12 competencies your people should possess today

634 views

Published on

Published in: Technology, Business
0 Comments
2 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
634
On SlideShare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
41
Comments
0
Likes
2
Embeds 0
No embeds

No notes for slide
  • In detail, these competencies would be the following:
  • 12 competencies your people should possess today

    1. 1. 12 Competencies Your PeopleShould Possess TodayDr. Oyewole O. Sarumi
    2. 2. “Employees who have the rightattitude that translates to the bestbehaviour are said to be the morecompetent.”You will know why in this lecture.
    3. 3. Introduction The concept of competency as a factorin recruitment, selection, hiring andemployee performance evaluation hasbecome very popular not only amongHR practitioners but to themanagement echelons as well. Yet, in the more than three decadessince it became a buzzword, still manyare really unfamiliar with the details ofthe concept. More so with itsappropriate application and utility.
    4. 4. Introduction Competency is still equated or defined as skills,ability to perform, capacity, and knowledge. Assuch, the term has been used loosely. While itdoes not really matter much when usedcasually to mean physical and mental abilities,it does matter when used in job analysis todescribe job requirements and performancestandards. Competency takes more than skills andknowledge. It requires the right andappropriate attitude that eventually translatesto behaviour.
    5. 5. What Competency is:Competency is the sumtotal of skills, knowledgeand attitudes, manifestedin the employeesbehaviour.It is the "means" toachieve the "ends."
    6. 6. Example of Competencies A golfer for example, may have the skillsto drive 300 yards, the knowledge whythe golf ball fades or draws, yet he is notcompetent if he does not practice or if hegets easily affected by his opponentsbetter shots. A computer service customerrepresentative may be very skillful andknowledgeable in repairing computers,but if he does not arrive on an appointedtime to the client, is similarlyincompetent.
    7. 7. In Organisations…… For managers, competencies are vitalif they want better performance intheir employees. Whether during recruitment andselection phases or while already onboard, competencies should beidentified and studied. It should always be borne in mind thatthe competencies required of each jobposition differ from one another.
    8. 8. Determining The AppropriateCompetencies: In the job analysis and writing of jobdescriptions, quick guides can make thetask easier. The following factors should beconsidered in determining the appropriatecompetencies: Level of Decision-Making, Responsibilities andAuthorities. Level of Internal Personnel Inter-Action. Level of Customer Contact and Inter-Action. Level of Physical and Aptitudinal Skills andKnowledge.
    9. 9. Categorising Competencies Many studies have been undertaken onthe subject of job competency formanagerial and supervisory positions, andthey are one in categorising and lumpingthem into: Administrative Competencies; Communication Competencies; Supervisory Competencies, and; Cognitive Competencies. These competencies were found to be themost important or vital for managerialand supervisory effectiveness.
    10. 10. Competency: IS it for all? For the rank and file employees, thelevel of physical and aptitudinalcompetencies form the larger partin consideration. This is due to thelack or absence of decision makingtasks that involve significantphysical and manpower resources ofthe company. In many cases, theirjobs entail routines, clerical andmanual.
    11. 11. Common to all jobs in the rank andfile category are competencies thatenhance inter-personalrelationship, physical skills, and jobknowledge.
    12. 12. The 12 Competencies
    13. 13. Administrative Competencieswhich involves "management ofthe job" and this includes morespecifically: Management of Time and PrioritySetting. Goals and Standards Setting. Work Planning and Scheduling.
    14. 14. Communication CompetenciesCommunication Competencies thatcomprise of: Listening and Organising. Clarity of Communication. Getting Objective Information.
    15. 15. Supervisory or Building TeamsCompetenciesSupervisory or Building TeamsCompetencies that encompasses: Training, Mentoring and Delegating. Evaluating Employees andPerformance. Advising and Disciplining.
    16. 16. Cognitive CompetenciesCognitive Competencies whichinvolve: Problem Identification andSolution. Assessing Risks andDecision-Making. Thinking Clearly andAnalytically.
    17. 17. 1. Management of Time and PrioritySetting Cutting across all position levels,time management is considered tobe a required competency that mustbe possessed by everybody. It is the ability to manage bothones time as well as others.
    18. 18.  It includes: self-discipline, controlling interruptions bymoulding the behaviour ofothers who have varyingpriorities, and being time-effective and time-efficient.
    19. 19. 2. Goals and Standards Setting Setting goals and standards areusually competencies that are requiredof managerial and supervisorypositions. It is about the ability to determineactivities and projects towardmeasurable goals and standards,setting these in collaboration withothers so as to arrive at a clearunderstanding and elicit commitment.
    20. 20. 3. Work Planning and Scheduling Like time management, thiscompetency must be possessed bymanagerial and supervisoryemployees and to those that areengaged in production. It is about controlling manpowerassignments and processes by usingthe major tools and techniques ofmanagement.
    21. 21.  This includes the following skills: Analysing complex tasks and breakingthem into manageable units, Selecting and managing resourcesappropriate to the tasks, Using systems and techniques to planand schedule the work, and Setting checkpoints and controls formonitoring progress.
    22. 22. 4. Listening and Organising Listening and organising arecommunication competencies that dealwith relating to people in theorganisation. It is about the ability to understand,organise, and analyse what one is hearingin order to decide what to think and do inresponse to a message. These competencies are appropriate foremployees who deal with customers andthose who work as a team, either as aleader or a member.
    23. 23.  Specifically, they include skills like Identifying and testing inferences andassumptions, Overcoming barriers to effectivelistening, Summarising and reorganising amessage for recall, and Withholding judgment that can biasresponses to a message.
    24. 24. 5. Clarity of Communication Giving clear information is acompetency that should be required ofmanagerial and supervisoryemployees. Whether verbally or in written forms,the messages conveyed to audiences(whether internal staff or customers)should be clear and concise and shouldattain the objectives.
    25. 25.  The skills would consist ofa) Overcoming physical, psychological, andsemantic barriers in interactions withothers;b) Keeping on target and avoidingdigressions;c) Using persuasion effectively; andd) Maintaining a climate of mutual benefitand trust.
    26. 26. 6. Getting Objective Information For positions involving substantialpeople management, getting objectiveinformation is a critical competencyrequirement in order to ensurefairness. This competency is about the ability touse questions, probes, andinterviewing techniques to obtainunbiased information and to interpretit appropriately.
    27. 27.  It considers such skills as: using directive, non-directive, projectiveand reflecting questions effectively, employing the funnel technique of probing, using probing methods to elicit additionalinformation, recognising latent and underlyingmeanings, confirming understanding and attainingagreement.
    28. 28. 7. Training, Mentoring andDelegating These competencies should be required ofsupervisors and managers as well. They involve the ability to develop peopleunder them to attain higher levels ofexcellence. The skills could consist of Coaching, Advising, Transferring of knowledge and skills, and Teaching and pinpointing employees where taskscan be transferred with trust and confidence.
    29. 29. 8. Evaluating Employees andPerformance The ability to undertake a constructiveperformance evaluation involving jointassessment of past performance,agreement on future expectations aremanagerial and supervisorycompetencies. The skills would consist of : ability to develop parameters of evaluation, benchmarking and face to faceconfrontation with the employees beingevaluated without any bias and hesitation.
    30. 30. 9. Advising and Disciplining The ability to advise and counsel as wellimpose discipline in a positive mannerare competencies required of managerialand supervisory positions that handlelarge number of employees. This is to restore, within the acceptablerange of standards, the employeesperformance while maintaining respectand trust. It also involves the ability to imposepenalties and sanctions with firmnessand resolve in appropriate cases.
    31. 31. 10. Problem Identification andSolution Problem identification and arrivingat solutions cut acrossorganisational functions and jobpositions. It is about the ability toidentify barriers that preventachieving goals and standards. It also involves the application ofsystematic sets of procedures toeliminate and reduce the problemorigins and causes.
    32. 32.  It requires skills like: distinguishing between problems, symptoms and indicators, inputs and outcomes, gathering and assessing evidence relatingto causes, and plotting a decision matrix and eventuallychoosing and recommending the bestoptions. This competency should be requiredfor positions that engage in evaluation,whether in managerial, supervisory, ortechnical job levels.
    33. 33. 11. Assessing Risks and Decision-Making Assessing risks and decision-makingare competencies required of highermanagerial positions wheredecision-making can involvecommitment of company resourcesand processes that could havecompany-wide implications.
    34. 34.  Like problem identification andsolution competencies, assessingrisks and decision-making involvethe: ability to construct a decision matrix that aids toidentify and evaluate alternatives and options, identify limits, desirables, and risks to beconsidered, assign weights to each option and choose the best option to achieve the desired goalsand standards.
    35. 35. 12. Thinking Clearly and Analytically The ability to apply clear and logicalthinking is a competency required forboth supervisory and managerialpositions. The competencies include skills as Determining valid premises, Arriving at logical conclusions from them, Separating fact from hearsay, Unwarranted assumption and false inferences, Applying inductive and deductive logicappropriately, Culling of logical fallacies, Invalid premises and conclusions based oninsufficient information.
    36. 36. Conclusion As a basic process in determiningcompetencies during job analysis, writingof job specifications and developingperformance assessment instruments,one can easily be guided by plotting jobsagainst these 12 major competencies. Choosing which competencies and themix should follow, with the mostimportant competency taking precedenceover the others.
    37. 37.  The degree and level of competenciesthat will be required will varyaccording to: Scope of responsibilities, Authorities, People involvement, and Decision-making powers. Putting them in a matrix could providea visual guide that would make thetasks easier and convenient.
    38. 38. References Used From: ExecutiveBrief, the technologymanagement resource for businessleaders, offers articles loaded withproven tips, techniques, and actionplans that companies can use to bettermanage people, processes and tools -the keys to improving their businessperformance. To learn more, please visit:http://www.executivebrief.com

    ×