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BY MALATHI.N 12 MD O42
COMPETENCY
competency is described as "a cluster of knowledge, skills, abilities, behaviors, and attitudes related to job success and failure " (Byham & Moyer, 2000; Cooper, 2000; Green, 1999; Lucia & Lepsinger, 1999; Parry, 1996 ). This new behavioral approach creates what "good" competencies might look like. Characteristics of a set of useful competency list are, 1) Exhibiting job-relatedness, 2) Observable and measurable against well-accepted job standards or criteria, 3) Being improved via training and development, and 4) Providing insights on determining how capable or fitness a person is to a job and an organization.
Individual Competencies
Job/Role Competencies
Growth Opportunities
Business Results
STRATEGIES FOR BUILDING COMPETENCY MODELS In an organization with many different jobs there are two approaches for building competency models Universal and Multiple model approach. Universal approach -This is a one size fits all approach. It involves creating a single model with one set of competencies applicable to all jobs. These are less related to specific job or function and more related to values and skills. Multiple approach -This method creates multiple models depending on jobs and levels. This method is used when all the jobs do not have anything in common.
3.Personality-oriented job analysis- The use of personality as a predictor in selection is becoming more and more common in todays organizations. Countless meta-analyses have demonstrated that a number of broad personality traits are associated with high performance on the job. 4.Cognitive task analysis - The identification and analysis of cognitive processes that underlie task performance, has been offered as a supplement to traditional task analysis. With the advent of the Internet and the great increase in technology across the workplace, todays jobs contain more cognitive complexity than ever before.
4.The KSAOs are usually linked to the business objectives and strategies (e.g., Green, 1999; Martone, 2003; Rodriguez et al., 2002). 5. They are developed top down rather than bottom up like job analysis. 6.Competency models may consider future job requirements either directly or indirectly (e.g., Parry, 1996; Rodriguez et al., 2002; Schippmann et al., 2000). They do not document the status quo but attempt to look into the future. 7.Competency models are usually presented in a manner that facilitates ease of use. Designing for ease of use often includes the utilization of organizationspecific language.
MOSAIC Continued
Identified the 885 competencies employees need to perform successfully in nearly 200 Federal occupations, as well as for leadership positions.
These competencies provide users with a basis for building integrated human resource management systems that use a common set of competencies to structure job design, recruitment, selection, performance management, training, and career development so that employees receive a consistent message about the factors on which they are selected, trained, and evaluated.
2.
-built around key business areas -applies to all employees in target functions -applies to specific roles in organizations - identifies both core and specific competencies -provides a common set of generic competencies - can be used with several jobs for a longer period - applied to a wide range of employee groups
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4.
Multiple-Job Model
Methodology
Methodologies used to designing the models involve
1) Analyzing target job or position under changing business strategies, 2) Identifying effective and ineffective behaviors from below, average, and "star" performers, 3) Collecting data by using balanced approaches, 4) Analyzing the data and formulating an interim competency model, 5) Validating the appropriateness of the model.
1. 2. 3. 4. 5. 6. 7. 8. 9.
Human Resource Areas Job analysis & Evaluation Selection and Promotion Lay-off Deployments Resourcing Activities Human Resource Planning Training and Development Performance Management Compensation
Role of Competency Modeling Shift the unit of analysis from a job and associated tasks to a person and what he/she is capable of. Serve as a means to determine appropriate assessment tools after identifying that competencies are job-related. Used as qualifications to determine order/reasons to be laid off. Serve as requirements and justifications to appointments Be a tool for assessment with indicators and proficiency level. Address rising marketable skills in demands or in shortage. Used to identify training needs, self-development, evaluating. Establish 360-degree feedback system & performance standard. Least often used, reward performance/skill-based pay for team. Support for career mobility and individual development plan.
CONCLUSION: It is realized that there is no right answer to competency issues. What is important for organizations is adopting definitions, models, and approaches that make sense, meet their needs, and used them consistently.
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