Session 1: The Concept of Competency
Summary
TLDRThis video introduces the concept of competency in human resource management, defining it as characteristics linked to superior job performance. It distinguishes between generic and specific competencies, and differentiating and threshold competencies. The script also explains the components of competencies, including motives, traits, self-concept, knowledge, and skills. It uses an analogy of an iceberg to illustrate the observability of competencies and outlines key terms and applications of competency models in areas such as recruitment, performance management, and succession planning.
Takeaways
- 📚 The presentation introduces the concept of competency in HRM, defining it as an underlying characteristic linked to superior job performance.
- 🔍 Two definitions of competency are provided, one by Boise and another by Spencer and Spencer, with slight differences in their emphasis on performance criteria.
- 📈 The script explains the impact of competency on behavior and its subsequent effect on job outcomes, using a diagrammatic representation.
- 🔑 The video outlines different types of competencies, including generic, specific, differentiating, threshold, behavioral, and functional competencies.
- 🔄 The script discusses the five elements that make up competencies: motives, traits, self-concept, knowledge, and skills.
- 🤔 It poses a thought-provoking scenario involving dogs and squirrels to illustrate the concept of competency development versus acquisition.
- 🧊 The script uses the iceberg analogy to explain the ease of observing some competency elements like skills and knowledge, versus the difficulty in identifying self-concept, traits, and motives.
- 📝 Key terms related to competencies are defined, such as job competency, organizational core competency, competency mapping, assessment, dictionary, and model.
- 🛠️ The applications of a competency model are explored across five major areas: learning and development, recruitment and selection, performance management, career planning, and succession planning.
- 🔄 The importance of integrating a competency model into various organizational functions for effectiveness is emphasized.
- 👋 The presentation concludes with a summary of the covered topics and an invitation to follow for the next video in the series on competency mapping.
Q & A
What is the main topic of the 'People Online' video series?
-The main topic of the 'People Online' video series is competency-based Human Resource Management (HRM).
Who are the target audiences for the video series on competency-based HRM?
-The target audiences are students of MBA in HR, industry practitioners looking to implement competency-based HRM, and those who wish to optimize an existing competency-based HR model.
What does Boise define as 'competency' in the context of HRM?
-According to Boise, competency is an underlying characteristic of an individual that is causally related to effective or superior performance in a job.
How does Spencer and Spencer's definition of competency differ from Boise's?
-Spencer and Spencer define competency as an underlying characteristic causally related to criterion-referenced effective or superior performance in a job or situation, emphasizing the criterion-referenced aspect.
What are the two types of competencies mentioned in the script, and how do they differ?
-The two types of competencies are generic and specific. Generic competencies are applicable across a wide range of positions, while specific competencies are unique to a particular position.
What is the difference between differentiating and threshold competencies?
-Differentiating competencies distinguish superior performers from effective or adequate performers, whereas threshold competencies are possessed by both superior and effective performers and are necessary for performing a job.
How are behavioral competencies different from functional competencies?
-Behavioral competencies are deeply connected with an individual's behavior, while functional competencies relate to technical, functional, or domain expertise and are cognitive in nature.
What are the five elements that make up competencies according to the script?
-The five elements of competencies are motives, traits, self-concept, knowledge, and skills.
Why did the president suggest hiring squirrels instead of training dogs to climb trees in the example provided?
-The president suggested hiring squirrels because they naturally possess the ability to climb trees, which is an example of a competency that should be acquired rather than developed through training.
Which competencies are more readily observable according to the script, and which are less so?
-Skill and knowledge are more readily observable competencies, while self-concept, trait, and motive are less observable and often require psychometric tests or in-depth interviews to assess.
What are the five major areas where a competency model can be applied for organizational improvement?
-The five major areas for applying a competency model are learning and development, recruitment and selection, performance management, career planning, and succession planning.
Outlines
📘 Introduction to Competency-Based HRM
This segment introduces the concept of competency in the context of Human Resource Management (HRM). It outlines the purpose of the video series, which is to explore competency-based HRM, and highlights the target audience including students of MBHR, industry practitioners interested in implementing or optimizing competency-based HRM models. The presentation will delve into various aspects of competency, such as its definition, types, development versus acquisition, and identification. Definitions provided by Boise and Spencer are discussed, emphasizing the causal relationship between an individual's underlying characteristics and their job performance. The segment also previews the topics that will be covered in the series, such as the elements that constitute competencies, the difference between developed and acquired competencies, and the applications of a competency model.
🔍 Deep Dive into Competency Types and Their Identification
This paragraph delves deeper into the types of competencies, distinguishing between generic and specific competencies, differentiating and threshold competencies, and behavioral versus functional competencies. It explains that generic competencies are broadly applicable, while specific competencies are tailored to particular positions. Differentiating competencies are those that set top performers apart from average ones, whereas threshold competencies are basic requirements for job performance. The paragraph also discusses the five elements that make up competencies: motives, traits, self-concept, knowledge, and skills. It uses an analogy of an iceberg to illustrate that while skills and knowledge are more observable, self-concept, traits, and motives are less so, making them more challenging to identify. The segment concludes by introducing key terms related to competencies, such as job competency, organizational core competency, and competency mapping, and outlines the applications of a competency model in areas like learning and development, recruitment, performance management, career planning, and succession planning.
📚 Summary of Key Points on Competency-Based HRM
The final paragraph provides a summary of the key points covered in the presentation. It revisits the definition of competency, the various types of competencies, the debate on whether competencies should be developed or acquired, the ease of identifying certain competencies, and key terms associated with competencies. Additionally, it reiterates the applications of a competency model in enhancing organizational functions. The presenter thanks the audience for watching and encourages them to like, share, and subscribe for the next video in the series, which will focus on competency mapping.
Mindmap
Keywords
💡Competency
💡Generic Competencies
💡Specific Competencies
💡Differentiating Competencies
💡Threshold Competencies
💡Behavioral Competencies
💡Functional Competencies
💡Competency Elements
💡Competency Development
💡Competency Identification
💡Competency Model
💡Competency Applications
Highlights
Introduction to the concept of competency in the context of competency-based HRM.
Definition of competency as an underlying characteristic causally related to effective job performance.
Differentiating between generic and specific competencies, with examples.
Explaining the difference between differentiating and threshold competencies.
Behavioral and functional competencies and their connection to individual behavior and expertise.
The five elements that make up competencies: motives, traits, self-concept, knowledge, and skills.
A humorous scenario involving dogs and the necessity of training versus hiring squirrels to highlight the importance of competency assessment.
The observability of competencies, with skill and knowledge being more easily identifiable than self-concept, traits, and motives.
The iceberg analogy to illustrate the visibility of different competency elements.
Key terms associated with competencies, such as job competency, organizational core competency, and competency mapping.
The process of competency assessment and its importance in evaluating employee performance.
The role of a competency dictionary in listing competencies with meanings and behavioral indicators.
The definition and purpose of a competency model in a job or family of jobs.
Applications of a competency model in learning and development, recruitment, performance management, career planning, and succession planning.
The necessity of integrating a competency model into various organizational functions for effectiveness.
Summary of the presentation, highlighting the importance of understanding competencies in HRM.
Invitation to like, share, and subscribe for the next video in the series on competency mapping.
Transcripts
hello and welcome to people online
this is the first video in a series of
presentations
on competency-based hrm
the topic of today's presentation is the
concept
of competency it covers definition of
competency and connected terms
types of competencies developing versus
acquiring competencies and
identifying competencies
the target audience for this series of
presentations
would be three groups
one students of mbhr
two industry practitioners who would
like to implement
competency based hrm and
industry practitioners who would like to
get the best
out of an existing model
contents in this presentation we are
going to cover
what is competency types of competencies
what make makeup competencies
should competencies be developed or
required
are some competencies easier to identify
key terms associated with competencies
and
applications of a competency model so
there would be totally seven
topics
what is competency according to boise's
competency is an underlying
characteristic
of an individual that is causally
related to effective or superior
performance in a job
spencer and spencer in 1993 came up with
a definition which is slightly different
they said a competency is an underlying
characteristic
of an individual that is causally
related to
criterion referenced effective and
or superior performance in a job or
situation the diagram below
shows that competency engineers behavior
and behavior in turn leads to
consequences
or results
types of competencies we have
generic versus specific competencies
generic competencies are applicable for
a wide range of positions
specific competencies are specific to a
position
so as we go from one position to another
the specific competency would change
the generic competency may remain the
same
differentiating versus threshold
competencies
differentiating competencies
differentiate superior performers
from effective or adequate performers
threshold competencies are the ones that
are possessed
by both superior and effective
performers
these are required for performing a job
so
a threshold competency would not be able
to differentiate
superior performance from adequate
performance
behavioral versus functional
competencies
behavioral competencies are deeply
connected with
the behavior of individuals while
functional competencies are connected
with technical
functional or domain expertise
essentially these are cognitive in
nature
what makeup competencies there are five
elements
so one happens to be motives motives
refer to personal cravings that stir
people into action
example could be need for achievement
then we have traits traits are enduring
characteristics that
describe an individual's behavior for
example
intelligence self-concept this is a
collection of
beliefs about oneself example could be
self-esteem
knowledge this refers to information
that the incumbent has acquired in
certain
content areas either through education
or through experience for example market
knowledge for a
salesperson and then we have skill
which is the ability to perform certain
physical or mental tasks
really well for example negotiation
skill for a
salesperson
should competencies be developed or
acquired
a company had only dogs as its employees
a new business compulsion required trees
to be climbed
so in a meeting it was discussed and
decided that there should be a training
program for the dogs
to train them on climbing do you agree
with the decision
let us see what is waiting for us on the
next slide
then the decision was communicated to
the president
the president had recently attended a
seminar on competency
he promptly asked should we not be
hiring squirrels
are some characteristics easier to
identify
well we saw on a slide
some time back that there are five
elements that make up
competency skill knowledge self concept
trait and motive now this diagram
tries to tell us that skill and
knowledge
are more readily observable while
self-concept trait and motive are not
so readily observable i think this
becomes
very clear if we uh think of a situation
where we are interviewing a candidate
now we can
ask uh some theoretical questions and
test his level of knowledge
we can give her a practical problem to
solve and
check her skill but to understand
what are her core motives or
what are his values i mean that's a far
more difficult
proposition we would have to use
psychometric tests
or depth interview techniques
so often
this phenomenon is presented with the
help of an analogy
it's basically an iceberg the blue line
that you see in between is the water
line so part of the iceberg is visible
and the larger part
is not visible
key terms associated with competencies
job competency this is an underlying
characteristic
of an employee that is a motive
trait it could be skill it could be
aspects of one's self knowledge
social role or a body of knowledge which
results
in effective or superior performance in
a job
organizational core competency is the
harmonized combination of multiple
resources and skills that distinguish
a firm in the marketplace
competency mapping is the process of
identifying job competencies for one or
more
specified position
competency assessment is an evaluation
to find
out how competent the employees
are with respect to a chosen set of
competencies desirable for a
specific position competency dictionary
would have a number of competencies
listed
along with their meaning and behavioral
indicators
and competency model is usually a
narrative description of job
competencies for an identifiable group
of
people in other words it's a set of
competencies for a job
or family of jobs
applications of a competency model
we can see that there are five major
areas
where we can use a competency model
and make things better so one is
learning and development
then we have recruitment and selection
we have performance management
we have career planning and we have
succession planning
so what we're trying to say here is that
in case a company decides to
go in for a competency model that
competency model
to be effective and to make the
organization better would have to be
integrated onto the learning and
development function
it would have to be integrated onto the
recruitment and selection function
it would have also have to be integrated
with performance management career
planning and succession planning
summary in this presentation we have
covered
what is competency types of competencies
what make up competencies should
competencies be developed
or required are some competencies
easier to identify key terms
associated with competencies and
applications of a competency model
thank you for watching if you found the
video to be useful do like share and
subscribe
press the bell icon to stay tuned in for
the next in this series of 8 videos
our next video is competency mapping
until then good bye
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