Escolar Documentos
Profissional Documentos
Cultura Documentos
Iceberg
Model
Objective
1
Explain what is a
Competency
Introduction
David Schneider is a highly qualified
individual.
He has the right mix of skills and
knowledge that is required to work as a
Sales Executive.
However, his actual job performance is
nowhere near what is expected from a
man possessing skills and knowledge
that David has.
His actual job performance does not
match the expected job behaviour of a
man of Davids calibre.
So, what is wrong?
s
e
l
Sa cuti
e
x
E ve
Ideal candidate
Low job
performance
Introduction
Co
en mp
cy et
Objective
1
Explain what is a
Competency
What is Competency?
s refer
e
i
c
n
e
t
Compe
ledge
w
o
n
k
r
o
to skills
erior
p
u
s
o
t
ds
that lea
ance.
m
r
o
f
r
e
p
Compet
ence on
the othe
r hand
means t
he
conditio
n or stat
e
of being
compete
nt.
Compet
ent is w
hen a
person i
s qualifie
dt
perform
to a requ o
standard
isite
of the pr
ocesses
of a job.
Com
indiv petenc
char idual a ies are
bi
a
key cteristic lities or
to e
fect s that a
re
iv
work eness i
n
.
no t
e
r
a
s
e
i
e nc
Compet
ally be
s
u
a
c
d
an
fort
fixed
e
h
t
i
w
ed
develop
port.
p
u
s
d
n
a
apply
n
a
c
ncies
e
t
e
al,
p
n
o
i
t
Com
a
z
ani
and
,
at org
m
a
e
ual, t
d
i
v
i
and
d
l
in
a
n
o
i
at
occup al levels.
tion
ncrights
ManagementStudyGuide.com.
fuAll
What is Competency?
Some examples of competencies required by the employees
are: -
Adaptability
Analytic
al
Reasonin
g
Motivation
Foresight
Commitment
Leadership
Creativity
Emotional
Stability
Independe
nce
Communica
tion Skills
History of Competency
In the late
1960s, the
Occupational
Competence
movement was
initiated by Dr.
David McClelland
who was a
Professor of
Psychology at
Harvard
McClelland
found that
traditional tests
such as
academic
aptitude and
knowledge
tests, did not
predict success
in the job
Through this
McClelland
proved that
superior
performance is
not always
measured by
test scores but
rather related to
hidden traits
and qualitative
Objective
1
Explain what is a
Competency
w
ge led
Kn
o
Self
e
Imag
Tr
ai
ts
Motives
e
lu
Va
A learned ability;
The
how to do the
Psychological
what you do /
Physiological
(e.g. making an
factors
that
efective
drive
your
presentation)
behaviour
(e.g. Maslow
Pyramid of
needs)
Relatively
enduring
characteristics;
why and how do
we behave in a
certain way
(e.g. selfcontrolled big
ill
k
S
Components of Competency
Objective
1
Explain what is a
Competency
Types of Competencies
Competencies can broadly be classified into two categories:
Basic Competencies:
They are existent in all
individuals but only their
degree of existence difers.
For example, problem
solving is a competency
that exists in every
individual but in varying
degrees
Competenci
es
Professional
Competencies:
They are job related and
are above the basic
competencies. For
example, handling a sales
call efectively is a
competency that a sales
personnel would be
required to have
Basic
Professional
Competenci
es
ManagementStudyGuide.com. All rights
Competenci
es
Intellectual
Competenci
es:
Those which
determine
the
intellectual
ability of a
person.
Motivation
al
Competenci
es:
Those which
determine
the level of
motivation in
an
individual.
Emotional
Competenci
es:
Those which
determine
an
individual's
emotional
quotient.
Social
Competenci
es:
Those that
determine
the level of
social ability
in a person.
Generic Competencies:
They are those which are
considered essential for
all staf, regardless of
their function or level,
that is, communication,
program execution,
processing tools,
linguistic, etc. These
competencies include
broad success factors not
tied to a specific work
function or industry. They
usually focus on
leadership or emotional
Managerial
Functional/Technical
Competencies:
Competencies:
They are those which are
These are specific
considered essential for
competencies which are
staf with managerial or
considered essential to
supervisory responsibility
perform any job in the
in any service or
organization within a
program. Some examples
defined technical or
of managerial
functional area of work.
competencies are:
Some examples of
customer orientation,
functional/technical
organizing skills, cross
competencies are:
functional perspective,
business awareness,
planning skills, execution
business skills, technical
skills, analytical skills,
skills.
ManagementStudyGuide.com.
All rights
Categories of Competencies
Competencies can be divided into two categories, they are:
d
Threshol
ci
n
e
t
e
p
m
Co
es
Difere
n t i at i
ng
Compe
tenci
es
These factors
distinguish
superior from
average
performers.
1
2
3
4
5
6
ManagementStudyGuide.com. All rights
2
3
4
5
6
ManagementStudyGuide.com. All rights
1
2
3
4
5
6
ManagementStudyGuide.com. All rights
2
3
4
5
6
ManagementStudyGuide.com. All rights
5
6
ManagementStudyGuide.com. All rights
6
ManagementStudyGuide.com. All rights
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.
Workplace
Scope
Organization
Individual
Purpose
Strategic
Tactical
Participant(s)
Business Unit
Worker
Tasks
Processes
Activities
Competencies
Global
Position
Competencies cannot
guarantee that workers
will perform adequately.
However, workers
cannot perform to
standards without
competencies.
Extremely competent
workers may fail on
the job due to a
variety of personal or
environmental factors.
Competence is
necessary but it
cannot guarantee
results.
Hence, it is important
Competencies are
that organizations
about being qualified to
should not confuse
do the work whereas
competency
performance is the
measurement with
result of the actual
ManagementStudyGuide.com. All rights
performance
co Sel
nc fep
t
M
ot
i
ts
ai
Tr
A persons
attitudes, values or
self-image.
d
le
w
no ge
K
The ability to
perform a certain
physical or mental
task.
ve
s
Physical characteristics
and consistent responses
to situations or
information.
Objective
1
Explain what is a
Competency
Iceberg Model
The Iceberg Model for
competencies takes the
help of an iceberg to
Knowledge
explain the concept of
& Skills
competency.
An iceberg has just oneAttitude,
ninth of its volume above
Traits,
water and the rest
Thinking
remains beneath the
styles, Selfsurface in the sea.
image,
Similarly, a competency
Organizatio
also has some
nal fit
components which are
visible like knowledge
and skills but other
behavioural components
like attitude, traits,
thinking styles, selfManagementStudyGuide.com. All rights
image, organizationalfit
Characterist
ic
Personalit
y
Behavio
r
Characterist
ic
Personalit
Performanc
y
e
Behavio
r
Traits
Self
Image
Skill
Knowled
ge
Habitual / enduring
characteristics
- e.g. flexibility, self - control,
good listener, builds trust,
engages & inspires, mindset
How people see/view
themselves; identity; worth e.g. an expert, a learner,
leader, manager, agent,
innovator
Ability to do something well;
most easily trained on - e.g.
technical skills to use
knowledge
Content knowledge /
information in field of work, from education to experience
Developing the
two levels of
competencies
also takes
diferent routes.
Objective
1
Explain what is a
Competency
Micro
Benefits
Macro
Benefi
ts
Step 1:
Data Gathering &
Preparation
Step 2:
Data Analysis
Step 3:
Validation
Competency Dictionary
Things to be considered for developing
competency dictionary:
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 efort
Proficiency levels or scales
o Exposed
o Development
o Proficient
ManagementStudyGuide.com. All rights
Competency Based-Behavioral
Interviewing (CBBI)
However, the hiring process has
also undergone a change
therefore a lot of emphasis is
being put on the hidden
behavioral aspects as well to
make a sound decision.
They believe that the behavioral
aspects can be developed through
proper guidance and good
management.
Most of the organizations look at
just the visible components of
competencies: the knowledge and
skills in the traditional method of
Hence, a complete picture
hiring.
regarding the competence of a
person consists of both visible and
hidden aspects and it becomes
necessary to understand both to
ManagementStudyGuide.com.
All rights
arrive at identifying the best
man
Competency Based-Behavioral
Interviewing (CBBI)
This is where Competency
Based-Behavioral Interviewing
(CBBI) comes into picture.
The lead
question for
the first
Competency is
asked and
then proceed
to obtain an
overview of
the event.
The events
overview is the
road map to
structure how
the candidate
will provide
the
information.
The events
overview
provides highlevel overview
of:
1. Situation/Tas
ks,
2. Actions and
3. Results of
the
Candidates
ManagementStudyGuide.com.
All rights
A few Standard/
Generic questions
are designed to
obtain the overview
in the most
efective manner.
Benefits of CBBI
The following are the key benefits of Competency Based-Behavioural
Interview (CBBI):
Key Benefits
It is a systematic, nondiscriminatory technique that
helps interviewers get the right
information from applicants
and make right hiring
It
takes into consideration past
decisions.
behaviours of relevant role to
best predict future behaviour
on similar or higher role.
It prevents biased and
subjective hiring decisions.
It limits the possibility of
candidates faking it with
vague generalization.
Case Study
1.
1. What
What do
do you
you think
think
could
could be
be the
the
reasons
reasons for
for this?
this?
Richard
Richard Hadley
Hadley has
has just
just
joined
joined as
as the
the HR
HR Head
Head in
in
an
an MNC.
MNC. He
He finds
finds that
that
despite
despite his
his new
new company
company
having
having aa talented
talented and
and
qualified
qualified workforce,
workforce, the
the
organization
organization is
is not
not
completing
completing its
its projects
projects
efficiently
efficiently and
and
successfully.
successfully.
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?
3.
3. What
What should
should
Richard
Richard do
do to
to make
make
sure
sure that
that the
the new
new
hires
hires are
are
competent
competent enough
enough
to
to do
do their
their jobs?
jobs?
Summary
In this module you learnt that: