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Introduction To Competency-Based HR

This document provides an introduction to competency-based human resource (HR) management. It defines competencies as observable and measurable knowledge, skills, attitudes, and behaviors that are essential for organizational success. It distinguishes between knowledge, skills, attitudes, and behaviors as components of competencies. It also contrasts traditional HR approaches based on qualifications with competency-based HR. Competency-based HR provides benefits such as integrating HR systems, rational planning and budgeting for development, improved succession planning, and empowering staff. The document provides information on developing competency models, identifying competencies, and examples of competency categories for an organization.
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0% found this document useful (0 votes)
107 views19 pages

Introduction To Competency-Based HR

This document provides an introduction to competency-based human resource (HR) management. It defines competencies as observable and measurable knowledge, skills, attitudes, and behaviors that are essential for organizational success. It distinguishes between knowledge, skills, attitudes, and behaviors as components of competencies. It also contrasts traditional HR approaches based on qualifications with competency-based HR. Competency-based HR provides benefits such as integrating HR systems, rational planning and budgeting for development, improved succession planning, and empowering staff. The document provides information on developing competency models, identifying competencies, and examples of competency categories for an organization.
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Introduction to

Competency-based HR
What are Competencies?

Competencies are observable, measurable and vital knowledge, skills


and attitudes that are translations of capabilities deemed essential for
organizational success.

KNOWLEDGE SKILLS ATTITUDES BEHAVIOR

observable
understanding capabilities
factors which demonstration
acquired acquired
form the basis of knowledge,
through through
of behavior skills and
learning practice
attitude
Skills

Knowledge Competencies Attitude

Behavior

Outstanding Performance of Tasks/Activities


Traditional HR v. Competency-based HR

Education Experience Training Eligibility


+ Competencies

Qualification Standards

7.2 Competence
a) Determine the necessary competence of person(s) doing work under
its control that affects the performance and effectiveness of the quality
management system;

Quality Policy
To achieve organizational performance excellence and client
satisfaction, NAPOLCOM commits to:
• Enhance the competence of its human resource
What are the benefits of a competency-based HR?
Provides an integrating framework for designing HR systems such as recruitment and selection,
learning and development, performance management, talent management, succession planning
and rewards management

Helps in planning and budgeting HR development in a more rational and purposive way since
critical competency gaps are systematically identified and addressed

For succession planning, facilitates the selection and placement of the best candidate or
developing the right competencies of potential successors to critical positions

Creates a solid platform for dialogue between managers and staff on performance as well as
development and career-related issues

Empowers staff to proactively seek competency-development activities


Competency Model or Framework

A competency model or framework is a written


description of the competencies required for
successful or exemplary performance in a job
category, work team, work setting, profession,
organization or industry.1

____________________

1 PAHRODF and CSC, A Guidebook on Competency Modelling and Profiling (2017)


Developing a Competency Model or Framework

BUY BUILD BORROW


How were competencies identified?

Mission and Structure and Job


Job Analysis
Vision Functions Descriptions

• NAPOLCOM’s • Organizational • Job or Position • Review of the


Mission, Vision Structure from the Descriptions of all current Job or
and Core Values Commission plantilla positions Position
Proper, Staff in the Commission Descriptions
Services,
Regional Offices
down to the
smallest unit
including its
mandated
functions
Core/Foundational Competencies (4)
• Core/Foundational Competencies are founded on the organization’s mission, vision and
values including culture (the way things are done in the organization).

Integrity and Accountability Service Excellence


Professionalism Working with Others
Leadership Competencies (6)
• Leadership Competencies are knowledge, skills and behaviors needed to perform
management/leadership functions.

Building Collaborative and Inclusive


Thinking Strategically and Creatively
Working Relationships
Managing Performance and Coaching Creating and Nurturing a High
for Results Performing Organization
Leading Change Developing and Empowering Others
Organizational Competencies (13)
• Organizational Competencies are competencies required to perform the similar functions
within NAPOLCOM and are expected of majority of positions in the Commission.

Coping with Pressures and


Adaptability and Flexibility Monitoring
Setbacks
Problem Solving and Decision
Computer Literacy Resource Management
Making
Policy Development/
Writing and Reporting Information/Data Management
Formulation
Presenting and Communicating
Records Management Stakeholder Management
Information
Planning
Technical Competencies (34)
• Technical Competencies are behaviors or abilities that pertain to a specific body of
knowledge and skills required to perform a function or job, including abilities to use
procedures, techniques and knowledge of a specialized field.
Recruitment, Selection and
Investigation Procurement Research and Analysis
Placement
Legal Acumen and
Analyzing Learning Needs Supply Management Organization Development
Expertise

Designing Learning Security Operations


Policy Literacy IT Troubleshooting
Interventions Management

Administering and
PNP Inspection and Applications Development/
Delivering Learning Property Management
Management Audit Management
Interventions
Evaluating Learning Network Administration/
Accounting Clinic and Dental Services
Interventions Management
Budget Planning and
Compensation and Benefits Graphics Design Database Management
Management
Police Benefits
SPMS Process
Administration and Managing Media Relations Risk Management
Administration
Management
Rewards Administration and
Statistics Engineering Expertise
Management

Test Development and


Project Management Electronics Communication
Administration
COMPETENCY WRITING AND REPORTING ORGANIZATIONAL
The ability to convey information and intention, in written format ranging from routine documents to technical
DEFINITION reports, in a manner that is clear, concise and accurate in order for stakeholders to be informed or to take
appropriate action
PROFICIENCY
BEGINNER (1) INTERMEDIATE (2) ADVANCED (3) EXPERT (4)
LEVEL
BEHAVIORAL • Correctly accomplishes • Proof reads and edits • Reviews and critiques • Simplifies technical jargon
INDICATORS simple reports guided by written documents to documentation focusing and presents technical
prescribed forms or conform to the standard of on the substance and information that is clear
templates technical writing content and easy to understand by
the intended stakeholders
• Writes concise, clear, and • Checks the accuracy of • Creates design formats,
coherent sentences which the data supplied in the content of publications or • Directs the preparation of
address a defined purpose prescribed forms or communications materials the reports and
templates and works within a documents needed to
• Ensures that encoded cohesive structure that arrive at a decision or
information is correct, • Drafts correspondences, optimally conveys appropriate action
accurate and recent directives and descriptive intended messages to
reports target audiences with • Writes policy, procedures,
• Prepares routine letters, clarity and precision issuances and concepts,
emails, memoranda, reports and other
orders, notices and simple • Uses informative/ documents at par to
reports explanatory text charts standards of scholarly
graphics and other aids to journals, publications and
convey/clarify complex other forms of media
and technical information
Position Profile
COMPETENCY
POSITION / SG
NAME TYPE LEVEL
ADMINISTRATIVE OFFICER V / Developing and Empowering Others Leadership 1
SG-18 Adaptability and Flexibility Organizational 3
(HRMO III), Regional Office Coping with Pressures and Setbacks Organizational 3
Records Management Organizational 3
Writing and Reporting Organizational 2
Recruitment, Selection and Placement Technical 3
Compensation and Benefits Technical 2
Rewards Administration and Management Technical 2
SPMS Process Administration Technical 2
Analyzing Learning Needs Technical 3
Designing Learning Interventions Technical 2
Administering and Delivering Learning Interventions Technical 2
ADMINISTRATIVE OFFICER V / SG-18 (HRMO III)
Administrative Division, ROs HRMD-PAS, CO
COMPETENCY NAME
Developing and Empowering Others Performance Management and Coaching for Results
Adaptability and Flexibility Problem Solving and Decision Making
Coping with Pressures and Setbacks Coping with Pressures and Setbacks
Records Management Writing and Reporting
Writing and Reporting Resource Management
Recruitment, Selection and Placement Policy Development / Formulation
Compensation and Benefits Computer Literacy
Rewards Administration and Management Information/Data Management
SPMS Process Administration Compensation and Benefits
Analyzing Learning Needs Rewards Administration and Management
Designing Learning Interventions SPMS Process Administration
Administering and Delivering Learning Interventions Policy Literacy
Application of Competency Models
• HR Planning – when competency models are made part of the organization’s strategic
planning process, the workforce plan links directly with the institution’s strategic and annual
performance plans. Competency models help identify competencies needed by the
organization to thrive and succeed in the future.

• Recruitment, Selection and Placement – competency models enable HR to place the right
person in the right position. The competency-based job description (JD) or position
description form (PDF) can help HR prepare more effective job posting that cites specific
competency requirements of the job.

• Leadership Development – competencies provide a roadmap in the pursuit of leadership


excellence. HR can assess job holders and help them create individual development plans
(IDPs) that will guide more purposive and systematic competency development.
Application of Competency Models
• Employee Learning and Development – employee learning interventions that are based
on competency models are more directed and cost-effective. Both supervisor and job
holders can see the value of specific learning programs to improve performance, and other
meaningful interventions besides classroom-based learning (e.g. coaching, mentoring, job
shadowing, etc.) can be planned.

• Performance Management – integrating competencies in performance management allows


the manager to assess the output and other results of the job holder’s performance, as well
as the process in which these are achieved. This fosters better relationship between the
manager and the job holder as subjectivity in rating is minimized.

• Career and Succession Planning – enables the organization to assess and prepare
potential successors for critical positions, and therefore create a deeper bench of ready
successors. Competency models provide a clear road for development within the current
position or in preparation for the next targeted position.
End of Presentation

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