You're probably familiar with the phrase what gets measured gets done.

' Defining and measuring effectiveness especially the performance of workers is a critical part of your job as a manager. The question is: How do you define the skills, behaviors, and attitudes that workers need to perform their roles effectively? How do you know they're qualified for the job? In other words, how do you know what to measure? Some people think formal education is a reliable measure. Others believe more in on-the-job training, and years of experience. Still others might argue that personal characteristics hold the key to effective work behavior. All of these are important, but none seems sufficient to describe an ideal set of behaviors and traits needed for any particular role. Nor do they guarantee that individuals will perform to the standards and levels required by the organization

What is the difference between Results and Behavior?

Element Results Focus WHAT the individual achieved Actual job outputs Countable results Measurable outcomes and accomplishments Objectives achieved QQCT (Quantity/Quality/Cost/Timeliness)

Behavior

HOW the individual performed Adherence to organizational values Competencies/performance factors Traits/attributes/characteristics/ proficiencies Personal style, manner, and approach KASH (Knowledge/Attitudes/Skills/Habits)

What are Competencies?

The terms Competencies, Competence, and Competent refer to a state or quality of being able and fit.

Competency
Description of Behavior

Competence
Description of work, task or a job output

Competency refers to underlying behavioral characteristics that describes motives, traits, self-concept, values, knowledge or skills that a superior performer brings to workplace. Casually related to criterion referenced effective and/or superior performance in a job or situation

Historic Preview
The Occupational Competence movement was initiated by Dr. David McClelland (Harvard Business School) in the late 1960s Since then and during early 70s, leading organizations have been using competencies to help recruits, select and manage their outstanding performers. A supporting research conducted by McClelland has proven that students who did poor in Universities did just as well in life as the top students which proven the notion that super performance is not always measured by test scores, but rather related to hidden traits and behavior

Competitiveness.

Clients

Competition

Continuous Improvement
Workforce

Innovation

Technology

Risk and Opportunities

What are organizations doing to better adapt and thrive?

Processes

Technology

People

Strategy

Agree Organizations Mission

Specify Organizations Strategy

Design Organization to deliver Strategy Specify Competencies and technical skills required of people for high performance at different levels in organization and for specific jobs

Design and operate procedures to determine whether people have the attribute for the immediate job and the potential and aspiration to perform in higher jobs

Design and operate development and training systems

Career Path planning/succession planning

Five Types of Competency Characteristics

I c e

Visible; Use of Microsoft, Degree

Skills Knowledge

b e r

Hidden; Balance Work & Family Life Shows Confidence Is Calm Likes Achieving Goals

Values Self Concept Traits

g
M o

Motives

e l

What could be a Competency be? Skill A learned ability; how to do the what you do, ability to perform a certain task. E.g.; A dentists skill to fix a tooth without damaging the nerve; ability to make effective presentation How you acquire information on particular field; Information on specific content areas. E.g.: Surgeons knowledge on nerves and muscles, Using date based presentations How you see yourself, persons belief that he or she can be effective in almost any situation. E.g.: Public Speaking Confidence What you consider is important, E.g.: Achieving excellence / ambition, someone values being leader or exhibits leadership Physical Characteristics; why and how do we behave in certain way to situations or information. E.g.: Reaction time and good eyesight are physical traits of pilots The things that person consistently thinks about or wants that cause actions. Factors that drive behavior. E.g. setting challenging goals and takes responsibility, use feedback to do better

Knowledge

Self Concept

Values Traits

Motives

Who Does?
Competency can be identified by the following category of people: Experts HR Specialist Job Analyst Psychologist Industrial Engineers; in consultation with: Line Managers, Current & Past Role holders, Supervising Seniors, Reporting and Reviewing Officers, Internal Customers, Subordinates of the role holders and Other role set members of the role (those who have expectations from the role holder and who interact with him/her)

Description & Category

A Characteristics is not Competency unless it predicts something meaningful in the real world.

Criteria used in Competency:

Superior Performance: Level achieved by the top 1 person out of 10 in any organization Effective Performance: Minimally Acceptable level of work, the lower cutoff point below which an employee would not be considered competent to do the job. Threshold Competencies: Everyone in a job needs to be minimally effective, knowledge or basic skills Differentiating Competencies: Distinguish superior from average performers. Eg; Achievement orientation expressed in persons setting goals higher than those required by the organization.

Example - Electrician
Problem Solving Skill Read Circuit Diagrams Basics of Electricity Knowledge of circuits Initiative Energetic Positive Attitude

Competent

Does he uses his Knowledge?

Does he uses his Skills? Does he uses his attitude?

Application

Corporate Objectives

Business Strategy

Job Evaluation SelfDevelopment initiatives

Recruitment

Training need identification, training and development

Competency Mapping

Career Planning

Employee potential appraisal for promotion Succession Planning

Performance Management/ Diagnositics

Example

A banking company launched a new scheme of private banking and realized that for its growth it had to develop its sales force. It needed a rapid increase in the number of sales associates. The sales force was needed not only to sell the new product but also address high turnover in field offices and wide variance in sales effectiveness among officers. Thus a sales competency model was developed clarifying the characteristics required to succeed in the job. It had an objective: To integrate into the companys selection system on the job, the same criteria for hiring people, as required for effective performance. It was incorporated into the performance management system to ensure that sales people would receive coaching and feedback on the behaviors and skills that had strong correlation to success on the job. The focus was to increase productivity and check turnover. Knowledge can be either highly tangible and measurabledo you know how to create web pages, knowledge of various languages, or complex matters like do you understand the transcultural issues when operating in the Middle East, or the European financial market. A job needs both, depending upon the degree of concreteness.