The document discusses competency-based human resource management. It defines competencies as underlying characteristics like traits, skills, and knowledge that result in effective performance. Competencies are measurable, observable, and critical to individual and organizational performance. Competency models group competencies needed for successful performance in particular jobs or roles. Competency-based HR aims to integrate key HR systems like selection, development, and performance management around competencies.

1. COMPETENCY BASED HR
MANAGEMENT
BY: ADITYA PARIMOO

2. DEFINING COMPETENCY
 Competency is an underlying characteristics (i.e.
Traits, skills, knowledge, aspect of ones’ self image, social role etc)
which results in effective and/or superior performance.
 Competency is a set of skills, related to knowledge and attributes that
allow an individual to successfully perform a task or an activity within
a specific job or function.
 Competencies are measureable, observable and critical to individual
as well as organizations performance.

3. IN OTHER WORDS

6. FRAME WORK

7. IMPACT OF COMPETENCIES

8. DEFINITION OF COMPETENCY

9. WHY COMPETENCIES?
 Structure and communicate the realignment of key
organizational roles.
 “Raise the bar” on performance.
 Provide clear expectations and stable measures of
success for both individual as well as for organisation.
 Provide a more focused method for
selection, development, performance
management, rewards, etc.
 It could be a powerful tools for an organisation to meet
its business results, through its most valuable resource-
its people.

10. COMPETENCY MODEL?
 A group of competencies that describes successful
performance for a particular
organisation, function, level, role or job
 A competency model consists of:
 Competencies
 Proficiency level and behavioural indicators
 Measurement approach
 Rating scale

11. GUIDELINES FOR CREATING A
COMPETENCY MODEL
 It must be:
 Aligned with business and organisation goals and
needs.
 Support the business strategy.
 Be future focused.
 Be selective, focused on a few competencies that are
actually key for the company‘s and indivisual
performance.
 Do not make it so specific that it cannot be used
elsewhere in the organisation.

12. COMPETENCY BUSINESS MODEL

13. COMPETENCIES HELP INTEGRATE
KEY HR SYSTEMS

14. IN SHORT, PROMISE OF
COMPETENCIES………
P rovides consistent selection criteria
R aises the bar of performance
O ffers data to tailor development
M easures how intellect is deployed
I ntegrate all HR systems with business strategy around
factors that contribute to organisational success
S upports self-directed carrer planning
E mphasizes people (versus job) capabalities

15. COMPETENCY PROCESS……..

16. BENEFITS OF USING COMPETENCY
MODEL
FOR MANAGERS:
 Identify performance criteria to improve the accuracy and ease
of the hiring and selection process.
 Clarify standards of excellence for easier communication of
performance expectations to direct reports.
 Provide a clear foundation for dialogue to occur between the
manager and the employee about the
performance, development, and career related issues

17. BENEFITS OF USING COMPETENCY
MODEL
FOR EMPLOYEES:
 Identify the success criteria (i.e., behavioural standards
of performance excellence) required to be successful in
their role.
 Support a more specific and objective assessment of
their strengths and specify targeted areas for
professional development.
 Provide development tools and methods for enhancing
their skills.

18. COMPETENCY BASED INTERVIEW
 Is a structured interview. The questions are focused
on disclosing of examples of behaviour in the past.
 The process of interview is intended to disclose
specifically and in detail examples of behaviour in
the past.
 Is designed based on the principle: Past Behaviour
Predicts Future Behaviour (candidates are most
likely to repeat these behaviours in similar
situations in the future)
 Has a high level of validity and reliability
 Equipped with a standard scoring system which
refers to behaviour indicators.

19. APPROACH IN COMPETENCY
BASED INTERVIEW
S what was the Situation in which you were involved?
T what was the Task you needed to accomplish?
A what Action(s) did you take?
R what Result did u achieve?

20. COMPETENCY PROFILE REQUIREMENTS PER
POSITION

21. TRAINING MATRIX