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Competency Based Human Resource Management
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- 2. 2 www.exploreHR.org Contents 1. Framework forBuilding Competency-based HR Management System 2. Developing Competency Model 3. Competency-based Interview Method 4. Competency-based Career Planning 5. Competency-based Training & Development 6. Competency-based Performance Management
- 3. 3 www.exploreHR.org HR Management Framework basedon Competency Recruitment & Selection Training & Development Performance Management Reward Management Career Management COMPETENCY FRAMEWORK BUSINESS STRATEGY BUSINESS RESULTS Competency based People Strategy The competency framework will be the basis for all HR functions and serve as the "linkage" between individual performance and business results
- 4. 4 www.exploreHR.org Definition of Competency Competency •A combination of skills, job attitude, and knowledge which is reflected in job behavior that can be observed, measured and evaluated. • Competency is a determining factor for successful performance • The focus of competency is behavior which is an application of skills, job attitude and knowledge.
- 5. 5 www.exploreHR.org Skill Job Attitude Knowledge Observable Behavior JobPerformance Competency Definition of Competency
- 6. 6 www.exploreHR.org Competency and JobDescription • Job description looks at what, whereas competency model focuses on how. • Traditional job description analysis looks at elements of the jobs and defines the job into sequences of tasks necessary to perform the job • Competency studies the people who do the job well, and defines the job in terms of the characteristics and behaviors of these people.
- 7. 7 www.exploreHR.org Types of Competency Managerialcompetency (soft competency) This type of competency relates to the ability to manage job and develop an interaction with other persons. For example : problem solving, leadership, communication, etc. Functional competency (hard competency) This type of competency relates to the functional capacity of work. It mainly deals with the technical aspect of the job. For example : market research, financial analysis, electrical engineering, etc.
- 8. 8 www.exploreHR.org Competency Identification Process Clarify Organizational Strategyand Context Competency Identification • Analyze Work Role and Process • Gather Data through Behavior Event Interview and Focus Group • Conduct Benchmark Study Generate Competency Models Validate, Refine and Implement
- 9. 9 www.exploreHR.org Examples of Competency DEFINITION •Adaptability—Maintaining effectiveness when priorities change and new tasks are encountered, and when dealing with individuals who have different views and approaches. Effectively performing in different environments, cultures, and locations, and when working with different technologies and levels of individuals. KEY BEHAVIOR • Seeking understanding—Makes efforts to better understand changes in the environment; actively seeks • information or attempts to understand nature of individual differences, logic, or basis for change in tasks and situations. • Embracing change—Approaches change or newness with a positive orientation; views change or newness as a learning or growth opportunity. • Making accommodations—Makes accommodations in approach, attitudes, or behaviors in response to changing environmental requirements.
- 10. 10 www.exploreHR.org Examples of Competency DEFINITION Analysis/ProblemAssessment—Securing relevant information and identifying key issues and relationships from a base of information; relating and comparing data from different sources; identifying cause-effect relationships. KEY BEHAVIOR • Identifying issues and problems—Recognizing major issues; identifying key facts, trends, and issues; separating relevant from irrelevant data. • Seeking information—Identifying/Recognizing information gaps or the need for additional information; obtaining information by clearly describing what needs to be known and the means to obtain it; questioning clearly and specifically to verify facts and obtain the necessary information. • Seeing relationships—Organizing information and data to identify/explain trends, problems, and their causes; comparing, contrasting, and combining information; seeing associations between seemingly independent problems or events to recognize trends, problems, and possible cause-effect relationships. • Performing data analysis—Organizing and manipulating quantitative data to identify/explain trends, problems, and their causes.
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- 16. 16 www.exploreHR.org Competency-based interviews arestructured and use behavioral questions to help the interviewer assess candidates based on critical competencies identified for the position
- 17. 17 www.exploreHR.org Behavioral questions arebased on the theory that past behavior is the best predictor of future behavior
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- 22. 22 www.exploreHR.org Approach in Competency-basedInterview 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 Results did you achieve?
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- 26. 26 www.exploreHR.org According to SigneSpencer from the Hay Group, the 10 most standard competencies being used by organizations are: 1. Achievement/Results Orientation 2. Initiative 3. Impact and Influence 4. Customer Service Orientation 5. Interpersonal Understanding 6. Organizational Awareness 7. Analytical Thinking 8. Conceptual Thinking 9. Information Seeking 10. Integrity These competencies are not listed by rank order.
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- 39. 39 www.exploreHR.org Competency-based Training Framework Required competency levelfor certain position Competency Gap Competency Assessment Current competency level of the employee Training and Development Program
- 40. 40 www.exploreHR.org Competency Profile PerPosition 1 2 3 4 5 Communication Skills Public Speaking Leadership Training Need Analysis Material Development Training Evaluation Communication Skills Interview Skills Analytical Thinking Understand Selection Tools Teamwork Customer Orientation Recruitment Supervisor Required Level Required Competency Position Training & Development Manager
- 41. 41 www.exploreHR.org Position Competency Requirements Relevant Training Modules Leadership Leadership I Communication Skills I The Art of Motivating Employees Providing Effective Feedback SUPERVISOR Achievement Orientation Goal Setting Technique Work Motivation Planning & Organizing Continuous Self Improevement Managerial competency 1 2 3 4 Leadership Required Level Actual Level Achievement Orientation Teamwork Planning & Organizing Functional competency 1 2 3 4 Mechanical Engineering Mechanical Equipment Maintenance Competency Profile Per Position
- 42. 42 www.exploreHR.org Training Matrix forCompetency Development Communication Skills V Leadership V Teamwork V Achievement Orientation V Customer Focus V Job Functional Skills V Communication Skills V Leadership V Teamwork V Achievement Orientation V Customer Focus V Strategic Thinking V Problem Solving & Decision Making V Job Functional Skills V Position Managerial Competency Supervisor Manager Productive Communication Series On Becoming Effective Leader 1 On Becoming Effective Leader 2 Service Excellence for Customer Professional Seminar Series Achievement Motivation Training Creative Problem Solving Strategic Management Building Productive Teamwork V = compulsory training Training Title
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