COMPETENCY

MANAGEMENT
 GROUP 6
Nguyễn Phương Anh Đào Trọng Giang Nguyễn Trần Hoàng Ngân
K194071004 K194071013 K194071024

Phạm Lê Phương Thảo Nguyễn Hà Mỹ Xuân

K194071035 K194071045
01
Introduction of
Competency Management
 The Evolution of Competency Management
Mid-1950s Mid-1970s 1995
1973, David McClelland published Rowe clarified the use of
The origin of competency an article “Testing for Competence
studies traced back to competence and
rather than Intelligence” competency models in
Benjamin Bloom and his => setting the concept of
team in USA recruitment, assessment
Competency Management in HRM and employee development

1959 1982 2010

Boyatzis developed the concept Task-based
Robert White
further and presented “competency” => Competency-based
suggested competency
as outstanding performance of
as a human trait
individual in specific roles
 02
What Is
Competency?
 Definition 
Competencies are behavioral attributes which can
distinguish a superior performer from an average. 
 “Competencies are the underlying characteristics of an
individual, which are, causally (change in one variable cause
change in another) related to effective job performance”
—Boyatzis
 Competency-based management is helping organizations
to identify:

– how their critical – to create profiles of

performers behave superior performers in
while performing important roles.
 03
Classification of
Competencies
 TECHNICAL/
FUNCTIONAL HUMAN

Katz
and
Kahn
MANAGERIAL CONCEPTUAL
 Katz and Kahn
TECHNICAL OR knowledge attitudes, skills, and such others
associated with the technology or functional
FUNCTIONAL expertise required to perform the tole

knowledge, attitudes, skills, and such others

MANAGERIAL required to plan organize, mobilize, and utilize
various resources

knowledge, attitudes and skills required to

HUMAN motivate, utilize, and develop human resources

abilities to visualize the invisible, think at

CONCEPTUAL abstract levels and use the thinking to plan
future business
Carrol and McCrackin
 Carrol and McCrackin
• a unique organizational ability in a strategic
CORE director, something a company excels in as
compared with its competitors.
COMPETENCIES • Core competencies constitute abilities that
the employees should have

LEADERSHIP competencies connected with leadership of

COMPETENCIES teams and the organization

FUNCTIONAL These are job-specific skills required to perform

COMPETENCIES a particular job role or profession
 04
What Is a
Competency
Dictionary?
 What Is a Competency Dictionary?
A competency dictionary (CD) is a record of the competency language used
by an organization.
• Captures the distinctive and unique competencies
• Mirror values, vision and the characteristic manner of communicating
 Consists of:

• Combinations of competencies (technical, managerial, human and conceptual

skills…)

• General competencies pertaining to all jobs (communication, focus on results)

• Common competencies that are specific to the key jobs (initiative, teamwork)

• Core competencies (digital proficiency, customer service)

 Advantages and Disadvantages

Advantages Disadvantages
• Purchased dictionary • May not cover all the required
is properly developed and competencies
researched
• Ready to be used support • May be expressed in a language not
employee development suitable for the particular org
plans
 05
Competency Life
Cycle
 Competency Life Cycle
1
3 4
2
COMPETENCY
COMPETENCY
MAPPING
• Present a broad outline of all the DEVELOPMENT
relevant competencies Plan and the schedule of action plans for
• Work out the competency levels for development of the number and
each job profile in detail. proficiency level of competencies

COMPETENCY COMPETENCY
DIAGNOSIS MONITORING
• Do stock-taking Track of the results
• Cover a skill gap analysis (between the actual continuously
and the desired number and level of
competencies)
 06
Competency
Modeling
Competency model is the combination of knowledge, skills, abilities, and
other characteristics (KSAOs) required for performing effectively on a
particular job.
Example:
Competency Model of
Adapta
Hospitality field. bility
to
working
environ
ment
Ability to make
progress in work &
Time management

Interpersonal skills & active

participation in social gatherings

Foreign languages and work-related learning

 The important virtue of
competency model

Employers perform it as Creates a strategic focus on It connects competencies to

an aid to managing the only those characteristics in the business objectives and
employee performance. a job, which explain strategies.
performance.
 Difference Between Job Analysis and Competency Model

Job analysis Competency models

• Relies on interaction with the • The process starts with

job holders in a bottom-up collective information from
way the leadership levels.

• Can cover future roles in

• Being related to existing emerging business also
jobs.
Steps in Competency Modeling

A principal tool: Behaviour

behaviour event codebook is where
interview (BEI). each competency is
described with
citations from the
BEI and the criteria
for scoring.
Applications of competency models
• Regconize
Selection

Performance • Improve
management
Traning & • Develope
development
• Encourage
Assesment center

• Promotion
Compensation
 07
Assessment Centers
 Assessment Centers
The key element which was largely seen as having
contributed to the success of the experimental
method was the behavioral component of the
design.
The Center
The assessors:
the feedback
write reports definite map
process
 Assessment Centers
1.Presentation of Vision and Strategies​
-  flip charts, markers, transparencies, or laptops without Internet
connection.​
-> discrepancies in logic or data and to test the emotional involvement in
the theme.​
2. The Uses of Assessment Centers: selection and promotion.​
The end use is to generate data suitable for performance feedback and
suggestions for development.​
3. In the cases of career development/planning:  the end use is to
generate data suitable for performance feedbacks and suggestions for
development.​​
08
Performance
Management
The building blocks for a competency-based PMS
are as follows
Competency-based Training and Development
A competency-based training program structure
Competence-based Compensation
Competency-based pay may be appropriate in one of three situations below

The organization is Certain employees There is a felt need to

losing talent and with strategic motivate employees
unable to acquire the skills are worth with incentives to
targeted talent; more than others; acquire or upgrade key
skills
Challenges for Competency Models
At the workplace, competency
models cannot provide a recipe
for every selection situation.
1 2
Some unique competencies
of employees are difficult to
articulate or categorize.
The process of defining or
assessing competencies is
still not an exact science.
3 4
Both managers and employees
are involved in the competency
model-building process.​
Challenges for Competency Models
Some managers probably lose trust in
leadership, depressed levels of general
motivation, and general mood of pessimism in
any competency implementation process
5 6
At some point, there is a change of
market dynamics, the takeover of a
new management, or a merger.
The credibility of HR function and its level
of maturity also sometimes hold the key
for the effectiveness of the competency
management initiatives
7 8
Requires a systematic
implementation strategy to make
use of the information effectively.
Future of Work and the Implications for
Competencies for Future Work
 THANKS!
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