Competency Modeling

Framework

PRESENTED BY
ASHISH
MBA(HR)
3RD SEM
DEVELOPING A COMPETENCY MODEL

WHAT IS A COMPETENCY MODEL?

A group of competencies that describe successful
performance for a particular organisation, function, level,
role or job.
A competency model consists of:

Competencies
Proficiency Levels and Behavioural Indicators
Measurement approach
Rating scale
 Step 3
Integration in HR systems Application of
Assess individual competencies competency
Model
Develop strategies to address gaps
ROI
Step 2
Define performance effectiveness criteria Develop
Criterion sample Competency
model
Data gathering and analysis
Finalizing and validating
Objective & goals Step 1
Groundwork &
Implementation goals & standards Planning
Action plan
COMPETENCY MODEL?
WHAT DO WE NEED TO CONSIDER WHILE CREATING A
GUIDELINES FOR CREATING A COMPETENCY MODEL

To Be Effective, a Competency Model Must:

Be aligned with business & organization goals & needs
Support the business strategy
Be future focused
Be established through a process that maximizes buy-in and validity
Translate abstract concepts into observable behaviours and
activities
Be suitable for multiple applications (if necessary)
Be selective, focused on a few competencies that are actually key for
company or individuals performance
Do not make so specific that it cannot be used elsewhere in the
organization
ALIGNMENT OF THE COMPETENCY MODEL WITH THE
BUSINESS
HOW WOULD YOU USE COMPETENCIES IN THE
MODELHOW WOULD IT BENEFIT YOU?
STAFFING SELECTION AND RECRUITMENT

Why Use Competencies for Staffing?

Establishes profiles outlining requirements for each job/role
Staffing
Discovers qualified candidates who do not fit the stereotype
Organizing Rewarding
Competency based interviews reduce the risk of making a costly
hiring mistake and increase the likelihood of identifying and
selecting the right person for the right job Learning Performing
Decreases unproductive downtime of new employees
Decreases turnover among new employees
Determines training needs at job entry
Monitors performance of new employees
ORGANIZING

Why Use Competencies for Organizing?

Competency based profiling of roles within bands shows
progression from level to level in the organization
Roles can then be clustered into broad-bands Staffing where each
band has a practical and clearly Rewarding Organizing visible
difference from others
Helps reduce organizational hierarchy and establish a common
framework for career Performing Learning development
Using transferable competencies career tracks and the criteria for
career transitions can be clearly defined by linking competencies to
each career stage
Actual role to role movement can be charted out and made available
to employees to take career actions
LEARNING TRAINING AND CAREER DEVELOPMENT

Why Use Competencies for Learning?

Captures the gap between current skill set of Staffing
the workforce and required skill set Rewarding Organizing
Provides opportunity to identify/ develop specific training
programmes by mapping them to competency gaps - identifies
where Performing Learning the company should spend its training
budget to achieve the greatest impact
Puts career development responsibility and tools in the hands of
the employee by making him responsible for his/ her own
development - Required and achieved proficiency levels can be
tracked by individual
Gives the line managers a tool to empower them to develop people
PERFORMING

Why Use Competencies for Performing?

Links results, expectations, and behavioural objectives to the business
plan
Provides managers with guidelines and resources Staffing
Provides employees with clear understanding of the behaviours and
skills to Rewarding Organizing use in accomplishing results
Establishes clear high performance standards - Competencies affect
overall Performing Learning rating (along with achievement of results)
Enables collection and proper analysis of factual data against the set
standards
Enables conducting of objective feedback meetings
Provides direction with regard to specific areas of improvement
REWARDING

Why Use Competencies for Rewarding?

Aligns pay systems to the goals/values of the organization Staffing
Rewards an individual for acquiring valued skills and behaviors
Rewarding Organizing
Serves as an input to merit pay increase decisions
When competency ratings result in a shift Performing Learning in
role, there is a pay implication linked to the role
Some organizations provide recognition bonus (separate from
short term incentives) for exemplary improvement/ demonstration
of competencies
Specific hot skill areas (especially in IT) are sometimes linked to
hot skills bonuses
HR COMPETENCY MODEL
HR COMPETENCY MODEL
HR COMPETENCY MODEL