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Competency Management With Few Tools
Competency Management With Few Tools
Competency Management With Few Tools
Competency Management With Few Tools
Competency Management With Few Tools
Competency Management With Few Tools
Competency Management With Few Tools
Competency Management With Few Tools
Competency Management With Few Tools
Competency Management With Few Tools
Competency Management With Few Tools
Competency Management With Few Tools
Competency Management With Few Tools
Competency Management With Few Tools
Competency Management With Few Tools
Competency Management With Few Tools
Competency Management With Few Tools
Competency Management With Few Tools
Competency Management With Few Tools
Competency Management With Few Tools
Competency Management With Few Tools
Competency Management With Few Tools
Competency Management With Few Tools
Competency Management With Few Tools
Competency Management With Few Tools
Competency Management With Few Tools
Competency Management With Few Tools
Competency Management With Few Tools
Competency Management With Few Tools
Competency Management With Few Tools
Competency Management With Few Tools
Competency Management With Few Tools
Competency Management With Few Tools
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Competency Management With Few Tools

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Mapping and developing competencies is critical to human capital building esp. in the context of change

Mapping and developing competencies is critical to human capital building esp. in the context of change

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  1. Competency Mapping ,Assessment & Management
  2. Competency Mapping Research indicates that Source of 50% of job performance problems is that people are inthe wrong job. 25% of on-the-job performance problems is the inability toidentify the ‘gaps’ between the competencies of the person andthe requirements of the job.
  3. CONCEPT OF ROLE Expectations of significant others and self Linking concept Individual Team organization Different from positionDr. MG Jomon, XIMB
  4. CONCEPT OF COMPETENCY Skill: Ability accomplish Talent: Inherent ability Competency: Underline characteristics that give rise to skill accomplishment Knowledge, skill and attitudeDr. MG Jomon, XIMB
  5. DEFINITION First popularized by Boyatzis (1982) with Research result onclusters of competencies: “A capacity that exists in a person that leads to behaviourthat meets the job demands within parameters oforganizational environment, and that, in turn brings aboutdesired results”Dr. MG Jomon, XIMB
  6. COMPETENCY Vs. COMPETENCE Competency: A person- related concept that refers to thedimensions of behaviour lying behind competent performer. Competence: A work- related concept that refers to areas ofwork at which the person is competent Competencies: Often referred as the combination of the abovetwo.
  7. TYPES OF COMPETENCIES Generic or specific: Threshold or performance: Basic competencies required to do the job, which do notdifferentiate between high and low performers Performance competencies are those that differentiate betweenhigh and low performers Differentiating Competencies: Behavioral characteristics that high performers displayDr. MG Jomon, XIMB
  8. COMPETENCIES APPLICATIONS Competency frameworks: Define the competency requirementsthat cover all the key jobs in an organization. This consists ofgeneric competencies. Competency maps: Describe the different aspects ofcompetent behaviour in an occupation against competencydimensions such as strategic capability, resource managementand quality. Competency profiles: A set of competencies that are require toperform a specified role.Dr. MG Jomon, XIMB
  9. MACRO COMPETENCY MANAGEMENTOrganizational StrategyVision, Mission, Values, Strategic,Intent, Corporate Governance,Corporate Social Responsibility & EthicsBusiness StrategyBusiness Plan & Goals, CulturePeople, TechnologyTeamwork StrategyLeadership, CommunicationConflict Management, InterpersonalSkills, Project Orientation, SelfManaged Teams (SMT)Role StrategyAbility, Autonomy, Multiskilling,Task identity, PerformanceEvaluation & rewards andperformanceCore Competencies(Organizational wide)Business Competencies(SBU specific)Team Competencies(Project driven)Role Competencies(Role wise)Stakeholder InterestMarket PositioningAchieving Business TargetsEmployee SatisfactionProfit Center OrientationsTeam Development & SynergyPerformance AccomplishmentIndividual DevelopmentSTRATEGIC FRAMEWORK COMPETENCY FRAMEWORK COMPETENCY MODELINGFRAMEWORK
  10. PROGRAM DESIGN AND IMPLEMENTATIONCOMPETENCY FRAMEWORK1. Core competencies(Organization wide2. Business competencies(SBU specific)3. Team Competencies(project driven)4. Role competencies (Rolewise)COMPETENCY IDENTIFICATION1. Identification process (4steps)2. Consolidation of checklist3. Rank Order and finalization4. Validation and BenchmarkCOMPETENCY ASSESSMENT1. Psycho-metric tool2. 360 Degree approachCOMPETENCY DEVELOPMENT1. Maturity framework &matrix2. Areas of improvement3. Action PlanCOMPETENCY MAPPING1. Strategy-StructureCongruence2. Structure RoleCongruence3. Vertical &horizontal Rolelinkages4. Positioning tobring incompetitiveadvantageINTEGRATION OF HRFUNCTION1. PMS 5. R&S2. CP & CD 6. RS3. SP & SD4. T&D
  11. ROLE COMPETENCIES A set of competencies required to perform a given role Each competency has a skill setDr. MG Jomon, XIMB
  12. IDENTIFICATION OF ROLECOMPETENCIES Structure and list of roles Definition of roles Job description Competency requirementDr. MG Jomon, XIMB
  13. STRUCTURE AND LIST OF ROLES:STEPS Organizational structure study and examination List all the roles in the structure Identify redundant and overlapping roles Final list of rolesDr. MG Jomon, XIMB
  14. DEFINITION OF ROLE: STEPS Identify KPAs of the role Link the KPAs with Dept. and Organizational goals State the content of the above in one or two sentences Position the role in perspective with that of othersDr. MG Jomon, XIMB
  15. JOB DESCRIPTION: STEPS List down all the activities/tasks small and big Routine and Creative Categorize activities under major headsDr. MG Jomon, XIMB
  16. COMPETECNY IDENTIFICATION:STEPS Identify against each activity the following: Role holder interview and listing Day in the Life of Study Internal/External customer interview and listing Star performer interview and listing Role holder critical incident analysis Management Climate Study Benchmarking Consolidate the above and make a checklist of competencies Rank- order and finalize on 5/6 competencies critical to theroleDr. MG Jomon, XIMB
  17. COMPETENCY IDENTIFICATION TOOLS Behaviour & Skills Benchmark Job Requirements Café Coffee Day Requirements for a Unit Manager , Area Manager against a KeyCompetitor : Pizza Hut Key skill requirements of other service organizations like ICICI Bank Outcomes : Organizational, Team & Individual Requirements Performance Benchmark Performance Measures Café Coffee Day Requirements for a Unit Manager , Area Manager against a KeyCompetitor : Pizza Hut Outcomes : Organizational, Team & Individual Requirements Benchmarking Customer Expectations Quantitative Questionnaire comparing Café Coffee Day , Barista & Pizza Hut inMumbai market with a valid sample size Outcomes : Organizational, Team & Individual Requirements & Gaps
  18. Example : Benchmarking JobRequirements
  19. Example : Benchmarking CustomerExpectationsRELATIVE DISTANCE FROM AVGIMP. AVGPERF ICICI BANK HDFCBANK CitibankHIGH IMPORTANCE - LOWPERFORMANCEPhone Banking -PBO Competence 5.25 51 -12 11 1Phone Banking - Call transfer and holdexperience5.20 21 -26 15 11Servicing - Time of receiving thestatement5.18 60 -14 2 11Phone Banking -PBO Impression 5.15 63 -8 9 -1Phone Banking- Time taken to connect toPBO5.13 23 -22 11 11Servicing - Product related features 5.10 48 -6 -4 11Servicing – Special Request 5.08 35 -15 9 6HIGH IMPORTANCE - HIGHPERFORMANCEServicing-Accuracy and Ease ofunderstanding the statement5.26 71 -10 2 8Internet Banking – Access & Browsing 5.07 69 7 7 -14
  20. COMPETENCY IDENTIFICATION TOOLS Attitude – Management Climate & Attitudinal Study Set of Questions measuring 8 characteristics of AttitudinalCapability Measures & identifies gaps Management Style System Orientation Organisation Culture/Decision Making Quality Customer Service Change Communication Accountability Also looks at perceived performance & opportunities forimprovement Benchmarking against other capable organizations Outcomes : Organizational, Team & Individual Gaps
  21. Example of Individual AttitudinalCapabilitySystem orientation, customer service, accountability are areasof concern0%10%20%30%40%50%60%70%80%90%100%ManagementStyleSystemOrientationOrg Structure /Decision MakingQuality CustomerServiceChange Communication Accountability
  22. Example of Organizational AttitudinalCapabilityChange orientation & management style more worrisome0%10%20%30%40%50%60%70%80%90%100%ManagementStyleSystemOrientationOrg Structure /Decision MakingQuality CustomerServiceChange Communication Accountability
  23. COMPETENCY IDENTIFICATION TOOLS Behaviour & Skills- Day in the Life of Outlet Manager Snapshot of Productivity & Effectiveness of Key Managers 4 -8 Hours observation of critical skills, behaviour & attitude tosucceed Measurement of AS-IS, DESIRED & SHOULD-BE Outcomes : Organizational, Team & Individual Gaps Behaviour & Skills- Top Performer Survey 20 top performers of Café Coffee Day and let them calibrate andrank the necessary competencies for superior performance Outcomes : Organizational, Team & Individual Requirements Values : Top management interviews Outcomes : Key Values to Uphold
  24. Example of Day in the Life of Study A full day in the life of asalesman studied & time spenton Active selling Passive Selling Administration Delivery Order Taking Traveling Available/Free Comparison of Reality Perception Ideal Diagnosis of sales man’sproductivity & alignment tobusiness needsHow the salesman actually spent the day7% 23% 7% 23% 39%1%Active Selling Delivery / Order Taking AdministrationTravelling Passive Selling AvailableHow the salesman thought he spent the day55% 10% 10% 10%15%Active Selling Delivery / Order Taking AdministrationTravelling Passive Selling AvailableHow the salesman would like to spend the day50% 10% 15% 15% 10%Active Selling Delivery / Order TakingAdministration TravellingPassive Selling Available
  25. Example of Day in the life of Study Pre-meeting, Meeting & Post-meeting issues analyzed on Preparation, Building relationship, Identifying needs & objections, closing &administration Diagnosis of sales man’s selling effectiveness & alignment to business needs67%15%69% 68%100%PREPARATION BUILDING THERELATIONSHIPIDENTIFYING THE NEEDSAND OBJECTIONSCLOSING THE DEAL ADMINISTRATIONComplied Not Complied
  26. COMPETENCY ASESSMENT Following methods are used: Assessment/Development Centre 360 Degree feedback Role plays Case study Structured Experiences Simulations Business GamesDr. MG Jomon, XIMB
  27. COMPETENCY ASESSMENT Following methods are used: 360 Degree feedback Role plays Benchmarking & Case study Management Climate Study Structured Experiences/Simulations/Business Games Top Performer SurveyDr. MG Jomon, XIMB
  28. COMPTENCY DEVELOPMENTRoleIdentifiedcompetenciesAssessment result Areas ofimprovement Action planDr. MG Jomon, XIMB
  29. COMPETENCY MAPPING Strategy structure congruence Structure Role congruence Each role to be unique Non-Repetitive Value adding Vertical and horizontal role congruence Ensure non repetitive tasks in two different roles Ensure core competencies for each task Link all the above and position to bring in competitiveadvantageDr. MG Jomon, XIMB
  30. DELIVERABLES Role Directory Competency profiles Competency Map Competency based HR systems Recommendations: Rationalization of structure and manpower Institutionalization of interventions Organization Diagnosis Report
  31. INTEGRATION OF HR SYSTEMS(Competency based HR practices)RewardSystemPerformanceManagementSystemRecruitment &SelectionsCareer Plan &CareerDevelopmentCompetencyrequirementCompetencyavailabilityCompetencyacquisition/DevelopmentSuccessionplans &SuccessionDevelopmentTraining/developmentPlans &Programmes
  32. CONCLUSION Inadequate Role Competencies -Two options: Develop the competencies within a timeframe Quit the Role No option other than to perform HRD function to ensure competencies in each roleDr. MG Jomon, XIMB
  33. Get in TouchSarvajeet Chandra+91 9920803060• sarvajeet@theadiva.com• sarvajeetchandra@gmail.comVisit Us• www.mastersungroup.com• www.facebook.com/strategyexecution

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