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COMPETENCY MANAGEMENT SYSTEM (CMS) 
نظــام إدارة الكفـاءات 
07-11 September, 2014 
Jeddah, KSA 
Mr. Sherif SalahMini-MBA, ...
Course Schedule 
Action 
Time 
From 
To 
Registration 
8:45 
9;00 
1st session 
9:00 
10:30 
Coffee break 
10:30 
10:45 
2...
Name: ……………………………………………… Company: ……………………………………….. Title: ……………………………………………………… Qualifications: …………………………………….. Previous...
COMPETENCY MANAGEMENT SYSTEM (CMS) 
Part 1
OVERVIEW 
Thissessionsetsthestageforcompetency-basedHRMbydefiningkeytermsanddescribinghowtoidentifyandassesscompetencies. ...
Course Outline: 
1. Identifying Competencies 
2. Competency-Based Recruitment and Selection 
3. Competency-Based Training ...
Introduction to Competency Management 
COMPETENCY MANAGEMENT SYSTEM (CMS)
Definition of Competency 
First popularized by Boyatzis(1982) with Research result on clusters of competencies: 
“Acapacit...
Definition of Competency 
•Acombinationofskills,jobattitude,andknowledgewhichisreflectedinjobbehaviorthatcanbeobserved,mea...
Definition of Competency (Cont..) 
Competency:Aperson-relatedconceptthatreferstothedimensionsofbehaviorlyingbehindcompete...
Skill 
Job Attitude 
Knowledge 
Observable Behavior 
Job Performance 
Competency 
Definition of Competency (Cont..) 
COMPE...
What could a Competency be? 
SkillAlearned ability; how to dothe “ what you do” 
(e.g. making an effective presentation) 
...
THE ICEBERG MODELAcquired/ Learned CapabilitiesSkillKnowledgeSelf-ImageValuesTraitsMotivesNecessary but not sufficientDist...
COMPETENCY MANAGEMENT SYSTEM (CMS)
COMPETENCY MANAGEMENT SYSTEM (CMS)
1-Types of Competency --> 
Managerial competency (soft competency) 
This type of competency relates to the ability to man...
General Behavioral Competencies 
nBehaviors critical to individual and group performance 
nExample:Relationship Building– ...
3-Types of Competency --> 
•Behavioral Competency 
That is expected thatbehavioral competency has to be in all of employee...
Benefits of Competence -Micro Benefits 
Identify & prioritize skills, knowledge & personal attributes required for the jo...
Benefits of Competence -Macro Benefits 
Set core organizational capabilities 
Align aggregate behaviors to vision, strat...
Competency Model 
COMPETENCY MANAGEMENT SYSTEM (CMS)
Competency-basedmanagementsupportstheintegrationofhumanresourcesplanningwithbusinessplanningbyallowingorganizationstoasses...
COMPETENCY MANAGEMENT SYSTEM (CMS)
HR Management Framework based on Competency 
Recruitment & 
Selection 
Training & 
Development 
Performance 
Management 
R...
COMPETENCY MANAGEMENT SYSTEM (CMS)
What is a Competency Model? 
•Agroupofcompetenciesthatdescribesuccessfulperformanceforaparticularorganization,function,le...
Competency Model 
COMPETENCY MANAGEMENT SYSTEM (CMS)
Competencies Examples 
COMPETENCY MANAGEMENT SYSTEM (CMS)
Competencies Examples 
COMPETENCY MANAGEMENT SYSTEM (CMS)
Competencies Examples 
COMPETENCY MANAGEMENT SYSTEM (CMS)
Building a Competency Model 
oManyHumanResourceprofessionalsareemployingacompetitivecompetencymodeltostrengthennearlyever...
Competency Model 
•Elementsofacompetencymodel 
Competencymodelscantakeavarietyofforms.Typically,theyincludethefollowingel...
Competency Model –Elements : 
2.Descriptionsofactivitiesorbehaviorassociatedwitheachcompetency: 
For example, the followi...
Competency Model –Elements : 
3.Adiagramofthemodel: 
Typically,themodel(orasummaryofthemodel) ispresentedasavisuallyappea...
Competency Model 
1. Competency Names 
2. Descriptions of activities 
3. A diagram of the Model 
Competency Model –Elemen...
Steps to build a Competency Model 
COMPETENCY MANAGEMENT SYSTEM (CMS)
How Can I Do a Job Analysis for Competency Model : Competency Dictionary Job Families 
COMPETENCY MANAGEMENT SYSTEM (CMS)
Competency Dictionary 
CompetencyDictionariesincludeallormostofthegeneralcompetenciesneededtocoveralljobfamiliesandcompete...
COMPETENCY MANAGEMENT SYSTEM (CMS)
COMPETENCY MANAGEMENT SYSTEM (CMS)
COMPETENCY MANAGEMENT SYSTEM (CMS)
COMPETENCY MANAGEMENT SYSTEM (CMS)
COMPETENCY MANAGEMENT SYSTEM (CMS)
Examples & Sources For Competency Models 
COMPETENCY MANAGEMENT SYSTEM (CMS)
Competency-Based Recruitment and Selection 
COMPETENCY MANAGEMENT SYSTEM (CMS) 
Part 2
HR Management Framework based on Competency 
Recruitment & 
Selection 
Training & 
Development 
Performance 
Management 
R...
Recruitment is… 
The process of attracting people for the vacancy existing and differentiating between them to find the ri...
COMPETENCY MANAGEMENT SYSTEM (CMS)
Types of Interview : 
•Conventional Interview 
•Competency-based Interview 
COMPETENCY MANAGEMENT SYSTEM (CMS)
1. A Conventional Interview ! 
Questions are not designed systematically and not properly structured 
Seldom equipped wi...
A Conventional Interview –Common Issues 
•Miss important information 
•Overlook job motivation and organizational fit 
•As...
2. Competency-based Interview (CBI) 
It is a Systematic, non-discriminatory technique that helps interviewers get the righ...
Competency-based Interview (CBI) 
Abehavioral-basedinterviewingprocessdesignedtoprovideemployerswithspecificdatathatallow...
Competency-based Interview (CBI) 
•Ittakesintoconsiderationpastbehavioursofrelevantroletobestpredictfuturebehaviouronsimil...
The Key inCompetency-based Interview (CBI) 
Thekeytopredictinghowsomeonewillperforminajobistocollectandexaminebehavioralex...
COMPETENCY MANAGEMENT SYSTEM (CMS)
CompetencyLevels 
Ascalerangebetween1to6indicatelevelsofattainmentforeachcompetencywithineachJobProfiledependingonthefreq...
The STAR Approach 
Situation in which you were involved 
Task you needed to accomplish 
Actions you took 
Results you...
Situation/Task 
Itexplainsthebackgroundorcontextoftheevent/situationandwhatrolethecandidateplayedunderacertainsituationor...
Tasks/Actions 
ItdetailswhatthecandidatedidorsaidinresponsetotheSITUATION/TASK.Thisisthe“meat”ofthecandidate’sresponseasi...
Results 
Itdetailstheoutcomeachieved/reachedasaresultofthecandidate’sactionsunderagivensituationortask. 
What was the ou...
TrueVersus Incomplete Stars! 
TRUESTAR–Allcomponents;Situation/Task,ActionstakenandtheResultsareclearlyidentified 
INCOMPL...
COMPETENCY MANAGEMENT SYSTEM (CMS)
COMPETENCY MANAGEMENT SYSTEM (CMS)
Interview In Action 
COMPETENCY MANAGEMENT SYSTEM (CMS)
Interview In Action 
Required Position : Restaurant Manager 
Target Competency : Customer Service Orientation 
Target ...
•Int.:Tellmeaboutatimewhenyouwereinsultedbyacustomeroracolleague? 
-Cand.:Well,thishappenedwhenImisunderstoodacustomercomp...
•Int. : Why is this event a good example of a time when you were insulted by a customer? 
-Cand. : yes since it was of an ...
COMPETENCY MANAGEMENT SYSTEM (CMS)
Some Interviewing Tips 
Setting 
Physical setting should be both private and comfortable 
Mental setting should be one of...
Competency Based Interview Question Bank 
COMPETENCY MANAGEMENT SYSTEM (CMS)
Part 3 
COMPETENCY MANAGEMENT SYSTEM (CMS)
HR Management Framework based on Competency 
Recruitment & 
Selection 
Training & 
Development 
Performance 
Management 
R...
Competency-Based Training & Development 
COMPETENCY MANAGEMENT SYSTEM (CMS)
Competency-Based Training(CBT) 
Competency-basedtrainingisanapproachtolearningwhereemphasisisplacedonwhatalearnercandoint...
COMPETENCY MANAGEMENT SYSTEM (CMS)
Key Characteristics of CBT 
Competencies aligned to strategic goals 
Knowledge to support performance 
Training design...
How to Create a Competency-Based Training 
COMPETENCY MANAGEMENT SYSTEM (CMS)
•What is the organization trying to achieve? 
•How do specific teams support achievement of organizational goals? 
•How do...
COMPETENCY MANAGEMENT SYSTEM (CMS)
•What characteristics & capabilities are critical to the success of your organization’s overall mission & goals? 
•Fordepa...
Difference Between 
Current Levels 
& 
Desired Levels 
= >>>> Gaps 
Step 3: Skill Gaps 
COMPETENCY MANAGEMENT SYSTEM (CMS)
Common Benchmark Competency-Based Practices 
Assessmentsagainstcompetencies–Oncethecompetencieshavebeendefinedforparticula...
COMPETENCY MANAGEMENT SYSTEM (CMS)
COMPETENCY MANAGEMENT SYSTEM (CMS)
COMPETENCY MANAGEMENT SYSTEM (CMS)
COMPETENCY MANAGEMENT SYSTEM (CMS)
COMPETENCY MANAGEMENT SYSTEM (CMS)
COMPETENCY MANAGEMENT SYSTEM (CMS)
Examples & Sources 
COMPETENCY MANAGEMENT SYSTEM (CMS)
Part 4 
COMPETENCY MANAGEMENT SYSTEM (CMS)
HR Management Framework based on Competency 
Recruitment & 
Selection 
Training & 
Development 
Performance 
Management 
R...
Competency-Based Performance Management 
COMPETENCY MANAGEMENT SYSTEM (CMS)
Competency-Based Performance Management 
Performancemanagementisaboutachievingresultsinamannerthatisconsistentwithorganiza...
COMPETENCY MANAGEMENT SYSTEM (CMS)
COMPETENCY MANAGEMENT SYSTEM (CMS)
COMPETENCY MANAGEMENT SYSTEM (CMS)
COMPETENCY MANAGEMENT SYSTEM (CMS)
COMPETENCY MANAGEMENT SYSTEM (CMS) 
Strategic Business Plan Mission/Vision/Values 
Department/Unit/ 
Individual Objectives...
The Three Components of Performance Management 
Well-designed performance management systems typically include three compo...
The Three Phases of Performance Management 
COMPETENCY MANAGEMENT SYSTEM (CMS) 
Phase One 
•Performance Planning: During P...
Examples & Sources 
COMPETENCY MANAGEMENT SYSTEM (CMS)
Part 5 
Competency-Based Career Planning 
71 
Business Training 
Al Jonah Training Center © copyright 2014 
COMPETENCY MAN...
HR Management Framework based on Competency 
Recruitment & 
Selection 
Training & 
Development 
Performance 
Management 
R...
COMPETENCY MANAGEMENT SYSTEM (CMS) Defining Career Path 
Isaseriesofpositionsthatonemustgothroughinordertoachieveacertainp...
COMPETENCY MANAGEMENT SYSTEM (CMS) Defining Career Path
COMPETENCY MANAGEMENT SYSTEM (CMS) Competency-based Career DevelopmentCompetency-basedCareerDevelopmentisaplannedsystemtol...
COMPETENCY MANAGEMENT SYSTEM (CMS) Competency-based Career Development Requirements 
Competency Architecture 
Job Families...
COMPETENCY MANAGEMENT SYSTEM (CMS) 
Competency-Based Human Resource Management: 
byDavid D. Dubois 
References 
Building R...
COMPETENCY MANAGEMENT SYSTEM (CMS)
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Competency management

This session sets the stage for competency-based HRM by defining key terms and describing how to identify and assess competencies.

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Competency management

  1. 1. COMPETENCY MANAGEMENT SYSTEM (CMS) نظــام إدارة الكفـاءات 07-11 September, 2014 Jeddah, KSA Mr. Sherif SalahMini-MBA, PMP, ITIL, CMMI, MCSA, TQM
  2. 2. Course Schedule Action Time From To Registration 8:45 9;00 1st session 9:00 10:30 Coffee break 10:30 10:45 2nd session 10:45 1;00 Lunch break 1:00 2:00 COMPETENCY MANAGEMENT SYSTEM (CMS)
  3. 3. Name: ……………………………………………… Company: ……………………………………….. Title: ……………………………………………………… Qualifications: …………………………………….. Previous Experiences with CM: …………………….…… What do you need OR expect from this Course ? Trainee Card COMPETENCY MANAGEMENT SYSTEM (CMS)
  4. 4. COMPETENCY MANAGEMENT SYSTEM (CMS) Part 1
  5. 5. OVERVIEW Thissessionsetsthestageforcompetency-basedHRMbydefiningkeytermsanddescribinghowtoidentifyandassesscompetencies. KEYLEARNINGOBJECTIVES: 1.Definesuchkeytermsascompetency,competencyidentification,competencymodel, competencymodeling,competencyassessment,360-degreeassessment,multi-rater, Full-circleassessmentandIndividualDevelopmentPlanning. 2.Discussthedifferencebetweencompetency-basedHRmanagementandwork-orjob- description-basedHRmanagement. 3.Describekeyapproachesandmethodologiestoconductcompetencyidentification. 4.Defineandpracticebehavioraleventsinterviewing(BEI)andanalyzeBEIresults. 5.Usetheresultsofcompetencyidentificationtodraftacompetencymodelforatargetedjobcategory,department,oroccupation. Competency Management COMPETENCY MANAGEMENT SYSTEM (CMS)
  6. 6. Course Outline: 1. Identifying Competencies 2. Competency-Based Recruitment and Selection 3. Competency-Based Training and Development 4. Competency-Based Performance Management 5. Conclusion COMPETENCY MANAGEMENT SYSTEM (CMS)
  7. 7. Introduction to Competency Management COMPETENCY MANAGEMENT SYSTEM (CMS)
  8. 8. Definition of Competency First popularized by Boyatzis(1982) with Research result on clusters of competencies: “Acapacitythatexistsinapersonthatleadstobehaviorthatmeetsthejobdemandswithinparametersoforganizationalenvironment,andthat,inturnbringsaboutdesiredresults” COMPETENCY MANAGEMENT SYSTEM (CMS)
  9. 9. Definition of Competency •Acombinationofskills,jobattitude,andknowledgewhichisreflectedinjobbehaviorthatcanbeobserved,measuredandevaluated. •Thefocusofcompetencyisbehaviorwhichisanapplicationofskills, jobattitudeandknowledge. •Competencyisanunderlyingcharacteristicofanemployee(i.e.,amotive,trait,skill,aspectsofone’sself-image,socialrole,orabodyofknowledge)whichresultsineffectiveand/orsuperiorperformance. •ACompetencyisasetofskills,relatedknowledgeandattributesthatallowanindividualtosuccessfullyperformataskoranactivitywithinaspecificfunctionjob. •Competenciesarecoachable,observable,measurable,andcriticaltosuccessfulindividualorcorporationperformance. COMPETENCY MANAGEMENT SYSTEM (CMS)
  10. 10. Definition of Competency (Cont..) Competency:Aperson-relatedconceptthatreferstothedimensionsofbehaviorlyingbehindcompetentperformer. Competence:Awork-relatedconceptthatreferstoareasofworkatwhichthepersoniscompetent Competencies:Oftenreferredasthecombinationoftheabovetwo. Ex:UKorganizations Woodruffe(1991) COMPETENCY MANAGEMENT SYSTEM (CMS)
  11. 11. Skill Job Attitude Knowledge Observable Behavior Job Performance Competency Definition of Competency (Cont..) COMPETENCY MANAGEMENT SYSTEM (CMS)
  12. 12. What could a Competency be? SkillAlearned ability; how to dothe “ what you do” (e.g. making an effective presentation) KnowledgeHow youacquire information in a particular field; (e.g. Using Data based presentation) Self –ImageHow you see yourself (e.g. Public Speaker-Confidence) ValuesWhat you consider as important (e.g. achieving excellence/ ambition) TraitsRelatively enduring characteristics; why and how do we behave in a certain way (e.g. self-controlled “big picture” thinking) MotivesThe Psychological/Physiological factors that drive your behavior Maslow Pyramid of needs COMPETENCY MANAGEMENT SYSTEM (CMS)
  13. 13. THE ICEBERG MODELAcquired/ Learned CapabilitiesSkillKnowledgeSelf-ImageValuesTraitsMotivesNecessary but not sufficientDistinguish effective performanceDeeply seated traits and motives COMPETENCY MANAGEMENT SYSTEM (CMS)
  14. 14. COMPETENCY MANAGEMENT SYSTEM (CMS)
  15. 15. COMPETENCY MANAGEMENT SYSTEM (CMS)
  16. 16. 1-Types of Competency --> Managerial competency (soft competency) This type of competency relates to the ability to manage job and develop an interaction with other persons. For example : problem solving, leadership, communication, etc. Functional competency (hard competency) This type of competency relates to the functional capacity of work. It mainly deals with the technical aspect of the job. For example: market research, financial analysis, electrical engineering, etc. COMPETENCY MANAGEMENT SYSTEM (CMS)
  17. 17. General Behavioral Competencies nBehaviors critical to individual and group performance nExample:Relationship Building– Builds and maintains a wide variety of positive relationships, both formal and informal to meet the needs of external and internal customers Technical Competencies nDemonstrated knowledge in a technical or professional area nMay or may not require ongoing, continual adaptation, retraining, upgrading or new learning nExample: Knowledge of Employment Law –Demonstrates knowledge of employment law by accurately applying legal guidelines when hiring employees 2-Types of Competency : COMPETENCY MANAGEMENT SYSTEM (CMS)
  18. 18. 3-Types of Competency --> •Behavioral Competency That is expected thatbehavioral competency has to be in all of employee. -Being flexible for innovations and changes -Having analytical thinking -Taking initiative and risk without hesitation •Cognitive Competency Having cognitive competency is expected to employee who is applicant to be manager. -Having positive interpersonal communication -Being innovative and creative -Having planning and organizing skills •Technical Competency This type is including knowledge, ability and behavior for doing job. -Marketing knowledge -Solving customer’s problems and provide assistance -Development of strategy -Review goodsservices quality COMPETENCY MANAGEMENT SYSTEM (CMS)
  19. 19. Benefits of Competence -Micro Benefits Identify & prioritize skills, knowledge & personal attributes required for the job. Use past and Current Behavior to Predict Future Behavior . Ensure consistency and fairness of Selection Process. Maintain job clarity by probing into both role and personal requirements. Provide consistent basis for making recruitment decisions. Minimize Hiring Risks Communicate clear expected behaviors to job holders for becoming superior performers. COMPETENCY MANAGEMENT SYSTEM (CMS)
  20. 20. Benefits of Competence -Macro Benefits Set core organizational capabilities Align aggregate behaviors to vision, strategies, priorities & goals Promote Positive behavioral change Encourage workforce society to strengthen behavioral weaknesses Standardize/ Integrate HR measurement systems (speak one behavioral performance related language). COMPETENCY MANAGEMENT SYSTEM (CMS)
  21. 21. Competency Model COMPETENCY MANAGEMENT SYSTEM (CMS)
  22. 22. Competency-basedmanagementsupportstheintegrationofhumanresourcesplanningwithbusinessplanningbyallowingorganizationstoassessthecurrenthuman resourcecapacitybasedontheircompetenciesagainstthecapacityneededtoachievethevision,missionandbusinessgoalsoftheorganization. Targetedhumanresourcestrategies,plansandprogramstoaddressgaps(e.g.,hiringandstaffing;learning;careerdevelopment;successionmanagement;etc.)arethendesigned,developedandimplementedtoclosethegaps. HR Management Framework based on Competency Model COMPETENCY MANAGEMENT SYSTEM (CMS)
  23. 23. COMPETENCY MANAGEMENT SYSTEM (CMS)
  24. 24. HR Management Framework based on Competency Recruitment & Selection Training & Development Performance Management Reward Management Career Management COMPETENCY FRAMEWORK BUSINESS STRATEGY BUSINESS RESULTS Competency based People Strategy The competency framework will be the basis for all HR functions and serve as the "linkage" between individual performance and business results COMPETENCY MANAGEMENT SYSTEM (CMS)
  25. 25. COMPETENCY MANAGEMENT SYSTEM (CMS)
  26. 26. What is a Competency Model? •Agroupofcompetenciesthatdescribesuccessfulperformanceforaparticularorganization,function,level,roleorjob. •Acompetencymodelisacollectionofcompetenciesthattogetherdefinesuccessfulperformanceinaparticularworksetting. Competencymodelsarethefoundationforimportanthumanresourcefunctionssuchasrecruitmentandhiring,traininganddevelopment, andperformancemanagement.Competencymodelscanbedevelopedforspecificjobs,jobgroups,organizations,occupations,orindustries. COMPETENCY MANAGEMENT SYSTEM (CMS)
  27. 27. Competency Model COMPETENCY MANAGEMENT SYSTEM (CMS)
  28. 28. Competencies Examples COMPETENCY MANAGEMENT SYSTEM (CMS)
  29. 29. Competencies Examples COMPETENCY MANAGEMENT SYSTEM (CMS)
  30. 30. Competencies Examples COMPETENCY MANAGEMENT SYSTEM (CMS)
  31. 31. Building a Competency Model oManyHumanResourceprofessionalsareemployingacompetitivecompetencymodeltostrengthennearlyeveryfacetoftalentmanagement—fromrecruitingandperformancemanagement,totraininganddevelopment,tosuccessionplanningandmore. oAjobcompetencymodelisacomprehensive,behaviorallybasedjobdescriptionthatbothpotentialandcurrentemployeesandtheirmanagerscanusetomeasureandmanageperformanceandestablishdevelopmentplans.Oftenthereisanaccompanyingvisualrepresentativecompetencyprofileaswell(see,jobprofiletemplate). oOutsourceaCM…IsThatPossible?! COMPETENCY MANAGEMENT SYSTEM (CMS)
  32. 32. Competency Model •Elementsofacompetencymodel Competencymodelscantakeavarietyofforms.Typically,theyincludethefollowingelements: 1.Competencynamesanddetaileddefinitions: Forexample,acompetencymodelcouldincludeacompetencycalled"Teamwork"definedas: •Establishingconstructiveandsolidinterpersonalrelationships; •Treatingotherswithcourtesy,tact,andrespect; •Workingeffectivelywithothers,regardlessoforganizationallevel,background, gender,race,orethnicity; COMPETENCY MANAGEMENT SYSTEM (CMS)
  33. 33. Competency Model –Elements : 2.Descriptionsofactivitiesorbehaviorassociatedwitheachcompetency: For example, the following behaviors could be associated with the competency "Teamwork": •Handlingdifferencesinworkstyleseffectivelywhenworkingwithcoworkers, •Capitalizingonstrengthsofothersonateamtogetworkdone, •Anticipatingpotentialconflictsandaddressingthemdirectlyandeffectively, •Motivatingotherstocontributeopinionsandsuggestions,and •Demonstratingapersonalcommitmenttogroupgoals. COMPETENCY MANAGEMENT SYSTEM (CMS)
  34. 34. Competency Model –Elements : 3.Adiagramofthemodel: Typically,themodel(orasummaryofthemodel) ispresentedasavisuallyappealinggraphic. Presentationofthemodelingraphicalformhelpsusersquicklygraspthekeyfeaturesofthemodel. Somecompetencymodelsincludeinformationabouttheskillsandabilitiesrequiredfordifferentlevelsofmastery,orinformationaboutthelevelofcompetencerequiredatdifferentoccupationallevels. COMPETENCY MANAGEMENT SYSTEM (CMS)
  35. 35. Competency Model 1. Competency Names 2. Descriptions of activities 3. A diagram of the Model Competency Model –Elements COMPETENCY MANAGEMENT SYSTEM (CMS)
  36. 36. Steps to build a Competency Model COMPETENCY MANAGEMENT SYSTEM (CMS)
  37. 37. How Can I Do a Job Analysis for Competency Model : Competency Dictionary Job Families COMPETENCY MANAGEMENT SYSTEM (CMS)
  38. 38. Competency Dictionary CompetencyDictionariesincludeallormostofthegeneralcompetenciesneededtocoveralljobfamiliesandcompetenciesthatarecoreorcommontoalljobswithinanorganization(e.g.,teamwork;adaptability;communication). Theymayalsoincludecompetenciesthataremorecloselyrelatedtotheknowledgeandskillsneededforspecificjobsorfunctions(e.g.,ITskills,financialadministrationskills). Eachcompetencyhasageneraldefinition,whichprovidestheuserwithageneralunderstandingofthetypeofbehavioraddressedbyaparticularcompetency.Eachcompetencyincludesuptofiveproficiencylevelsandeachlevelhasanassociatedbriefstatementdescribinghowthatparticularlevelisdistinctfromtheotherlevelswithinthatcompetency.Thebehavioralindicatorsateachproficiencylevelareillustrativeoftheproficiencylevelasopposedtorepresentingadefinitivelistofallpossiblebehaviorsateachlevel. Building your own versus purchasing a dictionary Purchasingacompetencydictionary Hybrid option See Examples COMPETENCY MANAGEMENT SYSTEM (CMS)
  39. 39. COMPETENCY MANAGEMENT SYSTEM (CMS)
  40. 40. COMPETENCY MANAGEMENT SYSTEM (CMS)
  41. 41. COMPETENCY MANAGEMENT SYSTEM (CMS)
  42. 42. COMPETENCY MANAGEMENT SYSTEM (CMS)
  43. 43. COMPETENCY MANAGEMENT SYSTEM (CMS)
  44. 44. Examples & Sources For Competency Models COMPETENCY MANAGEMENT SYSTEM (CMS)
  45. 45. Competency-Based Recruitment and Selection COMPETENCY MANAGEMENT SYSTEM (CMS) Part 2
  46. 46. HR Management Framework based on Competency Recruitment & Selection Training & Development Performance Management Reward Management Career Management COMPETENCY FRAMEWORK BUSINESS STRATEGY BUSINESS RESULTS Competency based People Strategy The competency framework will be the basis for all HR functions and serve as the "linkage" between individual performance and business results COMPETENCY MANAGEMENT SYSTEM (CMS)
  47. 47. Recruitment is… The process of attracting people for the vacancy existing and differentiating between them to find the right man for the job COMPETENCY MANAGEMENT SYSTEM (CMS)
  48. 48. COMPETENCY MANAGEMENT SYSTEM (CMS)
  49. 49. Types of Interview : •Conventional Interview •Competency-based Interview COMPETENCY MANAGEMENT SYSTEM (CMS)
  50. 50. 1. A Conventional Interview ! Questions are not designed systematically and not properly structured Seldom equipped with formal guidelines regarding system of rating/scoring the interview No standard format, therefore process of interviewing can go in any direction Low reliability and validity Susceptible to bias & subjectivity Unstructured..!! COMPETENCY MANAGEMENT SYSTEM (CMS)
  51. 51. A Conventional Interview –Common Issues •Miss important information •Overlook job motivation and organizational fit •Ask illegal, non-job-related questions •Have not organized selection elements into a system •Take insufficient notes •Misinterpret applicant information •Make snap decisions about applicants •Allow one characteristic to influence their judgment •Organizations rely exclusively on interviews •interviewers’ hiring discussions are not systematic •Pressure to fill the position affects judgment COMPETENCY MANAGEMENT SYSTEM (CMS)
  52. 52. 2. Competency-based Interview (CBI) It is a Systematic, non-discriminatory technique that helps interviewers get the right information from applicants and make right hiring decisions. Tell me about your past experience with female managers Well , hmm for me a manager is a manager .. COMPETENCY MANAGEMENT SYSTEM (CMS)
  53. 53. Competency-based Interview (CBI) Abehavioral-basedinterviewingprocessdesignedtoprovideemployerswithspecificdatathatallowsthemtopredictfuturejobrelatedbehavior Questionswillevolvearoundpersonalexperiencesoftheapplicantandpracticalworkrelatedquestionsdesignedaroundspecificandpre-determinedcompetencies Standardscoringsystemwhichreferstobehaviorindicator. COMPETENCY MANAGEMENT SYSTEM (CMS)
  54. 54. Competency-based Interview (CBI) •Ittakesintoconsiderationpastbehavioursofrelevantroletobestpredictfuturebehaviouronsimilarorhigherrole. •Eliminates assumptions about candidate’s core capabilities and behaviours. •Prevents biased and subjective hiring decisions •Limits the possibility of candidates “faking it” with vague generalization. •Reduces the risk of making a costly hiring mistake and helps in selecting the right person for the right job. COMPETENCY MANAGEMENT SYSTEM (CMS)
  55. 55. The Key inCompetency-based Interview (CBI) Thekeytopredictinghowsomeonewillperforminajobistocollectandexaminebehavioralexamplesofhowhehasperformedinsimilarsituationsinthepast. •Helps understandwork history, experience, knowledge and motivation •Helpsanalyzethese areas to predict how he or she will perform in the target job. •Help prevent false impressions and misunderstandings about a candidate’s background. COMPETENCY MANAGEMENT SYSTEM (CMS)
  56. 56. COMPETENCY MANAGEMENT SYSTEM (CMS)
  57. 57. CompetencyLevels Ascalerangebetween1to6indicatelevelsofattainmentforeachcompetencywithineachJobProfiledependingonthefrequencyofeachCompetencyonthecandidate’sday-to-daybehavior(Jobspecific,JobFamilySpecific,OrganizationSpecific). 1.Behaviors at Level “0” are considered as lack of a competency / Show stoppers 2.Behaviors at Level “1” Reflect basic display/practice of a Certain competency. 3.Behaviors at Level “ 2” Reflect intermediate display/practice of a Certain competency 4.Behaviors at Level“ 3” Reflect Advanced display/practice of a Certain competency 5.Behaviors at Level“4,5and6” Reflect more complex and sophisticated demonstrations depending on each Competency. COMPETENCY MANAGEMENT SYSTEM (CMS)
  58. 58. The STAR Approach Situation in which you were involved Task you needed to accomplish Actions you took Results you achieved COMPETENCY MANAGEMENT SYSTEM (CMS)
  59. 59. Situation/Task Itexplainsthebackgroundorcontextoftheevent/situationandwhatrolethecandidateplayedunderacertainsituationortask. What is the event/situation about? What was your Role/function (Position, title)? Can you explain the situation? Where and when did the situation happen? What events led up to it? Who was involved in the situation (work colleagues, supervisor, customers)? COMPETENCY MANAGEMENT SYSTEM (CMS)
  60. 60. Tasks/Actions ItdetailswhatthecandidatedidorsaidinresponsetotheSITUATION/TASK.Thisisthe“meat”ofthecandidate’sresponseasittellsusaboutthecandidate’sbehaviour. What tasks were you supposed to do at that time? What did you actually do at that time? How did you do it? What specific steps did you take? Who was involved? COMPETENCY MANAGEMENT SYSTEM (CMS)
  61. 61. Results Itdetailstheoutcomeachieved/reachedasaresultofthecandidate’sactionsunderagivensituationortask. What was the outcome? Can you tell me the results of taking such action? What specific outcome was produced by your action? COMPETENCY MANAGEMENT SYSTEM (CMS)
  62. 62. TrueVersus Incomplete Stars! TRUESTAR–Allcomponents;Situation/Task,ActionstakenandtheResultsareclearlyidentified INCOMPLETESTAR–AlsoknownasFALSESTAR,whereoneormoreofthecomponentsofATRUESTARismissing. ThiswillrequirethatyoudigdeeperwhenprobingandtransformIncompletestarstocompletestars. Remember:Selectwithfairnessandrejectforareason COMPETENCY MANAGEMENT SYSTEM (CMS)
  63. 63. COMPETENCY MANAGEMENT SYSTEM (CMS)
  64. 64. COMPETENCY MANAGEMENT SYSTEM (CMS)
  65. 65. Interview In Action COMPETENCY MANAGEMENT SYSTEM (CMS)
  66. 66. Interview In Action Required Position : Restaurant Manager Target Competency : Customer Service Orientation Target Competency Level on Customer Service Orientation = 4 BehavioralIndicators(WorksOntheUnderlyingNeeds) •Makes self fully available to resolve customer issues and maximize potential opportunities. •Goes beyond the immediate issue with questions and analysis to find alternatives which satisfy customers. COMPETENCY MANAGEMENT SYSTEM (CMS)
  67. 67. •Int.:Tellmeaboutatimewhenyouwereinsultedbyacustomeroracolleague? -Cand.:Well,thishappenedwhenImisunderstoodacustomercomplaintandreactedfortheinterestofthecompany.“S” Judgement: Could happen to any one, honesty in revealing it •Int.:Intwosentences,whatwastheeventabout? -Cand.:Itwasaboutcustomerrefusingtopaythebillduetoasmalldelayinhisorder.Iwastryingtoexplainthatthiswillbedeductedfrommysalaryandthedelaywasnotthatmuchlong. Judg.=(didn’t ask questions to satisfy customers , needs further probing) •Int.:Whoelsewasinvolved,whatwashis/her/theirrole? -Cand.:Theoperationsmanagerwasinvolvedandhadthesituationundercontroltoconvincethecustomerthatisunfair Judg.=(not fully available to resolve customer issues, needs further probing) •Int.:Whatwasyourfunction(Position,title)? -Cand.:IwasoperatingasaRestaurantManager Interview In Action COMPETENCY MANAGEMENT SYSTEM (CMS)
  68. 68. •Int. : Why is this event a good example of a time when you were insulted by a customer? -Cand. : yes since it was of an importance to explain the time factor to other customers that I served lately. “A” Judg.= (created an alternatives to satisfy customers) •Int. : What were the major actions you took to avoid the above situation with future customers? -Cand.: I have included the time response of food serving and emphasized its importance to my staff. Judg.= (maximized potential opportunities) “A” •Int.: What was the outcome of the actions you took ? -Cand.: It helped me and my team a lot to focus on food serving time factor and avoid similar situations with delicate customers Judg.= (went beyond by analysing issues to satisfy other customers) “R” Interview In Action COMPETENCY MANAGEMENT SYSTEM (CMS)
  69. 69. COMPETENCY MANAGEMENT SYSTEM (CMS)
  70. 70. Some Interviewing Tips Setting Physical setting should be both private and comfortable Mental setting should be one of rapport Welcoming Start by welcoming the candidate and introducing any other interviewers who may be present Attitude Interviewer should possess and demonstrate a basic liking and respect for people; Questions should be asked in a manner that encourages the interviewee to talk; Listen attentively Systematic Follow the CBBI Model and Recruitment & Selection Process Maps Closing Interviewer should make some overt signs to indicate the end of the interview Inform the candidate on next steps COMPETENCY MANAGEMENT SYSTEM (CMS)
  71. 71. Competency Based Interview Question Bank COMPETENCY MANAGEMENT SYSTEM (CMS)
  72. 72. Part 3 COMPETENCY MANAGEMENT SYSTEM (CMS)
  73. 73. HR Management Framework based on Competency Recruitment & Selection Training & Development Performance Management Reward Management Career Management COMPETENCY FRAMEWORK BUSINESS STRATEGY BUSINESS RESULTS Competency based People Strategy The competency framework will be the basis for all HR functions and serve as the "linkage" between individual performance and business results COMPETENCY MANAGEMENT SYSTEM (CMS)
  74. 74. Competency-Based Training & Development COMPETENCY MANAGEMENT SYSTEM (CMS)
  75. 75. Competency-Based Training(CBT) Competency-basedtrainingisanapproachtolearningwhereemphasisisplacedonwhatalearnercandointheworkplaceasaresultoftheirtraining.Learnerswhohavesuccessfullyachievedcompetencywillhavetheskillsandknowledgetheyneedtocompleteworkplaceactivitiesinarangeofdifferentsituationsandenvironments,toanindustrystandardofperformancethatisexpectedintheworkplace. Competency-basedtrainingisusuallybasedonperformancestandardsthathavebeensetbyindustry.Competency-basedassessmentmaterialsaredesignedtoensurethateachlearnerhasachievedalltheoutcomes(skillsandknowledge)requiredbyeachunitofcompetency.competency-basedtrainingallowsforflexibleentryandexitforlearnersenablingthemtocompletetheirstudiesmuchquicker.Oncetheyhaveachievedcompetencyinaunitofcompetencytheycanthenmoveontothenextunit.Trainingcantakeplacebothonandoff-the-jobusingavarietyofdeliverymodesandmethods. COMPETENCY MANAGEMENT SYSTEM (CMS)
  76. 76. COMPETENCY MANAGEMENT SYSTEM (CMS)
  77. 77. Key Characteristics of CBT Competencies aligned to strategic goals Knowledge to support performance Training designed to affect behaviors tied to competencies Success = achievement of specified competencies Pre-assessment Self-paced COMPETENCY MANAGEMENT SYSTEM (CMS)
  78. 78. How to Create a Competency-Based Training COMPETENCY MANAGEMENT SYSTEM (CMS)
  79. 79. •What is the organization trying to achieve? •How do specific teams support achievement of organizational goals? •How do individuals support achievement of department or team goals? Step 1: Needs Analysis COMPETENCY MANAGEMENT SYSTEM (CMS)
  80. 80. COMPETENCY MANAGEMENT SYSTEM (CMS)
  81. 81. •What characteristics & capabilities are critical to the success of your organization’s overall mission & goals? •Fordepartments,groupsandteams? •What are the common traits and strengths of top performers? Step 2: Competencies COMPETENCY MANAGEMENT SYSTEM (CMS)
  82. 82. Difference Between Current Levels & Desired Levels = >>>> Gaps Step 3: Skill Gaps COMPETENCY MANAGEMENT SYSTEM (CMS)
  83. 83. Common Benchmark Competency-Based Practices Assessmentsagainstcompetencies–Oncethecompetencieshavebeendefinedforparticularjob/roles,itbecomespossibleforemployeesandotherstoassesstheemployee’scompetenciesagainstthoserequiredforcurrentorfutureroleswithintheorganization.Thiscanoccurinthefollowingways: 1.Self-assessment–Typically,thebehavioralindicatorsforthecompetenciesandproficiencylevelsneededwithinthetargetrole/jobareusedasthestandardforassessingtheperformanceoftheemployeeusingacommonratingscale(e.g.,five- pointscalesfromNevertoAlways)forassessingeachindicator. 2.Multi-Source/360–Multi-sourceor360feedbackissimilartotheself-assessmentprocessexceptthereismorethanoneevaluator.Theprocessincludesataminimumtheemployeeandtheirsupervisor,andcanincludeotherswithwhomtheemployeeinteractswithintheworkplace(e.g.,peers,teammembers,clientsbothwithinandoutsidetheorganization,reportingemployees;etc.). COMPETENCY MANAGEMENT SYSTEM (CMS)
  84. 84. COMPETENCY MANAGEMENT SYSTEM (CMS)
  85. 85. COMPETENCY MANAGEMENT SYSTEM (CMS)
  86. 86. COMPETENCY MANAGEMENT SYSTEM (CMS)
  87. 87. COMPETENCY MANAGEMENT SYSTEM (CMS)
  88. 88. COMPETENCY MANAGEMENT SYSTEM (CMS)
  89. 89. COMPETENCY MANAGEMENT SYSTEM (CMS)
  90. 90. Examples & Sources COMPETENCY MANAGEMENT SYSTEM (CMS)
  91. 91. Part 4 COMPETENCY MANAGEMENT SYSTEM (CMS)
  92. 92. HR Management Framework based on Competency Recruitment & Selection Training & Development Performance Management Reward Management Career Management COMPETENCY FRAMEWORK BUSINESS STRATEGY BUSINESS RESULTS Competency based People Strategy The competency framework will be the basis for all HR functions and serve as the "linkage" between individual performance and business results COMPETENCY MANAGEMENT SYSTEM (CMS)
  93. 93. Competency-Based Performance Management COMPETENCY MANAGEMENT SYSTEM (CMS)
  94. 94. Competency-Based Performance Management Performancemanagementisaboutachievingresultsinamannerthatisconsistentwithorganizationalexpectations.Integratingcompetencieswithintheperformancemanagementprocesssupportstheprovisionoffeedbacktoemployeesnotonlyon“what”theyhaveaccomplished(i.e.,performancegoals),butalso“how”theworkwasperformed,usingcompetenciesforprovidingfeedback. COMPETENCY MANAGEMENT SYSTEM (CMS)
  95. 95. COMPETENCY MANAGEMENT SYSTEM (CMS)
  96. 96. COMPETENCY MANAGEMENT SYSTEM (CMS)
  97. 97. COMPETENCY MANAGEMENT SYSTEM (CMS)
  98. 98. COMPETENCY MANAGEMENT SYSTEM (CMS)
  99. 99. COMPETENCY MANAGEMENT SYSTEM (CMS) Strategic Business Plan Mission/Vision/Values Department/Unit/ Individual Objectives Core Competencies Phase 1: Performance Planning  Objectives  Competencies  IDP How Competencies What Performance Objectives Phase 3: Evaluation  Objectives  Competencies  IDP Phase 2: Monitoring and Coaching  Objectives  Competencies  IDP Manager’s Responsibilities  Create conditions that motivate  Update objectives  Provide feedback  Provide development opportunities  Reinforce effective behavior Employee’s Responsibilities  Achieve objectives  Solicit feedback and coaching  Communicate openly  Collect and share data  Prepare for reviews Strategy-Based Performance Management Performance Management: Daily, year-round, continuing appraisal, coaching and feedback that involves helping employees understand the nature and quality of their performance, identify what they need to do to improve, and motivate them to do it. Your gap analysis may have revealed a significant gap between performance expectations and actual performance in your target classification/s. Although improving employee performance often requires a multi-facetted approach involving staffing, policy and training, an important gap-closing strategy centers on improving the agency’s performance management system.
  100. 100. The Three Components of Performance Management Well-designed performance management systems typically include three components. These components are the focus in each of the three phases of the performance management cycle. •Objectives: Identifying and evaluating employees’ major work objectives –this is a measurement of results. •Competencies: Evaluating employees on the competencies that you have determined are associated with superior job performance –this is a measurement of the behavioral characteristics that impact results. •Development: Creating Individual Development Plans (IDPs) to enhance employee strengths and to close performance gaps as determined by the competency evaluation. If an employee fails to meet certain work objectives, the competency evaluation will typically reveal the reasons why. Evaluating employees on the critical competencies for a position does much more than that, however. An employee can meet their performance targets, yet be rude to customers, disrupt the team, and fail to keep commitments. Providing employees with performance feedback on competencies gives them the information they need to be successful. COMPETENCY MANAGEMENT SYSTEM (CMS) Tip: •Objectives measure the Whatof the job. Competencies measure the Howof the job.
  101. 101. The Three Phases of Performance Management COMPETENCY MANAGEMENT SYSTEM (CMS) Phase One •Performance Planning: During Phase One, supervisors and their direct reports: •Identify major work objectives. •Review competencies. •Establish individual development plans (IDPs). •Identify action steps for achieving both the performance objectives and personal development. Phase Two •Monitoring and Coaching: During Phase Two, supervisors work closely with direct reports to monitor progress toward meeting the major work objectives and follow through with planned professional development activities. •Phase Two is really the backbone of the successful performance management system – it is a continuous process. Employees need regular reinforcement to help maintain focus on their goals, and get regular encouragement to participate in professional development activities. There is a range of options for providing feedback –some organizations require formal monitoring and coaching sessions on a quarterly basis. In others, supervisors incorporate monitoring and coaching into their everyday interactions with their direct reports. Phase Three •Evaluation: During Phase Three, supervisors evaluate performance results for objectives, Individual Development Plans and competencies. In many organizations, supervisors perform a unilateral assessment of all three. However, the process is much more effective when employees participate fully by completing self assessments of their objectives and competencies. Even when employees’ self-assessments are inaccurate, there can be tangible benefits from a process that requires employees to think through their degree of proficiency in the competencies most important for success.
  102. 102. Examples & Sources COMPETENCY MANAGEMENT SYSTEM (CMS)
  103. 103. Part 5 Competency-Based Career Planning 71 Business Training Al Jonah Training Center © copyright 2014 COMPETENCY MANAGEMENT SYSTEM (CMS)
  104. 104. HR Management Framework based on Competency Recruitment & Selection Training & Development Performance Management Reward Management Career Management COMPETENCY FRAMEWORK BUSINESS STRATEGY BUSINESS RESULTS Competency based People Strategy The competency framework will be the basis for all HR functions and serve as the "linkage" between individual performance and business results COMPETENCY MANAGEMENT SYSTEM (CMS)
  105. 105. COMPETENCY MANAGEMENT SYSTEM (CMS) Defining Career Path Isaseriesofpositionsthatonemustgothroughinordertoachieveacertainpositioninthecompany.The‘path’isbasedonthepositioncompetencyprofilethatanemployeemusthavetobeabletoholdacertainposition.WhatIsCareerPath?
  106. 106. COMPETENCY MANAGEMENT SYSTEM (CMS) Defining Career Path
  107. 107. COMPETENCY MANAGEMENT SYSTEM (CMS) Competency-based Career DevelopmentCompetency-basedCareerDevelopmentisaplannedsystemtolinkindividualcareerneedswiththeorganization’sworkforcerequirements.Fromtheemployeeperspective,theyarelookingforcareeropportunitiesthataddresstheirstrengths,supportdevelopment,providechallengesandmatchpersonalinterests, valuesandpreferredworkingstyles.Theorganizationontheotherhandislookingtohaveemployeesdevelopthemselvesinawaytheaddressestheorganizationalneeds.Therefore,puttingcareerdevelopmenttoolsandprocessesinplacetohighlighttheoptionsandcareerpathsavailabletoemployeesisinboththeorganization’saswellastheemployee’sbestinterests.
  108. 108. COMPETENCY MANAGEMENT SYSTEM (CMS) Competency-based Career Development Requirements Competency Architecture Job Families Defined Career Streams and Roles
  109. 109. COMPETENCY MANAGEMENT SYSTEM (CMS) Competency-Based Human Resource Management: byDavid D. Dubois References Building Robust Competencies: Linking Human Resource Systems to Organizational Strategies byPaul C. Green
  110. 110. COMPETENCY MANAGEMENT SYSTEM (CMS)

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