Competence framework

According to Boyatzis (1982) competence framework is a total collection of clusters, competencies and behavioural indicators. Figure displays a competence framework structure.

Figure ; Competence framework

Figure  presents three levels that form the competence framework. These are behavioural indicators and competence clusters. Behavioural indicators are examples of effective behaviour that can be observed while a collection of closely related competencies form competence clusters.

Developing competency profiles

There are three main methods that may be used to develop competence profiles (Briscoe & Hall 1999). The first one is through research. Using behavioural interviews, the exemplary performers in a particular job may be asked to give examples of critical behavioural incidents that are critical for the success of a job they perform. These behaviours will be used to form competence clusters and frameworks for the job. For example, an employee may be asked to describe the job, role played, how he/she behaved and what was achieved. It is good practice to use a consultant to conduct the study in order to reduce bias that may be caused by lack of objective self-reflection and assessment when using one’s own staff. Spencer & Spencer (1993) provide the following research guideline in competence-based type of researches:

· Definition of the criteria for effective performance.

· Identification of a criterion sample for data collection (groups of performers for comparison).

· Data collection.

· Data analysis.

· Competence modelling.

· Model validation.

· Preparations for application.

The collected data can be clustered into primary and secondary competencies and associated indicators (Emilian 2003). The second approach is through organisational development strategies (OD). This is a strategic approach for directing the organisation towards certain strategic goals that necessitate the formation and development of an appropriate set of competencies that will drive the organisational performance towards the desired future. In response to the successful 1960 Soviet mission of sending a man into space the Americans made it their strategy and objective to send a man to the moon and back again safely. This intention led to the acquisition and development of talents and competencies for the mission that were not available at the time. Today, the American scientists are leading in outer space explorations. The third approach is value based. The normative cultural values of the organisation may be used to derive a new set of competences. For example, a culture of creativity and innovation will call for competencies and behavioural indicators in creativity and innovation.

Key concepts in competency based human resource management

Castilo & Rumesh (2006) have compiled a list of key concepts from various sources that are useful in establishing a common understanding of the language of competency in human resource management. Some of these are also discussed by Spencer & Spencer (1993) and Rothwell & Kazanas (1993). These are:

· Competence identification. This is a process of discovering job competencies that are essential for a job and the organisation.

· Competency model. This is the result of competence identification. A competence model is a description of job competencies for an identifiable group such as job category, a department or an occupation.

· Competency modelling. This is the process of writing out the results of competency identification by describing the characteristics of ideal performers.

· Competency assessment. This is the process of comparing individuals in a job category, occupational group, department, industry or an organisation to the competency model that has been developed for that targeted group. While assessment dwells on ‘what is’ the model answers the question ‘what should be’.

· Exemplary performer. An exemplary performer is the most productive performer in a job. Usually they routinely customise their work agenda. Exemplary performers have the following strong tendencies:

1. Seek out the data and documentation needed but is unknown to others,

2. Create highly effective job aids,

3. Have a passion for the work they do, and

4. Are willing to do more than is required.