The Competency Approach

ADCs Sensitisation Workshop

Mbolembole Motel, Mponela20-24 June 2011

Learning Outcomes

Define Competency Most widely used headings Use of competency frameworks Main benefits of a competency-based system Criticisms of a competency-based system

The Competency Approach

• The terms 'competence' and 'competency' have become interchangeable recently.

• 'Competency' generally means something that you can do or a behaviour that you can demonstrate.

• 'Competence' generally means the standard that is demonstrated.

• There is some debate over the birth of the concept of the competence approach but the basic idea is relatively simple.

• Telephone Operator’s job

• Most tasks require a range of skills and a certain level of underlying knowledge to complete the task.

• To take a simple telephone message, you need to be able to converse in the language, to be able to operate the telephone and to have some method

• of recording information.• The manner in which you answer the telephone

might be important (particularly in a sales environment).

• You probably don't need to know how the telephone actually works!

• Some of these skills, such as the ability to converse in the appropriate language or the ability to write down a message, could be gained in any other environment where these skills are required, such as in a shop.

• The use of competency frameworks was intended to provide employees with a clearly

defined set of outcomes or recognised skills and managers with a consistent measurement tool that could be used across geographical, cultural and national boundaries.

• A competency approach concentrates on the skills and behaviours required for the job.

• Most frameworks are in the form of a matrix of descriptors and levels.

• Typically, competency frameworks contain a mix of behaviours, functional skills and knowledge but care should be taken that only measurable components are included.

What are the competences and competencies required in the job of a

Clerical Officer and Accounts Assistant?

The most widely used competency headings include:

• Communication• Management of people• Leadership• Customer or client focus• Team work• Intellect, creativity and judgement

• Delivery of results• Strategic thinking and planning; organising• Management of financial and other resources;

business awareness• Expertise and professional competence.

• Developing a competency framework can begin with importing an existing off-the-shelf

package through to developing the entire thing from scratch.• Analysis is required to determine what

competencies are applicable to specific jobs, using techniques such as observation, self-reporting, interviews with employees, checklists and inventories.

• It is important to take care that none of the competencies discriminate against any particular group of employees or potential employees, both in terms of complying with the organisation's approach to diversity issues and in avoiding legislative controls such as the

• Disability Discrimination regulation.

Competency frameworks can be used for:• Training and development: identifying gaps

and helping employees develop in the right direction• Development, promotion and succession

planning: assessing employees' readiness or potential to take on new challenges

• Annual appraisals and/or performance related pay: appraising and managing performance according to competency

• Recruitment: choosing the right people to join an organisation

• Change management: using competencies when restructuring or dealing with other cultural change

• Grading structures.

choosing the right people to join an organisation

• What are the competences and competencies required for Clerical duties?

The main benefits of a competency-based system

• Employees have a set of objectives to work towards and are clear about how they are expected to perform their jobs

• The appraisal and recruitment systems are fairer and more open

• There is a link between organisational and personal objectives

• Processes are measurable and standardised across organisational and geographical boundaries.

Criticisms of a competency-based system

• It can be over-elaborate and bureaucratic• The language used to describe competencies

may be off-putting• It is difficult to strike the right balance

between reviewing the competencies often• enough for them to remain relevant but not so

often as to become confusing

• If too much emphasis is placed on 'inputs' at the expense of 'outputs', there is a risk that it will result in employees who are good in theory but not in practice and will fail to

achieve the results that make the business successful

• Competencies are based on what good performers have done in the past and this

approach works against rapidly changing circumstances by setting one particular group of attitudes and behaviours in stone

• Some behavioural competencies are basically personality traits which an individual may be unable or unwilling to change and it is not reasonable to judge someone on these rather than what they actually achieve.