Fast-NU (2010)

by Dr. Sadia Nadeem sadia.nadeem@nu.edu.pk (Week 2: Competencies)

Remember, Difference between JA and JD Key heading of JD Methods of JA Sources of information for JA

HRM FAST 2010, Dr. Sadia Nadeem

Agenda
Continuing Part I: Job descriptions, job analysis

and competencies. Discuss competencies (CIPD factsheet and samples)

The key concept of competencies
Lists of competencies and competency frameworks Developing competencies

Competencies, JDs and HR tools

Discuss samples

HRM FAST 2010, Dr. Sadia Nadeem

Competencies
Competency is defined as behaviours that

employees must have, or must acquire, to input into a situation in order to achieve high levels of performance. (CIPD) A competency is a measurable pattern of knowledge, skills, abilities, behaviours, and other characteristics that an individual needs to perform work roles or occupational functions successfully. (J&S)

HRM FAST 2010, Dr. Sadia Nadeem

Questions
Name some desirable behaviors?

Can they be measured?

HRM FAST 2010, Dr. Sadia Nadeem

Competence and Competency

Competence: Ability based on work tasks; system

of minimum standards Competency: Relates to behavior Competency is something aspirational, behaviours to aim for which, if achieved, will result in a high level of performance, while Competence, on the other hand, is simply a statement of the lowest level of performance which may be considered acceptable.

HRM FAST 2010, Dr. Sadia Nadeem

Competencies
Competencies modeling is a specific approach to

JA. Competencies signal expected areas and levels of performance. Competencies typically define a map of behaviours that an employer values and believes will help it achieve its long-term goals. Competencies are described in terms such that they can be measured.
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Competency framework
Competencies can be divided into two broad

groups
Behavioral competencies (soft skills)
Technical or functional competencies (hard skills)

A set/list of desirable competencies result in a

competencies framework. A competency framework should have a limited number of competencies (recommendation: No more than 12, preferably arranged in clusters)

HRM FAST 2010, Dr. Sadia Nadeem

A sample list of competencies:

Adaptability, Analytical thinking, Building Trust, Coaching, Communication Skills, Customer Service Orientation, Decision Making, Delegation, Energy, Entrepreneurship, Facilitating Change, Flexibility, Holding People Responsible, Innovation, Intercultural competence, Leading and developing others, Managing Conflict, Negotiations, Planning and Organizing, Quality Orientation, Safety Awareness, Stress Tolerance, Relationship building for influence, Self Awareness, Professional Confidence, Team Working, and Tenacity.

HRM FAST 2010, Dr. Sadia Nadeem

A sample list of competencies:

Adaptability, Analytical thinking, Building Trust, Coaching, Communication Skills, Customer Service Orientation, Decision Making, Delegation, Energy, Entrepreneurship, Facilitating Change, Flexibility, Holding People Responsible, Innovation, Intercultural competence, Leading and developing others, Managing Conflict, Negotiations, Planning and Organizing, Quality Orientation, Safety Awareness, Stress Tolerance, Relationship building for influence, Self Awareness, Professional Confidence, Team Working, and Tenacity.

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Team working
Are you good at it? How will you measure levels of this competency?

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Team working (British Council)

Team working is about working cooperatively to achieve shared goals. Levels
1.
2.

3. 4.

Works Co-operatively Involves Others Builds The Team Creates Team working

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Works Co-operatively
Willingly co-operates. Is not afraid to seek advice from others. Puts in extra effort when needed to help others. Recognises that the ways of getting things done in different departments, organisations and communities are not the same.

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Involves Others
Actively includes individuals from diverse backgrounds in team activities. Capitalises on diverse skills and ideas. Spends time helping others think through issues. Speaks positively of others. Takes the time to learn about and understand other organisations and cultures.

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Builds The Team

Proactively shares information and learning with colleagues. Addresses conflicts or issues within the team in a positive and open manner. Provides clear feedback to team members. Uses understanding of different interests and agendas to achieve positive outcomes. Uses emotional intelligence to understand team dynamics and to harmonise and synergise energies of the team.

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Creates Team working

Creates new opportunities for individuals to work together, breaking down barriers that may get in the way of effective team working. Challenges others to do the same. Is a model of co-operative behaviour. Commits time and resources to team-based projects.

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Warning Signs
Sees him or herself as better than others and fails

to respect their contribution. Keeps important information to him- or herself or within the immediate department. Assumes all cultures or communities are the same. Co-operates selectively in accordance with his or her own personal interests. Talks patronisingly to or about other departments or individuals.

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Positive indicators
Agrees with the team critical success factors for the team as

a whole, and brainstorms ways in which these can be measured. Develops the habit of checking what others are thinking by asking Am I being clear? Let me check what you are thinking at this stage. Treats the concerns of other departments as important. Co-operates to meet team goals even at expense of personal preferences. Recognises the need for flexibility and sensitivity in dealing with cross-cultural issues.

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Sample discussion (groups)

Team working Communication skills Quality oriented Tenacity Analytical abilities Holding people accountable Self awareness

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Popular Competencies
Communication skills Team skills

Result orientation
Problem solving People management

Customer service skills

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Developing a competency fw
(Like job descriptions) Adopt an existing off-the-shelf framework
National and Scottish Vocational Qualifications
Search the internet e.g. British council samples

Develop a framework internally

A combination of both usually works well Names of competencies may be the same, but definitions and levels vary significantly
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Competency analysis (not in course)

Expert opinion: An expert from the personnel department draws a list of what counts; a very crude method Structured interview: start with a list of competencies from experts; discuss positive and negative indicators of behavior; drawing info is a complex process

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Competencies analysis contd. (not in course)

Workshops: gather managers, job holders and a facilitator; identify orgs competencies; link with role competencies; ask what sort of things do they do and how they behave when they perform their roles effectively?

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Competencies
It's useful to compare competencies to job descriptions. Job descriptions typically list the tasks or functions and responsibilities for a role, whereas competencies list the abilities needed to conduct those tasks or functions. Consequently, competencies are often used:
for performance evaluation a basis for training by converting competencies to

learning objectives and TNA effective career management

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Use of Competencies at Telenor

(Special thanks to Telenor, Pakistan)

Telenor has shifted its focus towards competencies

over the last two years. Hired external consultants to define competencies which fit with the organisational values, desirable leadership behaviors and business strategy. 185 behaviors have been identified which link with ten competencies at different levels. Competencies to be linked to other HR tools.

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Use of Competencies at Telenor

(Special thanks to Telenor, Pakistan)
Business Strategy Competencies Framework Leadership Behaviors

Values

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Competencies Framework at Telenor

Cluster 1

Service attitude
(3 competencies)
10 competencies=185 behaviors Each competency within the different clusters, entails multiple behaviors. These fall into 3 levels: 1. Foundation level behaviors 2. Developing level behaviors 3. Growth level behaviors

Cluster 2 10 Competencies

Delivering quality
(4 competencies)

Cluster 3

Future vision& thinking

(3 competencies)

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Use of Competencies at Telenor

(Special thanks to Telenor, Pakistan)

Competencies FW based on 185 behaviors.

The 185 behaviors divide into 10 competencies. The 10 competencies are divided into three groups

(clusters)
Service attitude x 3 Delivering quality x 4 Future vision and thinking x 3

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Use of Competencies at Telenor

(Special thanks to Telenor, Pakistan)

Each competency has multiple behaviors in it, and

has behaviors which fall into three levels:

Foundation
Developing

Growth

Junior staff exhibits foundation behaviors, middle

managers the developing behaviors and Directors and VPs the growth behaviors. Each competency has a definition, behaviors listed under each of the three levels and warning signs of lack of each HRM FAST 2010, Dr. Sadia Nadeem competency. 29

A change towards competencies Change happening in Pakistan

Communicate the purpose (link to individual and

org performance) Identify key themes (goals, values, business plan) Get conditions right (org procedures and structures must support the fw) Tackle the root cause Keep it simple Train, dont blame

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Further steps to increase use

Involve managers and employees in design and implementation

Hold meetings to explain the approach and the framework Provide training to managers Provide information and training to all employees
Publicize in newsletter (and other means of communication)

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Learning outcomes
Should be able to
Define competencies Explain the key concept of competency and competency

framework Lists some soft competencies Explain the measurement of competencies using examples Explain how an organisation can make a move towards competency based JA Comment briefly on the role of competencies in HR tools (more in-depth comments once as we learn more about other HR tools)
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