by
Binod Timsina , Human Resources Business Partner , CG Corp Global │ Chaudhary Group
Competence (or competency) is the ability of an individual to do a job properly. A competency is a set of defined behaviors that provide a structured guide enabling the identification, evaluation and development of the behaviors in individual employees. it is is also used as a more general description of the requirements of human beings in organizations and communities. To be competent a person would need to be able to interpret the situation in the context and to have a repertoire of possible actions to take and have trained in the possible actions in the repertoire, if this is relevant. Regardless of training, competency would grow through experience and the extent of an individual to learn and adapt.
A competency is measured by identifying the behaviors or tangible results (outcomes) produced by their use in the context of the work performed.
Competency describes behaviors that excellent performers exhibit much more consistently than average performers (mastery level ability as compared to basic level ability).
* A competency model is a written description of the competencies required for fully successful or exemplary performance in a job category, work team, department, division, or organization. Competency identification and modeling can be beginning point for strategic development plans linked to organizational and individual needs.
* Competencies may be “backward looking” in that they give people information about what they need to do to prepare themselves to succeed at their current job.
* Competencies may be “forward looking” in that they give people information about continued success in an occupation when the requirements for the job are changing, or so the person can prepare for a different job.
Below are some steps we used for Competency Analysis in a Library. In this analysis we constructed the competency descriptions needed for all new Cross-functional teams as described by the Access and Delivery report.
1. Establish the Context for performance. What new or different performance do you want? What are the requirements?
2. Recognize the need for new competencies related to changed services or customer requirements.
- As a first step, brainstorm “What are the competencies supporting high performance toward the outcomes we expect for these cross-functional teams?”
- As a second step, highlight the competencies considered most important for the success of the teams.
3. Analyze the results from your prioritized brainstormed list: with the team participating, make the case for the need for new or strengthened competencies. Provide specific answers to these questions:
-What is the evidence we need to strengthen or acquire the proposed competencies?
- What is the ultimate product or service that results from this proposed competencies?
- Does this proposed competency achieve the strategic plans of the specific project?
- How does this proposed competency meet customer needs?
- What are the necessary and sufficient outcomes that result in achieving the mission of the job?
After the above mentioned steps we can Select a group of people with some experience with or informed opinion about the job knowledge or technical requirements of the work to be performed. A smaller survey with some competency related questions should be included in that survey.
There are lot of other steps including writing the competency analysis writeup etc. should be included in this process. I would suggest to take help from various management related websites available around the globe. I think my mentioned points would atleast give a small idea of the competency analysis process.
You can see the link
http://pd-s.cga-canada.org/comp_assess/online_docs/FAQ.htm#whatis
which also has a PDF of Competency Framework – Competencies & Level (1-3) Descriptions which could surely help knowing competency analysis related stuff.
I am not going to repeat the definition of competency analysis, I believe it is explained thoroughly by Mr. Ali. Also, I agree with Tamiko that it is very useful tool for decision making especially for not for profit business when you cannot link financial value.
Personally, I used competencies analysis in job redesigning for my last employer. This was one of the analysis created at that time to redesign the jobs and meet the organizational objectives; increasing empowerment and restructuring policies and procedures, as well as salary & benefits scale.
Analysis and use of evidence should be the foundation of all decision-making when it results in policies and regulations in the workplace affecting employees.
Personally, I have used analysis and use of evidence to advocate for increased pay for line staff within the non-profit sector. Analysis and evidence achieved through research and surveys showed that while employees were effective, there was a high turnover rate due to low salaries.
This information was presented as a report with easy to understand visuals to the executive board with the goal to expand pay scales and stabilize employees.
