This document discusses competency-based human resource management. It defines competency as a combination of skills, knowledge, and behaviors that can be measured and are indicators of successful job performance. Competency models focus on how a job is performed rather than just what tasks are involved. The document outlines the competency identification process and provides examples of competency definitions and key behaviors. It also discusses benefits of competency models for both managers and employees, such as improved hiring and performance management. Finally, it identifies characteristics of successful competency model implementation, including alignment with organizational goals, integration across HR processes, effective communication, and making the models part of the organizational culture.

1. Competency-based
HR Management

2. Developing CompetencyDeveloping Competency
ModelModel

3. Definition of CompetencyDefinition of Competency
CompetencyCompetency
• 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.

4. Skill
Job Attitude
Knowledge
Observable Behavior
Job Performance
Competency
Definition of CompetencyDefinition of Competency

5. Competency and Job DescriptionCompetency and Job Description
• Job description looks at whatwhat, whereas competency model
focuses on howhow.
• Traditional job description analysis looks at elements of theelements of the
jobsjobs and defines the job into sequences of tasks necessarysequences of tasks necessary
to perform the jobto perform the job
• Competency studies the people who do the job wellthe people who do the job well, and
defines the job in terms of the characteristics andthe characteristics and
behaviors of these peoplebehaviors of these people..

6. Types of CompetencyTypes of Competency
Managerial competency (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.

7. Competency Identification ProcessCompetency Identification Process
Clarify
Organizational
Strategy and
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

8. Examples of CompetencyExamples 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.

9. Examples of CompetencyExamples of Competency
DEFINITION
Analysis/Problem Assessment—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.

10. Benefits of Using Competency ModelBenefits of Using Competency Model
ForFor Managers,Managers, the benefits are:the benefits are:
• 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 employee about performance, development, and
career-related issues.

11. Benefits of Using Competency ModelBenefits of Using Competency Model
ForFor EmployeesEmployees, the benefits are:, the benefits are:
• Identify the success criteria (i.e., behavioral 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.

12. 1. Alignment: Competencies impact systems that actively support
the organization’s vision, strategy, and key capabilities.
2. Integration: Competency initiatives that produce the most
significant change are applied systemically across a range of HR
development processes.
3. Distribution: Competency standards alone produce little effect.
They must be actively and relentlessly communicated and
installed with users.
Key Characteristics of SuccessfulKey Characteristics of Successful
ImplementationImplementation

13. 4. Self-Directed Application: Competency systems frequently fail
because they are too complex or require an unsustainable level of
sponsorship or program support. Implementations that work best
focus on the development of “tools” that can produce results for
users with relatively little ongoing support.
5. Acculturation: In competency systems that work, they become
part of the culture and the mindset of leaders through repeated
application and refinement over a significant period of time.
Key Characteristics of SuccessfulKey Characteristics of Successful
ImplementationImplementation