Identifying Differentiating Competencies

of Indian Software Professionals using

Behavioural Event Interview (BEI)
Technique
Anindya Basu Roy & Sumati Roy

Abstract:

The present paper probes to identify the differentiating competencies segregating

exemplary and average managers in the Indian software industry. A list of prominent IT
companies in Kolkata was prepared. These fifteen companies were invited to be a part of
the study and amongst them four acceded. In all there were forty participants from these
four companies. Eighteen of them were identified as ‘Exemplary’ performers and twenty
two were identified as ‘Average’ performers by their managers. Behavioural Event
Interview was conducted on them. In this specially designed interview the selected
employees described in their own words three success and three failure stories related to
their work. These BEI transcripts were analyzed and coded for various characteristics.
The comparison of characteristics of Exemplary and Average groups helped in
identifying the differentiating competencies for Indian IT professionals.

Introduction:
In recent years, the term competency has gained a lot of importance in human resource
management in India. But the competency research in India is at an early stage.
Competency Assessment has seen a lot of activity since the 70s in the US. The starting
point of the competency movement was an article published by McClelland of Harvard
University. In 1973, McClelland initiated the competency modeling movement by
publishing an article called “Testing for Competence Rather than Intelligence” wherein
he established that traditional achievement and intelligence scores may not be able to
predict job success and what is required is to profile the exact competencies required to
perform a given job effectively and measure them using a variety of tests. Subsequently
there have been significant contributions from researchers like Patricia McLagan &
Richard Boyatzis. Various studies conducted by McBer and Company showed that
competency measures drawn from interview could predict job success for high level
executives (Boyatzis, 1982).
The term competency is defined as “An underlying characteristic of an individual that is
causally related to effective or superior performance in a job (Boyatzis, 1982).
According to Boyatzis (1982), competency includes “a motive, trait, skill, aspect of one’s
self image or social role, or a body of knowledge which he or she uses”. Another set of
definitions stressed upon ‘Observable performance’ (Boam and Sparrow, 1992; Bowden
and Masters, 1993). In this approach the focus is on a person’s performance. Spencer and
Spencer (1993) modified Boyatzis’ definition and stated “A competency is an underlying
characteristic of an individual that is causally related to criterion-referenced effective
and/or superior performance in a job or situation. They explained that “Underlying
Characteristics” means the competency is a fairly deep and enduring part of a person’s
personality and can predict behaviour in a wide variety of situations and job tasks; “
causally related” means that a competency causes or predicts behaviour and performance;
“criterion-referenced” means that the competency actually predicts who does something
well or poorly, as measured on a specific criterion or standard. Hamel & Prahalad
(1994) have introduced the concept of organizational core competency that transcends
individual competencies.

Identification of competencies is important for any organization as it helps in manpower

planning, selection, promotion, training and in other HR functions. Competencies may be
generic and specific. Generic competencies are appropriate for a wide range of
organizations whereas specific competencies are valid for a particular organization. In the
present paper, our objective is to identify generic behavioral competencies for managers
in the software industry.

We have chosen software industry because the Software industry has performed very
creditably in terms of revenues and growth rates in the 90s. As per Nasscom figures, the
Indian IT industry has grown from $ 1224 m in 95-96 to $ 28,500 m in 2005 -6. Though
global slowdown in the second half of 2008 seems to have affected the IT industry, well
managed Consulting companies like IBM have successfully managed the transition. The
outlook continues to look good for the long term for the industry. Because it is highly
people intensive most Information Technology companies face a need for scaling up
Recruitment and OD activities on an ongoing basis. Moreover, McLagan (1980)
emphasized the importance of developing competency models for “knowledge” jobs. He
stressed that competency models are only practical vehicles for describing knowledge
jobs- jobs which require high level of creativity, judgment, tolerance of ambiguity, and
which cannot adequately be described in job or activity descriptions. Considering the
growth of IT and ITES and its struggle for survival in the turbulent environment, the
present researchers feel the importance of development of IT specific competency model
for the managers.
Literature Survey:
Burgoyne (1976) developed a model of managerial competencies. This model is known
as The Lancaster (Burgoyne) model of managerial competencies consists of eleven
qualities classified into three groups. These are basic knowledge and information, Skills
and abilities, and meta-qualities.
Spencer and Spencer (1993) developed a generic model for managerial competencies. It
consists of six clusters- Achievement and Action, Helping and Human service, the Impact
and Influence, Managerial, Cognitive and Personal Effectiveness. Dainty, Cheng and
Moore (2005) identified behavioural competencies of two groups of project managers
using BEI method.
Sharp Electronics was among the first few companies to adopt competency models. They
developed a core competency model for their organization. The company clarified the
knowledge, skills and behavior that would enable employees to achieve organizational
goals (Montier, Alai, Kramer, 2006). The model developed incorporates the following
competencies- demonstrates creativity, learns continuously, establishes high standards,
These are few examples of competency researches. There is a dearth of industry specific
competency models. The present research is an attempt of developing such a model for
software industry.

Methodology:

Sampling: An exploratory survey of IT companies in Kolkata was conducted taking the

help of experts and fifteen prominent companies were short listed. They were approached
for being a part of the study and amongst them four complied. In all there were forty
participants from these four companies. Eighteen of them were nominated as
‘Exemplary’ performers and twenty-two were nominated as ‘Average’ by their managers.

Identifying Competencies using BEI: For identifying competencies we have used

Behavioural Interviewing method. This special interview technique was developed by
McClelland and Dailey (1972). It is a combination of critical incident technique
developed by Flanagan (1954) and thematic analysis. The Behavioral Event interview is
the core of the job competency assessment process. BEI data can be used to predict
superior job performance. The purpose of the BEI is to get around what people say they
do to find out what they really do. This is achieved by asking the respondents about their
exact behavior while they faced critical incidents in the work life. The data therefore is
likely to be more credible.
Conducting Behavioural Event Interview (BEI): Behavioral event interviews were
conducted on all managers. The questions required the respondents to relate three most
important situations that they have experienced in the job which may best be described as
success stories or ‘high’s. Similarly they were asked to relate three failures or ‘lows’. The
interviewers asked specific details about what led to the situation, who were involved,
how they felt, what they did and what the result was.

Analysis of Behavioural Event Interviews: For analysis, the interviews were typed,
recorded and coded. The BEI transcripts were coded by using the List of Critical
Attributes (Competency dictionary) developed by Pareek & Rao (1992). Two coders
coded the BEI transcripts. The coding process involved identification of competencies
from BEI transcripts and matching these with the definitions described in the dictionary.
The cases where the coders continued to differ in their opinions, a third coder did the
coding independently.

The Competency Dictionary: The dictionary we have considered for coding the BEI
transcripts consists of forty competencies. These are Analytical Ability, Planning Ability,
Organizing Ability, Problem Solving, Decision Making, Risk Taking, Flexibility,
Controlling Ability, Ability to Motivate, Ability to Handle Conflicts, Teambuilding,
Team Spirit, Communication Skills, Persuasiveness, Initiative, Creativity, Negotiation
Ability, Predictive Ability, Optimism, Self Reliance, Sociability, Endurance, Ambition,
Industriousness, Openness, Perseverance, Versatility, Perceptiveness, Resilience,
Understanding, Resourcefulness, Task Orientation, Achievement Motivation, Integrity,
Drive & Determination, Dependability, Empathy, Investment in subordinates, Firmness
& fairness and Originality.

Concept Creation or ‘Conceptualization’ to code BEI transcripts for new

competencies outside the dictionary: Few cases occur, where suitable competencies
were not found in above mentioned competency dictionary. In those cases competencies
were conceptualized and appropriately titled.

Identifying Differentiating Competencies: There were two separate operations here.

1. Finding out the frequency of occurrence of each competency. This was done by
counting the number of times it was coded subject to a maximum of one per story.

2. Using the Chi-square Test (5% level of significance) to find out the differences
between Exemplary & Not Exemplary performers in demonstrating or not Demonstrating
different competencies.
Results and Discussion:

Use of Concept: Thematic analysis of the BEI transcripts and coding process identify
thirty competencies. These have been marked with a sign

LIST OF CRITICAL ATTRIBUTES WITH DEFINITIONS

Serial Competency Description
Number
01 Analytical Ability The ability to break down a complex whole into
elements: see how various elements fit with each
other and the way they relate to other elements.
02 Planning Ability The ability to draw up series of activities and
utilization of resources necessary to achieve a
specific goal.
03 Organizing Ability The ability to mobilize, coordinate and direct
various resources and to delegate adequate
responsibility and appropriate authority.
04 Problem Solving The ability to elicit relevant and reliable information
to locate and identify the real difficulty and solve
problems.
05 Decision Making The ability to weigh all available and relevant facts,
to evaluate various available sources of information
and determine within a reasonable time, the course
of action that is to be followed.
06 Risk Taking The ability to have the courage to undertake new
assignments, projects that carry/involve risk.
07 Flexibility/Adaptability The ability to respond quickly to different people,
changing environment & situations.
08 Controlling Ability The ability to evolve control systems and monitor
progress & performance.
09 Ability to motivate The ability to elicit desire, enthusiasm and
commitment and effective behavior for goal
achievement.
10 Ability to handle The ability to manage differences to the greatest
conflicts satisfaction of all involved persons.
11 Team building skills The ability to create an atmosphere in which
different people can cooperate in the
accomplishment of agreed upon goals.
12 Team Spirit Participates willingly and cooperates wholeheartedly
with other members of the team.
Serial Competency Description
Number
13 Communication Skills The ability to convey thoughts and feelings
accurately.
i)Verbal Expression: Ability to express himself
clearly and concisely orally.
ii)Written Expression: Ability to express himself
clearly and concisely in writing.
14 Persuasiveness The ability to influence by arguments, reasons, on
inducements or to persuade the other person to
accept something to be true, credible, essential,
commendable or worthy.

15 Initiative The ability to take action without being told; can
undertake with minimum instructions or act
independently or does not look for someone to lean
on.
16 Creativity The ability to see new relationships, to produce
unusual ideas and to deviate from traditional pattern
of thinking.
17 Negotiation Ability The ability to bargain and obtain favorable terms.
The ability to be firm and seek compromises to
arrive at a settlement.
18 Predictive Ability The ability to make reasonable and reliable
estimates, forecast and predict possible outcomes.
The ability to foresee effects of his judgment and
decisions on other activities. The ability to forecast
future courses of action on the basis of present and
past behavior.
19 Optimism An inclination to put the most favorable construction
actions and happenings or to anticipate the best
possible outcomes and to hold a cheerful and
hopeful temperament.
20 Self Reliance Capable of having confidence in one’s own power of
judgement, efforts and abilities; and exercising
independence of action when the need arises.
21 Sociability The desire for friendly relations with other people or
for participation with them in common activities.
22 Endurance Ability to withstand hardship or tribulation and
perform under adverse conditions.
Serial Competency Description
Number
23 Ambition Having a desire to succeed, or to achieve a particular
goal, or having to strive hard to move up, or to
achieve a particular goal.
24 Industriousness Regular hard work, marked by steady dependable
achievements/results.
25 Openness The quality of being frank and candid in accepting
others’ suggestions, ideas and opinions.
26 Perseverance To persist, continue actively usually to an
exceptional degree or beyond a desired point in face
of difficulty, opposition, counter influences,
discouragement.
27 Versatility Adapting or embracing a variety of subjects, field or
skills, having the capacity of turning with ease from
one thing to another, having a wide range of skills,
aptitudes and interests, many sided or all round.
28 Perceptiveness Quality of being sharp and discerning; capable of
exhibiting keen perception; sensitive or penetrating.
29 Resilience Capability of recovering after strain.
30 Understanding The power of comprehending, analyzing,
distinguishing and judging, though not necessarily
connected with highly conceptual thought.
31 Resourcefulness Ability to muster resources and devise ways and
means to meet a situation.
32 Task Orientation The tendency to give priority to task in one’s
learnings, goal setting or relationship.
33 Achievement The need to compete with some challenging
Motivation standards of excellence, either internal or external.
34 Integrity An uncompromising adherence to a code of moral or
other values – utter sincerity, honesty and candour –
avoidance of deception, expediency, artificiality or
shallowness of any kind; maintains an honest and
just approach in all his dealings.
35 Drive & Determination Executes actions vigorously and resolutely and
makes others to do likewise.
36 Dependability Ability to accomplish desired actions consistently
without supervision and to accept additional
responsibilities.
Serial Competency Description
Number
37 Empathy The capacity for participating in another’s feelings,
volitions or ideas.
38 Investment in The inclination and ability to plan, train, create an
subordinates whereby environment and provide facilities so that
subordinates can realize their optimum potentials.
39 Firmness and Fairness Not fickle or vacillating. Ability to deal fairly and
equitably with subordinates without being
influenced by bias and prejudice; ability to stick to
his decisions and plans with firmness or resolution.
40 Originality A factor of divergent thinking that requires unusual
ideas and suggestions for unusual applications of
particular objects.

Concept Creation:

For few themes, we were unable to name the competency using the competency
dictionary. In those cases, new concepts were created. The following Table (1) lists five
new themes being coded taking the form of competencies.
Table 1
Sl. No Competency Definition
41 Customer Orientation Displays ‘customer first’ mentality and an
urge to surpass customer expectations.
42 Learning Has the zeal to learn quickly and
continuously.
43 Cost Consciousness Tries to rationalize costs wherever possible.
44 Temperament Controls emotional urges and expresses
adequately even under grave provocations.
45 Ownership Displays a sense of personal responsibility in
every action even when unsuccessful.

Frequency of Competencies:

BEI data was coded taking the help of the 45 competency themes listed earlier in Table 2.
The frequency of occurrence of each competency was recorded. The frequency data for
each competency was segregated for ‘Exemplary’ and ‘Average’ performers and
displayed below (Table2).The Chi square Value computed as well as the table value at 5
percent level of significance was also put in the table. Incase chi square value computed
exceeded the table value (3.84), the competency was termed as Differentiating.
 Table 2 : Showing the Differentiating Competencies
S. Number Competency Frequency Frequency Chi Termed
(Exemplary (Average Square Differentiating
Employees) Employees) Computed in case > 3.84
01 Analytical 01 04 1.73 N
Ability
02 Planning 06 03 1.95 N
Ability
03 Organizing 03 00 3.58 N
Ability
04 Problem 10 03 6.69 Y
Solving
05 Decision 01 01 0.01 N
Making
06 Risk Taking 03 01 1.35 N
07 Controlling 06 02 3.03 N
08 Ability to 07 02 4.27 Y
Motivate
09 Ability to 00 02 1.95 N
Handle
Conflicts
10 Team building 03 02 0.36 N
11 Communication 06 06 0.04 N
12 Persuasiveness 04 04 0.03 N
13 Initiative 05 0 7.8 Y
14 Creativity 01 01 0.01 N
15 Negotiation 00 01 0.93 N
Ability
16 Optimism 02 02 0.01 N
17 Self Reliance 02 01 0.48 N
18 Sociability 03 00 3.58 N
19 Endurance 10 07 1.52 N
20 Ambition 00 02 1.90 N
Note: N = No, Not Differentiating p < .05
Y = Yes, Differentiating
Table 2(Continued)
S. Number Competency Frequency Frequency Chi Termed
(Exemplary (Average Square Differentiating
Employees) Employees) Computed incase > 3.841
21 Perseverance 05 05 0.03 N
22 Resilience 01 00 1.13 N
23 Understanding 00 01 0.93 N
24 Task 01 01 0.01 N
Orientation
25 Achievement 04 00 4.91 Y
Motivation
26 Integrity 01 00 1.13 N
27 Drive & 05 00 6.32 Y
Determination
28 Empathy 00 01 0.93 N
29 Investment in 08 03 3.87 Y
Subordinates
30 Originality 05 01 3.63 N
31 Customer 06 03 1.71 N
Orientation
32 Learning 04 07 0.76 N
Ability
33 Cost 02 01 0.48 N
Consciousness
34 Temperament 00 02 1.91 N
35 Ownership 07 02 4.27 Y
Note: N = No, Not Differentiating p < .05
Y = Yes, Differentiating

From the analysis of the BEI transcripts, seven Differentiating competencies were found.
These are Problem Solving, Initiative, Drive & Determination, Ownership, Investment in
subordinates, Achievement Motivation and the Ability to Motivate. These are the
competencies important to excel

The seven competencies along with their definitions have been displayed in Table 3
given below.
 Table 3: Definitions of Differentiating Competencies

Sl. No Competency Definition

01 Problem Solving The ability to elicit relevant and reliable
information, to locate and identify the real
difficulty and solve problems.
02 Ability to Motivate The ability to elicit desire, enthusiasm and
commitment and effective behavior for goal
achievement.
03 Initiative The ability to take action without being
told; can undertake with minimum
instructions or act independently or does not
look for some one to lean on.
04 Achievement Motivation The need to compete with some challenging
standards of excellence.
05 Drive & Determination Executes actions vigorously and makes
others do likewise.
06 Investment in subordinates The inclination and ability to plan, train,
create an environment and provide facilities
so that a subordinate can realize their
optimum potentials.
07 Ownership/Accountability Displays a sense of personal responsibility
in every action even when unsuccessful.

Discussion:

The BEI competencies we have obtained from this study are generic competencies. It is
to be noted that the BEI competencies related to managerial success may vary to some
extent for different organizations.
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