Competency

Scope and
types
 Introduction
Jai is a highly qualified individual.

He has the right mix of skills and knowledge that is required to work as a
Sales Executive.

However, his actual job performance is nowhere near what is expected

from a man possessing skills and knowledge that David has.

His actual job performance does not match the expected job behaviour of
a man of David’s calibre.

So, what is wrong?

What is it that makes David an ideal candidate but stops him from actually
performing on his job?
 Introduction

The answer to this lies in the word

‘Competency’.

cy e t
Competency is a combination of skills, job

en mp
attitude, and knowledge which is reflected in
job behavior that can be observed, measured

Co
and evaluated.
 What is Competency?
Com
Competencies refer to indiv petencie
skills or knowledge that char idual s are
act abili
leads to superior to ef eristics t ties or
fectiv h
performance. enes at are ke
s in w y
ork.

‘Compete re not
nce’ on th en c ie s a
other han
d means
e Compet au s ally be
d c
condition the
or state o “fixed” an th effort and
being com f e v eloped wi
d
petent. support.

‘Compete
nt’ is whe
person is
qualified na a n a p ply at
to a requ to perform pe t en cies c v id u al,
o m n d i
isite stan
dard of th C
n iz at io nal, i al and
processe e rga t io n
s of a job o
a n d occupa
. team, a l le v els.
n
functio
 What is Competency?
Some examples of competencies required by the employees are: -

Adaptability Motivation Commitment Creativity Independence

Analytical Emotional Communication

Foresight Leadership
Reasoning Stability Skills

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 Components of Competency
A learned ability; how to
do the “ what you do”
(e.g. making an effective
presentation) How you acquire

ge
information in a

l ed
ll
particular field;

Sk i
The Psychological /

ow
Physiological factors (e.g. Using Data

Kn
that drive your based presentation)
behaviour
(e.g. Maslow – I m age
Motives Se l f How you see yourself
Pyramid of needs) (e.g. Public Speaker-
Confidence)
Relatively enduring Va What you consider as
characteristics; why important
its

lu e
Tra

and how do we (e.g. achieving

s
behave in a certain excellence/ ambition)
way
(e.g. self-controlled
“big picture” thinking)
Types of Competencies

Basic Competencies: Professional Competencies:

They are existent in all They are job related and are
individuals but only their degree above the basic competencies.
of existence differs. For For example, handling a sales
example, problem solving is a call effectively is a competency
competency that exists in every that a sales personnel would be
individual but in varying degrees required to have

Basic Professional
Competencies
Competencies Competencies
 Types of Basic Competencies

Intellectual Motivational Emotional Social

Competencies: Competencies: Competencies: Competencies:
Those which Those which Those which Those that
determine the determine the determine an determine the
intellectual level of individual's level of social
ability of a motivation in an emotional ability in a
person. individual. quotient. person.
 Types of Professional Competencies

Generic Competencies: Managerial Competencies: Functional/Technical

They are those which are They are those which are Competencies:
considered essential for all staff, considered essential for staff These are specific competencies
regardless of their function or with managerial or supervisory which are considered essential
level, that is, communication, responsibility in any service or to perform any job in the
program execution, processing program. Some examples of organization within a defined
tools, linguistic, etc. These managerial competencies are: technical or functional area of
competencies include broad customer orientation, work. Some examples of
success factors not tied to a organizing skills, cross functional/technical
specific work function or functional perspective, planning competencies are: business
industry. They usually focus on skills, execution skills, analytical awareness, business skills,
leadership or emotional skills, decision making, technical skills.
intelligence behaviours. delegation, leadership
 Iceberg Model

Knowledge &
Skills
An iceberg has just one-ninth of
its volume above water and the
rest remains beneath the Attitude, Traits,
surface in the sea. Thinking styles,
Self-image,
Similarly, a competency also has Organizational
some components which are fit
visible like knowledge and skills
but other behavioural
components like attitude, traits,
thinking styles, self-image,
organizational fit etc. are hidden
or beneath the surface.

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Components of the Iceberg Model

Habitual / enduring characteristics

- e.g. flexibility, self - control, good
Traits listener, builds trust, engages &
inspires, mindset

Self Image How people see/view themselves;

identity; worth - e.g. an expert, a
learner, leader, manager, agent,
Skill innovator

Ability to do something well; most

easily trained on - e.g. technical
skills to use knowledge
Knowledge
Content knowledge / information in
field of work, - from education to
experience
 Importance of Iceberg Model

It is important to understand that

there is a relation between the
competencies which are above
the surface and those which lie
beneath in an iceberg.

The aspects of competencies

which lie below the surface like
attitude, traits, thinking styles etc.
directly influence the usage of
knowledge and skills to complete
a job effectively.
Importance of Iceberg Model

• •

Developing the two The visible competencies like It takes more time and
knowledge and skills can be effort intensive exercises,
levels of
easily developed through like psychotherapy,
competencies also counselling, coaching and
training and skill building
takes different mentoring, developmental
exercises however the
routes. behavioural competencies are experiences etc.
rather difficult to assess and
develop.
 Benefits of Iceberg Model

Micro
Benefits
• Identify and prioritize skills,
knowledge and personal
attributes required for the
job
• Use past and current
behavior to predict future
Macro
behavior Benefits
• Ensure consistency and • Set core organizational
fairness of selection process capabilities
• Minimize Hiring Risks • Align aggregate behaviors to
• Communicate clear expected vision, strategies, priorities &
behaviors to job holders for goals
becoming superior • Promote positive behavioral
performers change
• Introduce high performance
qualities (Job, Family &
Organization Specific)
 What is Competency Mapping?
Competency mapping is the process of
identification of the competencies
required to perform successfully in a
given job or role or a set of tasks at a
given point of time. It generally examines
two areas: emotional intelligence or
emotional quotient (EQ), and strengths
of the individual in areas like team
structure, leadership, and decision-
making.

The process of competency mapping consists of breaking

a given role or job into its constituent tasks or activities
and identifying the competencies (technical, managerial,
behavioural, conceptual knowledge, attitudes, skills, etc.)
needed to perform the same successfully.
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Steps to Develop Competency Model

Step 1:
Data Gathering & Preparation

Step 2:
Data Analysis

Step 3:
Validation

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Competency Dictionary
Things to be considered for developing
competency dictionary:

• Definition
o Description of behaviour or skills or
characteristics
o Use reference of other competency
dictionary
o Benchmark with other typical industry
• Dimensions
o Intensity or completeness of action
o Size of impact
o Complexity
o Amount of effort
• Proficiency levels or scales
o Exposed
o Development
o Proficient
o Mastery
o Expert
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 Competency Based-Behavioral Interviewing (CBBI)

However, the hiring process has also

undergone a change therefore a lot of
emphasis is being put on the hidden
behavioral aspects as well to make a sound
decision.
They believe that the behavioral aspects
can be developed through proper
guidance and good management.
Most of the organizations look at just the
visible components of competencies: the
knowledge and skills in the traditional
method of hiring.

Hence, a complete picture regarding the

competence of a person consists of both
visible and hidden aspects and it becomes
necessary to understand both to arrive at
identifying the best man for a job.
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Competency Based-Behavioral Interviewing (CBBI)

This is where Competency Based-

Behavioral Interviewing (CBBI) comes
into picture.

The questions in a CBBI are so

structured so as to gather maximum
information about the competency
of the candidate and to make a right
decision.

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 CBBI Structuring (Questions/ Probing)

• • •

The lead question The event’s The event’s A few Standard/ Generic
for the first overview is the overview provides questions are designed
Competency is road map to high-level overview to obtain the overview
asked and then structure how the of: in the most effective
proceed to obtain candidate will 1. Situation/Tasks, manner.
an overview of the provide the 2. Actions and
event. information. 3. Results of the
Candidate’s
involvement.

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Generic CBBI Questions
These Questions are applicable for all of the competencies:
• State a caption or heading that describes the
candidate’s role in the event.

• Describe in two sentences, what is the event about?

• Who else was involved, what was his/her/their

role?

• What was your function at the time with

respect to position or title?

• Why is this event a good example of a time

when you (rephrase the questions that was
asked)?

• What were the major milestones?

• What was the outcome?

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Benefits of CBBI
The following are the key benefits of Competency Based-Behavioural Interview (CBBI):

Key Benefits

It is a systematic, non-discriminatory
technique that helps interviewers get
the right information from applicants
and make right hiring decisions.

It takes into consideration past

behaviours of relevant role to best
predict future behaviour on similar or
higher role.

It prevents biased and subjective

hiring decisions.

It limits the possibility of candidates

“faking it” with vague generalization.

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Case Study

1. What do you think could

be the reasons for this?

2. What should Richard do

to change the
competency levels of
the existing workforce?
Richard Hadley has just joined
as the HR Head in an MNC. He 3. What should Richard do
finds that despite his new to make sure that the
company having a talented and new hires are
qualified workforce, the competent enough to
organization is not completing do their jobs?
its projects efficiently and
successfully.

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Summary

Competencies refer to skills or knowledge that leads to superior performance.

Competencies are individual abilities or characteristics that are key to effectiveness in
work.

Competency mapping is the process of identification of the competencies required to

perform successfully in a given job or role or a set of tasks at a given point of time.

The Iceberg Model for competencies takes the help of an iceberg to explain the
concept of competency. A competency also has some components which are visible
like knowledge and skills but other behavioural components like attitude, traits,
thinking styles, self-image, organizational fit etc. are hidden or beneath the surface.