Competency-based_HR_Management

1()3•Acombinationofskills,jobattitude,andknowledgewhichisreflectedinjobbehaviorthatcanbeobserved,measuredandevaluated.•Competencyisadeterminingfactorforsuccessfulperformance•Thefocusofcompetencyisbehaviorwhichisanapplicationofskills,jobattitudeandknowledge.6•Jobdescriptionlooksatwhat,whereascompetencymodelfocusesonhow.•Traditionaljobdescriptionanalysislooksatelementsofthejobsanddefinesthejobintosequencesoftasksnecessarytoperformthejob•Competencystudiesthepeoplewhodothejobwell,anddefinesthejobintermsofthecharacteristicsandbehaviorsofthesepeople.8(softcompetency)Thistypeofcompetencyrelatestotheabilitytomanagejobanddevelopaninteractionwithotherpersons.Forexample:problemsolving,leadership,communication,etc.Functionalcompetency(hardcompetency)Thistypeofcompetencyrelatestothefunctionalcapacityofwork.Itmainlydealswiththetechnicalaspectofthejob.Forexample:marketresearch,financialanalysis,electricalengineering,etc.9•AnalyzeWorkRoleandProcess•GatherDatathroughBehaviorEventInterviewandFocusGroup•ConductBenchmarkStudyGenerateCompetencyModelsValidate,RefineandImplement10•Adaptability—Maintainingeffectivenesswhenprioritieschangeandnewtasksareencountered,andwhendealingwithindividualswhohavedifferentviewsandapproaches.Effectivelyperformingindifferentenvironments,cultures,andlocations,andwhenworkingwithdifferenttechnologiesandlevelsofindividuals.KEYBEHAVIOR•Seekingunderstanding—Makeseffortstobetterunderstandchangesintheenvironment;activelyseeks•informationorattemptstounderstandnatureofindividualdifferences,logic,orbasisforchangeintasksandsituations.•Embracingchange—Approacheschangeornewnesswithapositiveorientation;viewschangeornewnessasalearningorgrowthopportunity.•Makingaccommodations—Makesaccommodationsinapproach,attitudes,orbehaviorsinresponsetochangingenvironmentalrequirements.11—Securingrelevantinformationandidentifyingkeyissuesandrelationshipsfromabaseofinformation;relatingandcomparingdatafromdifferentsources;identifyingcause-effectrelationships.KEYBEHAVIOR•Identifyingissuesandproblems—Recognizingmajorissues;identifyingkeyfacts,trends,andissues;separatingrelevantfromirrelevantdata.•Seekinginformation—Identifying/Recognizinginformationgapsortheneedforadditionalinformation;obtaininginformationbyclearlydescribingwhatneedstobeknownandthemeanstoobtainit;questioningclearlyandspecificallytoverifyfactsandobtainthenecessaryinformation.•Seeingrelationships—Organizinginformationanddatatoidentify/explaintrends,problems,andtheircauses;comparing,contrasting,andcombininginformation;seeingassociationsbetweenseeminglyindependentproblemsoreventstorecognizetrends,problems,andpossiblecause-effectrelationships.•Performingdataanalysis—Organizingandmanipulatingquantitativedatatoidentify/explaintrends,problems,andtheircauses.12:•Identifyperformancecriteriatoimprovetheaccuracyandeaseofthehiringandselectionprocess.•Clarifystandardsofexcellenceforeasiercommunicationofperformanceexpectationstodirectreports.•Provideaclearfoundationfordialoguetooccurbetweenthemanagerandemployeeaboutperformance,development,andcareer-relatedissues.13:•Identifythesuccesscriteria(i.e.,behavioralstandardsofperformanceexcellence)requiredtobesuccessfulintheirrole.•Supportamorespecificandobjectiveassessmentoftheirstrengthsandspecifytargetedareasforprofessionaldevelopment.•Providedevelopmenttoolsandmethodsforenhancingtheirskills.14’svision,strategy,andkeycapabilities.2.Integration:CompetencyinitiativesthatproducethemostsignificantchangeareappliedsystemicallyacrossarangeofHRdevelopmentprocesses