Competency modelling: A better approach in contemporary HRM practice?
In the contemporary human resource management (HRM) practice, the process of human resource assessment and selection is shifting from the traditional job-based system of HRM to a newly-established competency approach. According to Dubios’ work (1998), more and more medium-sized and larger organizations are adopting the competency approach to replace the traditional job-oriented method to select and assess their employees in the USA and around the globe. This change happens mainly for the reason that the traditional job-based personnel management systems have shown a tendency to break down when jobs are ...view middle of the document...
Therefore, this essay is aiming for discussing the influence of competency approach of HRM on both the organizations and the organizations’ employees and exploring the interpretations of competency modeling based on scholars’ researches. This essay is organized as follows. First, it gives the academic definition of what competency is. Second, the application of competency will be discussed, focusing on what areas it is being applied and implemented in contemporary HRM practice. Then, there is a discussion on the way of measurement on competency and evaluations on some of its potential advantages and disadvantages associated with competency modeling. Finally, in the conclusion part, all these aspects of competency approach, which are mentioned above, will be summarized and there will also be some implications on it.
What are competencies?
The definition of competency varies slightly according to different scholars. A competency can be defined as the entirety of knowledge, abilities, skills and attitudes, which are necessary for an individual to work effectively in particular working environment, which can be professional, social and conceptual competency (Savaneviciene, Stukaite, & Silingiene, 2008). Spencer, McClelland and Spencer (1994) claim that a competency is a combination of motives, traits, self-concepts, attitudes or values, content knowledge or cognitive behavior skills; any individual characteristic that can be reliably measured or counted and that can be shown to differentiate superior from average performers. And Green (1999) also argues that a competency can be described as a written description of measurable work habits and personal skills used to achieve work objectives. Although these definitions are not all the same, it reflects the common idea that a competency emphasizes on not merely the employees’ personal knowledge, abilities, skills and other characteristics, but at the same time also on linking and applying them to their performances and the current working environment.
What are competencies used for?
According to Bartram’s work (1995), there two main basic aspects that competencies are used for. First, it can be applied to assess the general value of trait measures in applications like personal development, potential for leadership, assessment for promotion and so on; Second, it can be used for getting a better-articulated model of criterion measures for the validation of selection and recruitment procedures. For the first application, it can evaluate the directions of the employees’ future development based on judging whether their working abilities, skills, knowledge as well as their personality will be suitable for working on a certain job position. By using the method of competency assessment, it can facilitate the employers’ decision makings on the employees’ promotion, demotion and change of positions based on more scientific assessment standards. As to the second aspect, it can help the...