Competency Based Applications

The concept of competency applies to the full range of HR functions. The role of competency is to move the employee
through the organization in a cyclical fashion, from one position to another

The competency-based HR functions, as illustrated in Fig. 4.1, are as follows:

1. Position Requirement

Process DesignThe process determines what skills and knowledge is needed. The desired outcomes form the basis of a
measurement system for determining qualifications of workers in the process.

Job DesignOnce the qualification and skill on knowledge is determined the task can be assigned to individuals or
teams. Job requirements are used to identify employee competency levels and qualifications.

2. Position Fulfilment

RecruitmentCompetencies are the basis to determine who should be interviewed and evaluated along with skills and
knowledge. This is a costly and time-consuming effort that can be reduced through proper understanding of what
competencies a candidate can bring to the job. The competencies should be well defined so that their meaning is clear
and there is no ambiguity.

QualificationTo determine whether the candidate is qualified to perform the job or can master the requirements of
the position, it is necessary to evaluate competency.

SelectionWhile selecting an individual, competency assessment is used to determine the best person to fill the
position.

OrientationThis refers to developing the general competencies required of an employee, by the organization.

Induction TrainingThis refers to developing the specific competencies where there are gaps, to meet the desired
performance standards of the position
 3. Performance Management

MeasurementA people-driven process; it is essential to have measurement of workplace competencies. Development

The development activities are relative and are received while on the job. They are designed to support the continuous
improvement of workplace competencies.

4. Promotion

TrainingThis is a position fulfilment function. The objective is to prepare individuals for new positions before placing
them there in order to be immediately productive. Competencies help to determine when the gap is fulfilled and the
candidate is ready to move up.

SuccessionThere is a strong personal link between both the incoming employee and departing employee. The
incoming workers need more than baseline competencies and should be able to take over current projects while least
disrupting the processes involved.

Example:

For a position of an HR manager in an organization one has to look into the Knowledge, Skills and Attitudes (KSA) needed
for that particular position. It would require qualification, business results and measurement systems to determine
qualification at the individual and team levels as given below:

HR Competence Audit

The following checklist is used to assess the HR competence of the people performing HR functions in the organization as
given in Table 4.3.

5: Has this competence in abundance.

4: Has this competence adequately.

3: Has this competence but can develop some more.

2: Needs to develop this competence substantially.

1: Does not have this competence, needs to start developing it.

Analysis

These three areasHR professional knowledge, HR skills and personal attitudes and valuesare the true depiction of
the competency of a HR professional. A 5-point scale ranging from having competency in abundance to having no
competence on each element and its scores would indicate where we stand vis--vis HR capabilities. The competency of
a professional is determined through his or her level of knowledge, capacity to utilize skills and personal attitudes and
values towards the HR function

For position fulfilment it is important to have competencies with definitions and ratings. In case the competencies
identified are creativity, learning oriented, flexible and analytically skilled, these can be rated on a 5-point scale as stated
in Table 4.4
Once the competencies are identified, a list of interview questions along with the competency rating sheet is needed to
elicit information about relevant behaviour. An interview panel may probe further to get the relevant information, for
example as given in Table 4.5

An interview rating form provides a continuum of unacceptable to acceptable behaviour examples, with three to six
behaviour examples of each competency. Interviews may use a structured rating form to bring in objectivity along with
focus in the interview, relating to what is the standard that is needed for a position. For listening skills (as given below)
the definition of competencies needs to be clearly marked out. The competency is marked on a point scale with an
above and below standard. Also given below is some space for the repondent to explain why a certain standard has
been chosen. This helps evaluators to focus on the behaviour needed for a particular position without assessing mere
feelings. This describes exceptional performance, thus the rating scale is for frequency or effectiveness of competency as
given in Box 4.1. However, the rating form states the importance of the competency to current or future role (see Table
4.6).
For performance management it is necessary to have a list of behaviour descriptions for skill improvement along with a
checklist of specific behaviour examples (see Box 4.2). A description of three to five levels of effectiveness for each
competency is helpful in understanding and assessing the person from above standard to below standard as given in Box
4.3.
Promotions lead to succession planning and are based on the performance of individuals. The 360-degree feedback
aligned with the competency model is an important component for promotion. This includes the competency description
of behaviours and the ability required for the current job, along with the ratings indicating the current level of ability as
given in Table 4.6.
Succession planningCandidate evaluation refers to the information required to adequately plan for a potential
candidates development progress and evaluate readiness as shown in Box 4.4. This is similar to the interview data form
that can be used to discuss a candidates readiness in the most relevant job-related areas. Box 4.4 is a bit detailed.
Instead of a range of behavioural examples it includes a place to record development plans, followed by succession
planning as given in Box 4.5.