Professional Documents
Culture Documents
and Selection
MODULE I:
Talentacquisition and retention
Recruitment as a strategy
Recruitment methods
Sources of recruitment
Module II:
Jobanalysis and competencies
Competency Mapping models
Module-III:
Hiring and Overview of Selection Process
Tools and techniques of assessing applicants
Assessment and development Centers
Module IV:
Psychological Tests and their Interpretation
Job Interviews
Module V:
Group Discussion
COMPETENCY-BASED HRM DEFINED
They consist of clusters of knowledge, attitudes
and skills that affect an individual’s ability to
perform.
eople have and acquire competencies
in the form of behaviour (actions, thoughts and feelings)
r behaviour produces outputs (products and services)
How this is done yield results
The Behavioral Iceberg
Observable
Behavior
Aptitudes
Competencies
Attitudes / Traits
Skill
s
Knowledge
Types of Competencies
Natural ability that prepares the
Aptitudes person to fulfill the responsibilities
Way of thinking or behaving needed
Attitudes to fulfill the responsibilities
Acquired ability or experience
Skills needed to fulfill the responsibilities
Information and understanding
Knowledge needed to fulfill the responsibilities
Hayes (1979) –
Competencies are generic
knowledge motive, trait,
social role or a skillof a person linked to
superior performance on the job.
Albanese (1989) –
Competencies are personal
characteristics that
contribute to effective managerial
performance.
UNIDO (2002)-
A Competency is a set
of skills, related knowledge and
attributes that allow an individual to
successfully perform a task or an activity
within a specific function or job.
What is Common in the definitions?
Competencies Job
underlying characteristic of a •superior performance in a given
person’s inputs. job, role or a situation
clusters of knowledge, attitudes •individual’s ability to perform.
and skills •linked to superior performance
generic knowledge motive, trait, on the job.
social role or a skill •contribute to effective
personal characteristics managerial performance
set of skills, related knowledge •successfully perform a task or an
and attributes activity within a specific
function or job
KNOWLEDGE
Relates to information
Cognitive Domain
Set of Attribute
SKILLS Relates to
qualitative
Relates to the aspects
ability to do,
personal
Physical Characteristics or
domain
COMPETENCY traits
Outstanding
Performance of
tasks or activities
LEARNING GRID
IV III
Unconscious Conscious
Competence Practice Competence
I Awareness II
Unconscious Conscious
Incompetence Incompetence
Competencies and Trainabilit y
SKILLS
TRAITS
MOTIVES
VALUES
Less Conscious COGNITIVE
CAPABILITIES
Less Trainable
More Trainable
Eg. Has contacts
Managerial Competencies
Competencies which are considered essential for employees
with managerial or supervisory responsibility in any
functional area including directors and senior posts.
Competency - Broad Categories
Technical / Functional
nd
Pe ana
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M
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itm ctio
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R s
Competency
Model
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Co
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Tr eve
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D
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Benefits of competencies in
recruitment and selection
Improve our accuracy in assessing people’s
suitability or potential for different jobs.
Facilitate a closer match between a person’s
skills and interests and demands of the job.
Help prevents interviewers and assessors from
making snap judgements about people or
from judging them on characteristics that
are irrelevant to the job in action
Can be used to underpin and structure the full
range of assessment and development
techniques – application forms, interviews ,
tests, assessment centers and appraisal
ratings
THE MOST USED COMPETENCY FRAMEWORK HEADINGS
Team orientation
The ability to work co-operatively and flexibly with other members of the team with
a full understanding of the role to be played as a team member. 85%
Communication
The ability to communicate clearly and persuasively, orally or in writing. 73%
People management
The ability to manage and develop people and gain their trust and co-operation to
achieve results. 67%
Customer focus
The exercise of unceasing care in looking after the interests of external and internal
customers to ensure that their wants, needs and expectations are met or
exceeded. 65%
Results orientation
The desire to get things done well and the ability to set and meet challenging goals,
create own measures of excellence and constantly seek ways of improving
performance. 59%
Problem-solving
Technical skills
Leadership
Business awareness
Recruitment
Contribution-
and
related pay
selection
Competence
framework
Assessment/
Career family development
structures centres
Personal Performance
development Training management
needs
analysis
Seven themes Impacting on
Recruitment and selection
Organizational changes
Job changes
Personal changes
Societal changes
Legislative changes
Technological changes
Marketing changes
Organizational changes
Peter Drucker predicted that to be competitive in
future, organizations will need to achieve three
times the productivity with only one-third of the
people.
Economies of scale, access to cheap labour
Implications:
Identify core businesses, outsourcing whatever is left
Organize themselves around key processes rather
than departments
rightsize
Job changes
Change in job structure
No traditional well-defined jobs with clear
tasks and responsibilities.
Cross-functional teams
Earlier (1975),
Technological changes
Conventional methods of assessing
competence are out.
Acceptability of computerized testing is
important.
Selection methods are designed accordingly.
Marketing changes
Recruitment industry (consultants, agencies,
headhunters)
Much hype
Competency framework