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HRM - Competency Based

This document provides an outline for a teaching session on competency-based human resource management (HRM). It discusses the different types of competencies, how competency frameworks are developed and applied in HRM processes like learning and development. Key concepts are defined, such as behavioral competencies, competency frameworks, and emotional intelligence. The document also provides discussion questions and a bibliography for further reading.

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178 views

HRM - Competency Based

This document provides an outline for a teaching session on competency-based human resource management (HRM). It discusses the different types of competencies, how competency frameworks are developed and applied in HRM processes like learning and development. Key concepts are defined, such as behavioral competencies, competency frameworks, and emotional intelligence. The document also provides discussion questions and a bibliography for further reading.

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11.

COMPETENCY-BASED HRM
Teaching notes
Learning outcomes of session
The session will cover:
The different types of competencies
The contents of competency frameworks
Reasons for using competencies
Coverage of competencies
Applications of competency-based HRM
How to develop a competency framework
Keys to success in using competencies
Competencies and emotional intelligence

Key concepts and terms


In addition, definitions will be provided of the following concepts and terms:
Behavioural competencies
Behavioural indicator
Competency
Competency-based HRM
Competency framework
Criterion referencing
Emotional intelligence
Role-specific competencies
Technical competencies

Contents
These notes contain:
An outline of the session
Definitions of key concepts and terms
Questions and discussion points
A bibliography

Session outline
The different types of competencies

Behavioural competencies.

Technical competencies.

NVQs and SNVQs.

The contents of competency frameworks (the most popular headings)

Team orientation.

Communication.

People management.

Customer focus.

Results orientation.

Problem solving.

Planning and organizing.

Technical skills.

Leadership.

Coverage of competencies (Rankin, 2002)

Twenty-two per cent covered the whole workforce.

Forty-eight per cent confined competencies to specific work groups,


functions or departments.

Twenty per cent have a core competency framework that covers all staff in
respect of behavioural competencies, alongside sets of technical competencies
in functions departments.
Uses of competencies (Competency and Emotional Intelligence 2006/07)

Learning and development 82 per cent.

Performance management 76 per cent.

Selection 85 per cent.

Recruitment 55 per cent.

Reward 30 per cent.

How to develop a competency framework

Decide on the purpose of the framework and the HR processes for which it
will be used.

Make out a business case for its development, setting out the benefits to
the organization.


Prepare a project plan that includes an assessment of the resources
required and the costs. Involve line managers and employees in the design of the
framework.

Communicate the objectives of the exercise to staff.

Draw up a list of the core competencies of the business.

Define the competencies for inclusion in a competency framework.

Test and finalize and communicate framework.

Keys to success in using competencies

Frameworks should not be over-complex.

There should not be too many headings in a framework seven or eight


will often suffice.

The language used should be clear and jargon-free.

Competencies must be selected and defined in ways that ensure that they
can be assessed by managers the use of behavioural indicators is helpful.

Frameworks should be regularly updated.

Competencies and emotional intelligence


The emotional intelligence elements of self-awareness, emotional management,
empathy, relationships, communication and personal style correspond to
competencies such as sensitivity, flexibility, adaptability, resilience, impact,
listening, leadership, persuasiveness, motivating others, energy, decisiveness
and achievement motivation.

Definitions of key concepts and terms


Behavioural competencies The types of behaviour required for successful
performance of a role.
Behavioural indicator A definition of how the effective use of a behavioural
competency can be demonstrated in a persons day-to-day work.
Competency An underlying characteristic of a person that results in effective or
superior performance.
Competency-based HRM The use of competencies and competency frameworks
in HR activities such as recruitment and selection, performance management,
learning and development, and reward.
Competency framework A set of definitions of the behavioural competencies
used in the whole or part of an organization.
Criterion referencing Comparing one measure or situation with a criterion in the
form of another measure or outcome to determine the relationship between
them; for example: in functional analysis, measuring the outcome of learning and
development programmes and comparing test scores with job success and
training outcomes.
Emotional intelligence A combination of skills and abilities such as selfawareness, self-control, empathy and sensitivity to the feelings of others.
Role-specific competencies Competencies for generic or individual roles.
Technical competencies What people have to know and be able to do
(knowledge and skills) to carry out their roles effectively.

Questions and discussion points


1.

What are the main types of competencies?

2.

What is a competency framework?

3.

What are the uses to which competencies are put in HRM?

Bibliography
Boyatzis, R (1982) The Competent Manager, Wiley, New York
Competency and Emotional Intelligence (2006/7) Raising Performance Through
Competencies: The annual benchmarking survey, Competency and Emotional
Intelligence, London
Dulewicz, V and Higgs, M (1999) The seven dimensions of emotional intelligence,
People Management, 28 October, p 53
Goleman, D (1995) Emotional Intelligence, Bantam, New York
Goleman, D (1998) Working with Emotional Intelligence, Bloomsbury, London
Mansfield, B (1999) What is competence all about?, Competency, 6 (3), pp 24
28
Mansfield, B and Mitchell, L (1986) Towards a Competent Workforce, Gower,
Aldershot
McClelland, D C (1973) Testing for competence rather than intelligence,
American Psychologist, 28 (1), pp 114
Miller, L, Rankin, N and Neathey, F (2001) Competency Frameworks in UK
Organizations, CIPD, London
Mirabile, R J (1998) Leadership competency development: competitive advantage
for the future, Management Development Forum, 1 (2), pp 115
Rankin, N (2002) Raising performance through people: the ninth competency
survey, Competency and Emotional Intelligence, January, pp 221
Rankin, N (2004) Benchmarking survey, Competency and Emotional Intelligence,
12 (1), pp 46
Woodruffe, C (1990) Assessment Centres, IPM, London
Woodruffe, C (1991) Competent by any other name, Personnel Management,
September, pp 3033

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