Paper no.

: 1
Paper Name: Human Resource Management and Organisational
Behaviour
Unit No: 1
Unit Name: Managerial Effectiveness
Lecture No.: 2
Lecture Name: Skills and Competencies

Academic Script

Introduction:

Organizations are emphasizing the use of competency concept for its

human resources. To give competitive edge to organization competency
plays a vital role. The organizational focus has shifted from
differentiating themselves rather than competing with others. It is
advantage for organizations to develop a core competency that will see
them through critical time. One of the important way to create
differentiation is to develop and nurture the human resources which are
unique and utmost important in knowledge economy.

There is a growing interest about competency concept among several

mangers and HR professionals for last decade or so but the
contemporary competency movement has gained its momentum from
mid 1950’s and early 1970’s.For this, John Flanagan’s work (1954) and
David McClelland’s studies (1970) can be considered as two milestones
that contributed to the competency concept.
Various competencies required by employees in the organization
includes goal setting, planning for achievement of objectives, organizing
resources, coordinating activities, institutionalization, leading and
motivating. The job encompasses several dimensions including
managing subordinates, operating within the constraints imposed by
industry, organizational culture, institutionalization etc. This needs
various competencies and skills such as communication, problem
solving, analytical ability, resourcefulness etc. managerial skills
comprises of personal ability of the employee in specific situation while
being in organizational hierarchy. An important issue focuses on finding
out the competencies or traits which result in best performance while
doing organizational roles. The employees who were team oriented and
expected and supported best performance from their subordinates got
better output from others, and were satisfied with the job.
The employee has to operate within the constraints imposed by the
nature of the organization’s business, the phase the organization is in,
the power structure of the organization, its culture, its objectives and
priorities, authority and resources available etc. This requires high
orders of navigational and communications skills, problem solving skills,
toughness, persistence, resourcefulness, flexibility, etc.

Competency definitions:

HAYES(1979):
Competencies are generic knowledge motive, trait, and social role or
ask ill of a persona linked to superior performance on the job
According to Boyatzis (1982):
A capacity that exists in a person that leads to behavior that
meets the job demands with in parameters of organizational
environment, and that, in turn brings about de – sired results.
ALBANESE (1989):
Competencies are personal characteristic that contribute to effective
managerial performance.
WOODRUFEE (1991):
 Competency: A person–related concept that refers to the
dimension of behaviorly ingle hind competent performer.
 Competence: A Work–related concept that refers to are a of work
at which a person is competent.
ANSFIELD(1997):
Underlying Characteristics of a person that results in effective
superior performance.
According to UNIDO (2002):
―A Competency is asset of Skills, related knowledge and
attributes that allow an individual to success fully perform a task or an
activity with in a specific function or a job.
According to RANKIN (2002):
“Competencies are definition of skills and behaviors that organization
expects their staff to practice in work”.
Meaning of a Competency

A competency is an underlying characteristic of an individual that is

casually related to criterion-referenced effective and/or super
performance in a job or situation.
Underlying characteristic means the competency is a fairly deep
and enduring part of a person’s personality and can predict behavior in a
wide variety of situation and job task. Criterion-referenced means that
the competency actually predicts who does something well or poorly, as
measured on a specific creation or standard. Examples of criteria are
the dollar volume of sales for salespeople or the number of clients who
stay’’ dry ‘for alcohol-abuse counselors. Competencies’ are underlying
characteristics of people and indicate ‘ways’ of behaving or thinking,
generalizing across situations, and enduring for a reasonably long
period of time”.

Five Types of Competency Characteristic

1) Motives:

The thing a person consistently thinks about or wants that cause action.
Motives ‘Drive direct and select’ to behavior toward certain action or
goals and away from others.

Eg:-Achievement-motivated people continuously set challenging goals

for themselves, take personal responsibility for accomplishing them and
use feedback to do better.

2) Traits:

Physical characteristics and consistent responses to situations or

information example reaction time and good eye sight are physical
competencies of combat pilots.
Emotional self control and initiative are more complex ‘ consistent
responses to situations”. Some people don’t “blow up” at others and do
act “above and beyond the call duty” to solve problems under stress
these transit competencies are characteristic of successful manager.

Motives and competencies are intrinsic operant or self starting “Master

Traits” that predict what people will do on their jobs long term without
close supervision.

3) Self-concept:

A person’s attitudes, values or self image , example ‘self confidence’ a

person’s belief that he or she can be effective in all most any situation is
part of that person’s concept of self.

A person’s values are respondent or reactive motives that predict what

he or she will do in the short term and in situations where others are in
charge.

For Example:-someone who values being a leader is more likely to

exhibit leadership behavior if he or she is told a task or a job will be a
test of leadership ability “people who value being in management but do
not intrinsically like or spontaneously think about influencing others at
the motive level often attain management positions but then fail.

4) Knowledge:-Information a person has in specific content areas,

example:-A surgeon’s knowledge of nerves and muscles in the human
body.
Knowledge is a complex competency, scores on knowledge tests
often fail to predict work performance because they fail to measure
knowledge and skills in the ways they are actually used on the job.

5)Skill:

It is the ability to perform a certain physical or mental task, example:- A

dentist’s physical skill to fill a tooth without damaging a nerve. A
computer programmer’s ability to organize 50,000 lines of code in logical
sequential order.Mental or cognitive skill competencies include analytical
thinking ( processing knowledge and data, determining cause and effect,
organizing data and plans) and conceptual thinking (recognizing
pattern).

Trait,Motive

Self
concept,attitude,values

knowledge,skills

Central and surface competencies

Knowledge and skill competency tend to be visible ,and relatively

surface characteristics of people ,self concept , trait, and motive
competencies are more hidden ,deeper and central to
personality.Knowledge and skill competencies are relatively easy to
develop through training. Core motive and trait competencies at
the base of the personality are more difficult to assess and develop.

Self- concept competencies lie somewhere in between attitude and

values such as self confidence (seeing oneself as a manager instead of
a technical/professional) can be changed by training, psychotherapy
and/or positive developmental experiences.

Competency Classification
There are various classifications of competency which are available in
literature. The classification given by United Nations is comprehensive
and used for many competency studies. (Coe, 2002) The research
highlights the direct classification of competencies used by United
Nations Industrial Development organization (UNIDO) as core/personal
competencies, managerial competencies and technical competencies. It
also indicates the process of identification of competencies,
standardization of competencies, assessment of competencies and
certification of the competencies.
1) Core/personal Competencies: Personal Competencies are
thosecorevaluesthatallemployees shouldpossess
2) Managerial Competencies: Competencies which
arerelevantformanagementpositionsare known as Managerial
Competencies.
3) Technical Competencies: A technical competency is specific to a
functional area or is confined to a specialized body of knowledge.
Competencies can also be divided into two types “threshold and
differentiating’’ depending upon the job performance criterion they
forecast. Threshold competencies are the essential characteristics
generally knowledge or skills that each person in a job will need to
become minimally effective and that does not distinguish superior
performer from average performer. Differentiating competencies are
those factors which distinguish superior from average performers.
Competencies can be divided in to two categories “threshold and
differentiating’’ according to the job performance criterion they predict

• Threshold competencies – these are the essential characteristics(

usually knowledge or basic skills, such as ability to read ) that
everyone in a job. It needs to be minimally effective but that do not
distinguish superior from average performance. A Threshold
competency for a sale person is knowledge of product or ability to fill
up invoice.
• Differentiating competencies:- These factors distinguish superior
from average performers for example achievement orientation
expressed in a person’s setting goals higher than those required by
the organization is a competency that differentiates superior from
average sales person.

Significance and importance of competencies:

1. Competencies provide organizations with a way to define in
behavioral terms what it is that people need to do to produce the results
that the organization desires.
2. By having competencies defined in the organization, it allows
employees to know what they need to be productive. When properly
defined, competencies, allows organizations to evaluate the extent to
which behaviors employees are demonstrating and where they may be
lacking.
3. If competencies in employees are lacking, they can learn and
develop through well designed training and development strategies or
program.

4. Competency assessment helps organizations to know potentially what

resources they may need to help the employee develop and learn those
competencies.

5. Competencies can distinguish and differentiate organization from their

competitors. For example while two organizations may be alike in
financial results, the way in which the results were achieve could be
different based on the competencies that fit their particular strategy and
organizational culture.
6. Competencies can provide a structured model that can be used to
integrate management practices throughout the organization. This is
achieved through aligning competencies with recruiting, performance
management, training and development and reward practices to
reinforce key behaviors that the organization values.

7. Competency models can help organizations align their initiatives to

their overall business strategy. By aligning competencies to business
strategies, organizations can better recruit and select employees for
their organizations.

8. Competencies have been become a precise way for employers to

distinguish superior from average or below average performance.
9. Competency Model help organization in performance
management, succession planning and career development.

Role of Competency in HR Functions:

Selection:In selection the use of behavioral interviewing and testing

where appropriate, to screen job candidates based on whether they
possess the key necessary job competency profile:

• Provides a complete picture of the job requirements

• Increases the likelihood of selecting and interviewing only
individuals who are likely to succeed on the job
• Minimizes the investment (both time and money) in people who
may not meet the company’s expectations
• Enables a more systematic and valid interview and selection
process
• Helps distinguish between competencies that are trainable after
hiring and those are more difficult to develop

Training & Development: Development of individual learning plans for

individual or groups of employees based on the measurable “gaps”
between job competencies or competency proficiency levels required for
their jobs and the competency portfolio processed by the incumbent.

• Focuses training and development plans to address missing

competencies or raise level of proficiency
• Enables people to focus on the skills, knowledge and
characteristics that have the most impact on job effectiveness
 • Ensures that training and development opportunities are
aligned with organizational needs
• Makes the most effective use of training and development time
and dollars
• Provides a competency framework for ongoing coaching and
feedback, both development and remedial

Performance Management: Provides regular measurement of targeted

behaviors and performance outcomes linked to job competency profile
critical factors.

• Provides a shared understanding of what will be monitored,

measured, and rewarded
• Focuses and facilitates the performance appraisal discussion
appropriately on performance and development
• Provides focus for gaining information about a person’s behavior
on the job
• Facilitates effectiveness goal-setting around required development
efforts and performance outcomes

Career Paths: Development of stepping stones necessary for promotion

and long term career-growth

• Clarifies the skills, knowledge, and characteristics required for the

job or role in question and for the follow-on jobs
• Identifies necessary levels of proficiency for follow-on jobs
• Allows for the identification of clear, valid, legally defensible and
achievable benchmarks for employees to progress upward
 • Takes the guesswork out of career progression discussions

Succession Planning: Careful, methodical preparation focused on

retaining and growing the competency portfolios critical for the
organization to survive and prosper

• Provides a method to assess candidates’ readiness for the role

• Focuses training and development plans to address missing
competencies or gaps in competency proficiency levels
• Allows an organization to measures its “bench strength”—the
number of high-potential performers and what they need to
acquire to step up to the next level
• Provides a competency framework for the transfer of critical
knowledge, skills, and experience prior to succession – and for
preparing candidates for this transfer via training, coaching and
mentoring
• Informs curriculum development for leadership development
programs, a necessary component for management succession
planning

Building a Competency Model

Many HR professionals are employing a competitive competency model

to strengthen nearly every facet of talent management—from recruiting
and performance management, to training and development, to
succession planning and more.

A job competency model is a comprehensive, behaviorally based job

description that both potential and current employees and their
managers can use to measure and manage performance and
establish development plans. Often there is an accompanying visual
representative competency profile as well (see, job profile template).

Creating a competency framework is critical for both employee and

system success. An organization cannot produce and develop superior
performers without first identifying what superior performance is. To do
this, organizations develop behavioral interview questions, interview the
best and worst performers, review the interview data (tracking and
coding how frequently keywords and descriptions were repeated,
selecting the SKAs that demonstrated best performance and named the
competencies)

The steps required to create a competency model include:

1. Gathering information about job roles.

2. Interviewing subject matter experts to discover current critical
competencies and how they envision their roles changing in the
future.
3. Identifying high-performer behaviors.
4. Creating, reviewing (or vetting) and delivering the competency
model.

Once the competency model has been created, the final step involves
communicating how the organization plans to use the competency
model to support initiatives such as recruiting, performance
management, career development, succession planning as well as other
HR business processes.
Few Important Competencies required in today’s organization:

1. Initiative and Creativity

This competency help employee to plan work and carries out tasks
without detailed instructions; makes constructive suggestions; prepares
for problems or opportunities in advance; undertakes additional
responsibilities; responds to situations as they arise with minimal
supervision; creates novel solutions to problems; evaluates new
technology as potential solutions to existing problems.

2. Judgement

This competency plays an important role to make sound decisions;

bases decisions on fact rather than emotion; analyzes problems
skillfully; uses logic to reach solutions.

3. Cooperation/Teamwork

To work harmoniously with others to get a job done; responds positively

to instructions and procedures; able to work well with staff, co-workers,
peers and managers; shares critical information with everyone involved
in a project; works effectively on projects that cross functional lines;
helps to set a tone of cooperation within the work group and across
groups; coordinates own work with others; seeks opinions; values
working relationships; when appropriate facilitates discussion before
decision-making process is complete.

4. Quality of Work
It ensures to maintain high standards despite pressing deadlines;
does work right the first time; corrects own errors; regularly produces
accurate, thorough, professional work.

5. Reliability

It is demonstrated by employee being personally responsible; employee

completes work in a timely, consistent manner; works hours necessary
to complete assigned work; is regularly present and punctual; arrives
prepared for work; is committed to doing the best job possible; keeps
commitments.

6. Commitment to Safety

This competency helps to understand, encourages and carries out the

principles of integrated safety management; it complies with or oversees
the compliance with Laboratory safety policies and procedures; takes
personal responsibility for safety.

7. Support of Diversity

This competency is useful in today’s organization where diversity is

there, it help to treats all people with respect; values diverse
perspectives; participates in diversity training opportunities; provides a
supportive work environment for the multicultural workforce; shows
sensitivity to individual differences; treats others fairly without regard to
race, sex, color, religion, or sexual orientation; recognizes differences as
opportunities to learn and gain by working together; values and
encourages unique skills and talents; seeks and considers diverse
perspectives and ideas.

8. Job Knowledge/Technical Knowledge

It help to demonstrate knowledge of techniques, skills, equipment,

procedures and materials. It also applies knowledge to identify issues
and internal problems; Itworks to develop additional technical knowledge
and skills.

9. Quantity of Work

It help to produce an appropriate quantity of work; does not get bogged

down in unnecessary detail; able to manage multiple projects; able to
determine project urgency in a meaningful and practical way; organizes
and schedules people and tasks.

10. Communication

This is an essential competency which contribute in written and verbal

communication, using conventions proper to the situation; states own
opinions clearly and concisely; demonstrates openness and honesty;
listens well during meetings and feedback sessions; explains reasoning
behind own opinions; asks others for their opinions and feedback; asks
questions to ensure understanding; exercises a professional approach
with others using all appropriate tools of communication.

11. Customer Service

Today’s organizations are customer driven where listening
carefully and responding effectively to customer questions; it resolves
customer problems to the customer’s satisfaction; it respects all internal
and external customers; uses a team approach when dealing with
customers; follows up to evaluate customer satisfaction; measures
customer satisfaction effectively; commits to exceeding customer
expectations.

12. Problem Solving

Anticipates problems; sees how a problem and its solution will affect
other units; gathers information before making decisions; weighs
alternatives against objectives and arrives at reasonable decisions;
adapts well to changing priorities, deadlines and directions; works to
eliminate all processes which do not add value; is willing to take action,
even under pressure, criticism or tight deadlines; takes informed risks;
recognizes and accurately evaluates the signs of a problem; analyzes
current procedures for possible improvements; notifies supervisor of
problems in a timely manner.

13. Attention to Detail

Is alert in a high-risk environment; follows detailed procedures and

ensures accuracy in documentation and data; carefully monitors gauges,
instruments or processes; concentrates on routine work details;
organizes and maintains a system of records.

14. Flexibility
Remains open-minded and changes opinions on the basis of new
information; performs a wide variety of tasks and changes focus quickly
as demands change; manages transitions from task to task effectively;
adapts to varying customer needs.

15. Organizing

Able to manage multiple projects; able to determine project urgency in a

practical way; uses goals to guide actions; creates detailed action plans;
organizes and schedules people and tasks effectively.

16. Staff development

Works to improve the performance of oneself and others by pursuing

opportunities for continuous learning/feedback; constructively helps and
coaches others in their professional development; exhibits a “can-do”
approach and inspires associates to excel; develops a team spirit.

17. Quality Control

Establishes high standards and measures; is able to maintain high

standards despite pressing deadlines; does work right the first time and
inspects work for flaws; tests new methods thoroughly; considers
excellence a fundamental priority.

18. Responsiveness to requests for service

Responds to requests for service in a timely and thorough manner; does

what is necessary to ensure customer satisfaction; prioritizes customer
needs; follows up to evaluate customer satisfaction.
19. Innovation

Able to challenge conventional practices; adapts established methods

for new uses; pursues ongoing system improvement; creates novel
solutions to problems; evaluates new technology as potential solutions
to existing problems.