7/25/2016

Developing Competency
Framework
VNHR, 26 Jul 2016

Differentiation of
Competencies vs Skills Set

Purpose of Competency
Framework

Talk
Principles of developing Objectives
Competency Framework

Challenges of developing
Competency Framework

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Topic Discussion
1

•What is a competency?

•Purpose of Competency Framework

•Types of Competencies & Sample of Competency Structure

•Principles of Developing Competency Framework:

•Core phases
•Defining competency levels
•Required ability of developer

What is a Competency?

 A competency is a set of
observable behaviors that
demonstrates the abilities,
knowledge, skills, traits or Skills Knowledge
motivation needed for successful
job performance
Competencies
 Competencies translate the
strategic vision, values and goals
for the organization into behaviors
or actions employees must display
for the organization to be
successful Personal
Motives
(HRSG)

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Competency Framework:
The "linkage" between individual performance and business results

Competency based People Strategy

Recruitment &
Selection

Training & Performance

BUSINESS BUSINESS
Development Management
STRATEGY RESULTS

COMPETENCY
FRAMEWORK

Reward Career
Management Management

(ExploreHR)

Types of Competencies

According to “Explore HR” According to HRSG

 Employee Core Competency  General Competencies:
 Managerial Competency:  Interpersonal Competencies
 Human Competency  Leadership Competencies
 Conceptual Competency  Technical Competencies
 Technical/ Functional Competency
 Personal Attribute

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Examples of a Competency

Levels of Expertise or
Organization Levels

Principles of developing Competency

Framework

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Competency Architecture Can form a

separate layer or
incorporated in
job family

Core phases of developing Competency Framework (CF)

• Define the purpose, Group all behaviors

objectives of CF and skills set into
• Create task force competencies

Collect Build the Implement &

Prepare
Information Framework Update

Consider appropriate Explain the purpose

techniques to collect of CF and how it will
the information be used/ updated

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Techniques of Collecting Information

Behavior Interview or
Focus Groups with Generic Competency Other methods
Critical Event Interviews
subject matter experts with superior performers Dictionaries

Use a structured process to Probing a small number of Use developed generic

get participants to think
systematically about the job,
the skills and other
characteristics needed for
effectiveness. A “future scan”
is applied
broad events or experiences
by using behavioral event
interviews, or
Limited probing of a large
number of events and
experiences through criticial
event interviews
competency dictionaries to
 Observation
categorize initial ideas about
 Survey
job requirements, to prepare
the critical event interviews,  Interview with industry
to customize and develop expert or clients
multiple competency models
within the same organization

Building the Framework

Validate and
revise the
Identify and competencies
name the
Refine the competencies
subgroups
Create
subgroups
Group the
statements

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Tips on Defining Competency Levels

Base on Roles Base on Application Base on Complexity

• Strategic • Individual basis • Routine &

• Tactical • Group or team basis predictable
• Operational • In & other groups • Some activities are
• Organizational basis complex & not
routine
• Most activities are
complex & not
routine
• Activities are
complex and need
fundamental
principles and
techniques

Required Ability of persons involved in

developing competency framework

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