22049197 Compentency Mapping Ppt

8/8/2019 22049197 Compentency Mapping Ppt

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Competency Approach to HumanResource Management

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What do we mean when wesay COMPETENCY ?


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A Competency is an underlying

characteristic of a person which enableshim /her to deliver superior performancein a given job, role or a situation.


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Competencies are seen mainly as inputs .

They consist of clusters of knowledge,attitudes and skills that affect an

individuals ability to perform.


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H ayes (1979)

Competencies are generic knowledgemotive, trait, social role or a skill of a person linked to superior performance

on the job .


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Albanese (1989)

Competencies are personalcharacteristics that contribute toeffective managerial performance .


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UNIDO (2002)- A Competency is a set of skills, related

knowledge and attributes that allowan individual to successfully perform atask or an activity within a specific

function or job.


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W hat is Common in the definitions ?

Competenciesunderlying characteristic of a persons inputs.clusters of knowledge,attitudes and skills generic knowledge motive,trait, social role or a skill personal characteristicsset of skills, related knowledge and attributes

Jobsuperior performance in a given job, role or a situation

individuals ability to perform .linked to superior performance on the job.contribute to effective

managerial performancesuccessfully perform a taskor an activity within aspecific function or job


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S et of SKILLS

Relates to theability to do,

Physicaldomain

A ttribute

Relates toqualitative

aspects

personalCharacteristics

or traits

KNOWLEDGE

Relates to information

CognitiveD

omain

COMPETENCY

Outstanding Performance of

tasks or activities


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B ehaviour I ndicators

A Competency is described in terms of keybehaviours that enables recognition of thatcompetency at the work place.

These behaviors are demonstrated by excellent performers on-the-job much more consistentlythan average or poor performers. Thesecharacteristics generally follow the 80-20 rule inthat they include the key behaviors that primarilydrive excellent performance.


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Ex ample of a Competency


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Analytical Thinking

The ability to break problems intocomponent parts and consider or organize parts in a systematic way; the process of looking for underlying causesor thinking through the consequence of

different courses of action.


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K ey B ehaviour I ndicatorsI ndependently researches for information and solutions toissues

Ability to know what needs to be done or find out(research) and take steps to get it done

Ask questions when not sure of what the problem is or to gain more information.

Able to identify the underlying or main problem.

Shows willingness to experiment with new things.

Develops a list of decision making guidelines to help arriveat logical solutions.


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W hat isa

Competency Model?


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Competency Model A competency model is a valid, observable,and measurable list of the knowledge,skills, and attributes demonstrated through behavior that results in

outstanding performance in a particular work conte x t.

Typically A competency model includesCompetency titles D efinitions of those titles K

eyB

ehaviour indicators


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Competency - B road Categories

Generic CompetenciesCompetencies which are considered essential

for all employees regardless of their function or level. - Communication, initiative, listening etc .

Managerial CompetenciesCompetencies which are considered essential

for employees with managerial or supervisoryresponsibility in any functional area including directors and senior posts .


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Competency - Broad Categories

Technical / Functional

Specific competencies which are considered essentialto perform any job in the organisation within adefined technical or functional area of work.

e.g.: Finance, environmental management,etc


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Competency modeling begins the process of building tools to link employee performance to the mission and

goals of the organisation .


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W hy Competencies ?


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T raditional Job Analysis Vs Competency Approach

Job Analysis leads tolong lists of tasks and the

skills / knowledgerequired to perform eachof those tasks

Data generation from

subject matter experts; jobincumbents Effective Performance

Competency model leads to A Distilled set of underlying personal characteristicsData generation fromoutstanding performers inaddition to subject matter experts and other jobincumbentsOutstanding Performance


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D istinguish Superior From Merely Satisfactory Performance

T he approach allows executives and angers tomake a distinction between a person's ability todo specific tasks at the minimum acceptablelevel and the ability to do the whole job in anoutstanding fashion


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B ehaviour Indicators B ased upon what outstanding individualsactually do

T he competency definitions are based uponoutstanding current performance in the organization.

T hese competencies do not reflect someone'smanagement theory or an academic idea of what it takes to do the job well, but rather are based on what works within the organization and most directlycontributes to top performance.


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The Competencies are Behaviour Specific

I t is one thing, for e x ample, to ask whether an employee " takes initiative ," a very general concept, open to interpretation, but

it is quite another to ask, " W as it typical of this manager to carry out tasks without your having to request that they be done?,"

a question which has only two answers,"Yes" and " N o".


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H olistic Application

Competencies

H elp companies raise the bar of performance

expectations.

H elp teams and individuals align their behaviourswith key organisational strategy.

E ach employee understand how to achieveexpectations.


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Alignment of HR systems

CompetencyModel


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Competency based recruitment

Competency based interviews reduce therisk of making a costly hiring mistake and increase the likelihood of identifying and selecting the right person for the right job


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Competency based Performance Appraisal

Competencies Enable

Establishment of clear high performance standards .

Collection and proper analysis of factual data against the set standards.

Conduct of objective feedback meetings.

Direction with regard to specific areas of improvement .


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Competency based Training

Competency based appraisal process leading toeffective identification of training needs.

Opportunity to identify/ develop specifictraining programmes - Focused training investment.

Focused T raining enabling improvement in specific technical and managerial competencies


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Competency based Development

Competencies

Contribute to the understanding of what development really mean, giving theindividual the tools to take responsibility for their own development.

Give the line managers a tool to empower them to develop people


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Competency based Pay

P rovide an incentive for employees to grow

and enhance their capabilities.


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M ethodology?


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S teps in M odel B uilding

B ackground information about the organisation Decide on the Occupation / Job Position(s) that require competency Model(s)

Discuss the application of the competency model Select a data collection method and plan theapproachOrganize Data collected

Identify main themes or patternsB uild the model - Defining specific behaviour

Indicators Review the model


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D ata Collection Methods

Resource / Ex pert Panels

Structured process to get the participants (Job holders,managers H R / training staff) to think systematicallyabout the job, skills and personal characteristicsneeded for success.

Critical E vent I nterviews

Structured interviews with superior performers whichinvolves in-depth probing of a large number of eventsand experiences.


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Data Collection M ethodsG

eneric competency DictionariesConceptual frameworks of commonlyencountered competencies and behaviour indicators.

Serve as a starting point to the model building team.Can be used in resource panel by asking the

participants to select a set of genericcompetencies related to the job and rate theimportance


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Competencymodel building

A detailed approach


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A D etailed Approach

I nfo about the company.D ecision on the job position(s) .D iscussion on the CM application.B asic data collection on the jobresponsibilities(using customized menu) Focus group

R eview job description

understand performance criteriaD iscuss specific behaviours List top ten competencies


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A Detailed Approach

Critical incident technique - interviewing top performers

incidents that lead to effective performanceincidents that lead to in effective performance

Discuss specific behaviours List behaviours

List competencies


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A Detailed Approach

Content Analysis

G roup behaviours Match behaviours to competencies using competency dictionary as a guideline

Evolve new set of competencies if any Match behaviour indicators identified throughCI T to the top 10 competencies identified by the

focus group Review the model and make corrections


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COMPETENCY M A PPING MO D EL

ORG A NIS A TION D IRECTIONVISIONMISSIONSHORT TERM & LONG TERM GO A LSTR A TEGIESVA LUES

TR A NSL A TING THEM INTO A CTIONS FORA CTU A LISA TION

ORGANISATION STRUCTURE

ROLES, POSITIONS, JOBS

T HR OUG H

CORE COMPETENCY OF THEORGANISATION

R OLE C O MP E T EN CY


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COMPETENCY M A PPING PROCESS

1.0 DESIGNING THE QUESTIONNAIRE

W hile designing the questionnaire following factors are to be taken intoconsideration:

1.1 Part - I

1.1.1 Purpose of the job.

1.1.2 Critical Success Factors1.1.3 Key Result Areas

1.1.4 Key Activities


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CSF - 1 CSF - 2 CSF - 3 CSF - 4 CSF - 5

KEY RESULT AREAS

KRA- 1 KRA - 2 KRA - 3 KRA - 4 KRA - 5

KEY ACTIVITIES

KA - 1 KA - 2 KA - 3

JOB

CRITICAL SUCCESS FACTORS

Each Critical Success Factor (CSF) is the end result of multiple Key Result Areas.

Each Key Result Area (KRA) is the end result of multiple Key Activities.


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1 .1 .5 Relationship.

1 .1 .6 Organization Structure.

1 .1 .7 Empowerment of the position.

1 .1 .8 Challenges in the job.

1 .1 .9 Changes expected in the technology, product,

process etc in the next 2-3 years.

1 .1 .10 Budget and Controls.

1 .1 .11 Investment Plan.

DESIGNING T H E Q UES T IONN A I R E C ON T INUED


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DESIGNING THE QUESTIONN

AIRE

1 .2 PART - II

1 .2.1 Academics, Knowledge

Skills Sets

Experience1 .2.2 Competencies


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2.0 DATA COLLECTION

2.1 Clarity of Organisation Direction

2.2 Clarity of Organisation Structure.

2.3 Interview Job Holder.

2.4 Interview Job Holder's Reporting Officer.

2.5 Discuss with the Focus Group if the job are

of the same family.


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3.0 C0 MPETENCY D RA FTING

3.1 Rank Order of the list of competencies .

- Guided / Unguided.

3.2 Comparing good performer and average performer

with select list of competencies.

3.3 Use research data and assign competencies

to positions.


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4.0 FIN A LISE ROLE D ESCRIPTIONA

ND

COMPETENCIES - JOB WISE


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5 .0 FIN A LISING CORE COMPETENCIES FOR

Front Line Management

Middle Management

Senior Management / Top Management


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6 .0 PURPOSE OF COMPETENCY M A PPING

" Effectiveness of an organisation is the summation of the

required competencies in the organisation " .

y Gap Analysis

y Role Clarity

y Selection, Potential Identification, Growth Plans.y Succession Planning.

y Restructuringy Inventory of competencies for future planning.

" Effectiveness of an organisation is the summation of the

required competencies in the organisation " .

y Gap Analysis

y Role Clarity

y Selection, Potential Identification, Growth Plans.y Succession Planning.

y Restructuringy Inventory of competencies for future planning.


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Any Questions ???

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22049197 Compentency Mapping Ppt

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