COMPETENCY BASED TRAINING

• Competence is a standardized requirement for an individual to

properly perform a specific job. It encompasses a combination of
knowledge, skills and behavior utilized to improve performance. More
generally, competence is the state or quality of being adequately or
well qualified, having the ability to perform a specific role.
• For instance, management competency includes the traits of systems
thinking and emotional intelligence, and skills in influence and
negotiation. A person possesses a competence as long as the skills,
abilities, and knowledge that constitute that competence are a part of
them, enabling the person to perform effective action within a certain
workplace environment. Therefore, one might not lose knowledge, a
skill, or an ability, but still lose a competence if what is needed to do a
job well changes.
• The competencies have five characteristics, namely:
• * Motives: Things a person consistently thinks about or wants that cause action,
motives drive, direct and select behavior towards certain actions. Example
achievement motivation people consistently set challenging goals for themselves, take
responsibility for accomplishing them and use the feedback to do better
• * Traits: Physical characteristics and consistent responses to situations. Good eyesight
is physical traits of a pilot. Emotional Self Control and initiative are more complex
consistent responses to situations.
• * Self Concept: A person's attitude value or self image. A person's values are reactive or
respondent motives that predict what a person would do in the short run. Example: A
person who values being a leader would be more likely to exhibit leadership behavior.
• * Knowledge (Information a person has in a specific work area) Example: An
accountant's knowledge of various accounting procedures.
• * Skill (is the ability to perform certain mental or physical tasks) Example: Mental
competency includes analytical thinking. The ability to establish cause and affect
relationship.
• The four general competences are:
• Meaning Competence: Identifying with the purpose of the
organization or community and acting from the preferred future in
accordance with the values of the organization or community.
• Relation Competence: Creating and nurturing connections to the
stakeholders of the primary tasks.
• Learning Competence: Creating and looking for situations that make
it possible to experiment with the set of solutions that make it
possible to solve the primary tasks and reflect on the experience.
• Change Competence: Acting in new ways when it will promote the
purpose of the organization or community and make the preferred
future come to life.
• Types of competencies
• MANAGERIAL
• Competencies which are considered essential for staff
with managerial or supervisory responsibility in any
service or program area, including directors and senior
posts.
• Some managerial competencies could be more relevant
for specific occupations, however they are applied
horizontally across the Organization, i.e. analysis
and decision-making, team leadership, change
management, etc.
• GENERIC
• Competencies which are considered essential for all staff,
regardless of their function or level,
i.e. communication, program execution, processing tools,
linguistic, etc.
• TECHNICAL/FUNCTIONAL
• Specific competencies which are considered essential to
perform any job in the Organization within a defined technical
or functional area of work, i.e. environmental management,
industrial process sectors, investmentmanagement, finance
and administration, human resource management, etc.
• Levels of Competency
• 1. Practical competency - An employee's demonstrated
ability to perform a set of tasks.
• 2. Foundational competence - An employee's demonstrated
understanding of what and why he / she is doing.
• 3. Reflexive competence (An employee's ability to integrate
actions with the understanding of the action so that he / she
learn from those actions and adapts to the changes as and
when they are required.
• 4. Applied competence - An employee's demonstrated ability
to perform a set of tasks with understanding and reflexivity.
• COMPETENCY MAPPING
• Competency mapping is a process through which one assesses
and determines one's strengths as an individual worker and in
some cases, as part of an organization. It generally examines
two areas: emotional intelligence or emotional quotient (EQ),
and strengths of the individual in areas like team structure,
leadership, and decision-making. Large organizations frequently
employ some form of competency mapping to understand how
to most effectively employ the competencies of strengths of
workers. They may also use competency mapping to analyze the
combination of strengths in different workers to produce the
most effective teams and the highest quality work.
• The steps involved in competency mapping with an
end result of job evaluation include the following:
• 1) Conduct a job analysis by asking incumbents to
complete a position information questionnaire (PIQ).
This can be provided for incumbents to complete, or
you can conduct one-on-one interviews using the PIQ
as a guide. The primary goal is to gather from
incumbents what they feel are the key behaviors
necessary to perform their respective jobs.
• 2) Using the results of the job analysis, you are
ready to develop a competency based job
description. A sample of a competency based
job description generated from the PIQ may
be analyzed. This can be developed after
carefully analyzing the input from the
represented group of incumbents and
converting it to standard competencies.
• 3) With a competency based job description, you are on your way
to begin mapping the competencies throughout your human
resources processes. The competencies of the respective job
description become your factors for assessment on the
performance evaluation. Using competencies will help guide you to
perform more objective evaluations based on displayed or not
displayed behaviors.
• 4) Taking the competency mapping one step further, you can use
the results of your evaluation to identify in what competencies
individuals need additional development or training. This will help
you focus your training needs on the goals of the position and
company and help your employees develop toward the ultimate
success of the organization.
• Competency based HR Processes
• Competency Based Job Analysis
• It finds the competencies essential for becoming successful in a
job by detailing the jobs in terms of quantifiable, observable, and
behavioral competencies which workers need to show to
complete the job.
• Competency Based Selection
• The main purpose of Competency Based Selection is to bring the
HR managers fairly close to moving forward and backward in
time to make efficient forecast about candidate’s performance at
work by recreating earlier performance, determining personality
patterns, and imagining future performance.
• Competency Based Training & Development
• Competency Based Training is an organized method of
training and assessment which is targeted at accomplishing
certain results. The focus is on performing as opposed to
just knowing.
• Competency Based Performance Management
• Competencies depict the language of performance. They
are able to state both the predicted results from an
individual’s efforts and the procedure by which these
functions are performed. Competency Based Performance
Management System focuses on the “how” of performance.