MODULE 4

COMPETENCY MAPPING 

‘Competence’ means a skill and the standard of performance reached.  ‘Competency’ refers to the behaviour by which it is achieved.  ‘Competence’ describes what people can do while ‘Competency’ describes on how they do it.  Competences refers to the range of skills which are satisfactorily performed, while competencies refers to the behaviour adopted in competent performance.

MEANING & DEFINITION 

The concept of competency was first popularised by Boyatzis (1982).  He stated that there was a range of factors which differentiated successful from less successful manager.  The factors included personal qualities, motives, experience and behavioural characteristics.  Skills refer to the measurable and observable abilities that have been developed through practice, training, or experience.

MEANING & DEFINITION ), it is an underlying  According to Klemp (1980
FIVE TYPES OF COMPETENCY CHARACTERISTICS

characteristic of a person which results in effective and/or superior performance on the job.

1. Motives – The things a person consistently thinks about or wants and that which causes action  Motives ‘drive, direct, or select’ behaviour towards certain actions or goals and away from others. 2. Traits – Physical characteristics and consistent responses to situations or

information. 3. Self-concept – A person’s attitudes, values or self-image. 4. Knowledge – Information a person has in specific content areas. 5. Skill – The ability to perform a certain physical or mental task. Thus, competencies are the characteristics of an individual’s knowledge, skills, attitudes, values, self-concepts, traits and motives.

MEANING & DEFINITION

1. Central and Surface Competencies The surface level competencies of knowledge and skills are visible in performance or behaviour and can be developed with appropriate T & D. The central / core motives and trait competencies reside within and are difficult to understand, measure and develop. 2. Threshold and Differentiating Competencies The threshold competencies are characteristics required by a job holder to

CLASSIFICATION OF COMPETENCIES

CLASSIFICATION OF COMPETENCIES
perform a job effectively. The differentiating competencies are those characteristics which differentiate superior performers from average performers.

OF
1.

CATEGORIES/TYPES

factors that make an organisation competitive through orgnal. culture or orgnal. changes 2. Job-role Competencies – things an individual must demonstrate to be effective in a job, role, function, task, or duty, at a departmental level, or in the entire organisation. 3. Personal Competencies – aspects of an individual that imply a level of skill,

COMPETENCIES Organisational Competencies – unique

OF

CATEGORIES/TYPES COMPETENCIES

achievement, or output. A competency map is an assessment tool that outlines the skills and behaviours required to succeed. The purpose of competency development is to constantly enhance the capability of the workforce to perform their assigned tasks and responsibilities.

COMPETENCIES FOR HR
 1. HR competencies could be divided into five distinct domains. Knowledge of the business : they must possess knowledge of organisation’s financial, strategic, technological and human capabilities and external competitive environment, customers demands, etc Delivery of HR practices : mastery of HR concepts and delivering innovative HR practices builds these professionals credibility and earns them respect.

PROFESSIONALS

2.

COMPETENCIES FOR HR
3. Management of change : This competency involves knowledge of the change processes, skills as change agents and abilities to deliver change. 4. Management of culture : A highperformance HR strategy is a leading indicator of a high-performance culture. 5. Personal credibility : If the four dimensions can be termed as the pillars of HR competence, personal credibility might be described as the foundation on which those

PROFESSIONALS

COMPETENCIES FOR HR
pillars rest.

PROFESSIONALS

Every employee irrespective of his/her level or grade must posses the following competencies :  Adherence to system : Adherence to work procedures with an emphasis on quality.  Analytical ability  Business understanding  Communication  Cross-functional perspective : Demonstrating a broad perspective that considers multiple functional and/or expert technical areas to

ESSENTIAL COMPETENCIES

enhance performance.  Customer focus : focus on internal and external customer needs  Decision making : to make calculated decisions in the face of a complex environment  Innovation and change : to generate ideas, innovate, recognise opportunities and solve problems.  Organisational skills :possessing the skills, and prioritise, organise, and develop plans for

ESSENTIAL COMPETENCIES

maximum efficiency and effectiveness  People management : clearly defined objectives, feedback and advancement opportunities  Strategic thinking : what needs to be done to ensure long-term success  Teamwork

ESSENTIAL COMPETENCIES

HOW TO ANALYSE COMPETENCIES
1. 2. 3. 4. 5. 6. What are the elements of this job? What is the job holder suppose to do? For each element, what is an acceptable standard of performance? What type of knowledge is required? What are the skills required for a job holder? How will the role holders and their managers know that the required levels of competence have been achieved?

HOW TO ANALYSE COMPETENCIES
Glaxo Wellcome definition of competence states that competence is what you do, what you know and how you do it

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