Up to a certain level, conventional person specification methodology can be acceptable in providing the framework for the short-list selection process, but it does have a glaring omission. It fails to focus on the elem- ents that are likely, in the end, to provide success in the job, namely the competences that applicants will bring to the job – not what they have done and what qualifications they bring, but how they have performed, as measured in terms of outputs and standards of performance.
Since the late 1980s, there has been a gradual growth in the number of organisations that have started creating competency frameworks. They have been established as part of the enhanced performance manage- ment process to enable the organisation to obtain, manage, develop
and reward people who can ensure the organisations meet their goals. Part of that process is to change the emphasis from a job description which simply sets out what employees do to a competence profile which lays down the essential competencies required for effective performance in that job. To these organisations, these competences are indivisible from the jobs.
For all jobs, the organisation will have a set of organisational or core com- petences which will apply to all positions. These are usually linked to the organisation’s core values and include such areas as customer care, flexi- bility, effective communications and attention to quality. There will also be specific or technical competencies applying to certain jobs or occupations. For each of these competences, there will be a series of levels setting out the degree of depth or importance as it may apply to each position.
Figure 4.4
Person specification – branch manager, employment agency
Requirement Essential Desirable
Education and qualifications ❑ Educated to A level standard ❑ Good grades in English and Maths
Work experience ❑ 2–3 years experience in a ❑ Agency experience
supervisory role within a ❑ Sales experiences
customer service or sales ❑ Managerial experience
environment
Abilities ❑ Good verbal communication ❑ Good written and numerical
❑ Managerial skills skills
❑ Analytical skills ❑ Computer literate
❑ Planning and organising ❑ Good business acumen
skills
Motivation ❑ Self-motivated ❑ Desires career advancement
❑ Competitive ❑ Ambitious
❑ Results oriented
❑ Prepared to invest in staff development
Personality ❑ Socially confident in all ❑ Diplomatic
situations ❑ Able to direct and control
❑ Empathetic others
❑ Persuasive
❑ Able to cope under pressure
❑ Adaptable
❑ Creative and innovative
Circumstances ❑ Commitment to overcome ❑ Lives within 1 hour’s difficulties in meeting work travel from the branch requirements
Having established the framework, the final stage is to draw up a competency profile for each position, setting out the competencies applicable and the level of application.
A simple version is shown in Figure 4.5 where a set of six competen- cies have been drawn up for Magistrates Clerks and Figure 4.6 which details one of these competencies.
Figure 4.5
Magistrate Court Clerk Competencies
Competence 1 Build and maintain an effective working relationship with magistrates Competence 2 Facilitate the business of the court
Competence 3 Contribute to the aims and objectives of the court
Competence 4 To advise and work in partnership with administrative staff Competence 5 Train and develop magistrates and staff
Competence 6 Organise and support statutory and other committees
Figure 4.6
Court Clerk Competence 1 (Source: Lord Chancellors Office)
Competence title: Build and maintain an effective working relationship with magistrates
Outcome Magistrates’ decisions are appropriate and legally correct
What does the court clerk do? What is the required standard?
Facilitates a structured ■ Advice to magistrates is accurate, objective and
decision-making process communicated in a way which is structured, clear
and comprehensible
■ Occasions when it is appropriate to intervene are anticipated, relevant issues are identified and necessary information is obtained
■ Interventions address the specific issues decisively and clearly advice is given whether elicited or not
Liaises with magistrates ■ Respective roles are clearly identified and agreed
■ Pre-court consultation with magistrates is carried out on every occasion
■ Other opportunities are taken to encourage open dialogue with magistrates; for example, attending training sessions and bench meetings
■ Feedback is sought and given with magistrates regularly
The set of competencies act as an effective job description and can also be used to specify the applicants required. They should either already possess the competencies detailed or be capable of being trained to achieve them. These precise definitions are used as the basis of the required training and also to assist in monitoring performance in the job. Figure 4.7 gives a more complex example of how the overall frame- work has been constructed for management at the Whitbread Beer
Figure 4.7
Example of competencies at Whitbread Beer Company
Breaking down roles into measurable, bite-sized pieces Fingerprints are unique, as are the various management roles in the Beer Co.
A job fingerprint takes each overall competence label; for example, leadership or business awareness and sub-divides it into more specific sub-categories.
Each Competence ends with a ‘summary of importance’ section. This is used to simplify outputs. The greater detail made possible by sub-categories is available as and when required.
Examples:
Behavioural Technical (e.g. sales)
3. PERSUADING AND INFLUENCING L-NEGOTIATION
Seeks to sell ideas rather than impose them, Able to effectively negotiate agreements, using rational and logical argument. Adopts an satisfying both company interests and
appropriate style according to the situation. customer needs.
Argues a point in a compelling yet unemotional way and is comfortable when dealing with conflict.
a. AUDIENCE a. INVESTMENT AND FACT FINDING
b. STYLE b. PLANNING AND FINANCIAL AWARENESS
c. CONFLICT c. KNOWLEDGE AND APPLICATION OF TECHNIQUES
d. DEPTH OF ISSUES d. NEGOTIATED IMPACT AND OUTCOME
e. RESPONSIBILITIES e. CREATIVE SOLUTIONS
f. ROLE RELATIONSHIPS f. COMPLEXITY OF THE NEGOTIATIONS
g. CONSULTATION g. SUMMARY OF IMPORTANCE
h. SUMMARY OF IMPORTANCE
pointing the way to continuous improvement
LABEL SUB - CA TEGORIES DEFINITION
Figure 4.8
Example of competencies in detail
Once this is done each sub-category is ranked on a scale of 1–5 in terms of how much is required by the role (Role Profile) or how much is demonstrated by the individual (Individual Profile)
Examples:
Behavioural Technical (e.g. sales) 3. PERSUADING AND INFLUENCING L-NEGOTIATION
Seeks to sell ideas rather than impose them, using rational and logical argument. Adopts an appropriate style according to the situation. Argues a point in a compelling yet unemotional way and is comfortable when dealing with conflict.
a. AUDIENCE
1 2 3 4 5
1. Interaction is mainly limited to own team and peers. 3. Interaction is often cross functional, involving other
managers.
5. Interaction is mainly with Board and Senior Management or cross divisional.
b. STYLE
1 2 3 4 5
1. Typically one style of influencing (selling, negotiat- ing, telling, etc.)
3. Maybe required to vary style.
5. An ability to constantly vary style and approach.
c. CONFLICT
1 2 3 4 5
1. Minimal challenge or conflict. 3. Some challenge or conflict.
5. A high degree of challenge or conflict.
Key:Role■ Individual ✔
Able to effectively negotiate agreements satisfying both company interests and customer needs.
a. INVESTIGATION AND FACT FINDING
1 2 3 4 5
1. Has a basic understanding of the customer structure and can identify key decision makers.
3. Can identify specific customer needs and wants and understands the business context.
5. Has a detailed understanding of the customer’s marketplace and strategies and is able to identify the strategic value to WBC.
b. PLANNING AND FINANCIAL AWARENESS
1 2 3 4 5
1. Is able to identify low cost/high value concessions and their financial implications at a basic level. 3. Is able to identify and cost more complex sanctions
and incentives which may fall outside functional guidelines.
5. Is able to identify the strategic value of the negotia- tion/relationship.
c. KNOWLEDGE AND APPLICATIONS OF
TECHNIQUES
1 2 3 4 5
1. Can identify the common ground in a straight- forward negotiation.
3. Can identify how to manage more complex negotiations by summarising and testing the understanding of others, being able to make tentative proposals and identifying how to manage ‘low reactors’.
5. Is able to manage very complex negotiations by identifying how to avoid ‘spirals’ and how to deal with hard bargainers.
pointing the way to continuous improvement
✔ ■ ■ ✔ ■ ✔ ■ ✔ ■ ✔ ✔ ■
Company. Figure 4.8 details how one of the competencies, Persuading and Influencing, has a sub-group category, Negotiation, which has a five-scale ranking which can be applied to every applicable position.