Competency at Work

 New business realities and impact of HR professionals

 The competency model for the New HR Professional
 Strategic Contribution
 Personal Credibility
 HR Delivery
 Business Knowledge
 HR Technology
 Concepts of competency, competency at work
 Types of competencies – behavioral and technical
 Competency description
 Competency levels
 Designing competencies dictionary
 Measuring of mapping competencies
 BEI
 Assessment centre
 Conducting and operating assessment centre
 Role of assessors in an assessment centre
 Designing tools in an assessment centre
 Feedback mechanism
 Business environment Impact

• Globalization
• Regulatory mechanism
• Shareholders value
• Competition Locally and globally
• New models of growth
• Information Communication Technology
• Value based management
• Focus on long-term goals

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 Emerging Business Realities
• Virtual Organizations
• Service orientation
• Highest Quality
• Fast and flexible services
• Innovative Products and services
• Tough Competition
• Risk Management
 Strategic Contribution & HR
Delivery

• Strategy linked action plan - Seema Sanghi

Competency model for HR Delivery
 Personal Credibility
• Adaptability
• Independence
• Integrity
• Stress tolerence
• Resilience
• Consciousness
• Self management
 Business Knowledge
• Business sense
• Organizational awareness
• Business environment judgement
• Analytical skills
• Risk taking
• Decision making
 HR Today
• HR responsibilities:

– HR provides less transactional support than in the

past.
– HR is a strategic partner in company planning.
– HR monitors current trends and legal developments.
– HR disseminates information to the organization.
– HR communicates with and supports employees at
different physical locations.
 New Technologies
• Web technologies focus on collaboration and
community.
• Web technologies are digital, mobile, personal
and virtual.
• Examples of Web technologies:
– Social networks.
– Video sharing.
– Blogs.
Measurement System
 Competency Mapping
Competency Method in Human Resource
Management:
a. Features of Competency Methods
b. Historical Development
c. Definitions
d. Approaches to Mapping
e. Case Studies in Competency Mapping.
 Brief History

In the era of scientific management F W Taylor’s and Henry ford use of assembly line
competencies shifted from workers to time-and-motion study.

Complexity was minimized and efficiency was maximized, Specialization in a piece

work , if worker is unable to handle the monotony , boredom, physical strain there
were large number of applicants waiting.

Then came the world war II where officer ordered and subordinates obeyed without
question.

The abilities to make decision and plan further rest with the person in command.

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 Brief History

• 1960 - David McClelland’s landmark article in the

American Psychologist asserted that companies
should hire people based upon competencies rather
test score.

1973 - McClelland’s developed a new methods to

predict human performance for US Information
Agency. Objective was to eliminate the potential
biases of traditional intelligence and aptitude testing.

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 Overview of Competency Mapping

1.Competency Map. A competency map is a list of an individual’s

competencies that represent the factors most critical to success in
given jobs, departments, organizations, or industries that are part of
the individual’s current career plan.

2. Competency Mapping. Competency mapping is a process an

individual uses to identify and describe competencies that are the
most critical to success in a work situation or work role

3. Competency profiling It is the process of identifying the

knowledge, skills, abilities, attitudes, and judgment required for
effective performance in a particular occupation or profession.
Competency profiling is business/company
Competency based system helps …
• Hiring best available people
• Productivity maximization
• Enhances 360 degree feedback
• Adapting to Change
• Aligning Behavior with Organizational
Strategies and Values
 Competency Pyramid model

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Seema Sanghi
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 Approaches to Mapping Competencies

Competency models by position, function, level, or company

•One universal set of competencies for all employees and positions.

Merits
•It builds a common language & frame of reference for everyone
•It makes it easier to compare employees to one another across position
and job functions
•It eases administration of selection & development practices
•It helps align everyone towards a common culture & can support the
culture change process.
 Competency Modeling

Competency models consists of qualities required

for superior performance with respect to:

The
Job specific Functional Role Leadership Organization's
requirements requirements attributes Attributes Culture &
Value
 The competency matrix – level & proficiency

• Defines level of proficiency on competencies in terms of a set of

behaviors expected for a grade level or rank at a particular position

• The numbers in the rating system are replaced by job titles

•Helps employees understand the desired level of proficiency for each

competency at each job level.
 Difficulties
•Developing models for each position will take considerable time, efforts & expense
if done well

•The lack of competency commonality from position to position will make it more
difficult to compare & contrast candidates currently in different positions.

•Every time employees move from one position to another, they will have to learn
new competencies & abandon those they have been focusing on improving.
 Issues related to developing Competency Models

• Is the Organization Serious about it?

• What is the Goal—Quality or Excellence?
• Is the Development Effort Periodic or Continuous?
• Is the Assessment a Continuous Process or is it a One-time Endeavour?

• Are the Competencies Reflecting Current Activities or Future Activities?

• What should be the Time Frame for the Project?
• How will the Organization Use the Results?
• What is the Value Addition for the Organization?
• What is the Value Addition for Employees?
• How will the Determinants of Success be Measured?
• What are the Desired Outcomes?
 Competency Mapping
Procedures and steps
a. Business Strategies
b. Performance Criteria
c. Criteria Sampling
d. Tools for Data Collection
e. Data Analysis
f. Validating the Competency Models
g. Short Cut Method
h. Mapping Future Jobs
i. Single Incumbent Jobs
j. Using Competency Profiles in HR Decisions
 What is the Value Addition for the Organization?
There may be various desired outcomes.

• Requirement of quality certification programme for staying in business.

• Enhancing organization’s stature and competitive position.
• Improved recruitment and selection processes.
• Right people in the right jobs internally.
• Developing people in time and according to the needs.
• Better performance and the dropping of unnecessary development activities by
focusing on the need of the job.
• Overall organizational performance by capturing market share,
• improved customer service, innovation, improved efficiency, decrease in time to
market and better decisions.
 Criterion sampling
• Involves selecting cases that meet some predetermined criterion of
importance (Patton, 2001, p. 238).

• Sampling criteria is the list of characteristics of the elements that we have

determined beforehand that are essential for eligibility to form part of the
sample.
 Tools of data collection
The various tools of data gathering involve the use of appropriate recording
forms. These are called tools or instruments of data collection. They consist of
• Observation
• Surveys
• Interview (Structured, semi – structured, Unstructured / F-F / Telephonic Interview)
• Mailed questionnaire
• Rating scale
• Checklist
• Data sheet
• Schedules

The Tools must be as devised as to provide the required verifiable and

quantifiable data and to avoid selective bias and misinterpretation of
observed items.
Data analysis and interpretation
• Think about analysis EARLY
• Start with a plan
• Code, enter, clean
• Analyze
• Interpret
• Reflect
– What did we learn?
– What conclusions can we draw?
– What are our recommendations?
– What are the limitations of our analysis?
 Validating Competency Models
• Validation efforts begin with converting the competencies into a questionnaire
that can be used for rating individual effectiveness.

• The ratings on the competency questionnaire are correlated to the

performance ratings to determine if each competency relates to job
performance

These competencies Measure:

• Objectives
• Performance Standards
• Accountabilities
 Determining Objectives
• Purpose: to identify
– Outcomes
• Limited number
• Highly important
– When achieved
• dramatic impact on overall organization success
 10 Characteristics of Good Objectives

1. Specific and Clear 6. Bound by Time

2. Challenging 7. Achievable
3. Agreed Upon 8. Fully Communicated
4. Significant 9. Flexible
10. Limited in Number
5. Prioritized
 Determining Performance
Standards
Standards refer to aspects of performance
objectives, such as:
• Quality
– How well the objective is achieved
• Quantity
– How much, how many, how often, at what cost
• Time
– Due dates, schedule, cycle times, how quickly
 Standards must include:
• A verb defining actions
• The desired result
• A due date
• Some type of indicator
– Quality and/or
– Quantity
 Good Performance Standards:
6 Characteristics

1. Related to Position
2. Concrete, Specific, Measurable
3. Practical to Measure
4. Meaningful
5. Realistic and Achievable
6. Reviewed Regularly
 Determining Accountabilities
 Collect information about job (Job Description)

 Determine importance of task or cluster of tasks

– % of employee’s time spent performing task
– Impact on unit’s mission if performed inadequately
– Consequences of error
Measuring Behaviors: Overview
• Identify competencies
• Identify indicators
• Choose measurement system
 Identify Competencies
Measurable clusters of KSAs
– Knowledges
– Skills
– Abilities
That are critical in determining how
results will be achieved
 Types of Competencies
• Differentiating
– Distinguish between superior and average
performance

• Threshold
– Needed to perform to minimum standard
 Identify Indicators
Observable behaviors

Used to measure extent to which

competencies are present – or not
 Necessary Components for
Describing Competencies
• Definition
• Description of specific behaviors
– When competency demonstrated
– When competency not demonstrated
• Suggestions for developing the competency
 Shortcut method of Competency Mapping?

A Short Competency Model Process Based on Expert Panel A

short Job Competency Assessment (JCA) process using
primarily data from an expert panel consist of these steps :

• Expert Panel
• Conduct Behavioral Event Interviews (BEI’s)
• Data Analysis & Develop a Competency Model
• Validate the competency model
 Competency Management For Future
• Competency based recruitment

• Definition of Key positions at local / regional / Group levels

• Succession planning for Key positions with target of

2 successors per position

• Performance assessment using competency based:

- Progress & Development Guide (appraisal form)
- 360o Feedback
- Training and development

• Expansion of Talent pool based

 Using competency profiling in HR decisions

• Leading organizations are using competency profiling to:

• Recruit and select employees with a strong fit to the role and
organization 
• Set performance expectations and measure contributions
objectively 
• Focus employees on what is critical to enhancing their
performance and increasing their level of work satisfaction 
• Provide a roadmap for employee development and career
planning 
• Identify and assess 'competency gaps' in individuals and groups,
thereby providing valuable insights for creating highly targeted
development and training initiatives 

Hudson's Competency Profiling

 BENEFITS AT A GLANCE

• Define what is required of employees to perform successfully 

• Improve and tailor interview and assessment selection
processes 
• Clearly outline performance management requirements 
• Target the development of staff and future leaders 
• Accurately plan your succession management 
• Identify when incumbents are ready to progress to their next
role 

Hudson's Competency Profiling

Methods of Data Collection for Mapping:
a. Observation
b. Repertory Grid
c. Critical Incidence Technique
d. Expert Panels
e. Surveys
f. Automated Expert System
g. Job Task Analysis
h. Behavioral Event Interview
 Methods of data collections

 Behavioral Events Interview

Expert Panels
 Surveys
Expert Systems
 Job Analysis
 Role Analysis
 Direct Observation
 Behavioral Events Interview

Advantages:

Empirical/Experimental Identification of competencies

 Precision about how competencies are expressed
Freedom from gender, cultural, bias
Generation of data for assessment, training etc.

Disadvantages:

Time & Expense

Expertise requirements
Missed job tasks
 Expert Panels
Advantages

•Quick and efficient collection of a great deal of valuable data

•Helps ensure better buy-in
Disadvantages
•Possible identification of folklore or motherhood items.
•Omission of critical competency factors which panelists are unaware
of.
 Surveys
Advantages

•Quick and cheap collection of sufficient data for statistical analyses

•A large number of employees can provide input
•Help build consensus

Disadvantages
•Data are limited to items and concepts included in the survey
•It cannot identify new competencies or nuances of competency
•Can also be inefficient
 Automated Expert Systems
Advantages
• Access to data
• Efficiency
• Productivity

Disadvantages
•Garbage in –garbage out
•May overlook specialized competition
• Cost of system hardware and software
 Job Task Analysis
Advantages
•Produces complete job descriptions
•Can validate or elaborate on data collected by other methods
Disadvantages
• Provides characteristics of job rather than those
• of the people who do the job well
• Task lists too detailed to be practical and do not
• separate truly important tasks from the routine
• activities
 Direct Observation

Advantages
• A good way to check competencies suggested by panel,
survey, and BEI
Disadvantages
•Expensive
•Totally Depends upon the quality of observer
 Critical incidents
Kinds of measurement
1. Report of specific employee behavior
• Allows focus on specific behavior
• Very time-consuming
2. Examples of behavior illustrative of core
competencies
• Easier to use
• Describes behavior desired
Repertory grid

The repertory grid is a technique for identifying the ways that a person construes his
or her experience. It provides information from which inferences about personality can
be made, but it is not a personality test in the conventional sense. A grid consists of
four parts.

•A Topic: it is about some part of the person's experience

•A set of Elements, which are examples or instances of the Topic. Any well defined set of words, phrases, or
even brief behavioral vignettes can be used as elements. For example, to see how I construe the purchase of
a car, a list of vehicles within my price range could make an excellent set of elements

• A set of Constructs. These are the basic terms that the client uses to make sense of the elements, and are
always expressed as a contrast. Thus the meaning of 'Good' depends on whether you intend to say 'Good
versus Poor', as if you were construing a theatrical performance, or 'Good versus Evil', as if you were
construing the moral or ontological status of some more fundamental experience.

•A set of ratings of Elements on Constructs. Each element is positioned between the two extremes of the
construct using a 5- or 7-point rating scale system; this is done repeatedly for all the constructs that apply; and
thus its meaning to the client is captured, and statistical analysis varying from simple counting, to more
complex multivariate analysis of meaning, is made possible.
 How to Validate the Assessments?
•Select the top superior performers and the bottom 10, not average performers, and administer a test.
The test should reflect the relative competency levels. Informal verification such as data from the
group, interview summaries of the record and comments may be one way to validate the assessment.

•Just after the assessment, a quick survey can be done by openly asking the employees about their
opinions regarding the reliability of the assessment. The responses should be kept confidential and
should be anonymous. The analysis should be done by an outsider.

•To check the accuracy, a sample of employees from all levels can use the assessment instrument.

•The differences can be worked out through discussions until an agreement is reached.

•The 360-degree feedback can be used for validation.

•The respondents can specify the responses. A sample of respondents can be contacted to verify
every item of assessment at all levels.

•The data should help the standardization so that true assessment can be determined.

•Statistical analysis would identify the percentage of responses where the ratings were higher or lower
than the actual.

• Several of these techniques can be utilized concurrently. Each technique would make a unique
contribution, which would be an abiding block at the first stage. Usefulness may range from
involvement, by understanding the model and its administration, to generating quality data and
facilitating improvement in assessment instrument.
Developing Competency Models from Raw
Data:
a. Data Recording
b. Analyzing The Data
c. Content Analysis of Verbal Expression
d. Validating the Competency Models
 COMPETENCY BASED HRM

• Competence is the ability of an individual to do a job

 properly
• The term "competence" first appeared in an article
authored by R.W. White in 1959 as a concept for
performance motivation.
• The term gained traction when in 1973, 
David McClelland, Ph.D. wrote a seminal paper entitled,
"Testing for Competence Rather Than for Intelligence".
• "competence" as a combination of
practical and theoretical 
knowledge, cognitive skills, 
behavior and values used to
improve performance; or
• as the state or quality of being
adequately or well qualified,
having the ability to perform a
specific role.
Analyzing Competency
Verbal Expression
 How can we develop the CF?

[1] Language used should be clear to assess the level of

competencies.
[2] Competencies should be clearly defined.

[3] There should not be overlapping of one competency with

other competencies.
 Analyze the work

• Business plans, strategies, and objectives.

• Organizational principles.
• Job descriptions.
• Regulatory or other compliance issues.
• Predictions for the future of the organization
or industry.
• Customer and supplier requirements.
Validate and revise the competencies
as necessary – For each item, ask
these questions:
– Is this behavior demonstrated by people who
perform the work most effectively? In other
words, are people who don't demonstrate this
behavior ineffective in the role? 
– Is this behavior relevant and necessary for
effective work performance?
 Developing the Framework

• Step One: Prepare

• Define the purpose 
• Create a competency framework team 

• Step Two: Collect Information

• Observe- Watch people while they're performing
their roles
• Interview people
• Create a questionnaire 
 Step Three: Build the Framework

• Group the statements 

• Create subgroups 
• Refine the subgroups 
• Indentify and name the competencies 
• Here's an example of groupings and subgroupings
for general management competencies:
Supervising and leading teams.
• Provide ongoing direction and support to staff.
• Take initiative to provide direction.
• Communicate direction to staff.
• Step Four: Implement
• Here are some tips for implementing the
framework:
• Link to business objectives – Make connections
between individual competencies and
organizational goals and values as much as
possible.
• Reward the competencies – Check that your
policies and practices support and reward the
competencies identified.
 Step Four: Implement
• Link to business objectives – Make connections between
individual competencies and organizational goals and values as
much as possible.
• Reward the competencies – Check that your policies and
practices support and reward the competencies identified.
• Provide coaching and training – Make sure there's adequate
coaching and training available. People need to know that their
efforts will be supported.
• Keep it simple – Make the framework as simple as possible. You
want the document to be used, not filed away and forgotten.
• Communicate – Most importantly, treat the implementation as
you would any other change initiative.