COMPETENCY

COMPETENCY
MODEL
MODEL
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COMPETENCY
MODEL
MODEL

COMPETENCY
Competency is described as "a cluster of knowledge, skills, abilities, behaviors, and
attitudes related to job success and failure "

Competency model
A competency model is a collection of competencies - often organized into categories or clusters - considered pertinent to an
organization and a particular function within an organization (e.g. occupational series, position, etc).
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Characteristics of a set of useful competency list are;

1. Exhibiting job-relatedness
2. Observable and measurable against well-accepted job standards or criteria,
3. Being improved via training and development.
4. Providing insights on determining how capable or fitness a person is to a job and an
organization.
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Impact Of Three-level Competencies On Business
Results
Organizational
Vision& Mission

Individual Job/Role Organizational Growth Business

Competencies Competencies Opportunities
Core Results
Competencies

Organizational
structure & culture
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HR processes based on competencies

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Strategies for building competency models

In an organization with many different jobs there are two

approaches for building competency models – universal and multiple
model approach.
• Universal Approach -This is a one size fits all approach. It involves
creating a single model with one set of competencies applicable to all
jobs. These are less related to specific job or function and more related
to values and skills.
• Multiple Approach -This method creates multiple models depending on
jobs and levels. This method is used when all the jobs do not have
anything in common.
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Recent Trends in Competency Modeling

1. Automation of competency modeling
In an effort to streamline and make the process of competency modeling /job-analysis more
efficient, the use of online data warehouses of competency models, web-based focus groups, and the use of
online surveys to gather data from subject matter experts and incumbents.

2. Strategic Job Analysis

Attempting to identify the relevant tasks, behaviors, and for a job as they are
predicted to be in the future. The need for strategic job analysis is becoming more apparent because of the
dynamic nature of modern-day organizations.
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Recent Trends in Competency Modeling

3. Personality-oriented job analysis-

The use of personality as a predictor in selection is becoming more and more common in today‘s organizations.
Countless meta-analyses have demonstrated that a number of broad personality traits are associated with high
performance on the job.
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Potential Uses Of The

Model
The model can be used for multiple reasons.
1) Competency modeling is an important innovation in that it is a way to get organizations to pay attention to job-related
information and employee skills in the management of employees.

2) They are often intended to distinguish top performers from average performers.

3) They often include descriptions of how the competencies change or progress with employee level .
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Potential Uses Of The

Model
4. They are developed top down rather than bottom up like job analysis.

5. Competency models may consider future job requirements either directly or indirectly. They

do not document the status quo but attempt to look into the future.

6. Competency models are usually presented in a manner that facilitates ease of use.
Designing for ease of use often includes the utilization of organization-specific language.
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Building Competency models
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Developing Competency Model

Competency modeling is a process of determining what competencies are necessary for successfully
performing a job or a role.

 The competency models are normally linked to organization‘s strategic purposes for achieving results. Valid
competency models help to strengthen HR systems, improve overall performance, and increase business
impacts over time.

 A variety of a profile and its applications varies according to a diversity of business results, target groups,
job/ roles, and positions.
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A Conceptual Cascade For Developing Competency Modeling

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Comparing Approaches to Developing Competency Models
S.No. Categories of Competency Model Major Characteristics Advantages & Disadvantages

1. Core Competency Model (one-size- -closely aligned to vision, values, and mission -helps to catalyze changes
fits-all -applies to all levels/ jobs -can be used with many groups
model) -provides broad, quick, and consistent -modest cost but long last impacts and functions
impacts -not specific to particular job
-more difficult to implement
-best for homogeneous work

2. Functional Competency Model -built around key business areas -focused and specific efforts
-applies to all employees in target functions -considers on technical aspects
-often used for a single job or positions

3. Job/Role Competency Model -applies to specific roles in organizations
- identifies both core and specific competencies
4. Multiple-Job Model -provides a common set of generic competencies
-can be used with several jobs for a longer period
-applied to a wide range of employee
groups
-unifying, useful in a team-based organizations
-narrow if applied to a single job less cost
effective if outdated
- time consuming
-getting popular but most difficult to implement
and explain
-needs close management supports and HR
champions
-a quick, low-cost approach
-customized for individual jobs
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Competency modeling is a process of determining what competencies are necessary for successfully
performing a job or a role.

 The competency models are normally linked to organization‘s strategic purposes for achieving results. Valid
competency models help to strengthen HR systems, improve overall performance, and increase business
impacts over time.

 A variety of a profile and its applications varies according to a diversity of business results, target groups,
job/ roles, and positions.
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COMPETENCY MODEL

Methodology

Methodologies used to design the models involve

1. Analyzing target job or position under changing business strategies,
2. Identifying effective and ineffective behaviors from below, average, and "star" performers,

3. Collecting data by using balanced approaches,

4. Analyzing the data and formulating an interim competency model,

5. Validating the appropriateness of the model.

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Human Resource Role of Competency Modeling

Areas
1. Job analysis & Shift the unit of analysis from a job and associated tasks to a person
Evaluation and what he/she is capable of.
2. Selection and Serve as a means to determine appropriate assessment tools after
Promotion identifying that competencies are job-related.
3. Lay-off Used as qualifications to determine order/reasons to be laid off.

4. Deployments Serve as requirements and justifications to appointments

5. Resourcing Activities Be a tool for assessment with indicators and proficiency level.

6. Human Resource Address rising marketable skills in demands or in shortage.

Planning
7. Training and Used to identify training needs, self-development, evaluating.
Development
8. Performance Establish 360-degree feedback system & performance standard.
Management
9. Compensation Least often used, reward performance/skill-based pay for team.

10. Career, Succession, Support for career mobility and individual development plan.
Placement