Competency Mapping Procedures and Steps

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COMPETENCY MAPPING PROCEDURES AND STEPS Presented by: Sahana. P

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it contains competency mapping procedures and steps

Transcript of Competency Mapping Procedures and Steps

Page 1: Competency Mapping Procedures and Steps

COMPETENCY MAPPING PROCEDURES AND STEPS

Presented by: Sahana. P

Page 2: Competency Mapping Procedures and Steps

COMMON STEPS IN COMPETENCY MAPPINGFirst Step: A job analysis is carried out by asking

employees to fill in a questionnaire that asks them to describe what they are doing, and what skills, attitudes and abilities they need to have to perform it well. There would be a bit that requests them to list down attributes needed to make it up to the next level, thus making it behavioural as well as skill-based.

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COMMON STEPS IN COMPETENCY MAPPINGSecond Step: Having discovered the similarities in

the questionnaires, a competency-based job description is crafted and presented to the personnel department for their agreement and additions if any.

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COMMON STEPS IN COMPETENCY MAPPINGThird Step: Having agreed on the job requirements

and the skills and attitudes needed to progress within it and become more productive, one starts mapping the capability of the employees to the benchmarks. An almost (but not quite) arbitrary level of attainment is noted against each benchmark indicating the areas where the assessee is in terms of personal development and achievement.

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COMMON STEPS IN COMPETENCY MAPPING These give HR manager a fairly good

picture of the employee to see whether he (or she) needs to perform better or to move up a notch on the scale. Once the employee `tops' every indicator at his level, he moves on to the next and begins there at the bottom - in short, he is promoted.

It helps in determining the training and development needs and importantly it helps to encourage the best and develop the rest. A win-win situation for everyone.

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TOOLS FOR DATA COLLECTIONBehavioral events interview.Expert panels.Surveys.Expert systems.Job analysis.Role analysis.Direct observation.

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STAGES IN DEVELOPING ORGANIZATION WIDE COMPETENCY MODEL

Stage 1:Data gathering and preparation

Stage 2:Data analysis

Stage 3:Validation

Study identified

jobsIdentify major

categories of skills

Identify probable

competencies

Review list of competencie

s

Competency definition

Assign proficiency

levels

Content validation session

Reinforce critical

competency

Refine competency definitions

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DATA ANALYSIS

Review list of competencies: Review the competencies that are

identified, to check if they fulfill the purpose or objective of the job.

Competencies are finalized for each job role.

Identify and list meta competencies. Have it agreed with the management

teams. Each role profile in turn would now have a

detailed set meta and sub competencies.

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DATA ANALYSISConstruct competency definitions:

Job family Works manager

Sales manager

Production manager

Treasurer

Competency 1

Problem solving

Sales force management

Conflict management

Forecasting

Competency 2

Conflict management

Channel administration

Decision making

Issue management

Competency 3

Quality management

Data gathering

Problem solving

Data gathering

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DATA ANALYSIS Each of the competencies are now

defined in the context of the role profile.

Assign proficiency level: Define what proficiency means to the

organization and what use would it be put to within the organization.

Define levels and differentiate between appraisal ranking and proficiency levels.

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VALIDATING THE COMPETENCY MODEL

Validation can be done in three stages:

Content validation session.Reinforce proficiency of critical

competencies.Refine competency definitions, if

necessary.

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VALIDATING THE COMPETENCY MODEL

Content validation session: Bring together an appropriate focus group

consisting of top management, cross section managers and typical role profile holders.

Validate the skills identified and competencies profiled.

Conduct a validation exercise to check for the ease of understanding, implementation possibility, time and the process involved to roll it out through the enterprise.

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VALIDATING THE COMPETENCY MODEL Define milestones for such an

implementation work. Tabulate the learning process. Evaluate whether the exercise has

generated adequate data and information to progress with the competency definition and proficiency mapping exercise.

Reestablish the business case for implementing a competency development work process.

Run pilot workshops where ever necessary.

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VALIDATING THE COMPETENCY MODEL

Reinforce proficiency of critical competencies:

At this stage, proficiency analysis and validation is essential to be conducted through similar cross management focus groups.

Illustrate with examples how proficiency levels have been articulated, valued and how they would be used.

Handle insecurities and threat perceptions in the usage of proficiency levels.

Run pilot workshops where necessary.

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VALIDATING THE COMPETENCY MODEL

Refine competency definitions, if necessary:

Focus on the competency definitions obtained through the validation exercise.

Conduct a top management workshop and finalize the definitions.

Run a pilot focus group, if necessary.

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COMPETENCY PROFILE Competencies are the combination of

Knowledge, Abilities, and Skills that contribute to individual and organizational performance.

Behavior

Knowledge

Skills

Abilities

Personal Attributes

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COMPETENCY PROFILE Competency profiling aims to identify

all of these KAPS in order to help create a real and sustainable change in behavior.

Knowledge: Information that is organized, learned and applied through experience, study, or investigation.

Ability: Innate potential to perform mental and physical actions.

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COMPETENCY PROFILE

Personal Attributes: Individual traits, values, motives that indicate employee’s behavior.

Skills: Result of repeatedly applying knowledge or an ability.

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