strategies, Goals, Values) • Goals: Departmental goals Individual goals Balanced Scorecards: What objectives (results) KPI • Values: Competency Model Competency Matrix Balanced Scorecards: How? Competency (Behaviors) KBI’s 2) Organizational Structure 3) Job Analysis: Job Description: Job Specifications: DTR - KPI’s KSA – KBI’s COMPETENCIES The definition of competency The combination of observable and measurable knowledge, skills, abilities and personal attributes that contribute to enhanced employee performance and ultimately result in organizational success. K KNOWLEDGE S SKILL A / B (ABILITIES / BEHAVIOUR) What is Competency? Some examples of competencies required by the employees are: - Adaptability Analytical Reasoning Motivation Foresight Commitment Leadership Creativity Emotional Stability Independence Communication Skills COMPETENCIES FRAMEWORK Core competencies Technical competencies Managerial & Leadership competencies Organizations Values, attitudes,& convictions that are followed by the employees. Knowledge, skills & technical abilities needed to perform the tasks Required Knowledge & skills for managerial jobs Types of Professional Competencies The professional competencies can be classified as: Generic Competencies: They are those which are considered essential for all staff, regardless of their function or level, that is, communication, program execution, processing tools, linguistic, etc. These competencies include broad success factors not tied to a specific work function or industry. They usually focus on leadership or emotional intelligence behaviours. Managerial Competencies: They are those which are considered essential for staff with managerial or supervisory responsibility in any service or program. Some examples of managerial competencies are: customer orientation, organizing skills, cross functional perspective, planning skills, execution skills, analytical skills, decision making, delegation, leadership Functional/Technical Competencies: These are specific competencies which are considered essential to perform any job in the organization within a defined technical or functional area of work. Some examples of functional/technical competencies are: business awareness, business skills, technical skills. Who Identifies Competencies? Competencies can be identified by one of more of the following category of people: • Experts • HR Specialists • Job analysts • Psychologists • Industrial Engineers etc. • In consultation with: Line Managers, Current & Past Role holders, Supervising Seniors, Reporting and Reviewing Officers, Internal Customers, Subordinates of the role holders What are basic/Core Competencies? • • • ‘Core Competencies’ are the competencies that help transcend any single business event within the organization. It is important for organizations to identify, develop and manage organizational core competencies that drive large enterprise critical projects. This is so because some projects are so complex and massive that it is impossible for a single individual to possess the competencies required to successfully complete a project. Competency Model Core (common, organizational) Competencies Behavioral HR Examples (core competencies) Competency Model Leadership competencies Behavioral HR Examples Competency Model Technical/ Functional Competencies Examples Competency Model Competencies What is Competency Mapping? Competency mapping is the process of identification of the competencies required to perform successfully in a given job or role or a set of tasks at a given point of time. It generally examines two areas: emotional intelligence or emotional quotient (EQ), and strengths of the individual in areas like team structure, leadership, and decisionmaking. The process of competency mapping consists of breaking a given role or job into its constituent tasks or activities and identifying the competencies (technical, managerial, behavioral, conceptual knowledge, attitudes, skills, etc.) Copyright © 2008 - 2012 needed to perform the same successfully. managementstudyguide.com. All rights reserved. Competency Matrix • Competency proficiency levels. • For example (for project management from low to high): • ●● Proficiency Level 1. Identifies project risks and dependencies and communicates routinely to stakeholders • ●● Proficiency Level 2. Develops systems to monitor risks and dependencies and report changes • ●● Proficiency Level 3. Anticipates changing conditions and impact to risks and dependencies and takes preventive action Copyright © 2008 - 2012 managementstudyguide.com. All rights reserved. Competency Matrix Using Competencies Models • Many people still think of a “job” as a set of specific duties someone carries out for pay, but the concept of job is changing. • Companies today are flattening their hierarchies, squeezing out managers, and leaving the remaining workers with more jobs to do. • Changes like these tend to blur where one job starts and another ends. In situations like these, relying on a list of job duties that itemizes specific things you expect the worker to do is often impractical. • Many employers are therefore using a newer job analysis approach. Instead of listing the job’s duties, they are listing, in competency models (or profiles), the knowledge, skills, and experience someone needs to do the job. • Such models or profiles (see Figure 4-10) list the competencies employees must be able to exhibit to get their jobs done. Using Competencies Models • In creating a competency model for HR managers, the Society for Human Resource Management describes a competency as a “cluster of highly interrelated attributes” (such as research design knowledge, critical thinking skills, and deductive reasoning abilities) that give rise to the behaviors (such as critical evaluation) someone would need to perform a given job (in this case, HR manager) effectively. • The competency model or profile then becomes the guidepost for recruiting, selecting, training, evaluating, and developing employees for each job. • For instance, the manager hires new employees using tests that measure the profile’s list of competencies, trains employees with courses that develop these competencies, and appraises performance by assessing the worker’s competencies. The accompanying Strategic Context feature illustrates. Skills matrix • • • • • • FIGURE 4-11 Skills matrix Note: This is an example of a skills matrix for technical/ engineering product development employees. The light blue boxes show the level required for each skill for these product development employees. An accompanying key would provide specific examples for each level of each skill, with difficulty increasing for each skill level starting at Level 1. For example, Level 1 for Technical Expertise/ Skills might say “has or is in process of acquiring the basic knowledge necessary to do this type of job,” while Level 6 might say, “Capable of conducting and supervising highly complex analytical tasks requiring advanced technical know-how and skills.” Core Competencies Leadership competencies Technical Competencies BP Example British Petroleum’s (BP’s) • BP Example British Petroleum’s (BP’s) exploration division executives wanted to shift employees from a job duties–oriented “that’s-not-my-job” attitude to one that motivated employees to obtain the skills required to accomplish broader responsibilities. • Their solution was a skills matrix like that in Figure 4-11. They had skills matrices for each job or job family (such as drilling managers). • As in Figure 4-11, each matrix listed: • (1) the types of skills required to do that job such as technical expertise, • and (2) the minimum skill required for proficiency at each level. • The figure’s note shows how to actually use the matrix. • BP’s skills matrix approach also supported its talent management efforts. Talent management efforts could now focus on recruiting, hiring, training, appraising, and rewarding employees based on the set of skills employees need to perform the job in question. How to Write Competencies Statements • • • • • • • • • • • • The process for identifying the job’s required competencies is similar to traditional job analysis. For example, you might interview job incumbents and their supervisors and ask open-ended questions regarding job responsibilities and activities. But instead of compiling lists of job duties, your aim is to finish the statement, “In order to perform this job competently, the employee should be able to….” Use your knowledge of the job to answer this, or the worker’s or supervisor’s insights, or use information from a source such as O*NET, or the Department of Labor’s Office of Personnel Management (see www.opm.gov). Then, for each competency write a competency statement. The ideal competency statement will include three elements. One is the name and a brief description of the competency, such as “Project Management—creating accurate and effective project schedules.” The second is a description of the observable behaviors that represent proficiency in the competency, such as “continuously manage project risks and dependencies by making timely decisions.” Third are proficiency levels. For example (for project management from low to high): ●● Proficiency Level 1. Identifies project risks and dependencies and communicates routinely to stakeholders ●● Proficiency Level 2. Develops systems to monitor risks and dependencies and report changes ●● Proficiency Level 3. Anticipates changing conditions and impact to risks and dependencies and takes preventive action HOW ARE COMPETENCIES USED IN ORGANIZATIONS? Ties to incentives/ salaries Career path Self Development Organizational development Job Description competencies Job performance Evaluation Recruitment & Selection Training Needs Analysis Competency Dictionary Things to be considered for developing competency dictionary: • • • Definition o Description of behavior or skills or characteristics o Use reference of other competency dictionary o Benchmark with other typical industry Dimensions o Intensity or completeness of action o Size of impact o Complexity o Amount of effort Proficiency levels or scales o Exposed o Development o Proficient o Mastery Copyright © 2008 - 2012 managementstudyguide.com. 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