Figure 10.1 presents three levels that form the competence framework. These are behav-
ioural indicators and competence clusters. Behavioural indicators are examples of effec-
tive 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 ex-
emplary performers in a particular job may be asked to give examples of critical behav-
ioural 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 guide-
line 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 asso-
ciated indicators (Emilian 2003). The second approach is through organisational devel-
opment strategies (OD). This is a strategic approach for directing the organisation to-
wards certain strategic goals that necessitate the formation and development of an ap-
propriate 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 compe-
tences. 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 & Spen-
cer (1993) and Rothwell & Kazanas (1993). These are: