A midget among giant

Midgetamong A Giant

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"DISCOVERING TRUTH BY BUILDING ON PREVIOUS DISCOVERIES"

Bernard of Charters traced back to the early 21st century, he used to compare us to [puny] dwarfs perched on the shoulders of giants. He pointed out that we see more and farther than our predecessors, not because we have keener vision or greater height, but because we are lifted up by their discoveries.

COMPETENCE VS COMPETENCY

The ability to do something well An important skill that is needed to do a job

The total ability of the individual a single skill of many

COMPETENCE VS CAPABILITY

Confidence

The ability of an organization or organizational unitthe ability of an individual to do something

Capability Competence= +

COMPETENCY FRAMEWORKS

Generic frameworks

Industry-specific frameworks

Organization-specific frameworks

Technique or technology-based frameworks

May apply internationally and apply to a particular discipline

Some industries have their own frameworks that are usually owned by relevant professional bodies or industrial organizations.

Many companies, particularly large ones, have their own competency framework that is geared towards their particular organization. These frameworks are often held and managed by the human resources center

Some specific techniques have their own competence programs that demonstrate an individual’s knowledge and skills for that technique

Regulatory or legally required frameworks Some industries have their own competency frameworks that actually become mandated as part of a certification scheme

COMPETENCY FRAMEWORKS

UKSPEC, the UK Standard for Professional Engineering Competence

(pronounced ‘Sophia’) is a framework that is geared towards the skills required for the effective implementation and use of Information Systems

The International Council on Systems Engineering competencies framework

The Association for Project Management Body of Knowledge

Association of Proposal Management Professionals framework

UKSPEC

SFIA

APMP

APM

INCOSE

?

Principles

Involve the people doing the work

Communicate

Use relevant competencies

DesignPre-set list standard & customize it

Use outside consultants to develop

Create a general framework

Collect Info

Observe

Interview people

Create a questionnaire

Build Framework

Group the statements

Create subgroups

Refine the subgroups

Indentify and name the competencies

Validate and revise the competencies as

necessary

Implement

Link to business objectives

Provide coaching and training

Keep it simple

Communicate

FRAMEWORK IN FOCUS / KEY CONCEPTS

DEVELOPING A COMPETENCY FRAMEWORK

References:-John Salt and Simon A. Perry “Pragmatic Competency”-Universal Competence Assessment Model (UCAM)

THE COMPETENCY MODELING

Company Vision, Mission, Brand values, behavior and strategy

Core Competencies Framework(Competency Foundation)

Technical Competencies Leadership Competencies

Technical BehaviorTechnical knowledge, technical experience,

technical skills.

Leadership CompetenciesKnowledge, skills, abilities,

personal characters

Behavior Indicators

Measurable Performance and MetricsDirect

Link to

PROCESS OVERVIEW – Stage 1

Job Analysis

Task BreakdownTime PercentageEssentiality Rate

Seriousness of errorsMeasurability

FrequencyTraining Requirements

PositionJob Family

Experience RequirementEducation / Knowledge

Physical abilitiesPre-job Training

Job Related CertificationWork Condition

Environment ConditionTools / Equipment

IT Software

Jobs CategoriesPositions Scope

Job FamiliesMinimum Requirement

Direct

Managerial

Behavior

Core / GeneralIntegration

Classification Filte

r & P

roce

ssin

g

Competency Model

Filte

r & P

roce

ssin

gPROCESS OVERVIEW – Stage 2

Tasks List

Core Competency

Supervisor / MGR Comps

Behavior Competency

Analyzing Existence / None ExistenceHow strong a competency is active

Analyzing how deep a behavior is:Classify indicated behavior into:

StrongNeutralWeak


Information collection Integrity

Core Competency Supervisor / MGR Comps Behavior Competency

29 Competencies

11 Competencies 19 Behaviors

Repetitive Pattern

13 Competencies – 13 Behaviors


Com

pete

ncy

Map

ping

Sim

ple

Stru

ctur

e

Com

plex

Str

uctu

re


Core CompetenciesReliability

Communication

Job Knowledge

Customer Care

Quality & Quantity

Work Ethics

Composure

Strategic

Agility

Business

AcumenDrive for

results

Culture Sensitivity

DevelopingCoaching

Operational Asso

ciate

Management

Mid-Management

Exec

utive

s

Function Expertise Org. & People Development

Team

Lea

ders

hip

Com

mer

cial

Orie

ntati

on

Customer FocusMar

ket K

now

ledg

e

Strategic Orientation

Change LeadershipCollaboration &

Influence

Results Orientation

Executives


Competency Model

Hire Employee

Selection criteria based on competency based

interviews

Train Employees

Creating Course aimed at the development of certain

competencies

Evaluate Performance

Structuring appraisal instrument around

competencies

Promote Employees

Establishing promotion criteria

Develop Employees Careers

Use competency models to guide for job assignment

Support Organization Change

Develop broad systematic support for future oriented

competencies

Utilization

- END-

A midget among giant

Recruiting & HR

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