Module 4

MODULE 4
COMPETENCY
MAPPING
 ‘Competence’ means a skill and the
standard of performance reached.
 ‘Competency’ refers to the behaviour by
which it is achieved.
 ‘Competence’ describes what people can do
while ‘Competency’ describes on how they do
it.
 Competences refers to the range of skills
which are satisfactorily performed, while
competencies refers to the behaviour adopted
in competent performance.
MEANING &
DEFINITION
 The concept of competency was first
popularised by Boyatzis (1982).
 He stated that there was a range of factors
which differentiated successful from less
successful manager.
 The factors included personal qualities,
motives, experience and behavioural
characteristics.
 Skills refer to the measurable and observable
abilities that have been developed through
practice, training, or experience.
MEANING &
DEFINITION
 According to Klemp (1980), it is an underlying
characteristic of a person which results in effective
and/or superior performance on the job.
FIVE TYPES OF COMPETENCY CHARACTERISTICS
1. Motives – The things a person consistently thinks
about or wants and that which causes action
 Motives ‘drive, direct, or select’ behaviour towards
certain actions or goals and away from others.
2. Traits – Physical characteristics and consistent
responses to situations or
MEANING &
DEFINITION
information.
3. Self-concept – A person’s attitudes, values or
self-image.
4. Knowledge – Information a person has in
specific content areas.
5. Skill – The ability to perform a certain physical
or mental task.
Thus, competencies are the characteristics
of an individual’s knowledge, skills, attitudes,
values, self-concepts, traits and motives.
CLASSIFICATION OF
COMPETENCIES
1. Central and Surface Competencies
The surface level competencies of knowledge
and skills are visible in performance or
behaviour and can be developed with
appropriate T & D.
The central / core motives and trait
competencies reside within and are difficult to
understand, measure and develop.
2. Threshold and Differentiating Competencies
The threshold competencies are characteristics
required by a job holder to
CLASSIFICATION OF
COMPETENCIES
perform a job effectively.
The differentiating competencies are those
characteristics which differentiate superior
performers from average performers.
CATEGORIES/TYPES
OF
1.
COMPETENCIES
Organisational Competencies – unique
factors that make an organisation competitive
through orgnal. culture or orgnal. changes
2. Job-role Competencies – things an individual
must demonstrate to be effective in a job, role,
function, task, or duty, at a departmental level,
or in the entire organisation.
3. Personal Competencies – aspects of an
individual that imply a level of skill,
CATEGORIES/TYPES
OF
COMPETENCIES
achievement, or output.
A competency map is an assessment tool
that outlines the skills and behaviours
required to succeed.
The purpose of competency development is
to constantly enhance the capability of the
workforce to perform their assigned tasks
and responsibilities.
COMPETENCIES FOR
HR
PROFESSIONALS
 HR competencies could be divided into five
distinct domains.
1. Knowledge of the business : they must
possess knowledge of organisation’s
financial, strategic, technological and human
capabilities and external competitive
environment, customers demands, etc
2. Delivery of HR practices : mastery of HR
concepts and delivering innovative HR
practices builds these professionals
credibility and earns them respect.
COMPETENCIES FOR
HR
PROFESSIONALS
3. Management of change : This competency
involves knowledge of the change
processes, skills as change agents and
abilities to deliver change.
4. Management of culture : A high-
performance HR strategy is a leading
indicator of a high-performance culture.
5. Personal credibility : If the four dimensions
can be termed as the pillars of HR
competence, personal credibility might be
described as the foundation on which those
COMPETENCIES FOR
HR
PROFESSIONALS
pillars rest.
ESSENTIAL
COMPETENCIES
Every employee irrespective of his/her level or
grade must posses the following competencies :
 Adherence to system : Adherence to work
procedures with an emphasis on quality.
 Analytical ability
 Business understanding
 Communication
 Cross-functional perspective : Demonstrating a
broad perspective that considers multiple
functional and/or expert technical areas to
ESSENTIAL
COMPETENCIES
enhance performance.
 Customer focus : focus on internal and external
customer needs
 Decision making : to make calculated decisions in the
face of a complex environment
 Innovation and change : to generate ideas, innovate,
recognise opportunities and solve problems.
 Organisational skills :possessing the skills, and
prioritise, organise, and develop plans for
ESSENTIAL
COMPETENCIES
maximum efficiency and effectiveness
 People management : clearly defined
objectives, feedback and advancement
opportunities
 Strategic thinking : what needs to be done to
ensure long-term success
 Teamwork
HOW TO ANALYSE
COMPETENCIES
1. What are the elements of this job?
2. What is the job holder suppose to do?
3. For each element, what is an acceptable
standard of performance?
4. What type of knowledge is required?
5. What are the skills required for a job
holder?
6. How will the role holders and their
managers know that the required levels of
competence have been achieved?
HOW TO ANALYSE
COMPETENCIES
Glaxo Wellcome definition of competence
states that competence is what you do, what
you know and how you do it

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