AN OVERVIEW: COMPETENCY-BASED

HUMAN RESOURCE MANAGEMENT

(HRM)

Philippine National Police

• Competency-based HRM

- It is about using the concept of competency

and the results of competency analysis to
inform and improve the processes of
recruitment and selection, performance
management, employee development, and
employee reward and recognition.
• Competency-based HRM

- It concentrates first on the person and then

on his or her outputs or results.

- It views the needed outputs and the

organization’s work roles or requirements
from a person-oriented rather than a job-
oriented perspective. This approach makes
competencies the foundation for the entire
HR management function.
 DEFINITION OF COMPETENCIES
Competencies are observable, measurable and vital skills, knowledge and
attitudes that are translations of capabilities deemed essential to
successfully perform the job and ultimately result in organizational success.

Skills Knowledge Attitudes Behaviour

understanding the observable

capabilities acquired factors demonstration
acquired through which form of skills,
through formal training the basis knowledge
practice and for behaviour and attitude
experience
• Competencies do not establish baseline
performance levels; rather they are said to
raise the bar on employee performance.
They provide employees with road maps to
increase their capabilities incrementally.

• Competencies focus on an organization’s

culture and values.
• Competencies reflect the organization/s
strategy; that is, they are aligned to the
mission, vision, and goals.

• Competencies focus on how results are

achieved rather than merely the end result.
In this manner, they bridge the gap between
performance management and employee
development and are an integral
component of personal development plans.
• Competencies close skill gaps within the
organization.

• Competency data can be used for employee

development, promotion, training, and new
hire selection decisions.
HOW ARE COMPETENCIES USED?

• Creation of Individual Development Plan

(IDP) and succession planning opportunities

• Development of customized training

modules and identification of already
available training programs
HOW ARE COMPETENCIES USED?

• Identification of critical selection criteria for

candidates desiring promotion or
employment
INDIVIDUAL DEVELOPMENT PLAN
(IDP)
WHAT IS INDIVIDUAL DEVELOPMENT PLAN (IDP)?

An IDP is a written plan for

the benefit of both employee
and supervisor.

It describes competencies
that the employee will apply
and enhance and how this
development will occur.
IDP Template
COMPETENCY MODEL
WHAT IS A COMPETENCY MODEL?

- Refers to guidelines developed by the

Human Resource Department that sets out the
specific skills, knowledge, and behavioral
requirements that enable an employee to
perform their job successfully
WHAT IS A COMPETENCY MODEL?

- It can supplement traditional job

descriptions and become the foundation
for the entire HR system.
HOW TO DEVELOP EFFECTIVE COMPETENCY
MODELS

• Determine what kind of process works for

your organization

• Research available competency information

• Benchmark to other agencies/organizations

 Every workplace role is, at the simplest level, a
collection of competencies.
Every role has a unique competency
combination.
Every role requires different levels of
competence.

Focus is on what’s needed to be successful in that

role.
COMPETENCY FRAMEWORK
WHAT IS A COMPETENCY FRAMEWORK?

- It defines the knowledge, skills, and

attributes needed for the people within an
organization. Each individual role will have its
own set of competencies needed to perform
the job effectively.
APPROACHES TO DESIGN PRINCIPLES OF A
COMPETENCY FRAMEWORK

- Use a pre-set list of common, standards

competencies, and then customize it to the
specific needs of your organization.

- Use outside consultants to develop the

competency framework for the
organization.
APPROACHES TO DESIGN PRINCIPLES OF A
COMPETENCY FRAMEWORK

- Create a general organizational framework,

and use it as the basis for other framework as
needed.
STEPS IN DEVELOPING THE FRAMEWORK

1. PREPARE
- define the purpose for creating the
framework, and create a competency
framework team.
STEPS IN DEVELOPING THE FRAMEWORK

2. COLLECT INFORMATION

- observe people while they’re

performing their roles
- interview people to help you learn
what a wide variety of people believe is
needed for the role’s success
STEPS IN DEVELOPING THE FRAMEWORK

2. COLLECT INFORMATION

- create a questionnaire or conduct

survey to gather data. Ex: job analysis
questionnaires

- analyze the work (which behaviors are

used to perform the jobs covered by the
framework)
STEPS IN DEVELOPING THE FRAMEWORK

3. BUILD THE FRAMEWORK

- this stage involves grouping all the

behaviors and skills sets into competencies
STEPS IN DEVELOPING THE FRAMEWORK

4. IMPLEMENT
- link to organization/s mission, vision,
and goals
- provide coaching and training
- keep the framework simple as possible
- communicate (Treat the
implementation as any other change
initiative. The better the end result, the
better the chances of the project achieving
your objectives)
COMPETENCY TYPES
 COMPETENCY TYPES
Considered essential for all employees regardless of
CORE their function or level. It relates to the values,
mission and strategy of the organization.

Relate to special skills needed to perform similar

ORGANIZATIONAL functions within the organization, expected in most
positions.

Relate to skills needed to perform leadership or

LEADERSHIP managerial work and processes; expected in
leadership positions.

Specific competencies which are considered essential

FUNCTIONAL to perform any job in the organization within a
defined technical or functional area of work.
 COMPETENCIES
IDENTIFIED
Organi
-
Core zation
al

Leader Functi
-ship o-nal
High Performing
Competent and Credible
Civil Servant
 SAMPLE COMPETENCIES
CORE ORGANIZATIONAL LEADERSHIP
Exemplifying Demonstrati Championing Managing Thinking
Integrity ng Personal and Applying Performance and Strategically and
Effectiveness Innovation Coaching for Creatively
Results
Delivering Speaking Planning and Building Leading Change
Service Effectively Delivering Collaborative and
Excellence Inclusive Working
Relationship
Solving Writing Managing Creating and Nurturing
Problems Effectively Information a High Performing Organization
and Making
Decisions
 C
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TABLE
 C
O
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P
E
T Competency
E Definition
N
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TABLE
 C
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P
Competency
E Levels/Rubrics
T
E
N
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TABLE
 C
O
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P
E
T Core Description
E of the Proficiency
Levels
N
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TABLE
 C
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T Behavioral
E Indicators
N
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TABLE
COMPETENCY-BASED QUALIFICATION STANDARDS
Education Achievement; Relevance
• Retain the 4
Experience factors No. of Years; Relevance

Training • Assign
elements for No. of Hours; Relevance; Recency
Eligibility each factor

Core
Competencies
PLUS
Organizational Competencies
Competencies Required
Leadership
Competencies

Functional
Competencies
 POSITION: HRS II OFFICE: OHRMD
Traditional
Factors Competency-Based QS
QS
Achievement Bachelor’s Degree
Education Bachelor’s Degree
Relevance HRD/HRM/HRDM
Years One (1) Year
1 year of relevant Demonstrated ability in any of the core HR system
Experience experience (Recruitment, Selection and Placement, Learning and
Relevance Development, Performance Management and Rewards
and Recognition)
Hours 16 hours
SAMPLE Training 4 hours of
relevant training
Relevance Preferably in RSP, L&D, PMS and R&R

CBQS Eligibility CS Professional / Certification/Licenses Career Service (Professional)

2nd Level Eligibility Second Level Eligibility
Exemplifying Integrity 2
Delivering Service Excellence 2
Solving Problems and Decision Making 2
Demonstrating Personal Effectiveness 2
Competencies None Speaking Effectively 2
Writing Effectively 2
Championing and Applying Innovation 2
Planning and Delivering 1
Managing Information 2
COMPETENCY-BASED
RECRUITMENT/SELECTION

1. Competencies serve as objective guide in the

assessment of candidates; hence it improves
accuracy in assessing candidates’ fitness to a
particular job.

2. Competency-based recruitment minimizes hiring

errors as it helps prevent interviewers and
selections from assessing interviewees on the basis
of characteristics that are not relevant to the job or
from making hast decisions.
COMPETENCY-BASED
RECRUITMENT/SELECTION

3. Competency-based recruitment leads to a

standardized or structured selection process
since the same metrics are used to assess all
applicants to the same position.

4. Competency-based recruitment provides

early clarity for the recruiters and candidates
as well about the requirements for the vacant
position to be filled.
COMPETENCY-BASED
RECRUITMENT/SELECTION

5. Competency-based Recruitment/Selection
brings the HR managers fairly close to moving
forward and backward in time to make
efficient forecast about candidate’s
performance at work by recreating earlier
performance, determining personality
patterns, and imagining future performance.
COMPETENCY-BASED
RECRUITMENT/SELECTION

5. Competency-based Recruitment/Selection
brings the HR managers fairly close to moving
forward and backward in time to make
efficient forecast about candidate’s
performance at work by recreating earlier
performance, determining personality
patterns, and imagining future performance.
• TRADITIONAL INTERVIEW

- typically questions that do not fit the

behavioral categories; series of questions
which typically common interview questions
and have straight forward answers, such as:

• Tell me about yourself.

• Why do you want to join this company?
• What’s your strengths and weaknesses?
• TRADITIONAL INTERVIEW

- usually traditional interview questions are

meant to gather background information
about a candidate
• BEHAVIORAL EVENT INTERVIEW
- is a technique used by employers in which
the questions asked assist the employer in
making predictions abut a potential
employer’s future success based on past
behaviors

- These questions deal with real life

examples; Interview questions about your
past experience
• BEHAVIORAL EVENT INTERVIEW
- Answers to behavioral event interview
questions use the STAR approach

SITUATION OR TASK – describe the situation

that you were in or the task that you needed
to accomplish. You must describe a specific
event or situation, not a generated
description of what you have done in the
past. Be sure to give enough detail for the
interviewer to understand. This situation can
be from a previous job/experience.
• BEHAVIORAL EVENT INTERVIEW
- Answers to behavioral event interview
questions use the STAR approach

ACTION – describe the action you took. The

focus should be on you. Even if you are
discussing a group project or effort, describe
what you did and not he efforts of the team.
Don’t tell what you might do, tell what you
did.
• BEHAVIORAL EVENT INTERVIEW
- Answers to behavioral event interview
questions use the STAR approach

RESULTS – refers to what you achieved (What

happened?, What did you accomplish? What
did you learn?)
• BEHAVIORAL EVENT INTERVIEW (BEI)

Sample BEI questions

• Describe an experience in which you worked as

part of a team, What was your role? How did
you contribute to the team? What were the
results of your actions?
• BEHAVIORAL EVENT INTERVIEW (BEI)

Sample BEI questions

• Tell me about a time when you had multiple

projects that need to be completed. How did
you ensure that the work was completed on
time? What were the results of your actions?
COMPETENCY-BASED PERFORMANCE
MANAGEMENT SYSTEM

- Competencies depict the language of

performance. They are able to state both
the depicted results from and individuals
efforts and the procedure by which these
functions are performed.

- Focuses on the ‘how’ of performance

COMPETENCY-BASED LEARNING AND
DEVELOPMENT

- It is an organized method of training and

assessment which is targeted at
accomplishing certain results. The focus is
on performing as opposed to just knowing.
 Eight (8) L&D Principles

1 Every official and employee is an important resource valued by the

organization.

L&D interventions for officials and employees shall be purposive and

2 aligned with the organization’s strategic objectives and goals.

L&D shall focus on the development, improvement or enhancement

3 of competencies required by the current or future position/job of the
official/employee.

L&D is a shared responsibility of the management, supervisors and

4 the employees.
 Eight (8) L&D Principles
An organization should regard investment for learning and development
5 as equally important as investments in researches, information
technology (IT), purchase of equipment and product development.

L&D shall be designed to increase the portability of skills of

6 employees.

7 Continuing upgrading of competencies is essential to the maintenance

of a corps of professional officials and employees of the organization.

8 L&D shall drive performance management.

Curriculum Framework
 Learning and Development (L&D)

It is NOT JUST TRAINING!

It is a set of interventions for the personal, career and

professional development of Commission employees
that intend to improve individual and organizational
performance.
 Menu of L&D Interventions
Formal Classroom Learning on the Job Self-Development Developmental
Training Activities/
Interventions
In-House training Coaching Programmed self- Special work projects
study
External training Knowledge sharing Working on eLearning Added responsibilities
and learning session courses, PC tutorials or on a technical
computer-assisted competency or
training or webinar work/Committee
assignment
Shadowing Taking evening or Educational and
weekend courses developmental
activities through CSC
Cross Program, Job Tertiary courses ran by Meetings of
Rotation, Temporary academic/educational professional
Assignment institutions organization
Counseling, Reading books and Research and technical
secondment, team other publications publications
building
 Bases of L&D Interventions

1. Results of Competency Assessment

2. Individual Performance Commitment & Review
(IPCR)
3. Individual Development Plan (IDP)
 L&D Hours

L&D hours per employee per year shall be based on

the number of hours as indicated in the Individual
Development Plan (IDP).

L&D interventions shall pre-target specific

employees based on their IDP.
 Learning and Development Process

Need Analysis
Design and Development
Bridge identified
competency gaps
Preparation of
Delivery
as a result of
competency
learning designs Implement L&D Evaluation
and L&D interventions
assessment,
interventions Evaluate
performance
appraisal and efficiency and
compliance with effectiveness of
the curriculum the L&D Plan
framework; and
interventions.
ADVANTAGES OF COMPETENCY-BASED
HRM
• Advantages of Competency-based HRM

- It requires lower communication, training,

and management time. Managers need to
master just one group of competencies for
each and every position. It requires less
training time to set up a new program as the
competencies are fully understood, and key
concepts, like centering on organizing
behavior into competencies are employed
throughout the agency/company.
• Advantages of Competency-based HRM

- Information from various sources could be

easily compared and evaluated. Data from
one process enables you to examine the
potency of the others. For instance,
performance review rankings could be
employed to validate the strength of a
selection or training process.
• Advantages of Competency-based HRM

- Making use of the definitions and rating

scales effectively in one HR process reminds
managers of the significance of utilizing them
in other functions. By way of example,
successfully employing a performance
management system structured around
competencies will certainly support employing
a selection system structured around
competencies.
• Advantages of Competency-based HRM

- The complete system and each subsystem

could be authenticated employing a content-
oriented validation strategy (Example: the
subsystem could be very well be associated
with described job requirements).
• Advantages of Competency-based HRM

- Links individual competencies directly to

the organization’s strategies and goals.

- Developing profiles for positions or roles

and matching individuals to the task sets and
responsibilities.
THANK YOU!