HR GSR Management

8/10/2019 HR GSR Management

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Competency-based

HR Management



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Contents

1. Framework for Building Competency-based HR

Management System

2. Developing Competency Model

3. Competency-based Interview Method

4. Competency-based Career Planning

5. Competency-based Training & Development

6. Competency-based Performance Management



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Competency-based HR

Management : A Framework



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HR Management Framework

based on Competency

Recruitment &

Selection

Training &

Development

Performance

Management

Reward

Management

Career

Management

COMPETENCY

FRAMEWORK

BUSINESS

STRATEGY

BUSINESSRESULTS

Competency based People StrategyThe

competency

framework

will be the

basis for all

HR functions

and serve as

the "linkage"

between

individual

performance

and business

results



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Definition of Competency

Competency

• A combination of skills, job attitude, and

knowledge which is reflected in job

behavior that can be observed,

measured and evaluated.

• Competency is a determining factor for

successful performance

• The focus of competency is behavior which is an application of skills, job

attitude and knowledge.



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Skill

Job Attitude

Knowledge

Observable Behavior

Job Performance

Competency

Definition of Competency



Competency and Job Description

• Job description looks at what , whereas competency model

focuses on how .

• Traditional job description analysis looks at elements of th e

jobs and defines the job into sequences of tasks necessary

to per form the job

• Competency studies the people who do the job wel l , and

defines the job in terms of the character ist ics and

behaviors of these people .



Types of Competency

Managerial competency (so ft competency)

This type of competency relates to the ability to manage job and

develop an interaction with other persons. For example : problem

solving, leadership, communication, etc.

Functional competency (hard competency)

This type of competency relates to the functional capacity of work.

It mainly deals with the technical aspect of the job. For example :

market research, financial analysis, electrical engineering, etc.



Competency Identification Process

Clarify

Organizational

Strategy and

Context

Competency

Identification

• Analyze Work Role and

Process

• Gather Data throughBehavior Event Interview

and Focus Group

• Conduct Benchmark

Study

Generate

Competency

Models

Validate,

Refine andImplement



Examples of Competency

DEFINITION

• Adaptability—

Maintaining effectiveness when priorities change and new

tasks are encountered, and when dealing with individuals who have different

views and approaches. Effectively performing in different environments,

cultures, and locations, and when working with different technologies and

levels of individuals.

KEY BEHAVIOR

• Seeking understanding—Makes efforts to better understand changes in

the environment; actively seeks

• information or attempts to understand nature of individual differences, logic,

or basis for change in tasks and situations.

• Embracing change— Approaches change or newness with a positive

orientation; views change or newness as a learning or growth opportunity.

• Making accommodations—Makes accommodations in approach, attitudes,

or behaviors in response to changing environmental requirements.



Examples of Competency

DEFINITION

Analysis/Problem Assessment—Securing relevant information and identifying key

issues and relationships from a base of information; relating and comparing data

from different sources; identifying cause-effect relationships.

KEY BEHAVIOR

• Identifying issues and problems—Recognizing major issues; identifying key facts,trends, and issues; separating relevant from irrelevant data.

• Seeking information—Identifying/Recognizing information gaps or the need for

additional information; obtaining information by clearly describing what needs to be

known and the means to obtain it; questioning clearly and specifically to verify facts and

obtain the necessary information.

• Seeing relationships—Organizing information and data to identify/explain trends,

problems, and their causes; comparing, contrasting, and combining information; seeing

associations between seemingly independent problems or events to recognize trends,

problems, and possible cause-effect relationships.

• Performing data analysis—Organizing and manipulating quantitative data to

identify/explain trends, problems, and their causes.



Benefits of Using Competency Model

For Managers , the benefits are:

• Identify performance criteria to improve the accuracy and ease

of the hiring and selection process.

• Clarify standards of excellence for easier communication of

performance expectations to direct reports.

• Provide a clear foundation for dialogue to occur between the

manager and employee about performance, development, and

career-related issues.



Benefits of Using Competency Model

For Emplo yees , the benefits are:

• Identify the success criteria (i.e., behavioral standards of

performance excellence) required to be successful in their role.

• Support a more specific and objective assessment of their

strengths and specify targeted areas for professional

development.

• Provide development tools and methods for enhancing their

skills.



1. Alignment: Competencies impact systems that actively support

the organization‘s vision, strategy, and key capabilities.

2. Integration: Competency initiatives that produce the most

significant change are applied systemically across a range of HR

development processes.

3. Distribution: Competency standards alone produce little effect.

They must be actively and relentlessly communicated andinstalled with users.

Key Characteristics of Successful

Implementation



4. Self-Directed Application: Competency systems frequently fail

because they are too complex or require an unsustainable level of

sponsorship or program support. Implementations that work best

focus on the development of ―tools‖ that can produce results forusers with relatively little ongoing support.

5. Acculturation: In competency systems that work, they become

part of the culture and the mindset of leaders through repeated

application and refinement over a significant period of time.

Key Characteristics of Successful

Implementation



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Competency-based

Interview for Selection



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Types of Interview

• Conventional Interview

• Competency-based Interview



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Conventional Interview

• Unstructured :

• Is a type of interview where the questions are not

designed systematically and not properly structured.

• There is no standard format to follow, therefore the

process of interviewing can go in any direction.

• Is seldom equipped with formal guidelines regarding

the system of rating/scoring the interview.



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• Has low reliability and validity – there is no accuracy

in predicting performance

• Susceptible to bias and subjectivity (gut feeling)

Conventional Interview



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Competency-based Interview (CBI)

• Is a structured type of interview. The questions are focused

on disclosing examples of behavior in the past.

• The process of interview is intended to disclosespecifically and in detail examples of behavior in the past.

• Is designed based on the principle : past behavior predicts

future behavior (Candidates are most likely to repeat thesebehaviors in similar situations in the future).





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Approach in Competency-based Interview

S What was the Situation in which you were

involved?

T What was the Task you needed to accomplish?

A What Action(s) did you take?

R What Results did you achieve?



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Situation

Can you explain the situation?

Where and when did the situation happen?

What events led up to it?

Who was involved in the situation (work colleagues,

supervisor, customers)?




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What tasks were you supposed to do at that time?

What did you actually do at that time?

How did you do it?

What specific steps did you take?

Who was involved?

Tasks/Actions




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What was the outcome?

Can you tell me the results of taking such action?

What specific outcome was produced by your

action?

Results




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Sample Questions in CBI

Competency Sample Question

Persistence In the process of selling, we are sometimes not

successful in securing a new transaction. Can you

tell me about one or two situations where yourepeatedly failed to get a new client?

What specific steps did you take? What was the

result?

Influencing Others Can you describe one or two cases in your effort toobtain new customers? What did you do? What was

the result?



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Competency Sample Question

Interpersonal Can you tell me about a situation where you faced

Understanding a client who was disappointed with your product?

What was the situation like? What specific stepsdid you take? What was the result?

Planning & In working, we often face a number of priorities

Organizing that must be tackled at the same time. Can you tell

me about one or two actual cases where you hadto face such a situation? What did you do? What

was the consequence?

Sample Questions in CBI



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Bias in the Interview Process

First

Impressions

An interviewer might make a snap judgement

about someone based on their first impression

- positive or negative - that clouds the entire

interview.

For example, letting the fact that the candidate

is wearing out-of-the-ordinary clothing or has a

heavy regional accent take precedence over

the applicant's knowledge, skills, or abilities.





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Bias in the Interview Process

Contrast

Effect

Strong(er) candidates who interview after

weak(er) ones may appear more qualified than

they are because of the contrast between the

two.

Note taking during the interview and a

reasonable period of time between interviews

may alleviate this.





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Career Planning Flow

Career Planning

System Career Path

Design

Analysis of Employees

Future Plan

Implementation of

Development Program



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Defining Career Path

Career Path is a series of positions that one

must go through in order to achieve a certain

position in the company.

The ‗path‘ is based on the position competency profile that an employee must have to be able to

hold a certain position.

What Is

Career

Path?



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Analyzing a

position or job

based on the

competency

required

Categorizing the

positions that

require similar

competencies

into one jobfami ly

Identifying

career paths

based on the job

fami ly

Competencyprofile

(Functional and

Managerial

Competency)

Per Position

Categorizing thepositions into a

Job Family

• Career Path :Vertical, Lateral

and Diagonal

• Mandatory

tra in ing

Defining Career Path



CONCEPTUAL FRAMEWORK



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CONCEPTUAL FRAMEWORK

Employee Development Program

Employee

Career Needs

Organization

Career Needs

Match?

Special Assignment

Mentoring

ExecutiveDevelopment Program

Job Enrichment

On the JobDevelopment

Apprenticeship in

Other Company

Presentation Assignment

Training/Workshop

Desk Study

Development Programs and Interventions



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Competency-based

Training & Development



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Competency-based Training Framework

Required

competency

level for certain

position

Competency

Gap

Competency

Assessment

Current

competency

level of the

employee

Training and

Development

Program



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Competency Profile Per Position





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Training Matrix for Competency Development

V = comp ulsory t ra in ing

Training Title



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Competency-based

Performance Management



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Individual Performance

elements

has two main

categories:

1. Performance Results: Hard or

quantitative aspects of

performance (result)

2. Competencies: It represents

soft or qualitative aspects of

performance (process)

Individual Performance Element



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1. Performance Results Score

2. Competencies Score

Individual Performance Element

Overall Score

Will determine the employee‘s

career movement, and also

the reward to be earned



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Target should be measurable and specific

Element # 1 : Performance Results



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Element # 2 : Competencies

Basic Intermediate Advanced Expert

Actively listens, and clarifies

understanding where required, in

order to learn from others.







Actively listens, and clarifies understanding

where required, in order to learn from others.

Empathise with audience and

formulates messages accordingly.





Empathise with audience and formulates

messages accordingly.

Shares resources and information.




Responds promptly to other teammembers‘ needs.

Balances complementary strengthsin teams and seeks diverse

contributions and perspectives.

Actively builds internal and externalnetworks.

Builds internal and external networks and usesthem to efficiently to create value.

Involves teams in decisions that

effect them.

Uses cross functional teams to draw

upon skills and knowledge

throughout the organization.

Uses cross functional teams to draw upon

skills and knowledge throughout the

organization.

Encourages co-operation rather than

competition within the team and with

key stakeholders.

Builds and maintains relationships

across The company.

Drives and leads key relationship groups

across The company.

Manages alliance relationships through

complex issues such as points of competing

interest.

Ensures events and systems, eg IT, for

collaboration are in place and used.

Draws upon the full range of relationships

(internal, external, cross The company) at

critical points in marketing and negotiations.

Competency : Collaboration



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Assessing Competency through

Assessment Center

Assessment Center Characteristics:

• A standardized evaluation of behavior based on multiple inputs.

• Multiple trained observers and techniques are used.

• Judgments about behaviors are made, in major part, from

specifically developed assessment simulations.

• These judgments are pooled in a meeting among the assessors

or by a statistical integration process



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Types of Test in Assessment Center

• In-trays or in-baskets involve working from the

contents of a manager‘s in-tray, which typically

consists of letters, memos and background

information. You may be asked to deal with

paperwork and make decisions, balancing thevolume of work against a tight schedule.

In-Basket

Exercise

• In a role play, you are given a particular role to

assume for a certain task. The task will involve

dealing with a role player in a certain way, and

there will be an assessor watching the role play.

Role

Simulat ion





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Types of Test in Assessment Center

• Group exercises are timed discussions, where a

group of participants work together to tackle a

work-related problem. Sometimes you are given a

particular role within a team, for example sales

manager or personnel manager. Other times therewill be no roles allocated. You are observed by

assessors, who are not looking for right or wrong

answers, but for how you interact with your

colleagues in the team.

Group

Discuss ion



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Competency Score

Results of

Observation

Through the

Assessment Center

Competency Assessment and Rating



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Recommended Further Readings

1. Paul Green, Building Robust Competency, John Wiley and Sons

2. David Dubois, Competency-based HR Management , Black Publishing



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HR GSR Management