Human Capital & Supporting Individuals and ... - IOSH

Human Capital & Supporting Individuals and Organizations to Release Inertia and

Achieve their Full Potential.

Presentation to the IOSH Chiltern Branch

Hyacinth Guy Human Resource Company

The Topic Selected

• Referenced some of the research published on IOSH website

• Useful for HR Managers

• Managing Your People Safely – IOSH report in partnership with YouGOV


Question(to OSH Trainers)

• How do they ensure that Managers have the right level of skills, knowledge and understanding to manage people safely…?


Alignment with HRM

• The report concluded that Competence is the key to running any business well or performing in any role with confidence and skill.

• Knowledge results from experience, but too often it’s the school of hard knocks that delivers this learning.

• In health and safety that usually means someone has been harmed, which is morally unforgivable


Objectives

• To share a perspective on how we can establish systems in our organisationsthat blend knowledge, skills and abilities with competence.

• To create awareness of some HRM systems that can bring out the full potential of your employees


Why is this important?


COMPANIES ARE ORGANIZATIONS OF PEOPLE & PROCESSES


Knowing * Doing

US Companies spend over $60BILLION /yr on training - trying

to get people to know more!

RESULTS = People * Processes

X

XMuch of the training

budget is spent on process learning and improvement

The problem must be that people aren’t doing what they

already know how to do!

COMPANIES ARE ORGANIZATIONS OF PEOPLE & PROCESSES


GAP

RESULTS = Knowing * Doing

“Education is not so much about teaching people what they do not know but rather teaching people to behave as they do not behave!”

Competency Models aim to bridge the gap between KNOWING and DOING

What is Competence

or a Competency

1. Combination of the underpinning of Knowledge to perform a task; the necessary Skills to complete a task; and the necessary work ethic and personal attributes, such as Attitude, when completing a task.

2. Knowledge, skill, ability or other characteristic (e.g., trait, mindset, attitude), which when applied in the appropriate roles, help achieve desired results.

3. A combination of skills, job attitude, and knowledge which is reflected in job behavior that can be observed, measured and evaluated.


History of Competency

In the late 1960’s, the Occupational Competence movement was initiated by Dr. David McClelland who was a Professor of Psychology at Harvard Business School

••

McClelland found that traditional tests such as academic aptitude and knowledge tests, did not predict success in the job

••

Since this find and even during the early 70’s, leading organizations have been using competencies to help recruit, select and manage their outstanding performers

••

A supporting research conducted by McClelland found that students, who did poorly in Universities, as long as they passed, did just as well in life as the top students

••

Through this McClelland proved that superior performance is not always measured by test scores but rather related to hidden traits and qualitative behaviours


Iceberg Model

The Iceberg Model for competencies takes the help of an iceberg to explain the concept of competency.

An iceberg has just one-ninth of its volume above water and the rest remains beneath the surface in the sea.

Similarly, a competency also has some components which are visible like knowledge and skills but other behavioural components like attitude, traits, thinking styles, self-image, organizational fit etc. are hidden or beneath the surface.

Knowledge & Skills

Attitude, Traits, Thinking styles,

Self-image, Organizational

fit


How do we use

Competencies in an

Organisation?

• We implement a Competency Based Management Model which is a guideline developed usually by a Human Resources Department that sets out the specific skills, knowledge and behavioural requirements that enable an employee to perform the job successfully.

• We do this by identifying the collection of competencies that are needed for effective job performance…– Core competencies

– Behavioural Competencies and

– Job Specific Competencies

• We then use these to design and develop our Recruitment/Selection Systems, our Talent Management Systems and our Performance Management Systems. (A Competency Model)


Benefits to the

Organisation

• Sets a clear direction for workforce

performance that aligns with

organizational goals and strategies.

• Enables HR to have a deeper

understanding of all employee abilities

and skills.

• Enables HR and Line Manager to more

accurately identify learning &

development needs.

• Allows employees to take ownership of

the skills and behaviors required of them

in their roles.

• Empowers organizations to keep track of

what skills employees have so that

strategy and planning can work towards

that future skills may be needed.

• Provides a consistent and fair system of

measurement for performance evaluation.


Types of Competencies

Generic or Core Competencies:They are those which are

considered essential for all staff, regardless of their function or

level, e.g. Customer focus, communication. These

competencies include broad success factors not tied to a

specific work function or industry. They usually focus on

leadership or emotional intelligence behaviours.

Behavioural Competencies:

They are those which are considered essential for

effective performance in a role e.g. analytical thinking, initiative and include competencies that managerial or supervisory staff

should have e.g. planning /organizing skills, decision

making, delegation, leadership; management of people

Functional/Technical Competencies:

These are specific competencies which are considered essential

to perform any job in the organization within a defined technical or functional area of

work. Some examples of functional/technical

competencies are: business awareness, business skills,

technical skills.


Examples of Behavioral Competencies

Adaptability Motivation Commitment Creativity Teamwork

Analytical Reasoning Initiative Leadership Cooperation

Communication Skills


Bridge the Gap

between Knowing

and Doing

• Recruitment and Selection

– Discover how a candidate can apply specific knowledge/skills in the environment.

– The logic is based on the principle that past performance predicts future behaviour and how the candidate behaved in the past is strongly correlated with how he/she will behave in the future.

• Talent Management

– Competencies provide standards for measuring employee strength and skill gaps and improve their understanding of expected behaviours

– Help employees plot a course of career transitions based on competencies needed for progressing.

– Assess bench strength

– Workforce and succession planning



Supervisor

Technician Trainee

Technician Trainee

Technician Trainee

Technician Trainee

Senior Technician

Senior Technician

Junior Technician

Junior Technician

Manager

Senior Technician

Job Family or BehavioralCompetencies

Concern for Safety

InteractiveCommunication

Achievement Orientation

Resource Management

3

3

3

3

Trouble Shooting

Level 5: Demonstrates expert knowledge and ability and can apply the competency in the most complex situations.

Behavioral Indicators:

• Employs expert knowledge and

ability with regards to reviews of

materials produced.

•Approves financial plans regarding

any increases in budget, updates or

new information evaluations

•

Monitors, interpolates and acts on the

results provided.

Leads or contributes to expert-level

groups regarding issues relating to

problem solving.

CoreCompetencies

Work Ethics and

Values

Teamwork

Health and Safety

3

3

CapabilityLevel

Proficiency

3

Position

Specific

Competencies

Troubleshooting / Problem Solving

Mechanical Systems

Mechanical Techniques

3

3

5

Co

mp

ete

ncy A

rch

itectu

re

•


OSH Competencies


Arguments for

Competency Model

Organisation may have to comply with Regulatory, Corporate and Occupational standards.

Provides an objective system for selecting, promoting, rewarding and training employees

Provides a common vocabulary especially for coaching

Easier to identify areas for development.


Arguments Against

Competency Model

If incorrectly designed or if designed only for the present may be of limited use

No indication as to how to acquire the competency

Difficult to implement


Job Description/Competency Model


A job description is a general summary of the skills required for a job

A competency model provides specific

behaviours that an employee must

demonstrate on the job to be successful

Who Identifies the

Competencies

• Experts, HR Specialists, Job analysts, Psychologists, Industrial Engineers etc.

• But this must be done in consultation with Line Managers, current and past role holders, and other key stakeholders.


Formulating a Competency

• The Society for Human Resource Management (SHRM) offers a best practice in the

formulation of competencies by breaking down what information should ideally be

included in a specific competency:

Best Practice:

• Title - Name of the competency

• Definition - Overall definition of the competency

• Sub-competencies - General baseline skills and behaviors required

• Behaviors - Behaviors that reflect the highest level of proficiency

• Proficiency Standards - Skill standards that reflect job-specific requirements and

reflect four stages of career development (early, mid-level, senior, executive)


https://www.shrm.org/LearningAndCareer/competency-model/Documents/Full%20Competency%20Model%2011%202_10%201%202014.pdf

Example

• Title: Customer relationships

• Definition: As part of the Sales process and an integral part of

the role, is the ability to create a lasting relationship with

customers via interactions.

• Sub-competencies: Ability to communicate effectively with

customers

• Behaviors: Emotional intelligence

• Proficiency Standards: Identify customer concerns and

present methods for addressing concerns.


Ways we use Competencies

in HRM?

• Recruitment and Selection.– Incorporate into Job

Descriptions and Job Advertisements

– Incorporate into Selection Process

• Performance Management and Appraisal– Identify behaviors

necessary for success in a role

• We can also train, coach and mentor persons to demonstrate the Behavioral Competencies


Hiring an Auditor

Technical

• Plan, organise and complete audits

• Manage risks by…

Behavioral

• Analytical thinking

• Attention to detail

• Integrity

Core

• Customer Focus

• Management of people


CCoommppeetteenncciieess

Behaviours to be displayed in successful accomplishment

of work objectives

HHOOWW

they must be accomplished

PPeerrffoorrmmaannccee OObbjjeeccttiivveess

Outcomes and standards for determining whether

objectives are successfully accomplished

WWHHAATT

must be accomplished

How Competencies are Used in the Competency-based Performance Management Process


Benefits of a competency-

based approach to

performance management?

Hyacin

th G

uy H

um

an R

esou

rce Co

mp

any

Creates high-performers

Establishes a clear link between organizational and individual objectives

Encourages ongoing communication through coaching and meaningful feedback

Encourages discussion and development of competencies through training

Recognizes exemplary performance and accomplishments

Creates a high-performance organization

Components of the Iceberg Model

Traits

Self Image

Skill

Knowledge

Content knowledge / information in field of work, - from education to experience

Ability to do something well; most easily trained on - e.g. technical skills to use knowledge

How people see/view themselves; identity; worth - e.g. an expert, a learner, leader, manager, agent, innovator

Habitual / enduring characteristics- e.g. flexibility, self - control, good listener, builds trust, engages & inspires, mindset


Accept that People and Organisations

tend to resist Change


- Shifts in power, change in legislation, global competitive

framework

- Need to learn new skills and demonstrate new behaviors

Resistance to change is normal. It is not inertia or opposition but the

application of productive energy to a hidden COMPETING COMMITMENT

The Unconscious Drivers

The beginning of change not the end!

Harvard Study:

Resistance to change is normal


Competing commitment

Active inertia - an organization’s tendency to follow established

behavioral patterns even in response to dramatic

environmental shifts. This is because people become stuck in

the modes of thinking and working that brought success in

the past, so they perpetuate their tried-and-true activities.

Sull, D. (1999, July-August). Why good companies go bad. Harvard Business

Review, 77(4), 42-52.


The NEUROSCIENCE

of Change

Change requires us to think something new, to believe in it

and to act on it. This is exhausting and brings fear:

❖ I don’t know how to…❖ I will lose status and

control


So how do people change?Two Questions…

Emotionally shocking experience

Awareness, study, engagement


Discussion

1. Recognizing

Change

2. Navigating

Change3. Becoming

Change Adaptable


Because we act on what we believe, we have to change our beliefs.

That requires us to change the way we think about, talk about and see the organization.

Change organization

thinking

Change organization

beliefs

New Behaviors

New RESULTS

HR has a role in navigating the change!!


The science of change

• Neuroscience, the science of the neuroplasticity of the brain is now helping us to understand how change occurs.

• One finding of neuroscience research that appears to be well supported is that it is possible to unlearn old habits and develop new habits at any age.

• Our brains are NOT hardwired and you can ‘teach an old dog new tricks’

• When we repeat the new behaviors over a sustained period of time, our brains grow new neurons and actually change to reflect the new habit.


Science has discovered…

• Human beings have a bias for the status quo ; we want things to stay the same; we prefer what we know

• The brain is not hard wired – it can change –chemically and structurally; it awakens when new things are tried and repeated;

• Repetition is the key to new habits.


Become change adaptable

▪ Become aware of the need for change▪ Adopt new habits▪ Repeat new habits over time…repetition is the key to

learning…and to change. It changes neural patterns.▪ Keep communication lines open; keep engaging; accept

course corrections▪ Celebrate small wins▪ Recognise the high emotional points during the change and

navigate them effectively.▪ Remember that employees know what to do; but they

don’t have the language and the authority to do it; managers may have language and authority but generally do not know what to do. So work with both


An organizational renewal and change framework.


Communicate

Connect

Act

•Recognise when a change requires an intervention and plan well

•Know where you are and where you want to go. Have a well defined vision for change.

•Establish purpose - analyze current state; share information with employees and stakeholders;

•discuss what has worked, what has not worked, why, implications, what has to be done.

•Identify action items and areas for change

•Have a change management methodology…this should include a coalition of the willing, support from leadership and steps to engage employees.

•Enjoin persons in the process of change or what has to be done, seek their inputs, set goals, empower them, bring out their talent; foster creativity.

•Build competencies and mastery as individuals begin to believe in themselves and in the goals

•Experience that feeling of trust and burst of energy that comes with trust.

•When employees understand and feel a part of the process, they will act and move in the direction of the goals.

•They will willingly add value and achieve more together

To Summarise• A Competency is a Knowledge, Skill, Ability AND

other characteristic or a group of characteristics which, when applied in an integrated manner in a role, help people and organisations achieve success.

• A Competency Based Management approach in an organization helps bridge the gap between what people know and what they do

• The introduction of a Competency Model in an organization requires a change management approach that recognizes that this is a behavioral change. This takes increasing awareness and repetition of new behaviors over time.


An organizational renewal and change framework.


Communicate

Connect

Act

Thank You

Questions


Human Capital & Supporting Individuals and ... - IOSH

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