The document defines competencies as characteristics that lead to effective job performance, including skills, knowledge, abilities, and behaviors. Competency models identify the competencies needed for different roles and levels of work. Developing competency models involves collecting data through methods like behavioral interviews, expert panels, surveys, and job analysis. Models can be designed for specific jobs, functions, levels, or the whole organization. The level of proficiency in competencies expected varies by role and seniority.

1. What are competencies – some definitions ………
• Competencies are the characteristics of an employee that lead to
the demonstration of skills & abilities, which result in effective
performance within an occupational area.
• A cluster of related knowledge, skills and abilities that affects a
major part of ones job, that correlates with the performance on the
job, that can be measured against well –accepted standards and that
can be improved via training and development.
• An underlying characteristic of a person result in effective and / or
superior performance on the job.
In other words, competencies are characteristics that outstanding
performers do more often in more situations with better results, than
average performers

2. Why do we need it?
 People will have to know their respective
* Roles
* Key competencies
 Address employee needs
* What am I on skills?
* What are the gaps? How to improve on skills?
* What is expected of my role?
* What are possible future roles?
 People have to know about competencies which help them
deliver better to customers
 Address organizational / business needs
* High performance
* Expectation management on career and promotions
* Higher productivity with improved skills

3. Competency
Behaviour
Knowledge
Skills
Attitude
Values & Motives

4. Competency Modeling
Competency models consists of qualities required for
superior performance with respect to:
Functional
requirements
Leadership
Attributes
Job specific
requirements
Role
attributes
The
Organization's
Culture &
Value

5. Competency Based Management

6. Step 2 : Competency Profile
What capabilities currently exist
within the organization?

7. Competency Mapping
Forced Ranking
(Lower Level)
Manager
Assessment
(Managers)
180 /360 –
Degree Assessment
(Employees, Managers,
Peers
Assessment centers
Psychological Testing
BEI

8. Step 3 : Competency Review
What are the gaps between
organizational needs and
people capabilities?

9. The competency review process links
current capabilities to the
organizational needs
Competency Model
Review
Competency Profile
Development
Plans
Implementation

10. Step 3 : Development Plans
Create Plans for shoring any
identified gaps

11. Developing Competency Model

12. o Developing competency model depends on the nature
of the organization & some basic consideration:
o The practices for which they will be used
o The financial & personnel resource available
o Who needs to be included in the process of developing
& endorsing the applications
oWho is going to be included in the implementation process

13. Select the optimal approach
Generic
model
Adapted
Generic
Model
Survey
Driven
Expert
Panel
Behavioral
Event
Interviews
Most
Rigorous
Least
Rigorous
Considerations:
* Practicality * Fairness
* Speed * Validity

14. Data Collection tools
 Behavioral Events Interview
Expert Panels
 Surveys
Expert Systems
 Job Analysis
 Role Analysis
 Direct Observation

15. Behavioral Events Interview
 Advantages:
Empirical Identification of competencies
 Precision about how competencies are expressed
Freedom from gender, cultural, bias
Generation of data for assessment, training etc.

16. Behavioral Events Interview
 Disadvantages:
Time & Expense
Expertise requirements
Missed job tasks

17. Expert Panels
 Advantages
Quick and efficient collection of a great deal of
valuable data
Helps ensure better buy-in

18. Expert Panels
Disadvantages
Possible identification of folklore or motherhood
items.
Omission of critical competency factors which
panelists are unaware of.

19. Surveys
 Advantages
 Quick and cheap collection of sufficient data for
statistical analyses
 A large number of employees can provide input
 Help build consensus

20. Surveys
 Disadvantages
 Data are limited to items and concepts included in the
survey
 It cannot identify new competencies or nuances of
competency
 Can also be ineffecient

21. Expert Systems
 Advantages
 Access to data
 Efficiency
 Productivity

22. Expert Systems
 Disadvantages
Garbage in –garbage out
May overlook specialized competition
 Cost of system hardware and software

23. Job Analysis
 Advantages
Produces complete job descriptions
Can validate or elaborate on data collected by other
methods

24. Job Analysis
 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

25. Direct Observation
Advantages
 A good way to check competencies suggested by
panel, survey, and BEI
Disadvantages
Expensive and inefficient

26. • Kinds of competencies that can be included in competency
models:
• Differentiating competencies - that most differentiate superior
performers from mediocre performers.
Includes results orientation, influence, and initiative
• Threshold competencies- in which a minimum level of
proficiency is required for job success, but a higher level of
proficiency is not highly correlated with superior
performance.
• Transformation competencies- at which managers and employees are
generally weak, which if improved will most likely to result in improved
performance.

27. Alternate ways of choosing the
Competencies in your job models
•Traditional approaches involve studying superior
performers, & identifying the traits, characteristics, and
behaviours that differentiate then from average performers:-
• First approach- follow superior and average performers as they go
about their workday
• Second approach- Perform interviews and organize focus
groups of managers and superior performers

28. 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.

29. Competency models by position
 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.

30. Competency model by job function
 Advantage
•The number of competency models-generally in the range of
10 to 15 is manageable in terms of both creation & their maintenance
•The same model applies to all the positions with in a job function
•Easy to compare different employees in the same job function for
the purpose of succession planning & Organizational development
Disadvantage:
•Managers have the same competency models as individual
contributors within a job function.

31. 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.