Document Type : Research Article (with qualitative approaches)

Authors

• Afsaneh Dehghanpour-Farashah ¹
• Mohsen Kamandi ²
• Mohammadreza Kazemi ³

¹ Assistant Professor, Faculty of Governance, University of Tehran, Tehran, Iran.

² M.A., Department of Leadership and Human Capital, Faculty of Public Management and Organizational Sciences, College of Management, University of Tehran, Tehran, Iran.

³ PhD Student of Futures Studies, Faculty of Governance, University of Tehran, Tehran, Iran.

Abstract

Purpose: Meritocracy and competency-based recruitment play a pivotal role in the performance and success of public sector organizations. While many developed countries utilize well-documented, scientifically grounded competency models to attract and evaluate their public-sector human resources, the Iranian public-sector employment system continues to face challenges, including overreliance on theoretical examinations, a lack of standardized, competency-based interviews, and weaknesses in soft-skills assessment. Currently, public sector recruitment in Iran is conducted through employment examinations planned and directed by the Public Administration and Recruitment Organization. In the supplementary assessment stage, specific competencies are determined, and individuals three times the capacity are evaluated and selected. The most significant issue in public-sector human resource recruitment is the absence of a comprehensive, scientific general competency model for entry-level employees, intended for use during the supplementary assessment stage of employment examinations. This research aims to design a comprehensive, context-specific general competency model for employee recruitment in the Iranian public sector, thereby providing a scientific basis for reforming human resource attraction and recruitment processes.
Design/ methodology/ approach: This research was conducted using a qualitative mixed-methods approach and is based on the interpretive paradigm. Also, for data analysis, the thematic analysis method using the Braun and Clarke approach was used. Qualitative data were collected through semi-structured interviews with managers, experts, and policymakers in public sector recruitment. Purposive sampling was used, and theoretical saturation was achieved in the fifteenth interview; for greater assurance, five additional interviews were also conducted. To evaluate the quality of this qualitative research, the trustworthiness criteria of Guba and Lincoln (Credibility, Transferability, Dependability, and Confirmability) were used.
Research Findings: The thematic analysis of the qualitative data resulted in the identification of 16 general competencies, which were categorized into the following five main clusters:

Professional Ethics: Service-Orientation, Adherence to Law, Responsibility and Accountability.
Personal Characteristics: Autonomy, Adaptability, Personal Integrity, and Positive Demeanor.
Abilities: Resilience and Self-Development.
Skills: Effective Communication, Problem-Solving, Teamwork and Collaboration, and Time Management.
Knowledge: Digital Literacy, Mission Awareness, and Legal Knowledge.

Each of these clusters represents a vital aspect of effective performance in the administrative system, and collectively they provide a comprehensive picture of the competencies required to fulfill professional roles in the public sector. This model can serve as a basis for designing recruitment, training, and development systems, particularly pre-service training for public-sector employees. Overall, the findings of this research are considered an effective step towards improving human resource recruitment and selection processes in the public sector, in line with efforts to reform the Iranian public employment system and align it with international standards.
Limitations & Consequences: One of the most significant limitations was the difficulty of coordinating and conducting interviews with experts, as these individuals were active in the public sector and, due to their demanding professional schedules, arranging interview sessions was extremely challenging. Another limitation was the interviewee selection criteria, which restricted the number of eligible participants. Although these criteria were essential for maintaining the quality of the research, they limited the scope for a more extensive investigation within the public sector.
Practical Consequences: Applying this model in recruitment examinations, particularly during the supplementary assessment phase and employment interviews, can facilitate the recruitment of competent personnel in the public sector and enhance the quality of public-sector human capital.
Innovation or value of the Article: For the first time, the present research has developed a general competency model for public sector employees in Iran, intended for use in the recruitment process. This model provides a methodologically rigorous, scientifically grounded, precise, and coherent basis for selecting general competencies in competency-based recruitment examinations.
Paper Type: Original Paper
 

Keywords

• Competency Model
• General Employee Competencies
• Public Sector
• Recruitment