Competency Analysis
Competencies mean different things to different people, and the confusion arises from the evolving terminology and the varying ways these terms are used in different contexts. In recent times, there has been a shift towards emphasizing capabilities over competencies, which are seen as more versatile and future-oriented. However, across the various perspectives on competencies, we find the following in common:
- Competencies are related to performance in a particular job context.
- Higher competencies correlate with superior performance.
- Competency is not a single element but a combination of a few elements required to effectively perform the role.
In essence, competencies encompass the knowledge, skills, and attributes that enhance individual and organizational performance, wherein –
- Knowledge: Information and understanding necessary for successful task execution, forming the foundation for skill application.
- Skill–learned ability that enable effective utilization of knowledge to accomplish the task
- Attributes: An individual’s inherent capacity to apply knowledge and execute skills to optimize performance.
Example: To become a proficient cook, it’s essential to understand cooking techniques and recipes. But beyond knowing cooking techniques and recipes, a cook must possess the practical skills to bring this knowledge to life—whether it’s skillfully rolling out dough or expertly flipping an omelet. However, true excellence in cooking extends beyond technical skills. Attributes like patience, resilience, and a commitment to experiential learning are the secret ingredients that elevate a cook from being merely skilled to truly exceptional.
Our Approach
Our approach begins by gaining comprehensive insights into the organization. Engaging with the senior leadership team, we explore the organization’s history, strengths, challenges, and future growth plans. Key work processes, practices, and the organizational style of working, including cultural norms and behaviours, are closely examined. Additionally, we review the existing Talent Management Framework to understand the current approach to managing talent.
Next, we conduct group discussions with the Leaders and role incumbents to understand the specifics of various job roles, studying the current department structure and conducting a Human Job Analysis to analyze the knowledge, skills and attributes required for each role.
To facilitate deployment, we categorize knowledge and skills as Functional Competencies, specific to job functions, while attributes fall under Behavioral Competencies, cutting across job families. With competencies identified, we establish clear indicators for proficiency levels using a Behaviorally Anchored Rating Scale (BARS) for Behavioral competency indicators and common indicators across Functional competencies.
The final step involves creating awareness and ensuring a smooth transition to the new competency framework. Specialized training sessions for HoDs, Talent Acquisition, HR, and L&D teams, including competency assessments, competency-based interviewing, etc. to enable effective usage of the competency framework.