Person-based structures and competency-based structures are approaches to organizing an organization. A person-based structure focuses on identifying the skills employees need to perform their work through a systematic skill analysis process. This involves collecting information on skill blocks, certifications, and structures. Competency-based structures take a broader view of the organization and identify core competencies and competency sets linked to the mission statement. These competency indicators represent observable behaviors at different competency levels. Both approaches aim to support employees' continuous learning and flexibility, though competency-based structures may focus more on outstanding performance and linking competencies to compensation is debated.
Person-based structures and competency-based structures are approaches to organizing an organization. A person-based structure focuses on identifying the skills employees need to perform their work through a systematic skill analysis process. This involves collecting information on skill blocks, certifications, and structures. Competency-based structures take a broader view of the organization and identify core competencies and competency sets linked to the mission statement. These competency indicators represent observable behaviors at different competency levels. Both approaches aim to support employees' continuous learning and flexibility, though competency-based structures may focus more on outstanding performance and linking competencies to compensation is debated.
Person-based structures and competency-based structures are approaches to organizing an organization. A person-based structure focuses on identifying the skills employees need to perform their work through a systematic skill analysis process. This involves collecting information on skill blocks, certifications, and structures. Competency-based structures take a broader view of the organization and identify core competencies and competency sets linked to the mission statement. These competency indicators represent observable behaviors at different competency levels. Both approaches aim to support employees' continuous learning and flexibility, though competency-based structures may focus more on outstanding performance and linking competencies to compensation is debated.
Person-based structures and competency-based structures are approaches to organizing an organization. A person-based structure focuses on identifying the skills employees need to perform their work through a systematic skill analysis process. This involves collecting information on skill blocks, certifications, and structures. Competency-based structures take a broader view of the organization and identify core competencies and competency sets linked to the mission statement. These competency indicators represent observable behaviors at different competency levels. Both approaches aim to support employees' continuous learning and flexibility, though competency-based structures may focus more on outstanding performance and linking competencies to compensation is debated.
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Person Based Structure
Skill
Competencies
Person-Based Structures: Skill Plans
People Workflow Employees must go beyond the tasks mentioned in J.D. Support continuous learning Flexibility and agility
Types of Skill Plans
Depth specialists Breadth - Generalists
Purpose of Skill Based
Structure
Supports the strategy and objectives
Supports work flow Is Fair to Employees Motivates Behaviour Toward Organisation Objectives
SKILL ANALYSIS Is a systematic process of identifying and collecting information about skills required to perform work in an organisation Skill Blocks Skill Certifications Skill Structure
What Information to Collect?
Specific Information on every aspect of the production process. Example 1 Example 2
Whom to Involve? Committee consisting of Managers and employees
Establish Certification Methods
Peer-Review On-the-job-demonstration Tests for Certifications
Research on Skill Based Plan
Connection between the Plan, the work and size of Pay-Check Strong Motivation; Learn to Earn Younger, more educated employees with strong growth needs, organisational commitment and a positive attitude toward workplace innovations were more successful in acquiring new skills.
Limitations of a Skill Based
Plan Expensive `Jack of all Trades Increments in flexibility may not improve productivity Campers
Competency Based Structure Can Competencies be learned or developed? Are they a trait that is more difficult to learn? Do Competencies focus on the minimum requirements that the org. needs? Do they focus on outstanding performances? Are they characteristics of the
Defining Competencies Skills demonstration of expertise Knowledge Accumulated information Self-Concepts Attitudes, values, self-image Traits General Disposition to behave in a certain way Motives thoughts that drive behaviours
Competency Based Structure Look at the organisation as opposed to Job based and skill based structure. Core Competencies Competency sets Behavioural Descriptors/Competency Indicators Competency Based Structure
Core Competencies linked to the
mission statement; abstract the broadly applicable knowledge, skills and behaviours. Competency sets helps to translate each core competency into action Competency Indicators Observable behaviours that indicate the level of competency within each set.
The Top 20 Competencies
Achievement Orientation * Info. Seeking Concern of Quality * Analytical thinking Initiative * Conceptual thinking Interpersonal Understanding * Self-Control Customer Service Orientation * Selfconfidence Influence and Impact * Business Orientation Organisation awareness * Flexibility Networking Directiveness Teamwork & cooperation Developing others Team Leadership
What Information to Collect?
Personal Characteristics- Ex. Trustworthy, loyal Visionary highest level competencies Organisation Specific function specific Ex. Leadership, customer orientation, functional expertise.
Whom To Involve? Not everyone understands. Some feel its useful only for career development and not compensation.
Establish Certification Methods Can all competencies be used all the time? Assumptions are not clear Competency indicators become obsolete as strategies shift Difficult to certify objectively whether a person possesses a competency
Research on Competencies Debate on whether competencies can be translated into a measurable, objective basis for pay. Competencies are enhanced by the extent to which people throughout the organisations are business driven and values driven. Deals with intellectual capital and knowledge management
