Competency models types and techniques

D E

L I V

E R

I N

G

I N

N O

V A

T I V

E

T R

A I N

I N

G

S O

L U

T I O

N S

®

© 2010 CapitalWave, Inc. | All rights reserved.

CapitalWave, Inc.

Competency Models: Types and Techniques


CapitalWave, Inc.

It is about identifying preferred behaviors and personal skills which distinguish excellent and outstanding performance from the average. A Competency is the ingredients (skills, knowledge, attributes and behaviors) that contribute to excellence.

What is Competency Mapping?


CapitalWave, Inc.

The use of Competencies can include: assessment during recruitment, assessment during further development; as a profile during assessment to guide future development needs; succession planning and promotion; organizational development analysis.

Techniques used to map Competencies include Critical Incident Analysis and Repertory Grid.

When should Competencies be Used?


CapitalWave, Inc.

Respondents are asked to relate specific incidents, which highlighted exemplary behaviors in critical situations. This is based on the assumption that the best and the worst of a person surfaces in a crisis.

What is Critical Incident Technique?


CapitalWave, Inc.

When analyzing a critical incident, it is useful to ask yourself questions such as: * Why do I view the situation like that? * What assumptions have I made about the client or problem or situation? * How else could I interpret the situation? * What other action could I have taken that might have been more helpful? * What will I do if I am faced with a similar situation in the future?

Critical Incident Analysis


CapitalWave, Inc.

Identify important attributes For each attributes, establish a

bipolar scale with differentiable characteristics and their opposites

What is Repertory Grid Analysis?


CapitalWave, Inc.

Business Applications of Repertory Grid

Repertory Grid - Constructs

Descriptor – One Pole Descriptor – Opposite Pole

a Creating my own ideas Just following directions

b Challenging, problematic, troublesome Easy, simple

c Have some idea beforehand about results Have no idea what will result

d … …

Repertory Grid - Elements

Descriptor

1 Selection of a problem for investigation by participant

2 Identifying and exploring factors which may affect the outcome of the project

3 Decisions about materials and equipment may be needed

4 Drawing of plans my be involved

5 Building models and testing them may be required.


CapitalWave, Inc.

Attributes—Availability— Easy of Programming— Training Time—Orientation

Traits—high, low, symbolic, numeric

Example: Assisting in Selecting a Computer Language


CapitalWave, Inc.

Market Research

Quality Control

Compliance

Job Analysis and Design

Decision Making

Business Applications of Repertory Grid


CapitalWave, Inc.

Competency models “Organizational” Approaches Models

“HR Systems” Approaches Models

“Team” Approaches Models

Individualistic Models

Example Models


CapitalWave, Inc.

Elliot Jaques provides a normative model of effective hierarchical organizations with an emphasis on competencies. The elements include the present and potential competencies of individuals along the dimensions of cognitive capacity, valuing the work, and non-disruptive personality.

Peter Senge’s approach to a whole organization competency model is captured in his notion of the "learning organization." Its essential characteristics include nurturing the growth of new capabilities, transformational learning for survival, learning through performance and practice, and the inseparability of process and content.

“Organizational” Approach Model


CapitalWave, Inc.

Dubois focuses on the whole human resources system, but emphasizes competency improvements through training and development strategies and programming: the contingencies are driven by organizational strategy but outcomes are focused on individual employees’ competency enhancement.

Charles Snow’s contingency model links organizational performance to HRM and competency. Strategies depend on extent to which cause-effect relations affecting organizational performance are known and degree of formalized standards of desirable performance.

“HR Systems” Approach Model


CapitalWave, Inc.

Campion’s model, which applies to professional work, suggests that teams composed of individuals with complementary competencies are more effective and have higher levels of job satisfaction than teams whose members have the same competency sets. This is especially true for work that is complex and varied in scope.

“TEAM” Approach Model


CapitalWave, Inc.

Traditional Person-Job Match Model

This model assumes that employees have jobs with specific and identifiable tasks. Work is generally standardized and repetitive in an organizational hierarchy. Job performance is readily verifiable. This model works best with organizations defined by stable environments

Strategy Based Model

This model assumes that employees have roles defined by the organization’s strategic goals. Work is flexibly defined and often carried out in a flattened, decentralized or matrix structure. Role performance is only partially verifiable. This model functions most effectively in organizations in competitive, complex or highly stressed environments.

“Individualistic” Approach Model


CapitalWave, Inc.

The Strategy Development Model

This model assumes that employees with broad, strategic “attributes” will create their own roles which interact to produce the organization’s strategy. Work is constantly evolving within a network of organizational relationships. This model is described in terms of organizations in chaotic, unpredictable, or very rapidly changing environments.

Intellectual Capital Model

These models emphasize the linkages and dynamic interaction among human capital, structural capital, and customer (client) capital. These models stress the knowledge that resides in employees and strategies to use it and value it differently.

“Individualistic” Approach Model (continued..)


CapitalWave, Inc.

Companies create and use the Competency models to specify the employee behaviors, knowledge, and motivations that they believe are necessary to produce organizationally critical results.

But if the model is not quite right, the organization will suffer. To determine the right model it is essential to look at actual data -- assessments of employees‘ competencies and of the results they achieve.

Which Competency Model is Right?


CapitalWave, Inc.

As a conclusion we can say that ,it is through the competencies of its employees executives, managers, and individual contributors -- that an organizationexecutes its strategy and achieves results that are crucial to its success.

Competencies Equal Critical Success


CapitalWave, Inc.

Questions?

Competency models types and techniques

Business

Transcript of Competency models types and techniques