Competence is not the same as competency. Competence indicates a latent, potential in a person – and if one has to go by ancient Indian wisdom – Aham Bramhasmi – i.e. I am the universe. But, human beings have limitations by which they are not able to do superlatively in all areas but only in select areas.
It doesn’t take much for us to realize that often seemingly competent people do not demonstrate performance…they do not necessarily perform. And, there comes the use of competency. Competency is a set of demonstrated behaviors that enable and improve the efficiency of performance at a job.
While competence is generic, competency is very specific to the organization.
How are Competency Frameworks created?
Simply put, organizations ought to look at their most successful performers and identify through a structured process as to what is common amongst them, which has led to the success of the organization. Once these are identified, it is important to then hire people who have such competencies. Won’t the likelihood of their success will be higher?
Where can competency frameworks help?
Since competencies are not latent hidden talents in people that we are trying to identify but demonstrated behaviors, selection processes can be directed to identify these competencies such that the chances of success of hiring, the right candidate is more likely. Hiring managers ought to be trained and helped with the right tools / questions set to use during their interviews.
Moreover, during the performance management process, the same competency framework can actually help in measuring the softer aspects of people’s performance as well as help grow and develop themselves.
Having competency frameworks makes the entire Talent Development process within an organization more focused and leads to higher chances of success.
It all sounds simple – but where is the challenge for HR to leverage competencies?
To begin with, designing competency frameworks are easier said than done. They read a lot of talent time and resources on behalf of the organization to put this framework in place.
Secondly, competency frameworks have been traditionally designed by large consulting organizations. They describe competencies in a manner that might not be easily understood by people. This results in employees not being able to relate to big words and translate them into their day-to-day life. The density of the definition & description of competency frameworks have made it very difficult for it to be absorbed within the system and that needs to change.
Thirdly, the use of competency frameworks in all HR processes has not been seamless in organizations. For example, if competencies have to be used in the recruitment and selection process, they should be integrated with all measurement systems, the simplest being the interview rating sheets. Managers need to be trained on how to assess people based on these competencies. Tools have to be created to help managers and prop them with the kind of support to use competencies for the recruitment and selection process.
Similarly, in other functions too, tools have to be created for managers, especially line managers who are directly managing people on a day-to-day basis. This will help infuse their daily conversations and debriefs with a shared language emanating, out of the competency frameworks. All these need a lot of concerted help and in the rush of responding to market and business pressures, these usually get lost. And HR people are not able to devote sufficient time to developing such tools and props.
So how do the competency toolkits that plugH has help?
At plugH, we have competency toolkits which have made this formidable looking phenomenon very easy to adopt and implement in (we dare say) in a fun and engaging manner. All that clients need to do is –
a) Have an intent to put in place and adopt a competency framework.
b) Have clarity about what makes people successful at their businesses.
c) A lot of enthusiasm to pour in energy into implementing the system.
