Technical Writing

TECHNICAL
Writing
INTRODUCTION
Technical writing is the
résumé
that helps get a job and the
web page that promotes a
company.
In each case, the technical
document
must be quantifiable, precise,
and easily understood.
Technical writing an
expressive essay nor an
expository essay
Technical writing
Technical
like journalism,
writing is written to report
literature the news.
Technical writing focus on

poetic images, describe personal
experiences, or report who won
the basketball game.
Technical writing is NOT
an expressive essay nor
an expository essay
Technical writing
Technical
NOT journalism,
writing is NOT written to report
literature the news.
Technical writing DOES NOT

focuses on poetic images, describe
personal experiences, or report
who won the basketball game.
—a letter from a
vendor to a client
—an instructional
—a memo
manual for
listing meeting repairing
agendas machinery
—a recommendation
report proposing a new
computer system
DEFINITION
Technical writing is communication written
for and about business and industry,
focusing on products and services: how to
manufacture them, market them, manage
them, deliver them, and use them.
Technical writing is written:
• in the work environment (in the office,
from 8:00 to 5:00, not counting overtime)
• for supervisors, colleagues, subordinates,
vendors, and customers
DEFINITION
Technical writing, which must be understood easily
and quickly, includes:
• memos and e-mail
• letters
• reports
• instructions
• brochures and newsletters
• the job search
• web pages
• fliers
• PowerPoint presentations
• graphics
Once you are
employed, will you
have to write on the
job?
Is technical writing a
necessary
component of every
employee’s
professional skill?
Daily, newspapers tell us that
employers want to hire people who
can communicate effectively, both in
writing and orally.
Career counselors reiterate this.
• In fact, we are told that on the job,
an employee will spend at least 20
percent of his or her time writing.
• This number increases as an
employee’s responsibilities
increase.
• Managers spend up to 50 per cent
of their time writing.
• CEOs spend between 80 and 100
per cent of their work week
communicating.
Technical writing vs. Other
Types of Writing
© ManagementStudyGuide.com. All rights reserved.
Objective
1 Explain what is a Competency
Describe the Components of

2
Competencies
3 Explain the Types of Competencies
Describe the Competency Iceberg

4
Model
Explain the Benefits of Iceberg

5
Model
What is Competency?
Some examples of competencies required by the employees are: -
Adaptability Motivation Commitment Creativity Independence
Analytical Emotional Communication

Foresight Leadership
Reasoning Stability Skills

History of Competency
• • • •
In the late 1960’s, McClelland found Since this find and A supporting Through this
the Occupational that traditional even during the research conducted McClelland proved
Competence tests such as early 70’s, leading by McClelland that superior
movement was academic aptitude organizations have found that students, performance is not
initiated by Dr. David and knowledge been using who did poor in always measured by
McClelland who was tests, did not competencies to Universities, as long test scores but
a Professor of predict success in help recruit, select as they passed, did rather related to
Psychology at the job and manage their just as well in life as hidden traits and
Harvard Business outstanding the top students qualitative
School performers behaviours
Objective

2
Competencies

4
Model

5
Model
Components of Competency
A learned ability; how to How you acquire

The Psychological
do the “ what you /do” information in a
Physiological
(e.g. making an effective particular field;
factors that drive
presentation) (e.g. Using Data based
your behaviour presentation)
(e.g. Maslow
Pyramid of needs)
Motives How you see yourself
(e.g. Public Speaker-
Confidence)
Relatively enduring What you consider as
characteristics; why important
and how do we (e.g. achieving
behave in a certain excellence/ ambition)
way
(e.g. self-controlled
“big picture”
thinking)
Objective

2
Competencies

4
Model

5
Model
Types of Competencies
Competencies can broadly be classified into two categories:
Basic Competencies: Professional Competencies:

They are existent in all individuals They are job related and are
but only their degree of existence above the basic competencies. For
differs. For example, problem example, handling a sales call
solving is a competency that exists effectively is a competency that a
in every individual but in varying sales personnel would be required
degrees to have
Basic Professional
Competencies
Competencies Competencies
Types of Basic Competencies
The basic competencies encompass the following:
Intellectual Motivational Emotional Social

Competencies: Competencies: Competencies: Competencies:
Those which Those which Those which Those that
determine the determine the determine an determine the
intellectual level of individual's level of social
ability of a motivation in an emotional ability in a
person. individual. quotient. person.

Types of Professional Competencies
The professional competencies can be classified as:
Generic Competencies: Managerial Competencies: Functional/Technical

They are those which are They are those which are Competencies:
considered essential for all staff, considered essential for staff These are specific competencies
regardless of their function or with managerial or supervisory which are considered essential
level, that is, communication, responsibility in any service or to perform any job in the
program execution, processing program. Some examples of organization within a defined
tools, linguistic, etc. These managerial competencies are: technical or functional area of
competencies include broad customer orientation, work. Some examples of
success factors not tied to a organizing skills, cross functional/technical
specific work function or functional perspective, planning competencies are: business
industry. They usually focus on skills, execution skills, analytical awareness, business skills,
leadership or emotional skills, decision making, technical skills.
intelligence behaviours. delegation, leadership

Categories of Competencies
Competencies can be divided into two categories, they are:
• These are the

essential
characteristics that
everyone in the job
needs to be minimally
effective.
• However, this does
• These factors
not distinguish
distinguish superior
superior from average
from average
performers.
performers.

What is a Threshold Competency?
6
It is important to understand whether competencies are unique to a

1 particular job or whether they are generic in nature.
6

1 particular job or whether they are generic in nature.
According to the MCBer research, twelve characteristics were

2 identified related to managerial effectiveness, whereas seven were
found to be threshold competencies.
6

particular job or whether they are generic in nature.

2 identified related to managerial effectiveness, whereas seven were
Every job at any level in the organization would have a threshold

3 competency.
6


identified related to managerial effectiveness, whereas seven were

3 competency.
Threshold competency is the bare minimum required to perform the

4 job.
6



competency.

4 job.
It is summarized as a quality that a person needs in order to do a job.

5
6



competency.

job.
It is summarized as a quality that a person needs in order to do a job.

5
It differs from competency, such that it does not offer any aid in
6 distinguishing superior performance from average and poor
performance.
What are Core Competencies?
• ‘Core Competencies’ are the
competencies that help transcend
any single business event within the
organization.
• It is important for organizations to
identify, develop and manage
organizational core competencies
that drive large enterprise critical
projects.
• This is so because some projects are
so complex and massive that it is
impossible for a single individual to
possess the competencies required
to successfully complete a project.

What are Workplace Competencies?
• ‘Workplace Competencies’
focus on individuals instead of
the organization.
• Therefore, workplace
competencies may vary by job
positions.
• The unit of measure is people
rather than the business.

Core vs. Workplace Competencies
Core Workplace
Scope Organization Individual
Purpose Strategic Tactical
Participant(s) Business Unit Worker
Tasks Processes Activities
Competencies Global Position

Who Identifies Competencies?
Competencies can be identified by one of
more of the following category of people:
• Experts
• HR Specialists
• Job analysts
• Psychologists
• Industrial Engineers etc.
• In consultation with: Line Managers,
Current & Past Role holders,
Supervising Seniors, Reporting and
Reviewing Officers, Internal Customers,
Subordinates of the role holders

Myths about Competency
• • •
Competence is a state of It is in relation to Competencies cannot

being that provides a performance, a necessary guarantee that workers will
qualification to perform. but not sufficient condition. perform adequately.

• • •
However, workers cannot Extremely competent Whereas, some others that

perform to standards workers may fail on the job lack competencies can make
without competencies. due to a variety of personal up for a lot of shortcomings
or environmental factors. with exceptionally hard work.

• • •
Competence is necessary Hence, it is important that Competencies are about

but it cannot guarantee organizations’ should not being qualified to do the
results. confuse competency work whereas performance is
measurement with the result of the actual work.
performance measurement.
Types of Competency Characteristics
There are five types of competency characteristics:
The ability to perform a Information a person has in

certain physical or specific content areas.
mental task.
A person’s attitudes,
values or self-image.
Physical characteristics and
consistent responses to
situations or information.
Things about which a person

consistently thinks about or wants
and that which causes action.
Motives drive, direct or select
behaviour towards certain actions
or goals or away from others.
Objective

2
Competencies

4
Model

5
Model
Iceberg Model
The Iceberg Model for
competencies takes the help of
an iceberg to explain the
concept of competency. Knowledge &
Skills
An iceberg has just one-ninth of
its volume above water and the
rest remains beneath the Attitude, Traits,
surface in the sea. Thinking styles,
Self-image,
Similarly, a competency also Organizational
has some components which fit
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.
Competency Studies of L.M. Spencer and S.M. Spencer
L.M Spencer and S.M. Spencer gave the

definition and structure of the
competence as five types of
competence characteristics in the
Iceberg Model.
Characteristic
Personality
Behavior
Hence, competence is an individual

underlying characteristic and is a fairly deep
and enduring part of a person personality
and can predict behavior in a wide variety of
situation and job tasks.
Characteristic
Personality
Performance
Behavior
Competence is causally related to effective

and superior performance in a job or
situation and actually predicts who does
something well or poorly as measured on a
specific criterion or standard.
Components of the Iceberg Model
Habitual / enduring characteristics

- e.g. flexibility, self - control, good
Traits listener, builds trust, engages &
inspires, mindset
Self Image How people see/view themselves;

identity; worth - e.g. an expert, a
learner, leader, manager, agent,
innovator
Skill
Ability to do something well; most
easily trained on - e.g. technical skills
to use knowledge
Knowledge
Content knowledge / information in
field of work, - from education to
experience

Importance of Iceberg Model
It is important to understand that

there is a relation between the
competencies which are above the
surface and those which lie beneath
in an iceberg.
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.

Let us try to understand this

through an example.
Consider that a highly qualified

person with the perfect
combination of skills and
knowledge is chosen for an
esteemed project.
However, if the person is not

happy to work with his new team
members, he may not be able to
perform to the best of his
abilities.

• •
Developing the two The visible competencies like It takes more time and
levels of knowledge and skills can be effort intensive exercises,
competencies also easily developed through like psychotherapy,
takes different training and skill building counselling, coaching and
routes. exercises however the mentoring, developmental
behavioural competencies are experiences etc.
rather difficult to assess and
develop.
Objective

2
Competencies

4
Model

5
Model
Benefits of Iceberg Model
• Identify and prioritize skills,

knowledge and personal
attributes required for the
job
• Use past and current
behavior to predict future
behavior
• Ensure consistency and • Set core organizational
fairness of selection process capabilities
• Minimize Hiring Risks • Align aggregate behaviors to
• Communicate clear expected vision, strategies, priorities &
behaviors to job holders for goals
becoming superior • Promote positive behavioral
performers change
• Introduce high performance
qualities (Job, Family &
Organization Specific)
What is Competency Mapping?
Competency mapping is the process of
identification of the competencies
required to perform successfully in a
given job or role or a set of tasks at a
given point of time. It generally examines
two areas: emotional intelligence or
emotional quotient (EQ), and strengths
of the individual in areas like team
structure, leadership, and decision-
making.
The process of competency mapping consists of breaking

a given role or job into its constituent tasks or activities
and identifying the competencies (technical, managerial,
behavioural, conceptual knowledge, attitudes, skills, etc.)
needed to perform the same successfully.
Steps to Develop Competency Model
Step 1:
Data Gathering & Preparation
Step 2:
Data Analysis
Step 3:
Validation

Competency Dictionary
Things to be considered for developing
competency dictionary:
• Definition
o Description of behaviour or skills or
characteristics
o Use reference of other competency
dictionary
o Benchmark with other typical industry
• Dimensions
o Intensity or completeness of action
o Size of impact
o Complexity
o Amount of effort
• Proficiency levels or scales
o Exposed
o Development
o Proficient
o Mastery
o Expert
Competency Based-Behavioral Interviewing (CBBI)
However, the hiring process has also

undergone a change therefore a lot of
emphasis is being put on the hidden
behavioral aspects as well to make a
sound decision.
They believe that the behavioral aspects
can be developed through proper
guidance and good management.
Most of the organizations look at just the
visible components of competencies: the
knowledge and skills in the traditional
method of hiring.
Hence, a complete picture regarding the

competence of a person consists of both
visible and hidden aspects and it becomes
necessary to understand both to arrive at
identifying the best man for a job.
Competency Based-Behavioral Interviewing (CBBI)
This is where Competency Based-

Behavioral Interviewing (CBBI) comes
into picture.
The questions in a CBBI are so

structured so as to gather maximum
information about the competency
of the candidate and to make a right
decision.

CBBI Structuring (Questions/ Probing)
• • •
The lead question The event’s The event’s A few Standard/ Generic
for the first overview is the overview provides questions are designed
Competency is road map to high-level overview to obtain the overview
asked and then structure how the of: in the most effective
proceed to obtain candidate will 1. Situation/Tasks, manner.
an overview of the provide the 2. Actions and
event. information. 3. Results of the
Candidate’s
involvement.

Generic CBBI Questions
These Questions are applicable for all of the competencies:
• State a caption or heading that describes the
candidate’s role in the event.
• Describe in two sentences, what is the event about?
• Who else was involved, what was his/her/their

role?
• What was your function at the time with

respect to position or title?
• Why is this event a good example of a time

when you (rephrase the questions that was
asked)?
• What were the major milestones?
• What was the outcome?

Benefits of CBBI
The following are the key benefits of Competency Based-Behavioural Interview (CBBI):
Key Benefits
It is a systematic, non-discriminatory
technique that helps interviewers get
the right information from applicants
and make right hiring decisions.
It takes into consideration past

behaviours of relevant role to best
predict future behaviour on similar or
higher role.
It prevents biased and subjective

hiring decisions.
It limits the possibility of candidates

“faking it” with vague generalization.

Case Study
1. What do you think could

be the reasons for this?
2. What should Richard do

to change the
competency levels of
the existing workforce?
Richard Hadley has just joined
as the HR Head in an MNC. He 3. What should Richard do
finds that despite his new to make sure that the
company having a talented and new hires are
qualified workforce, the competent enough to
organization is not completing do their jobs?
its projects efficiently and
successfully.

Summary
In this module you learnt that:
Competencies refer to skills or knowledge that leads to superior performance.

Competencies are individual abilities or characteristics that are key to effectiveness
in work.
Competency mapping is the process of identification of the competencies required to

perform successfully in a given job or role or a set of tasks at a given point of time.
The Iceberg Model for competencies takes the help of an iceberg to explain the
concept of competency. A competency also 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.

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What are the main components of technical writing?

What are the main components of technical writing?

What types of documents are included in technical writing?

What types of documents are included in technical writing?

TECHNICAL

Technical writing focus on

Technical writing DOES NOT

1 Explain what is a Competency

Describe the Components of

3 Explain the Types of Competencies

Describe the Competency Iceberg

Explain the Benefits of Iceberg

Adaptability Motivation Commitment Creativity Independence

Analytical Emotional Communication

© ManagementStudyGuide.com. All rights reserved.

1 Explain what is a Competency

Describe the Components of

3 Explain the Types of Competencies

Describe the Competency Iceberg

Explain the Benefits of Iceberg

A learned ability; how to How you acquire

1 Explain what is a Competency

Describe the Components of

3 Explain the Types of Competencies

Describe the Competency Iceberg

Explain the Benefits of Iceberg

Basic Competencies: Professional Competencies:

Intellectual Motivational Emotional Social

© ManagementStudyGuide.com. All rights reserved.

Generic Competencies: Managerial Competencies: Functional/Technical

© ManagementStudyGuide.com. All rights reserved.

• These are the

© ManagementStudyGuide.com. All rights reserved.

It is important to understand whether competencies are unique to a

It is important to understand whether competencies are unique to a

According to the MCBer research, twelve characteristics were

It is important to understand whether competencies are unique to a

According to the MCBer research, twelve characteristics were

Every job at any level in the organization would have a threshold

It is important to understand whether competencies are unique to a

According to the MCBer research, twelve characteristics were

Every job at any level in the organization would have a threshold

Threshold competency is the bare minimum required to perform the

It is important to understand whether competencies are unique to a

According to the MCBer research, twelve characteristics were

Every job at any level in the organization would have a threshold

Threshold competency is the bare minimum required to perform the

It is summarized as a quality that a person needs in order to do a job.

It is important to understand whether competencies are unique to a

According to the MCBer research, twelve characteristics were

Every job at any level in the organization would have a threshold

Threshold competency is the bare minimum required to perform the

It is summarized as a quality that a person needs in order to do a job.

© ManagementStudyGuide.com. All rights reserved.

© ManagementStudyGuide.com. All rights reserved.

© ManagementStudyGuide.com. All rights reserved.

© ManagementStudyGuide.com. All rights reserved.

Competence is a state of It is in relation to Competencies cannot

© ManagementStudyGuide.com. All rights reserved.

However, workers cannot Extremely competent Whereas, some others that