measuring competencies as way to increase your productivity suzanne simpson, ph.d. president human...
TRANSCRIPT
Measuring Competencies as Way to Increase Your
Productivity
Suzanne Simpson, Ph.D.
President
Human Resource Systems Group Ltd.
IMAC ’99 Conference
Any skill, knowledge, or other attribute that is observable / measurable and identifies successful (excellent)
performance.
It is a term that describes a pattern or cluster of actions taken to achieve a
result.
What is a competency?
Competencies - other definitions...
• the ingredients (skills, knowledge, attributes and behaviours) that contribute to excellence
• a reflection of how people will apply the knowledge and skills at their disposal
Competencies -- another view...
Self-concept
Trait
Motive
Skill
Knowledge
Visible, surface, easy to identify and manage
Hidden, difficult to identify and manage
Source: Spencer & Spencer, 1993
Why competency-based HRM?
Competencies translate the strategic vision and goals for the organization into behaviours or
actions employees must display for the organization to be successful.
Mission
Vision
Values
Strategy
Action Plans
Competencies for Success
Why are organizations moving to competency-based HRM? Links individual employee contributions to
organizational success
Supports and communicates strategic direction
Communicates the values of the organization
Addresses need for “flexible” employees with “transferable” skills
Promotes employee-directed career development
Supports a “learning” organization
Reasons for implementing competency-based HR
45%
42%
39%
34%
19%
Create awareness & understanding for the need for change
Enhance skill levels of the work force
Improve teamwork/coordination
Reinforce corporate values/strategy/culture
Enhance attraction/retention of desired employees
Source: American Compensation Association
Is Competency-based HRM something new?
Competency-Based HRM
Recruitment & Staffing
Learning & Development
Performance Management
HR & Succession Planning
Career Planning
Competencies
CompensationRewards & Recognition
Results OrientationFocusing efforts on achieving
excellent work outcomes in line with the strategic direction and vision for the organization.
What does a competency look like?
How are competencies assessed?
Example: Results Orientation
Level Underlying Notion1 Manages personal Performance
2 Seeks to improve organizational performance
3 Establishes methods for managing work and measuringsuccess
4 Sets the standard by which success will be assessed
How are competencies assessed?
Level1 Manages personal performanceSets challenging and realistic work goals for self.
Regularly self-evaluates and seeks feedback from others.
Level 4 Sets the standard by which success will be measured
Sets the expected standards and criteria for measuring success.
Delivers a clear message throughout the organization on the standards expected.
Example: Results Orientation Indicators
How are competencies assessed?
Example: Developing Others
Level Underlying Notion1 Shares expertise with others
2 Supports individual development
3 Empowers others to self-develop
4 Creates a continuous learning environment
What are the Steps in developing Competency Profiles?
1. Develop business case
2. Develop approach/strategy
3. Communicate and listen
4. Develop profiles
5. Validate
6. Implement and maintain
Common Steps1. Develop Business Case
What is driving the need for competencies?What are the benefits?How will the competencies be used?Who are the stakeholders?What is the level of readiness?Who will drive the process?What are the internal success stories?
Common Steps2. Develop Approach/Strategy
At what level will the competencies
be developed? Core, Functional / Job
Family, Job? What data gathering methods will be
used? What is the communication strategy? Who should be in the working
groups?
Layers of Competencies
Core
Functional / Job Family
Job Specific
Layers of CompetenciesCore 1. Business knowledge
2. Service Orientation
3. Working in teams
Common across the organization
Layers of CompetenciesCore
Functional / Job Family (Security)
1. Business knowledge
2. Service Orientation
3. Working in teams
1. Conduct/deportment
2. Performance under stress
job families/clusters
Layers of CompetenciesCore
Functional / Job Family (Security)
Job Specific(Compensation Officer)
1. Business knowledge
2. Service Orientation
3. Working in teams
1. Conduct/deportment
2. Performance under stress
1. Knowledge of job evaluation/compensation
2. Conducts salary surveys
3. Applies pay equity plans
Organizational-Wide
Competencies
Cluster Competencies
Knowledge & Skills
(Job Family)
NRC Basic Competency Architecture
Layers of Competencies
Factors to consider• reinforcing the vision, values, goals• driving change • integrating HR initiatives & promoting
mobility• developing tools• organizational readiness• practical considerations (budget, timing)
Uses of Core, Functional & Job Specific Profiles
Use Core Functional Job Specific
Standards for performance x x x
Translate vision/values into behaviours xRecruitment and Selection x xCareer planning & development x xSuccession Planning x xJob Evaluation factors xRewards and recognition x x xCross functional training programs xIndividual training and development x xHR planning x xCompetency Assessment x x xPerformance Evaluation x x xJob and Team design x x
Common Steps
3. Communicate & ListenSenior managementEmployees Other stakeholders
Common Steps4. Develop Profiles
Gain information about current and future behaviours required for successful performance
Build on goals & values of the organization, future vision, strategic direction.
Use applicable methods (focus groups, questionnaires, interviews, documentation review)
Involve employees, managers, stakeholders
Common Steps
5.Validate Use a different sample to validate Methods: focus groups, questionnaires,
interviews Validate with managers, employees and
stakeholders
Common Steps
6. Implement and Maintain Develop tools and guidelines Train Pilot Evaluate Modify and maintain
Critical Success Factors
• Current and future perspective
• Stakeholder communication and involvement
• Management commitment
• Structured and defensible method for competency profiling
• Use of job content experts
Critical Success Factors
• Effective vs superior performers
• Validation of content and terminology
• Cross-representative samples
• Maintaining profiles
• Developing applications
Competency-Based HRMRecruitment & Staffing
Learning & Development
Performance Management
HR & Succession Planning
Career Planning
Competencies
CompensationRewards & Recognition
Competency-based Recruitment & Staffing
Candidates screened on competencies (knowledge + experience + behaviour)
Assessment based on behaviours required in
the job
Tools include interviews, reference checking, role plays, performance tests
Competency-Based SelectionTM Interviewing
Assesses the competencies required in the job
Uses past performance (behaviours) to predict future performance
Structured interviews and rating process
Very high validity
Components of a Behavioural Answer
Situation/Task: describes the circumstances which resulted in the accomplishment
Action: describes what was done in a particular situation
Result: describes whether the action taken (or not taken) was effective or appropriate
Learning & Development Identifies the critical gaps in employee
competencies for the job (current vs required).
Focus on development priorities and learning plans.
Tools include self-assessment questionnaires, multi-source assessment, upward feedback, performance feedback
Career Planning / Development Focus on development of competencies
for future jobs & assignments
Employee directed career planning based on assessment of competencies
Supported by structured and unstructured programs (mentoring, coaching, career assignments, learning resources)
Performance Management Competency profile defines job-related
behaviours Evaluates employee competencies as
demonstrated through behaviours Results in development plans to address
performance gaps Can be used for career planning,
succession planning, selection Results can be used for rewards and
recognition
Compensation Rewards & Recognition
Job Evaluation / Classification - competencies required for job / organizational success
Rewards/recognition - competencies demonstrated through individual or team performance (standards are the job or organizational competencies)
Human Resource Planning
EmployeeCompetencies
OrganizationalRequirements
Recruitment & SelectionTraining & Development
Career DevelopmentOrganization/Job Design
Succession PlanningCompensation
Gap