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Competency Management: A Practitioner's Guide [Secure]
eBook by R. Palan, Ph.D.
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eBook Category: Self Improvement
eBook Description:  There is a strong business case for competencies at work as they do lead to significant human resource development that provide organisations with a competitive edge. The case for competency management has grown strongly since David McClelland wrote his article in 1973 and the Management Charter Initiative (MCI) was launched in the UK, in the eighties. Though we are aware that competencies by themselves are insufficient for performance, there is ample evidence that competencies form the bedrock for effective and superior performance. This is the reason why organisations, both in the private and public sector, continue to emphasise on them. This book is a reflection of our experiences in the field of Competency Management and Implementation. It does not aim to be an academic treatise. The purpose of this book is to provide those attempting to implement competencies in their organisations with a clear understanding of competency management. The field experiences documented by our project managers have been summarised for the practitioner.
eBook Publisher: Seattle Book Company/Seattle Book Company
Fictionwise Release Date: October 2005
Available eBook Formats [Secure - What's this?]: SECURE MICROSOFT READER FORMAT [1.7 MB] - Requires Microsoft Reader 2.1.1 for PCs, or Microsoft Reader 2.2.2 on Pocket PC 2002 handheld devices. Some older Pocket PCs can be upgraded. Learn More., SECURE EREADER (RECOMMENDED) FORMAT [384 KB], SECURE ADOBE READER 7 FORMAT [1.5 MB]
All formats: Printing DISABLED, Read-aloud DISABLED
eReader (recommended) ISBN: 9789834258627
Adobe Acrobat Reader ISBN: 9834258607
MobiPocket Reader ISBN: 9834258631
Microsoft Reader ISBN: 9789834258610
 
This chapter introduces the term competency. The discussion will cover the following
aspects.
- The meaning of the term 'competency.'
- The confusion between the terms 'competence' and 'competency.'
- SMR's stand on the use of these terms.
- Levels of competency.
- Types of competency: behavioural, functional, core, and role competencies.
- Relevance of competency framework to organisations and individuals.
- Linkage between competency and performance.
- The various approaches in competency management.
- The SMR experience.
Introduction
1. What are competencies?
The terms 'competencies,' 'competence,' and 'competent' refer to a state or quality
of being able and fit. The English dictionary describes the word 'competence' as
the state of being suitable, sufficient, or fit. The workplace definition of 'competency'
refers to a person's fitness with reference to his or her job. In the work context,
however, competence has two variations that differ in their meaning, depending on
organisational frames of reference.
2. Two terms
The two terms arise from different streams of thought on the concept of fitness
at work. They are:
1. 'Competency' which is a description of behaviour, and
2. 'Competence' which is a description of work tasks or job outputs.
Despite the generally accepted distinction in meaning as given above, the terms
are still interchangeably used causing them to mean different things to different
people. There are also many who wonder if there is any difference between the two
terms.
3. Confusion
People using these terms shape their meaning to fit their own convenience. Ronald
Zemke's comments on these terms in 1982 remain valid even today:
'Competency, competencies, competency models and competency-based training are
Humpty Dumpty words meaning only what the definer wants them to mean. The problem
comes not from malice, stupidity, or marketing avarice, but instead from some basic
procedural and philosophical differences among those racing to define and develop
the concept and to set the model for the way the rest of us will use competencies
in our day-to-day effort.'
4. Clarification
Let us now review the terms as they are commonly used in practice today.
4.1 Competency
Competency refers to underlying behavioural characteristics that describe motives,
traits, self-concept, values, knowledge or skills that a superior performer brings
to the workplace.
According to this definition, competencies are made up of...
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