Competency

Characteristics of mgr that leads to demonstration of skills & abilities which results in effective perf in an occupational areas Characteristics
Motives Traits Self-concept Knowledge Skill

Job requirement Job Fulfillment

Types Scope

Skill Management core

Promotion org

workplace individual

 Core competencies
Result orientation Customer service orientation Valuing diversity Continuous improvement Teamwork & collaboration

Job specific
Analytical thinking Change leadership Conceptual thinking Developing oneself & others Flexibility/ adaptabilty Impact & influence Initiative

Competency Types
Technical & non technical (working well with others, serving customer well) Conceptual competencies (logical analysis, problem solving), Interpersonal competencies (team focus, effective, collaborative), Personal competency (work

Approaches to mapping
There are various approaches for issues related to human resources
Job competence assessment methodinterviews/ observation to differentiate in critical incidents Modified job competence assessment metodinterviews provide written account of critical incidents Generic model Overlay method- purchase offthe-shelf generic competency model Customized generic model method

Competency pyramid model

A competency model is a set of desired skills, values, or behaviors the organization feels its leaders need in order to successfully meet current & future business challenges
Behavior Skills knowledge

Aptitude

personal characteristics

Competency model
Knowledge

Skills

Job competencies

Behavior
(personality, attitudes Communication, leadership, Conflict management etc)

Use for Business growth Perf appraisal Recruitment etc

Case of a clerk
Knowledge: Educational back ground & experience Skill: name/number checking, short notes, computer skills, efficient with appointments (technical competency) Behavior: Please on phone, respects colleagues, smart but polite with rude vendors (behavioral competency)

Data gathering
Survey to elicit competencies Survey sample Response analysis Enhancing performance expectations Providing a career framework Developing specific roles

HISTORY
In beginning of 20th century work brought complex skills to the job Frederick Taylor & Henry Fords assembly line shifted competencies from worker to time-motion study In 1960, McClelland IQ & personality tests are predictors of human performance. He found pattern of competencies McClelland in 73 asked USIA names of outstanding & not outstanding managers. He found out pattern of what competencies outstanding performers had which others had not. In 1986, 1st version of job competency survey producedDulewicz & Fletcher