Competency Framework

Under the Supervision of:

Dr. Sameer

Presented By :
Reda Abouelyazed Saad
Objective

1 Explain what is a Competency

Describe the Components of

2
Competencies

3 Explain the Types of

Competencies

Describe the Competency Model

4

Explain the Benefits of the

5
Competency Model
 Introduction

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

So, what is wrong? Ideal candidate

What is it that makes Ahmed an ideal
candidate but stops him from actually Low job performance
performing on his job?
 Introduction
The answer to this lies in the word
‘Competency’.
Competency is a combination of skills, job
attitude, and knowledge which is reflected in job
behavior that can be observed, measured and
evaluated.

P=K*S*A
Objective

1 Explain what is a Competency

Describe the Components of

2
Competencies

3 Explain the Types of

Competencies

Describe the Competency Model

4

Explain the Benefits of the

5
competency Model
 What is Competency?
C om
te n c ie s re fe r to indiv
pe te n
cie s
C omp e are
n o w le dg e that chara i du al ab
skills or k cteris
ti
ilitie s
or
le ads to s
upe rior to eff
ectiv
c s that a
r
ce. e n e ss e key
performan in wo
rk.

‘Competen
ce’ on the cie s are not
other hand Co m p e t e n
m e a n s th e
” a n d c a usally be
condition o
r state of “fixe d o rt and
w ith e ff
be ing com
pe te n t. developed
support.

‘C om pe te
nt’ is w he
person is na
qualified at
to a requi to perform
ca n a pply
processes
site stand
ard of the m p e t e n cies i v i d u al,
Co i n d
.
of a job
a n i z a t io n al, n a l lev els
org n d f u n ctio
. t ea m , a
 History of Competency

• • • •

In the late 1960’s, McClelland found Since this find and A supporting Through this
the Occupational that traditional even during the research conducted McClelland proved
Competence tests such as early 70’s, leading by McClelland that superior
movement was academic aptitude organizations have found that performance is not
initiated by Dr. and knowledge been using students, who did always measured by
David McClelland tests, did not competencies to poor in test scores but
who was a predict success in help recruit, select Universities, as rather related to
Professor of the job and manage their long as they hidden traits and
Psychology at outstanding passed, did just Qualitative
Harvard Business performers well in life as the behaviors
School top students
Objective

1 Explain what is a Competency

Describe the Components of

2
Competencies

3 Explain the Types of

Competencies

4 Describe the Competency Model

5 Explain the Benefits of the

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

ge
le d
Skill particular field;

ow
The Psychological (e.g. Using Data based

Kn
/ Physiological presentation)
factors that drive
your behaviour Self –
Motives Image
How you see
(e.g. Maslow yourself
Pyramid of needs) (e.g. Public Speaker-
Relatively Va Confidence)
enduring
s
ait

l ue
characteristics; What you consider
Tr

why and how do as important

we behave in a (e.g. achieving
certain way (e.g. excellence/ ambition)
self- controlled
“big
picture” thinking)
Competence Vs Competency
• Competence concentrates on the
outcomes of job performance. (WHAT
has been achieved)
• Competency focuses on the
behaviors that cause that outcome.
(HOW was it achieved)
Why Competencies ?
• If people know what the success factors are,
they attempt to develop them

• Competencies offer a more specific and

objective basis to define personal factors.
Objective

1 Explain what is a Competency

Describe the Components of

2
Competencies

3 Explain the Types of

Competencies

Describe the Competency Model

4

Explain the Benefits of Competency

5
Model
 Types of Competencies
Competencies can broadly be classified into two categories:

Basic Competencies: Professional Competencies: They

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

Basic Professional
Competencies
Competencies Competencies
 Types of Basic Competencies
The basic competencies encompass the following:

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 emotional ability in a
person. an individual. quotient. person.

© ManagementStudyGuide.com. All rights

 Types of Professional Competencies
The professional competencies can be classified as:

Generic Competencies: They are Managerial Competencies: These are Functional/Technical

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

Threshold
m p e te n c ie
Co
• These are the s
essential
characteristics that
everyone in the job Differen
needs to be minimally tiating
Compet
effective. However, en cie
• this does not
distinguish superior s • These factors
from average distinguish
performers. superior from
average
performers.
What are Core Competencies?
• ‘Core Competencies’ are the
competencies that help
transcend any single business
event within the organization.
• It is important for organizations
to identify, develop and manage
organizational core competencies
that drive large enterprise critical
projects.
• This is so because some
projects are so complex and
massive that it is impossible for a
single individual to possess the
competencies required to
successfully complete a project.
 What are Workplace Competencies?

• ‘Workplace Competencies’
focus on individuals instead of
the organization.
• Therefore, workplace
competencies may vary by
job positions.
• The unit of measure is
people rather than the
business.
Core vs. Workplace Competencies
Core Workplace
Scope Organization Individual
Purpose Strategic Tactical
Participant(s) Business Unit Worker
Tasks Processes Activities
Competencies Global Position
 Who Identifies Competencies?
Competencies can be identified by one of
more of the following category of people:

• Experts
• HR Specialists
• Job analysts
• Psychologists
• Industrial Engineers etc.
• In consultation with: Line Managers,
Current & Past Role holders,
Supervising Seniors, Reporting and
Reviewing Officers, Internal
Customers, Subordinates of the role
holders
Objective

1 Explain what is a Competency

Describe the Components of

2
Competencies

3 Explain the Types of

Competencies

4 Describe the Competency Model

Explain the Benefits of the

5
Competency Model
 Iceberg Model
The Iceberg Model for
competencies takes the help of
an iceberg to explain the
concept of competency. Knowledge &
Skills
An iceberg has just one-ninth
of its volume above water Attitude,
and the rest remains Traits,
beneath the surface in the Thinking
sea. styles, Self-
Similarly, a competency also image,
has some components which Organizational fit
are visible like knowledge
and skills but other behavioural
components like attitude, traits,
thinking styles, self-image,
organizational fit etc. are

hidden
Competency Studies of L.M. Spencer and S.M. Spencer

L.M Spencer and S.M. Spencer gave

the definition and structure of the
competence as five types of
competence characteristics in the
Iceberg Model.
 Types of Competency Characteristics
There are five types of competency characteristics:

The ability to perform Skill Information a person has in

dge
a certain physical or le specific content areas.
w
mental task. K no

S
A person’s attitudes, co e l f -
nc
ep
t
values or self-image.
Physical characteristics and
s
ait consistent responses to
Tr
M situations or information.
oti
ve
s
Things about which a person
consistently thinks about or wants
and that which causes action.
Motives drive, direct or select
behaviour towards certain actions
or goals or away from
others.
Components of the Iceberg Model
Habitual / enduring characteristics
- e.g. flexibility, self - control, good
Traits listener, builds trust, engages &
inspires, mindset

Self How people see/view themselves;

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

1 Explain what is a Competency

Describe the Components of

2
Competencies

3 Explain the Types of

Competencies

Describe the Competency Model

4

Explain the Benefits of the

5
Competency Model
 Benefits of the competency 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
Ensure consistency and Benefits
• fairness of selection • Set core organizational
process
capabilities
Minimize Hiring Risks • Align aggregate behaviors
• Communicate clear
to vision, strategies,
• expected behaviors to job
priorities & goals
holders for becoming • Promote positive behavioral
superior performers
change Introduce high
• performance qualities (Job,
Family & Organization
 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.
Steps to Develop Competency Model

Step 1:
Data Gathering & Preparation

Step 2:
Data Analysis

Step 3:
Validation
Competency Dictionary
Things to be considered for developing
competency dictionary:

• Definition
o Description of behavior or skills or
characteristics
o Use reference to another competency
dictionary
o Benchmark with other typical industry

• Dimensions
o Intensity or completeness of action
Size of impact
o Complexity
Amount of effort
• o
Proficiency levels or scales
o Exposed
o Development
o Proficient
Mastery
o Expert
PCMM Model: People Capability Maturity Model
 Diagnostic workshop
May 2013

Interviews with MCM

and Senior Mgrs.
August 2013

Identification of competencies
September 2013

Validation of Competencies

Methodology, through in-depth interviews &

survey - 2013- 2015

an example at Validation of competencies

through focus groups – May 2014

Asfour crystal Validation from experts –

November 2015
co
Defining Competencies
• Job analysis
• Identifying high performers
• Identifying competencies
• Defining competencies

Source-SHL
Job analysis….
• Seeks to identify what is required for
effective performance in a role
• Is at the root of any competency modeling
exercise
• Should always be a multi-method
approach

Source-SHL
Job analysis methods:
1
The visionary interview

Inputs
gathered from

Target level of job analysis

Source-SHL
Job analysis methods:
2
The repertory grid interview

Inputs gathered from

Target level of job analysis

Source-SHL
Job analysis methods: 3
The critical incident interview

Inputs gathered from

Target level of job analysis

Source-SHL
Job analysis methods: 4
The card sort session

Inputs gathered
from

Target level of job analysis

Source-SHL
 Job analysis methods: 4
The card sort session
Taking Action

(A) Makes things happen

Making an Impact
(B) Generates activity
(A) Creates an immediate, positive and
(C) Takes action quickly credible impression on others
Managing Resources
DECIDING AND INITIATING ACTION
(B) Makes an effort to present a positive
(A) Identifies and organises resources
physical image
needed to accomplish tasks
PERSUADING AND INFLUENCING (B) Ensures availability of critical resources

(C) Effectively manages the deployment of

people and equipment
PLANNING AND ORGANISING

Source-SHL
 SHL Model

Leading and
Deciding
Enterprising Supporting and
and Performing Co-operating

Adapting and Interacting

Coping Competency framework and Presenting

Organising and Analysing and

Executing Interpreting
Creating and
Conceptualising
Competency-BasedCompetency Based Management System
People Movement
Promotions and
transitions Across
Band & Grade
Onsite-Offshore
Rotation
Career Management Performance
Managerial /Technical Management System
Ladder Role/Band based Technical &
Behavioral Competency
Horizontal Movements
to manage career Assessment/ Development
Centre
aspirations

Competencies

Learning & Resourcing

Development Recruitment Through
Competency based Competency based
training Interviewing
Business aligned Internal Transfers
leadership development based on competency
assessment
Compensation and
Benefits
Competency based pay
Reward for cross
skilling/enhancement
Competency Based-Behavioral Interviewing (CBBI)

However, the hiring process has also

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

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
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.
 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, and what was his/her/

their role?

What was your function at the time with

• respect to position or title?

Why 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

THANKS