Person Based Structure

Skill

Competencies

Person-Based Structures: Skill Plans

People
Workflow
Employees must go beyond the tasks
mentioned in J.D.
Support continuous learning
Flexibility and agility

Types of Skill Plans

Depth specialists
Breadth - Generalists

Purpose of Skill Based

Structure

Supports the strategy and objectives

Supports work flow
Is Fair to Employees
Motivates Behaviour Toward
Organisation Objectives

SKILL ANALYSIS
Is a systematic process of identifying
and collecting information about skills
required to perform work in an
organisation
Skill Blocks
Skill Certifications
Skill Structure

What Information to Collect?

Specific Information on every aspect of
the production process.
Example 1
Example 2

Whom to Involve?
Committee consisting of Managers
and employees

Establish Certification Methods

Peer-Review
On-the-job-demonstration
Tests for Certifications

Research on Skill Based Plan

Connection between the Plan, the
work and size of Pay-Check
Strong Motivation; Learn to Earn
Younger, more educated employees
with strong growth needs,
organisational commitment and a
positive attitude toward workplace
innovations were more successful in
acquiring new skills.

Limitations of a Skill Based

Plan
Expensive
`Jack of all Trades
Increments in flexibility may not
improve productivity
Campers

Competency Based
Structure
Can Competencies be learned or
developed?
Are they a trait that is more difficult
to learn?
Do Competencies focus on the
minimum requirements that the org.
needs?
Do they focus on outstanding
performances?
Are they characteristics of the

Defining Competencies
Skills demonstration of expertise
Knowledge Accumulated
information
Self-Concepts Attitudes, values,
self-image
Traits General Disposition to
behave in a certain way
Motives thoughts that drive
behaviours

Competency Based
Structure
Look at the organisation as opposed to
Job based and skill based structure.
Core Competencies
Competency sets
Behavioural Descriptors/Competency
Indicators
Competency Based Structure

 Core Competencies linked to the

mission statement; abstract the
broadly applicable knowledge, skills
and behaviours.
Competency sets helps to translate
each core competency into action
Competency Indicators Observable
behaviours that indicate the level of
competency within each set.

The Top 20 Competencies

Achievement Orientation
* Info. Seeking
Concern of Quality
* Analytical thinking
Initiative
* Conceptual thinking
Interpersonal Understanding * Self-Control
Customer Service Orientation
* Selfconfidence
Influence and Impact
* Business
Orientation
Organisation awareness
* Flexibility
Networking
Directiveness
Teamwork & cooperation
Developing others
Team Leadership

What Information to Collect?

Personal Characteristics- Ex.
Trustworthy, loyal
Visionary highest level
competencies
Organisation Specific function
specific Ex. Leadership, customer
orientation, functional expertise.

Whom To Involve?
Not everyone understands.
Some feel its useful only for career
development and not compensation.

Establish Certification
Methods
Can all competencies be used all the
time?
Assumptions are not clear
Competency indicators become
obsolete as strategies shift
Difficult to certify objectively whether
a person possesses a competency

Research on Competencies
Debate on whether competencies
can be translated into a measurable,
objective basis for pay.
Competencies are enhanced by the
extent to which people throughout
the organisations are business driven
and values driven.
Deals with intellectual capital and
knowledge management