- 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 cat-
egory, 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:- Seek out the data and documentation needed but is unknown to others,
- Create highly effective job aids,
- Have a passion for the work they do, and
- Are willing to do more than is required.
Competence based human resource management (CBHRM)
This is an approach that takes on board competency principles, techniques and practices
in the whole spectrum of human resource management functions. This includes the fol-
lowing functions:
Employee resourcing.
Resourcing strategies under a CBHRM focus on the specific value of human capital and
how it should be acquired and retained. The organisational strategic plan is used to iden-
tify the talents and competencies required. Therefore, recruitment and selection strate-
gies focus on talents and competencies rather than certificates of qualification, and ex-
perience. For example, if the organisational strategy is to achieve results through teams
rather than an individual effort, the recruitment and selection process will focus on
competencies for teamwork and team development. Talent and competency based re-
cruitment and selection is the use of talents and competencies criteria as the basis for
decisions regarding recruitment and selection. Spencer & Spencer (1993) have sug-
gested important steps in the process for effective competence based recruitment and
selection. They are:
- Development of competence models for recruitment and selection.
- Determination of selection methods.
- Training of assessors.
- Assess job applicants.
- Validate the assessment methods.
- Development of a database for future use.
The superiority of competency based recruitment and selection models over traditional
human resource management is well summarised by Kumar (2006) on his notes on the
essentials of talent and competency management that where he says that under normal