Session 1: The Concept of Competency

Summary

This 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

00:00

📘 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.

05:01

🔍 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.

10:05

📚 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.

Keywords

💡Competency

Competency is defined as an underlying characteristic of an individual that is causally related to effective or superior performance in a job. It is the core theme of the video, as it discusses the concept, types, and applications of competencies within a competency-based HRM framework. For example, the script mentions that Spencer and Spencer's definition of competency includes it being 'criterion referenced effective and/or superior performance in a job or situation.'

💡Generic Competencies

Generic competencies are those that are applicable across a wide range of positions, as opposed to specific competencies that are tailored to particular roles. The video explains that while specific competencies may change from one position to another, generic competencies remain consistent, such as leadership or problem-solving skills.

💡Specific Competencies

Specific competencies are those that are unique to a particular job or position. The script illustrates this by stating that as one moves from one job to another, the specific competencies required would change, while generic competencies might remain the same.

💡Differentiating Competencies

Differentiating competencies are those that distinguish superior performers from effective or adequate performers. The video emphasizes their importance in identifying top talent, as they differentiate those who excel in their roles from those who perform at a satisfactory level.

💡Threshold Competencies

Threshold competencies are the basic requirements for performing a job and are possessed by both superior and effective performers. The script clarifies that these competencies are necessary for the job but do not differentiate between high and average performance levels.

💡Behavioral Competencies

Behavioral competencies are deeply connected with the behavior of individuals. They refer to the actions and patterns of behavior that are exhibited by individuals in their roles. The video script uses this term to contrast with functional competencies, which are more cognitive in nature.

💡Functional Competencies

Functional competencies are related to technical, functional, or domain expertise and are cognitive in nature. The script explains that these competencies are essential for performing specific tasks or roles within an organization, such as technical knowledge or expertise in a particular field.

💡Competency Elements

The script outlines five elements that make up competencies: motives, traits, self-concept, knowledge, and skills. These elements are integral to understanding the full spectrum of an individual's competencies, as they encompass both observable behaviors and underlying personal characteristics.

💡Competency Development

Competency development refers to the process of enhancing or acquiring the necessary skills and characteristics to perform a job effectively. The video uses a humorous example of training dogs to climb trees to illustrate the concept of developing competencies that may not be inherent.

💡Competency Identification

Competency identification involves recognizing and assessing the specific skills and traits that are required for a job or role. The script mentions that some competencies, such as skills and knowledge, are more readily observable, while others like self-concept, traits, and motives are less visible and may require more in-depth assessment methods.

💡Competency Model

A competency model is a narrative description or set of competencies required for a job or family of jobs. It serves as a framework for understanding the capabilities needed for effective performance. The video discusses the applications of a competency model in various HR functions such as learning and development, recruitment, performance management, and succession planning.

💡Competency Applications

The applications of a competency model are the practical uses of competencies within an organization. The video highlights five major areas where a competency model can be applied: learning and development, recruitment and selection, performance management, career planning, and succession planning. These applications help integrate the competency framework into various aspects of HR management.

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