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You are able to hire people who have high

potential to succeed, to ensure that they
receive the training and development
necessary to realize that potential, and to
provide and appraisal system that gives them
the feedback and coaching they need to
perform well, through a well-seeing of a
personal and potential skill of the people
(ex: sales Mortgage Banking Company)

Picture of CBHRM System
The American Heritage : competency is the
state or quality of being properly or well
qualified
In HR environment : competency is an
underlying characteristic of a person
which results in effective and/or superior
performance on the job (Klemp, 1980)
Picture of CBHRM System
Based on a conference on the subject of
competencies in Johannesburg year 1995 :
a cluster of related knowledge, skill, and
attitudes that affects a major part of ones
job, that correlates with performance on
the job, that can be measured againts well-
accepted standards, and that can be
improved via training and development.
(Parry, 1996)

...continued
Behaviour
Skill Knowledge
Attitude
Personal
Characteristic
Competency Pyramid
Clarifying job and work experience
Hiring the best available people
Maximizing productivity
Enhancing 360-degree feedback process
Adapting to change
Aligning behaviour with organisational strategies
and values
What Business Needs Can Competency
Model Address?
David McClelland, develop a set of personality test
To prove the result whether shared and demonstrated by
high achievers or not
He and his friend, Charles Dailey, initiated a series of
intensive interview to 50 people in United States
Information Agency (USIA)
Early
1970s
McClelland wrote about hiring practices for civil service
jobs, took a test using competency test
He assume that take a competency test, it can be done by
do a participation observation if the observer wanted to
find a competency of a single person
1973
Who Is Invented the Competency Models?
Representations or miniature of the comlex
reality of the world
Derived from modulus which means a small
measure of something.
Known 3 terms :
o Facts : directly observed and empirically tested
o Inferences : conclusion drawn on the basis of
some set of information
o Construct : idea used in research to explain a
phenomenon
All About Model
Create competency models to explain how
competencies lead to performance
Four questions that we should ask before embarking
upon developing competency models :
o Why we need a competency model?
o What are the strategies for model building?
o What are the availabe resource, both financial
and human?
o Who are the key people involved in the process
of developing and validating model?
Competency Models and Four Questions
3 purposes of build a competency model :
o To provide a way in which the concept of
competency can be applied to
organisational needs
o To understand the variables
determining performance and their
correlation to it
o To enable the rapid deployment of
competencies in an organsation
Need for a Competency Model
To support hiring, growth and development
plans, or performance and compensation
management, in terms :
o The organisation has to be clear on
which of these applications is important
o The organisation should build the
implementation of that application into
the initial project plan.
Potential Uses of The Model
Define core requirements for all employees
regardless of function or level
Define requirements only for specific
levels/functions
Define requirements for each distinct role
or job in an organisation
The Model Might Be :
Single
competency
10-15
competencies
Less related to
a specific
function or job
Universal
Multiple models
Needed for
many jobs
Specific job
related
Multiple
Two Approaches for Model Building
Before start to develop model of competency,
there are 5 questions that have to answered :
o Is there a model that is being used?
o What is the purpose of the model?
o What are the sources of the models?
o What are the dimensions of the
competency model?
o What are the steps in developing a
competency model?
Developing a Model
The Boyatzis Model
The
individual`s
competencies
The job`s
demands
The
organisational
environment
Effective
spesific
actions or
behavior
all the three elements
must fit together for
effective performance to
take place. When only two
ellements are taken into
consideration, it is unlikely
to result in consistently
effective performance.
*Applies to managers
The Boyatzis Model
Behaviour = (Individual X Environment)

a. Individual`s competencies represent the capabilities that a
person brings to the job situation
b. The job component states what a person is expected to do on the
job
c. The organisational context describes the broader context of job
demands and organisational context describes the broader
context of job demands and organisational policies, procedures,
structure, processes, system, and culture
*Applies to managers
Boyatzis`s model for effective performance for managers comprises of six
clusters. The six clusters identified by Boyatzis are :
1. Goal and action management
2. Leadership
3. Human Resource Management
4. Directing Subordinates
5. Focus on other cultures
6. Specialised knowledge

To explain the importance of the competencies within and between the
cluster, he used two terms Primary and Secondary.
o Primary relationships refer to relationships beetween competencies
within a cluster.
o Secondary relationships refer to the relationship of a competncy in a
cluster to a competency in another custer.

Competency Cluster
Boyatzis list four competencies in The Leadership Cluster

Competencies
Conseptualisation Able to identify mission and develop
common objectives for his/her people
Use of oral presentations Present idea in a convicing manner
Self Confidence Create followership by creating a presence
Logical thought Understand how the organisation works in a
day-to-day situation
Primary Relationship
Example : the competencies in the Goal and action cluster have a secondary
relationship to the competencies in the Leadership cluster.
Effect : would enhance a manager`s effectiveness.
Example : a manager can set goals but not to able give convicing presentations.
Likewise, a manager can give a convicing presentation without setting goals.
However, if a manager presentation is convicing and is in the context of goals that
would be far more useful to the organisation.
Secondary Relationship
Competency Self-image Social role Skills
Self-confidence I know what I`m doing
and will do it well
Natural Leader Presentation skill
Use of oral presentations Ican verbally
communicate well
Communicator Verbal presentation skill
Logical thought I am orderly System analyst Organisation of thought and
activities. Sequential thinking
conseptualisation I am creative Inventor Pattern identification through
concept formation.
A frame work is the driving force of the model: it is about converting the model
from its abstract state to practical state which can be used in day-to-day life.
Role Competencies
Behavioural competencies
Functional Competencies
Core Competencies
The Roman Pavilion
Core Competencies
Form the roof for the Roman pavilion, representation of competencies that are relevant
to the entire organisation. These competencies are unique to the organisation.
Role Competencies
Role competencies are only relevant to employees in a team role, to members and
leaders of teams, which may include managers and supervisors. The role competencies
are catagorised into those relating to activities, people, resources and information.
Behavioural Competencies
Behavioural Competencies are underlying characteristics having causal relationship with
effective or superior performance. Their classifications into task, personal attributes,
relationship, and service are reflected as four pillars.
Functional Competencies
Functional Competencies stand for the knowledge and skill component that are spesific
to jobs. They form the foundation of the pavilion. They are classified into three areas to
reflect the broad occupational classification trade, trade service and organisational
service.

NB : trade competencies differed from organisation to organisation. Trade services and
organisational service competencies underwent relatively fewer changes.
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