Competency based selection The background

To understand the procedure of competency established selection it is vital to know the essential conditions and terminologies that form the foundation for this construction. Competencies can be explained as "The behaviourally identified characteristics which underpin effective and/or superior performance across a variety of tasks. The way the person should act in order to achieve the goals" (Acas, 2002)

Competency structured recruitment and selection targets identifying those prospects who own those behaviourally described characteristics that would cause higher performance in the role that is usually to be filled. In recruiting and selecting staff, counting on diverse regions of information alternatively than one, will frequently allow for a much better and clearer picture of an candidate's suitability for a position an organisation which forms the root basic principle for competency structured selection process. (Acas, 2002)

Competency frameworks can be utilized for many purposes in individuals reference management and can help organisations plan their proper goals. Every job in the business can be referred to in terms of key competencies. Which means that competencies can be utilized for all types of evaluation, including appraisals, training needs evaluation and, of course, selection. Some examples of competencies are: communication, decision making and planning. (Roberts, 1997)The competencies are organised around general skills or organisational goals which form the competency platform. Essentially the idea of competency framework provides an structures approach to design a recruiting management task, and helps in selection of the best option process from the available alternatives. For instance, Heike could design a competency framework for selecting supervisors at Korts. Once the construction is developed, he could change the selection parameters of the process to shortlist prospects with skills closest compared to that of the role requirements. (Campbell, 2007)

Elements of the Competency based mostly selection process

The purpose of the selection process is to match people who have work. The selection process is crucial to any organisation as it isn't possible to optimise the human resources, by any method, if there are fundamental deficiencies with the selection process (Roberts, 1997)

In the context of Korts, the procedure is prepared t be used for effective selection of supervisors. The key differentiating factor between the supervisory roles and the overall staff jobs is the added duties and authority skills that need to be showed by the supervisors. The role needs attributes such as personal features, setting path and delivering the service in the role. Corresponding to Carroll (1998), wide amounts of competencies are crucial when the choice is dependant on roles that want the candidates to build up within the organisation and finally achieve control positions. The role of supervisor in the retail company such as Korts, would require the next competencies (predicated on the info available in the event study)

Functional competencies

These are necessary for a specialised role such as supervisor in retail, customer support representative and tasks in task management. Practical competencies form the repository of knowledge used and produced by many and can be used to achieve excellent results for a particular role, if it is well elaborated and referred to. ( Patterson, 2008)

Leadership and Management competencies

These are crucial competencies that are needed in the supervisory role, as it would be ideal for succession planning and building the next leaders within the organisation, in the long run. (Klett, 2010)

Team competencies

Team competencies are quintessential to the supervisory functions in retail. The role requires interesting with the associates for planning and executing the business idea for the organisation. In the retail sector, as proven in the case of Tesco's (largest dealer in the united kingdom) one of the main criterions for selection of supervisory assignments is the capability to function in a team environment. (Tesco, 2010)

Figure 1: Competency centered selection Building blocks Source: Roberts(1997)

As shown in physique 1, Roberts (1997) has linked the recognition of competencies to the complete range of factors that are involved in the recruitment and selection process. The human resources planning identifies the requirement of a particular skill set, which leads to the initiation of the recruitment

Supporting arguments for the competency structured selection process; Alfredo (2007) shows that the application of the competency approach can greatly enhance the recruiting management function in supervisory functions. According to the research by Alfredo(2007), the supervisory roles are essential and identifying the suitable employees for the competencies of these roles is vital as it has great effect on the operational features of the company. Also the supervisory role being the principal leadership role can be quite useful in providing future control for organisations. In case there is Korts, the case study shows the growing size of the business with the next international enlargement.

In case of a fast growing organisation such as Korts, the fundamental components of the competency structured selection could be guided by the key points of,

Efficient - affordable in the process of recruitment as it is vitally important for Tina and Abdul to justify the price of the recruitment process as well as Korts is a growing organisation, so financial resource allocation is also important for it.

Effective - Because the supervisory role will be a formative stage for producing effective management for an fast growing company, it is vitally important for the procedure to work. The

Rational - making certain right through the procedure decisions are made on merit alone. (Rico, 2010)

The proposed selection process for Korts

Figure 2: The competency centered selection process for Korts. (Source: Roberts, 1997)

This section discusses a model process predicated on competency structured selection that may be integrated at Kortes. The procedure is based on review of literature on competency based mostly selection, and examination of extra data, such as understanding the hiring process at retail companies. The procedure is divided into three main phases, which include, discovering the right candidates for the mandatory role, examining the candidates, and finally evaluating and building the veracity of information provided by the candidates. As shown in body 2, each level was created to carry forward the prospects with corresponding skills and provides various tools for differentiating between the successful and unsuccessful candidates. The analysis process defined below offers a broad information of methods available for competency structured selection and recruitment.

Stage 1

Attracting the Talent

Recruitment advertising can be quite expensive it is therefore important that the ad is well designed, targeted at the job seekers with the required competencies and in a position to reach the mandatory pool of applicants. Advertising can be positioned through the print out medium in local, local and national papers. Advertising on the web is becoming increasingly popular as more and more applicants use this method to seek out jobs. Web advertising is also less costly when compared with print advertising. (Campbell, 2007) It can be specifically effective if used in conjunction with a small, signpost advertisements in the press pointing to a specific website where in fact the full information on the work can be displayed. A clear description of the functions and skills of the supervisory tasks would be contained in the adverts, as shown in task 1. The web approach to advertising is recommended in case of Korts as it would provide a affordable method and also it could be used to display screen the applicants after they enter the necessary details at this time. The process would involve developing a web based software, which would guide the candidates about the explanation of the role, and an online application form would be able to receive the applicant's information and CV. The web based portal would also allow the applicants to register with Korts and publish their CV's for consideration in future. (Allen, 2004)

Stage 2

Screening the candidates /Selecting Candidates / Assessing competencies in the recruitment process

Various options available for evaluating the candidates for even more level would include, short listing predicated on CV, Interviews and the quality of references, along with the work test. (Picton, 2002)

Assessment method

Candidate information being assessed


Previous experience, qualifications


Previous background, perceptions of others


Previous experience, knowledge, attitudes, and aspirations

Work sample

Job duties, performance standards

Table 1: Different analysis methods. Source: Picton, 2002

Preliminary Screening

Screening the individuals predicated on the competencies is one of the main aspects of the entire process. There are various examples on the market books such as Carroll (1998), Klett (2010) who have described that the process is often subjective, inconsistent when deployed to display large number of applications and incorrectly designed. Therefore in addition to above initial screening, many companies also use the services of recruitment consultants to shortlist the individuals with required skill collections. Recruitment consultants provide pre screened job seekers which would also save resources that must screen applicants. In order to overcome all these challenges the procedure at Korts might use the match between your skills and competencies required by the supervisory functions your of the candidates. This would decrease the subjectivity and inconsistency that is associated with this stage of the procedure. Using a well constructed application form where applicants are asked constantly for appropriate information will make short listing easier and help maintain fairness. (Campbell, 2007)

Assessment Level:

During the prior attempt at jogging the evaluation program through the recruitment drive, Heike was struggling to achieve the desired result of short listing candidates with supervisory experience. The possible reasons to screen out the job seekers who neglect to meet the selection requirements. The various tools that are available for assessment are Interviewing, psychometric testing and online test for logic and quantitative skills. The competency founded selection process for Korts might have a double split approach for analysis. In the first layers, job seekers who are handed down to another stage could be subjected to online test for skills that are required in the supervisory roles.

Interview Stage

The figure 3 below identifies the method of structuring the interviews in the recruitment and selection process, which could be integrated for diagnosis at Korts.

Figure 3: Guiding ideas for conducting the interviews (Campbell, 2007)

Need for Examination Centre/Tests

According to Taylor (2007) the challenge with methods such as interviews is the fact that, recruiters can only observe a narrow range of behaviours within an artificial situation. In addition, it is inadequate to understand the internal status factors such as prices, beliefs, thoughts and motives.

Taylor (2007) recommends the utilization of assessment centres to improve the predictability of selection operations when they are well designed and designed. However, they can be expensive and need a significant suggestions in conditions of people's time. Notwithstanding this, diagnosis centres provides a variety of useful information and can provide a strong sign of the very most suitable applicant. A successful assessment centre relies on careful planning and organising, and a slick operation on the day to ensure that all applicants are in the right place at the right time along with any equipment they could need such as flip graphs, lap tops, projectors, newspaper and pens etc. In the case of Kortes, assessment centre would add value to the competency centered selection process.

Stage 3: Pre career Checks

This level would consist of checking the certification of the educations and earlier employment experience. Among the mandatory inspections is medical check, so it would be an essential part of the selection process at Kortes. (Campbell, 2007) The very last part of the process would are the reference assessments, as it is strongly recommended that referrals are taken up on all potential employees to check on factual information such as times of employment, requirements gained and past jobs kept.

Information supplied in a guide can be more reliable and valid if the questions derive from job analysis. Identification of the key skills for the role and asking specific questions about these requirements in the guide request, could further contribute towards success of the procedure at Korts. This is obviously important as it is stated in the event study that recently Heike had were able to hire employees who didn't possess any supervisory experience. This level would reconfirm the veracity of the info supplied by the applicants and help out with making the final decision of selection.

Appraisal and performance measurement

The twelve-monthly performance appraisal is usually done in two steps. Inside the first rung on the ladder, the director and the staff complete the performance appraisal form. Second, you as well as your manager take part in a formal performance appraisal interview. The appraisal form, found in the first step, contains performance criteria and criteria that are used to judge the performance. The things that are explained in the job explanation are usually the performance criteria that are being used in the appraisal. The performance requirements are derived from a job evaluation, which is a detailed set of all the skills involved in performing an activity. Once the appraisal is complete, credit score is averaged and the proportional merit raise (if suitable) is determined from the final credit score. (CIPD, 2010B)It can be witnessed from the research study a similar system is being practised at Korts. The data to aid this estimation is provided when there is a significant data available that is usually to be prepared by Tina, and analyze the impact on retention and other performance metrics.

The research study unveils that, there are significant shortcomings in the existing process at Korts. The appraisal process that is supposed to be interactive between the store professionals and the employees is not upto the required standards. That is discussed by the "managers proclaimed oddly with one presenting everyone a middle standing and another exhibiting blatant favouritism which was almost as bad as the South London store where in fact the manager had rated the worst employee highest. . . ". There is even an consideration of forced scores to generate your data that is required for analysis, also to complete the appraisal process. Each one of these issues point towards the lack of "fairness" in the existing performance appraisal process at Korts.

The performance appraisal process is a process that evaluates staff performance. The parameters that are compared include; quality, amount, cost, and time. The performance and examination process also help in achieving the following goals for the organisation

Establishing the performance standards

Communication of requirements, goals and the results of progress(up to now) with employees

Assist in taking corrective action; in case of if performance is below expectation.

Set up something that measures actual performance(CIPD, 2010B)

Figure 4: All natural view on the performance management process within an corporation Source: Klett(2010)

According to Klett(2010) "Performance management represents a alternative process that includes all techniques that effectively support and enlighten organizational goals, evaluate employee's performance and understand employees credibly. Integrated performance management can be an innovative process that provides both, a strategy and a process for accumulating human expertise. " It also is associated with areas of business and people management for both, individuals and teams.

Performance management relates to the establishment of an culture that allows individuals to constantly advance business procedures and their own competencies. A smartly designed and carried out performance and expertise management can increase the employee's self-confidence and overall output. (Klett 2010)

Creative Remuneration System

Designing an appropriate Wage-Benefit Proportion (e. g. high proportion of changing pay) and adaptable add-ons allocation (e. g. Joining extra) to perspective employees will be the most effective strategies adoptions. Performance management is often linked with performance-related pay (PRP). PRP can be an important factor in many performance management schemes because it is thought to motivate; it is said to provide the subject matter that performance and competence are essential, which is thought to be fair to pay back people according to their performance, contribution or competence. (Cuneen, 2006) The helping factors for the implementation of PRP system are the annoyance of Tina, when she actually is struggling to find people for training at Korts, unless it is related to money. Critics of the theory though, believe that other factors tend to be important than PRP in motivation; that it is usually based on subjective assessments of performance, that this inhibits teamwork due to its individualistic nature, and this it leads to 'short-termism'. (CIPD, 2010)

A new remuneration scheme may be designed predicated on performance related pay at Korts that provides benefits to older workers, (for example Tina, who's with the business from inception) relative to amount of service and span. The outcome would be a labor force that is highly collaborative which wants to remain with the company for the long haul. The annual bonuses of affiliates should reflect support for colleagues and contribution to Korts reputation.

360 degrees reviews for performance appraisal

Greenberg (1986) in his intensive study of fairness and performance review referred to that the knowledge of the performance of professionals and supervisors and also other co-workers has higher impact on the performance of an employee. To make the appraisal process fairer at Korts, one of the methods that can be used is the 360 levels feedback way for performance appraisal. The system of 360 feedback (sometimes called 360 level opinions) provides home elevators a person from a number of sources. ( Rogers, 2002) The proponents of this theory declare that it gives professionals and people better information about skills and performance, and working relationships. This technique could be advised at Korts as it could take away the biased decision making in performance dimension and help Korts in calculating the performance. (Greenberg, 1986)

If implemented properly, 360 opinions would struggle the recipient's perceptions of their skills and performance, and offer the motivation to improve. It can test perceptions in 3 ways

The responses on an element of behavior is the opposite of the actual recipient needs.

An aspect of behaviour is been shown to be more (or less) important as a conclusion of these performance than the recipient thought.

The results highlight relationships between areas of behaviour. (360 Feedback, 2010)

Measure Performance

Korts should use competency modelling which should involve a stringent score process which would help to examine how employees are carrying out against potential. Korts is a growing company so that it offers a larger job development opportunity which makes performance management very important. A fairer performance management system would provide an efficient tool that will give important insights about high performers and their aspirations, Consider a circumstance where Korts has a higher performer in a store with lower sales, to sustain him he will need to be moved to a greater store with better more responsibilities. (Cuneen, 2006)


There is no one solution for those ills, even as the organization adopts a technique, guiding executives must ensure that this does not become inflexible (Mintzberg, 2009). The strategy must be constantly mutating to keep rate with the changing environment. The following measures ensures that the strategy is assessed regularly and is recommended to be practised at Korts,

Involve stakeholders in analysis and overview of performance and appraisal processes

Measure the performance and review tactical aims every year

Develop action projects to maintain improvement against the key performance results (Service criteria, HR program output) and/or take corrective action where performance is below expected levels

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