Competency Approach to Human Resource Management. What do we mean when we say “COMPETENCY” ?. A Competency is an underlying characteristic of a person which enables him /her to deliver superior performance in a given job, role or a situation. Competencies are seen mainly as inputs .
Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.
They consist of clusters of knowledge, attitudes and skills that affect an individual’s ability to perform.
Competencies are generic knowledge motive, trait, social role or a skill of a person linked to superior performance on the job.
Competencies are personal characteristics that contribute to effective managerial performance.
A Competency is a set of skills, related knowledge and attributes that allow an individual to successfully perform a task or an activity within a specific function or job.
underlying characteristic of a person’s inputs.
clusters of knowledge, attitudes and skills
generic knowledge motive, trait, social role or a skill
set of skills, relatedknowledge and attributesWhat is Common in the definitions?
Relates to information
Relates to qualitative aspects
personal Characteristics or traits
Set of SKILLS
Relates to the ability to do,
Outstanding Performance of tasks or activities
e.g.: Finance, environmental management,etc
Competency modeling begins the process of building tools to link employee performance to the mission and goals of the organisation .
long lists of tasks and the skills / knowledge required to perform each of those tasks
Data generation from subject matter experts; job incumbents
Competency model leads to
A Distilled set of underlying personal characteristics
Data generation from outstanding performers in addition to subject matter experts and other job incumbents
Outstanding PerformanceTraditional Job Analysis Vs Competency Approach
Recruitment and selection
Training & Development
Competency based interviews reduce the risk of making a costly hiring mistake and increase the likelihood of identifying and selecting the right person for the right job
A detailed approach
CRITICAL SUCCESS FACTORS
CSF - 1
CSF - 2
CSF - 3
CSF - 4
CSF - 5
KEY RESULT AREAS
KRA - 2
KRA - 3
KRA - 4
KRA - 5
KA - 3
KA - 1
KA - 2
Each Critical Success Factor (CSF) is the end result of multiple Key Result Areas.
Each Key Result Area (KRA) is the end result of multiple Key Activities.
1.1.6 Organization Structure.
1.1.7 Empowerment of the position.
1.1.8 Challenges in the job.
1.1.9 Changes expected in the technology, product,
process etc in the next 2-3 years.
1.1.10 Budget and Controls.
1.1.11 Investment Plan.
1.2 PART - II
1.2.1 Academics, Knowledge
2.1 Clarity of Organisation Direction
2.2 Clarity of Organisation Structure.
2.3 Interview Job Holder.
2.4 Interview Job Holder's Reporting Officer.
2.5 Discuss with the Focus Group if the job are
of the same family.
3.1 Rank Order of the list of competencies .
- Guided / Unguided.
3.2 Comparing good performer and average performer
with select list of competencies.
3.3 Use research data and assign competencies
COMPETENCIES - JOB WISE