However, with major shifts in the conventional methods of people management, the hiring process has also undergone a change therefore a lot of emphasis is being put on the hidden behavioural aspects as well to make a sound decision. In the traditional method of hiring, most of the organizations looked at just the visible components of competencies the knowledge and skills, believing that the behavioural aspects can be developed through proper guidance and good management. It takes more time and effort intensive exercises, like psychotherapy, counseling, coaching and mentoring, developmental experiences etc. The visible competencies like knowledge and skills can be easily developed through training and skill building exercises however the behavioural competencies are rather difficult to assess and develop. In organizations, senior level hiring is therefore a time consuming and elaborate affair as it becomes necessary to establish the alignment between the organizational and individual motivation and aspirations.ĭeveloping the two levels of competencies also takes different routes. Think of a soldier at the war front, he knows how to use the weapon he is holding, but thinks that the war is unjust and refuses to fire. In more complex jobs, these behavioural aspects, motives and traits become more important than the skills and knowledge required to do the job. Therefore, intent behind a displayed action is necessary to understand the action and its implication fully. ![]() Suppose an organization is promoting an open door policy which literally means that a manager or supervisor would keep the doors of his/her chamber open to become accessible to their subordinates and encourage sharing of opinions and feedback.Ī manager sitting at the farthest corner of the office keeps his door open all the time, how does one evaluate whether it is for fresh air, claustrophobia or an indication that his subordinates are invited to reach out to him anytime. Let us try to understand it through an example. The aspects of competencies which lie below the surface like attitude, traits, thinking styles etc directly influence the usage of knowledge and skills to complete a job effectively. Spencer explain that a behaviour is incompletely defined without intent. So, is there a relation between the competencies which are above the surface and those which lie beneath? In the book Competence at Work Models for Superior Performance, the authors Lyle M. Let us take a look at the different components of the model: The pictorial representation of the model is as below: Similarly, a competency 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. ![]() An iceberg which has just one-ninth of its volume above water and the rest remains beneath the surface in the sea. The iceberg model for competencies takes the help of an iceberg to explain the concept of competency.
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