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Competency Iceberg Model
Competency Iceberg Model
Iceberg Model
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Objective
n
ete
important model of competency, the
‘Competency Iceberg Model’.
cy mp
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Objective
‘Competen re n ot
ce’ on the e n c ie s a
other han
d means th Compet us a lly be
d ca
condition
or state of
e “fixed” an h effort and
d wit
being com develope
petent. support.
‘Competen
t’ is when
qualified t a person is
a n a p p ly at
requisite s
o perform
to a p e te n cies c idual,
tandard of Com l, in d iv
ationa al and
processes t he organiz p a ti on
of a job. , a n d occu
tea m
ti o na l levels.
func
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What is Competency?
Some examples of competencies required by the employees are: -
• • • •
In the late 1960’s, McClelland found Since this find and A supporting Through this
the Occupational that traditional even during the research conducted McClelland proved
Competence tests such as early 70’s, leading by McClelland that superior
movement was academic aptitude organizations have found that students, performance is not
initiated by Dr. David and knowledge been using who did poor in always measured by
McClelland who was tests, did not competencies to Universities, as long test scores but
a Professor of predict success in help recruit, select as they passed, did rather related to
Psychology at the job and manage their just as well in life as hidden traits and
Harvard Business outstanding the top students qualitative
School performers behaviours
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Objective
ge
The Psychological
do the “ what you /do” information in a
ed
ll
Physiological factors
(e.g. making an effective particular field;
Ski
wl
that drive your
presentation) (e.g. Using Data based
o
Kn
behaviour presentation)
(e.g. Maslow
Pyramid of needs)
– I ma ge How you see yourself
Motives Self
(e.g. Public Speaker-
Confidence)
Relatively enduring Va What you consider as
its
Basic Professional
Competencies
Competencies Competencies
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Types of Basic Competencies
The basic competencies encompass the following:
Threshold
mp ete nc i es
Co
• These are the
essential
characteristics that
everyone in the job
Differen
needs to be minimally tiating
effective. Compet
•
encies
However, this does
• These factors
not distinguish
distinguish superior
superior from average
from average
performers.
performers.
6
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What is a Threshold Competency?
6
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What is a Threshold Competency?
6
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What is a Threshold Competency?
6
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What is a Threshold Competency?
6
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What is a Threshold Competency?
6
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What is a Threshold Competency?
It differs from competency, such that it does not offer any aid in
6 distinguishing superior performance from average and poor
performance.
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What are Core Competencies?
• ‘Core Competencies’ are the
competencies that help transcend
any single business event within the
organization.
• It is important for organizations to
identify, develop and manage
organizational core competencies
that drive large enterprise critical
projects.
• This is so because some projects are
so complex and massive that it is
impossible for a single individual to
possess the competencies required
to successfully complete a project.
• ‘Workplace Competencies’
focus on individuals instead of
the organization.
• Therefore, workplace
competencies may vary by job
positions.
• The unit of measure is people
rather than the business.
• • •
• • •
• • •
Characteristic
Personality
Behavior
Characteristic
Personality
Performance
Behavior
• •
Developing the two The visible competencies like It takes more time and
levels of knowledge and skills can be effort intensive exercises,
competencies also easily developed through like psychotherapy,
takes different training and skill building counselling, coaching and
routes. exercises however the mentoring, developmental
behavioural competencies are experiences etc.
rather difficult to assess and
develop.
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Objective
Micro
Benefits
• Identify and prioritize skills,
knowledge and personal
attributes required for the
job
• Use past and current
behavior to predict future
Macro
behavior Benefits
• Ensure consistency and • Set core organizational
fairness of selection process capabilities
• Minimize Hiring Risks • Align aggregate behaviors to
• Communicate clear expected vision, strategies, priorities &
behaviors to job holders for goals
becoming superior • Promote positive behavioral
performers change
• Introduce high performance
qualities (Job, Family &
Organization Specific)
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What is Competency Mapping?
Competency mapping is the process of
identification of the competencies
required to perform successfully in a
given job or role or a set of tasks at a
given point of time. It generally examines
two areas: emotional intelligence or
emotional quotient (EQ), and strengths
of the individual in areas like team
structure, leadership, and decision-
making.
Step 1:
Data Gathering & Preparation
Step 2:
Data Analysis
Step 3:
Validation
• Definition
o Description of behaviour or skills or
characteristics
o Use reference of other competency
dictionary
o Benchmark with other typical industry
• Dimensions
o Intensity or completeness of action
o Size of impact
o Complexity
o Amount of effort
• Proficiency levels or scales
o Exposed
o Development
o Proficient
o Mastery
o Expert
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Competency Based-Behavioral Interviewing (CBBI)
• • •
The lead question The event’s The event’s A few Standard/ Generic
for the first overview is the overview provides questions are designed
Competency is road map to high-level overview to obtain the overview
asked and then structure how the of: in the most effective
proceed to obtain candidate will 1. Situation/Tasks, manner.
an overview of the provide the 2. Actions and
event. information. 3. Results of the
Candidate’s
involvement.
Key Benefits
It is a systematic, non-discriminatory
technique that helps interviewers get
the right information from applicants
and make right hiring decisions.
1.
1. What
What do
do you
you think
think could
could
be
be the
the reasons
reasons for
for this?
this?
2.
2. What
What should
should Richard
Richard do
do
to
to change
change the
the
competency
competency levels
levels of
of
the
the existing
existing workforce?
workforce?
Richard
Richard Hadley
Hadley hashas just
just joined
joined
as
as the
the HR
HR Head
Head inin an
an MNC.
MNC. HeHe 3.
3. What
What should
should Richard
Richard dodo
finds
finds that
that despite
despite his
his new
new to
to make
make sure
sure that
that the
the
company
company having
having aa talented
talented and
and new
new hires
hires are
are
qualified
qualified workforce,
workforce, thethe competent
competent enough
enough to to
organization
organization isis not
not completing
completing do
do their
their jobs?
jobs?
its
its projects
projects efficiently
efficiently and
and
successfully.
successfully.
The Iceberg Model for competencies takes the help of an iceberg to explain the
concept of competency. A competency also has some components which are visible
like knowledge and skills but other behavioural components like attitude, traits,
thinking styles, self-image, organizational fit etc. are hidden or beneath the surface.