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Competency Framework – Example


Every organizational setup contains the three broad breakups of hierarchy; The Senior Management The Middle Managerial Team The Junior Team

The first determinant quality required in a good competency framework is providing clear objectives which are interlinked showcasing how the employee progresses and hence the skillsets and abilities which form the core at every level

7AS (Seven Attribute Scale) Competency Framework

The PexiScore Competency Framework assesses the candidate across 35 KEY ATTRIBUTES set across a hierarchical scale; these attributes are further slotted across these Functional Hierarchies using maturity-driven sub-attributes. PexiScore 7AS framework has been inspired by the various instruments of psychometric evaluation and frameworks used by modern corporations in the field of psychometric Assessments and vetted by industry & academics in the field of behavioral psychology and Human Resources.

 PexiScore 7AS Competency framework covers 9 key areas of work behavior for assessing behavioral potential for job roles. This has been further classified into the three hierarchies as showcased to structure the instrument as a flexibility tool for understanding the fitment hierarchy and the capability of the candidate to move into higher hierarchies at the workplace.

Application of PexiScore 7AS Competency Report

Each attribute covered under the Competency Framework can be used to measure behavioral fitment across the two broad factors of Responsibility Orientation & Role Discipline. This acts out in the workplace across various roles and responsibilities where either of them is higher. The CXO level jobs require the highest of both; hence People Management becomes the highest priority while goals and objectives are achieved by ensuring people are managed optimally.

Each person has personality traits that play out in the workplace. These traits are universally validated based on years of research and industry understanding that require measurement for fitment. 

Coupled with the Leadership Assessment, this is the most advanced tool available today for assessment of both fresh hires and existing workforce for talent classification, succession planning and talent identification. Interview sessions will be further helpful in validating the competencies and its levels as provided for in the report.

Managerial Competence This measures individual competence as a Manager. One needs to have specific competence that deals with one’s own level and mental framework on a managerial level. Internal Behavior determines Managerial Competence and hence the Report provides insight on individual capabilities as a Manager for the following traits; Temperament: Assess the inborn temperament of the person for personal effectiveness. Functional Competence: Mental likeliness of job role functions across six core areas. Motivation at Work: Assesses between the two broad areas on Intrinsic and Extrinsic motivational areas. Intelligence: Using intelligence tests to assess the level of intelligence for higher cognitive predictability. Time Value: A time tested valuation of time vision approach towards tasks and vision capabilities.

Leadership Competence The four quadrants of Leadership look at an individual’s mental framework to environmental pressures of reactions as a leader.

Integrity: Measures how honest the person is likely to be on the job and their work ethics.

Morality: Assesses the individual sense of morality while dealing with the team and self-regulation.

Balance: Balance of listening skills and decision making required to find the correct solutions to the tasks using keen observations.

Transparency: The ability to be seen as a transparent leader within the organisation and be open to people and ideas.

Aggression Quotient: Focusses on the aggression level as a Manager and its impact on teams and clients. People Task Orientation

The People Task orientation Quadrant is the final and most important factor to assess leadership fitment across various job roles. As organizational leaders, the task to evaluate a person’s leadership is amplified by understanding the Leadership style one brings to the table using experience, maturity and understanding of the job role using a single, comprehensive report. The most desirable place for a person to be as a leader is to be along the two axis at most times would be a high on task and an equal high on people orientation.

However, do not dismiss the individual quadrants. Certain situations might call for one of the four to be exercised. For example, by putting a Democratic Leader in a select job role, one allows the team to gain self-reliance while an Assertive Leader helps instill a sense of discipline in a team that requires doing monotonous work for longer durations. By carefully studying the job roles and the competences affecting it, we can determine the axis required to achieve the desired results.

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