High-performing
people are crucial for firms to reach their goals, which is something that
high-performance organizations are aware of. In the past, an employee’s performance
was based on their academic qualifications. HR managers currently seek out
skilled individuals with technological training to work for their organizations
(Rodriguez, Patel, Bright, Gregory & Gowing, 2002; Brewster & Suutari,
2005; Gangani, McLean & Braden, 2006; Dias, 2010). It has been demonstrated
that success on the job does not always correspond to acing academic aptitude
tests.
According
to research, selecting individuals with the necessary competencies and
fostering an enabling organizational culture go a long way toward enhancing the
performance of the organization as a whole (Le Deist & Winterton, 2005).
The
HR specialists at the company are aware that job promotions include taking on
increasingly challenging tasks. In order to efficiently perform their jobs,
employees must be well-prepared. If employees were promoted at work without the
proper training, they would be unable to complete their jobs at higher levels
within an organization (Gangani et al., 2006).
An
organization could assess the capabilities of an individual by testing him or
her on specific tasks that are related to the job. Competencies consist of the
following:
- ·
Skills
- ·
Abilities
- ·
Personal attributes
It
is obvious that the company classifies competencies using behavioral and technical
factors. The capacity to finish projects on schedule, work with little
supervision, and motivate other team members are examples of behavioral
abilities. On the other hand, technical competence could be interaction,
general communication, and troubleshooting abilities (Gangani et al., 2006;
Dias, 2010).
Competency
is defined by HR professionals as a group of specific talents or qualities for
a certain job that are used to evaluate an employee's performance. In order to
hire high-performing people who contribute to better performance of firms, HR
managers conduct interviews based on competencies (Le Deist & Winterton,
2005; Dias, 2010).
Competency
frameworks are created and implemented by organizations in order to attract and
keep top performers, support employee performance, and achieve superior
results. Many organizations have the creation of competency models within their
organizations as a top priority (Campion et al., 2011).
There
are three major steps contained in the best strategies for developing
competency models. They are summarized as follows:
- · Identify competencies
-Analyze
organizational context
-Correlate
structures of competency models with the goals and objectives of an
organization
-Go
back to step one
-Develop
specific competencies based on results obtained from the job analysis
-Put
into consideration future-based job requirements
- · Organize and clearly present competency data
-Organize
the language of competencies
-Define
proficiency levels
-Use
the right organizational language that would be understood by all stakeholders
-Combine
and analyze basic and technical competencies
-Use
competency libraries to document the analyzed information
-Match
each competency with specific details
-Use graphical presentations to communicate the developed competencies to employees
- · Use competency information
-Use
techniques within an organization to ensure that the developed competencies are
accepted and used
-Hire,
appraise, promote and compensate employees based on the developed competencies
-Align
HR systems
-Maintain
competencies within an organization over time
-Use
competencies for legal defensibility
The
above procedures are important in developing and implementing a competency
model within an organization (Campion et al., 2011).
According
to research, HR professionals who keep up with changes in HR practices create
HR systems for organizations that are typically better than those who do
not.(Brewster & Suutari, 2005).
The
manner that HR professionals carry out their duties has significantly changed
by the usage of information technology. To track employee timeliness and
absenteeism rates, for instance, HR experts within a firm could embrace
electronic signature for employees. They could conduct staff evaluations and
promotions using the data they had analyzed and gathered over time.
Additionally, the usage of computers and the internet makes it easier for firms
to implement the best practices for creating competency models (Rodriguez et
al., 2002; Dias, 2010).
References
Brewster,
C., & Suutari, V. (2005). Global HRM: aspects of a research agenda.
Personnel Review, 34(1), 5-21.
Campion,
M. A., Fink, A. A., Ruggeberg, B. J., Carr, L., Phillips, G. M., & Odman,
R. B. (2011). Doing competencies well: Best practices in competency modeling.
Personnel Psychology, 64(1), 225-262.
Dias,
L. P. (2010). Human Resource Management. Washington, D.C., WA: Flat World
Knowledge.
Gangani,
N., McLean, G. N., & Braden, R. A. (2006). A Competency‐Based Human
Resource Development Strategy. Performance Improvement Quarterly, 19(1),
127-139.
Le
Deist, F. D., & Winterton, J. (2005). What is competence?. Human resource
development international, 8(1), 27-46.
Rodriguez,
D., Patel, R., Bright, A., Gregory, D., & Gowing, M. K. (2002). Developing
competency models to promote integrated human resource practices. Human
Resource Management, 41(3), 309-324.
Agreed with your blog post Dulakshi. Furthermore, using of competency models in HRM Integrate HR activities. In fact, Competencies are the common link among the majority of human resource subsystems (Byham, 2006). By linking human resources processes to desired competencies, organizations can shape the capabilities of its workforce and achieve better results (Donzelli et al., 2006) and it may be possible for an organization to build ongoing snapshots of the overall knowledge capital and skills portfolio of its workforce. Further, organizations may be able to utilize this information to perform individual and organizational analysis, reduce education costs, improve hiring practices, improve retention, improve human resources performance and developmental planning processes, and deploy its human capital more effectively (Gangani et al., 2006).
ReplyDeleteAgreed and thank you for your comment. Additionally, there are more ways to recruit. such as on-demand hiring, contingent hiring, retained search, and outsourcing the employment process. According to Soelton and Sihabudin (2022), exclusive recruitment is a type of recruiting technique based on an agreement on particular exclusive needs between the recruiter and the client. In this situation, the recruiter gives the customer a guarantee that the position will be filled by a specified date or within a certain time range. The client has the choice of giving the opportunity to other recruiters, terminating the deal with a smaller commission, or penalizing the recruiter if they are unable to fill the vacancy by the predetermined date (Soelton and Sihabudin, 2022).
DeleteAgreed with the content Dulakshi. In organizations the language of competency is used as a basis for the person specification and competencies are set out through role analysis. Competencies defined are used as the framework for recruitment and Selection. (Armstrong M.,2006). A competencies approach will help identify which selection techniques to be used
ReplyDeleteThank you for your comment. Some internal recruitment methods include employee referral, promotion and transfer, personnel records and skills banks, job posting and bidding, informal methods, inside moonlighting, and informal methods. Some external recruitment methods include professional or trade associations, employee databases, media advertisements, employment agencies, executive search firms (headhunters), campus recruiting, and e-recruiting (Riya,2022).
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