Competency Implementation: Challenges and Rewards

Is implementing competencies easy to do? No, like many things that are simple to understand and operate, it takes time, an understanding that there is a science behind competencies, and a will to make it happen. A good deal of work to ensure there is input, involvement, passion and participation from the work force and the executive and management teams is required. Defining the competencies for your particular environment and culture is critical and requires expert help. But having done the groundwork, the benefits are more than worth the effort. Reduced tension among the work force, people working in the areas that best suit their capabilities, reduced turnover, increased productivity, and achievement of goals and objectives are just some of the benefits of having a competency-based HR management system.

A note of caution - there is a tendency to try to implement competencies across the organization all at once rather than through a phased and well thought out design and implementation process. People who purport to understand competencies that try to drop in a fixed solution that is not tailored to your organization should be avoided. Beware the “How-To” book as a solution too; the successful adoption of competencies requires much more. Competencies are not hard to understand, but ensuring that they are yours and that everyone is on board in using and implementing competency-based systems takes time and work. Quick fixes and short cuts may sell books and cookie-cutter software, but implementing a good competency-based HR system takes specialized thought and application. However, if you want a competitive advantage over traditional management systems, the time and effort spent implementing a good competency-based system is indispensable.

This post is based on content from 'Competencies from a -HR Point of View' by Bill Cowperthwaite

Success Through Competencies

Competencies are observable abilities, skills, knowledge, motivations or traits defined in terms of the behaviours needed for successful job performance. They translate the strategic vision and goals for the organization into behaviours or actions employees must display for the organization and the individual to thrive. Using competencies for selection reduces the risk of a bad hire as it increases the validity of the recruitment process through:

• A focus on both technical and behavioural components of the job;
• Standardized selection criteria;
• Well-researched, job-related behaviours;
• Well defined definitions, known in advance;
• A streamlined, consistent process; and,
• A variety of selection tools to increase incremental validity.

Selection tools that can incorporate Competency-based assessment include: structured interviews, reference checks, track record reviews, role plays and work samples to name a few, all supported by standardized rating scales that incorporate competency criteria. But don’t stop there. Competencies can be integrated into the complete HR system as the foundation for coordinating learning and development, performance management and succession planning.

This post is based on content from 'Estimating the Cost of a Bad Hire' by Human Resource Systems Group, Ltd.

Developing an Effective Workforce using Competency-based Management

The development of an effective work force requires training and experience opportunities for deserving employees. Through the knowledge of the competency structure of the organization, training can be provided to the right person with a concurrent effect on budget control and the proper application of training programs. Special teams can be designed and career development opportunities can be provided to those being considered for increased responsibility as part of a succession plan.

Even pay evaluation can be determined through an analysis of the competencies. Those with similar competency requirements may be qualified for the same pay scale although they are in unrelated jobs. This process may also eliminate the requirement for special initiatives such as pay equity.

While all of this may seem obvious, there is considerable work required by knowledgeable and well-trained people to ensure that the competencies are in fact the correct and valid ones. The definition of the levels of knowledge, skill and ability must be determined for each level in the organization. For example, if communications skills are a core competency required by everyone in the organization, the ability to communicate well will likely differ between the lowest level of employee and the most senior manager. The correct definitions are therefore critical to using the competencies in other human resource management programs.

This post is based on content from 'Competencies: The Core of Human Resource Management' by Suzanne Simpson

The Goal of Behavioural Questions

Behavioural questions are designed to elicit behavioural information about the candidate’s past experience and accomplishments that relate to the competencies required in the target job.

Knowing a candidate’s actions is of little use if the interviewer does not understand the circumstances surrounding the actions and the results produced by those actions. Therefore, the answers to behavioural questions need to include the following components in order for the interviewer to fully understand a candidate’s past behaviour:

• Situation: Allows an understanding of the context of the good, average or poor performance.
• Action: What the particular incumbent actually did.
• Result: Whether the action in that particular situation was effective (described in qualitative/quantitative terms).

When the information provided by a candidate contains all three components, then the information is called a behavioural example.

All of these components are necessary to make an informed judgment about whether the candidate has displayed the level and quality of behaviour required in the target position. Behavioural questions are designed to elicit behavioural information about the candidate’s past experience and accomplishments that relate to the competencies required in the target job.

This post is based on content from 'Effective Interviewing' by Human Resource Systems Group, Ltd.