Modern Human Resource has to be competency based in its approach - How are you doing it

1. The Competency Approach ADCs Sensitisation Workshop Mbolembole Motel, Mponela 20-24 June 2011

3. Most widely used headings

4. Use of competency frameworks

5. Main benefits of a competency-based system

7. Telephone Operator’s job

8. Most tasks require a range of skills and a certain level of underlying knowledge to complete the task. To take a simple telephone message, you need to be able to converse in the language, to be able to operate the telephone and to have some method of recording information. The manner in which you answer the telephone might be important (particularly in a sales environment).

9. You probably don't need to know how the telephone actually works! Some of these skills, such as the ability to converse in the appropriate language or the ability to write down a message, could be gained in any other environment where these skills are required, such as in a shop.

10. The use of competency frameworks was intended to provide employees with a clearly defined set of outcomes or recognised skills and managers with a consistent measurement tool that could be used across geographical, cultural and national boundaries.

11. A competency approach concentrates on the skills and behaviours required for the job. Most frameworks are in the form of a matrix of descriptors and levels. Typically, competency frameworks contain a mix of behaviours, functional skills and knowledge but care should be taken that only measurable components are included.

12. What are the competences and competencies required in the job of a Clerical Officer and Accounts Assistant?

13. The most widely used competency headings include: Communication Management of people Leadership Customer or client focus Team work Intellect, creativity and judgement

14. Delivery of results Strategic thinking and planning; organising Management of financial and other resources; business awareness Expertise and professional competence.

15. Developing a competency framework can begin with importing an existing off-the-shelf package through to developing the entire thing from scratch. Analysis is required to determine what competencies are applicable to specific jobs, using techniques such as observation, self-reporting, interviews with employees, checklists and inventories.

16. It is important to take care that none of the competencies discriminate against any particular group of employees or potential employees, both in terms of complying with the organisation's approach to diversity issues and in avoiding legislative controls such as the Disability Discrimination regulation.

17. Competency frameworks can be used for: Training and development: identifying gaps and helping employees develop in the right direction Development, promotion and succession planning: assessing employees' readiness or potential to take on new challenges

18. Annual appraisals and/or performance related pay: appraising and managing performance according to competency Recruitment: choosing the right people to join an organisation Change management: using competencies when restructuring or dealing with other cultural change Grading structures.

19. choosing the right people to join an organisation What are the competences and competencies required for Clerical duties?

20. The main benefits of a competency-based system Employees have a set of objectives to work towards and are clear about how they are expected to perform their jobs The appraisal and recruitment systems are fairer and more open There is a link between organisational and personal objectives Processes are measurable and standardised across organisational and geographical boundaries.

21. Criticisms of a competency-based system It can be over-elaborate and bureaucratic The language used to describe competencies may be off-putting It is difficult to strike the right balance between reviewing the competencies often enough for them to remain relevant but not so often as to become confusing

22. If too much emphasis is placed on 'inputs' at the expense of 'outputs', there is a risk that it will result in employees who are good in theory but not in practice and will fail to achieve the results that make the business successful

23. Competencies are based on what good performers have done in the past and this approach works against rapidly changing circumstances by setting one particular group of attitudes and behaviours in stone

24. Some behavioural competencies are basically personality traits which an individual may be unable or unwilling to change and it is not reasonable to judge someone on these rather than what they actually achieve.