“a Study on Behavioural Competency Assessment on Employees
1.1 INTRODUCTION
COMPETENCY ASSESSMENT
Over the past 10 years, human resource and organizational development professionals have generated a lot of interest in the notion of competencies as a key element and measure of human performance. Competencies are becoming a frequently-used and written-about vehicle for organizational application such as
* Defining the factors for success in jobs (i.e., work) and work roles within the organization
* Assessing the current performance and future development needs of persons holding jobs
* Mapping Succession Possibilities for employees within the organization
* Assigning Compensation grades and levels to particular jobs and roles
* Selecting applicants for open positions, using competency-based interviewing techniques
Competencies include the collection of success factors necessary for achieving important results in a specific job or work role in a particular organization. Success factors are combinations of knowledge, skills, and attributes (more historically called "KSA's") that are described in terms of specific behaviors, and are demonstrated by superior performers in those jobs or work roles. Attributes include: personal characteristics, traits, motives, values or ways of thinking that impact an individual's behavior.
COMPETENCE
Competence is a standardized requirement for an individual to properly perform a specific job. It encompasses a combination of knowledge, skills and behavior utilized to improve performance. More generally, competence is the state or quality of being adequately or well qualified, having the ability to perform a specific role.
For instance, management competency includes the traits of systems thinking and emotional intelligence, and skills in influence and negotiation. A person possesses a competence as long as the skills, abilities, and knowledge that constitute that competence are a part of them, enabling the person to perform effective action within a certain workplace
COMPETENCY ASSESSMENT
Over the past 10 years, human resource and organizational development professionals have generated a lot of interest in the notion of competencies as a key element and measure of human performance. Competencies are becoming a frequently-used and written-about vehicle for organizational application such as
* Defining the factors for success in jobs (i.e., work) and work roles within the organization
* Assessing the current performance and future development needs of persons holding jobs
* Mapping Succession Possibilities for employees within the organization
* Assigning Compensation grades and levels to particular jobs and roles
* Selecting applicants for open positions, using competency-based interviewing techniques
Competencies include the collection of success factors necessary for achieving important results in a specific job or work role in a particular organization. Success factors are combinations of knowledge, skills, and attributes (more historically called "KSA's") that are described in terms of specific behaviors, and are demonstrated by superior performers in those jobs or work roles. Attributes include: personal characteristics, traits, motives, values or ways of thinking that impact an individual's behavior.
COMPETENCE
Competence is a standardized requirement for an individual to properly perform a specific job. It encompasses a combination of knowledge, skills and behavior utilized to improve performance. More generally, competence is the state or quality of being adequately or well qualified, having the ability to perform a specific role.
For instance, management competency includes the traits of systems thinking and emotional intelligence, and skills in influence and negotiation. A person possesses a competence as long as the skills, abilities, and knowledge that constitute that competence are a part of them, enabling the person to perform effective action within a certain workplace