Competency Mapping


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Competency Mapping

  1. 1. Competency Mapping , Assessment & Management <ul><li>HK-------Himanshu Kapil </li></ul>
  2. 2. Competency Mapping <ul><li>Research indicates that </li></ul><ul><ul><li>Source of 50% of job performance problems is that people are in the wrong job. </li></ul></ul><ul><ul><li>25% of on-the-job performance problems is the inability to identify the ‘gaps’ between the competencies of the person and the requirements of the job. </li></ul></ul>
  3. 3. CONCEPT OF ROLE <ul><li>Expectations of significant others and self </li></ul><ul><li>Linking concept </li></ul><ul><ul><li>Individual </li></ul></ul><ul><ul><li>Team </li></ul></ul><ul><ul><li>organization </li></ul></ul><ul><li>Different from position </li></ul>Himanshu Kapil- Global InnovSource
  4. 4. CONCEPT OF COMPETENCY <ul><li>Skill: </li></ul><ul><ul><li>Ability accomplish </li></ul></ul><ul><li>Talent: </li></ul><ul><ul><li>Inherent ability </li></ul></ul><ul><li>Competency: </li></ul><ul><ul><li>Underline characteristics that give rise to skill accomplishment </li></ul></ul><ul><ul><li>Knowledge, skill and attitude </li></ul></ul>Himanshu Kapil- Global InnovSource
  5. 5. DEFINITION <ul><li>First popularized by Boyatzis (1982) with Research result on clusters of competencies: </li></ul><ul><li>“ A capacity that exists in a person that leads to behaviour that meets the job demands within parameters of organizational environment, and that, in turn brings about desired results” </li></ul>Himanshu Kapil- Global InnovSource
  6. 6. COMPETENCY Vs. COMPETENCE <ul><li>Competency: A person- related concept that refers to the dimensions of behavior lying behind competent performer. </li></ul><ul><li>Competence: A work- related concept that refers to areas of work at which the person is competent </li></ul><ul><li>Competencies: Often referred as the combination of the above two. </li></ul>
  7. 7. TYPES OF COMPETENCIES <ul><li>Generic or specific: </li></ul><ul><li>Threshold or performance: </li></ul><ul><ul><li>Basic competencies required to do the job, which do not differentiate between high and low performers </li></ul></ul><ul><ul><li>Performance competencies are those that differentiate between high and low performers </li></ul></ul><ul><li>Differentiating Competencies: </li></ul><ul><ul><li>Behavioral characteristics that high performers display </li></ul></ul>Himanshu Kapil- Global InnovSource
  8. 8. COMPETENCIES APPLICATIONS <ul><li>Competency frameworks: Define the competency requirements that cover all the key jobs in an organization. This consists of generic competencies. </li></ul><ul><li>Competency maps: Describe the different aspects of competent behaviour in an occupation against competency dimensions such as strategic capability, resource management and quality. </li></ul><ul><li>Competency profiles: A set of competencies that are require to perform a specified role. </li></ul>Himanshu Kapil- Global InnovSource
  9. 9. MACRO COMPETENCY MANAGEMENT Organizational Strategy Vision, Mission, Values, Strategic, Intent, Corporate Governance, Corporate Social Responsibility & Ethics Business Strategy Business Plan & Goals, Culture People, Technology Teamwork Strategy Leadership, Communication Conflict Management, Interpersonal Skills, Project Orientation, Self Managed Teams (SMT) Role Strategy Ability, Autonomy, Multiskilling, Task identity, Performance Evaluation & rewards and performance development Core Competencies (Organizational wide) Business Competencies (SBU specific) Team Competencies (Project driven) Role Competencies (Role wise) Stakeholder Interest Market Positioning Achieving Business Targets Employee Satisfaction Profit Center Orientations Team Development & Synergy Performance Accomplishment Individual Development STRATEGIC FRAMEWORK COMPETENCY FRAMEWORK COMPETENCY MODELING FRAMEWORK
  10. 10. PROGRAM DESIGN AND IMPLEMENTATION <ul><li>COMPETENCY FRAMEWORK </li></ul><ul><li>Core competencies (Organization wide </li></ul><ul><li>Business competencies (SBU specific) </li></ul><ul><li>Team Competencies (project driven) </li></ul><ul><li>Role competencies (Role wise) </li></ul><ul><li>COMPETENCY IDENTIFICATION </li></ul><ul><li>Identification process (4 steps) </li></ul><ul><li>Consolidation of checklist </li></ul><ul><li>Rank Order and finalization </li></ul><ul><li>Validation and Benchmark </li></ul><ul><li>COMPETENCY ASSESSMENT </li></ul><ul><li>Psycho-metric tool </li></ul><ul><li>360 Degree approach </li></ul><ul><li>COMPETENCY DEVELOPMENT </li></ul><ul><li>Maturity framework & matrix </li></ul><ul><li>Areas of improvement </li></ul><ul><li>Action Plan </li></ul><ul><li>COMPETENCY MAPPING </li></ul><ul><li>Strategy-Structure Congruence </li></ul><ul><li>Structure Role Congruence </li></ul><ul><li>Vertical & horizontal Role linkages </li></ul><ul><li>Positioning to bring in competitive advantage </li></ul><ul><li>INTEGRATION OF HR FUNCTION </li></ul><ul><li>PMS 5. R&S </li></ul><ul><li>CP & CD 6. RS </li></ul><ul><li>SP & SD </li></ul><ul><li>T&D </li></ul>
  11. 11. ROLE COMPETENCIES <ul><li>A set of competencies required to perform a given role </li></ul><ul><li>Each competency has a skill set </li></ul>Himanshu Kapil- Global InnovSource
  12. 12. IDENTIFICATION OF ROLE COMPETENCIES <ul><li>Structure and list of roles </li></ul><ul><li>Definition of roles </li></ul><ul><li>Job description </li></ul><ul><li>Competency requirement </li></ul>Himanshu Kapil- Global InnovSource
  13. 13. STRUCTURE AND LIST OF ROLES: STEPS <ul><li>Organizational structure study and examination </li></ul><ul><li>List all the roles in the structure </li></ul><ul><li>Identify redundant and overlapping roles </li></ul><ul><li>Final list of roles </li></ul>Himanshu Kapil- Global InnovSource
  14. 14. DEFINITION OF ROLE: STEPS <ul><li>Identify KPAs of the role </li></ul><ul><li>Link the KPAs with Dept. and Organizational goals </li></ul><ul><li>State the content of the above in one or two sentences </li></ul><ul><li>Position the role in perspective with that of others </li></ul>Himanshu Kapil- Global InnovSource
  15. 15. JOB DESCRIPTION: STEPS <ul><li>List down all the activities/tasks </li></ul><ul><ul><li>small and big </li></ul></ul><ul><ul><li>Routine and Creative </li></ul></ul><ul><li>Categorize activities under major heads </li></ul>Himanshu Kapil- Global InnovSource
  16. 16. COMPETECNY IDENTIFICATION: STEPS <ul><li>Identify against each activity the following: </li></ul><ul><ul><li>Role holder interview and listing </li></ul></ul><ul><ul><li>Day in the Life of Study </li></ul></ul><ul><ul><li>Internal/External customer interview and listing </li></ul></ul><ul><ul><li>Star performer interview and listing </li></ul></ul><ul><ul><li>Role holder critical incident analysis </li></ul></ul><ul><ul><li>Management Climate Study </li></ul></ul><ul><ul><li>Benchmarking </li></ul></ul><ul><li>Consolidate the above and make a checklist of competencies </li></ul><ul><li>Rank- order and finalize on 5/6 competencies critical to the role </li></ul>Himanshu Kapil- Global InnovSource
  17. 17. COMPETENCY IDENTIFICATION TOOLS <ul><li>Behaviour & Skills </li></ul><ul><ul><li>Benchmark Job Requirements </li></ul></ul><ul><ul><ul><li>Café Coffee Day Requirements for a Unit Manager , Area Manager against a Key Competitor : Pizza Hut </li></ul></ul></ul><ul><ul><ul><li>Key skill requirements of other service organizations like ICICI Bank </li></ul></ul></ul><ul><ul><li>Outcomes : Organizational, Team & Individual Requirements </li></ul></ul><ul><li>Performance </li></ul><ul><ul><li>Benchmark Performance Measures </li></ul></ul><ul><ul><ul><li>Café Coffee Day Requirements for a Unit Manager , Area Manager against a Key Competitor : Pizza Hut </li></ul></ul></ul><ul><ul><li>Outcomes : Organizational, Team & Individual Requirements </li></ul></ul><ul><ul><li>Benchmarking Customer Expectations </li></ul></ul><ul><ul><ul><li>Quantitative Questionnaire comparing Café Coffee Day , Barista & Pizza Hut in Mumbai market with a valid sample size </li></ul></ul></ul><ul><ul><ul><li>Outcomes : Organizational, Team & Individual Requirements & Gaps </li></ul></ul></ul>
  18. 18. Example : Benchmarking Job Requirements
  19. 19. Example : Benchmarking Customer Expectations RELATIVE DISTANCE FROM AVG IMP. AVG PERF ICICI BANK HDFC BANK Citibank HIGH IMPORTANCE - LOW PERFORMANCE Phone Banking -PBO Competence 5.25 51 -12 11 1 Phone Banking - Call transfer and hold experience 5.20 21 -26 15 11 Servicing - Time of receiving the statement 5.18 60 -14 2 11 Phone Banking -PBO Impression 5.15 63 -8 9 -1 Phone Banking- Time taken to connect to PBO 5.13 23 -22 11 11 Servicing - Product related features 5.10 48 -6 -4 11 Servicing – Special Request 5.08 35 -15 9 6 HIGH IMPORTANCE - HIGH PERFORMANCE Servicing-Accuracy and Ease of understanding the statement 5.26 71 -10 2 8 Internet Banking – Access & Browsing 5.07 69 7 7 -14
  20. 20. COMPETENCY IDENTIFICATION TOOLS <ul><li>Attitude – Management Climate & Attitudinal Study </li></ul><ul><ul><li>Set of Questions measuring 8 characteristics of Attitudinal Capability </li></ul></ul><ul><ul><li>Measures & identifies gaps </li></ul></ul><ul><ul><ul><li>Management Style </li></ul></ul></ul><ul><ul><ul><li>System Orientation </li></ul></ul></ul><ul><ul><ul><li>Organisation Culture/Decision Making </li></ul></ul></ul><ul><ul><ul><li>Quality </li></ul></ul></ul><ul><ul><ul><li>Customer Service </li></ul></ul></ul><ul><ul><ul><li>Change </li></ul></ul></ul><ul><ul><ul><li>Communication </li></ul></ul></ul><ul><ul><ul><li>Accountability </li></ul></ul></ul><ul><ul><li>Also looks at perceived performance & opportunities for improvement </li></ul></ul><ul><ul><li>Benchmarking against other capable organizations </li></ul></ul><ul><ul><li>Outcomes : Organizational, Team & Individual Gaps </li></ul></ul><ul><ul><ul><li>Himanshu Kapil- Global InnovSource </li></ul></ul></ul>
  21. 21. Example of Individual Attitudinal Capability System orientation, customer service, accountability are areas of concern
  22. 22. Example of Organizational Attitudinal Capability Change orientation & management style more worrisome
  23. 23. COMPETENCY IDENTIFICATION TOOLS <ul><li>Behaviour & Skills- Day in the Life of Outlet Manager </li></ul><ul><ul><li>Snapshot of Productivity & Effectiveness of Key Managers </li></ul></ul><ul><ul><li>4 -8 Hours observation of critical skills, behaviour & attitude to succeed </li></ul></ul><ul><ul><li>Measurement of AS-IS, DESIRED & SHOULD-BE </li></ul></ul><ul><ul><li>Outcomes : Organizational, Team & Individual Gaps </li></ul></ul><ul><li>Behaviour & Skills- Top Performer Survey </li></ul><ul><ul><li>20 top performers of Café Coffee Day and let them calibrate and rank the necessary competencies for superior performance </li></ul></ul><ul><ul><li>Outcomes : Organizational, Team & Individual Requirements </li></ul></ul><ul><li>Values : Top management interviews </li></ul><ul><ul><li>Outcomes : Key Values to Uphold </li></ul></ul>
  24. 24. Example of Day in the Life of Study <ul><li>A full day in the life of a salesman studied & time spent on </li></ul><ul><ul><li>Active selling </li></ul></ul><ul><ul><li>Passive Selling </li></ul></ul><ul><ul><li>Administration </li></ul></ul><ul><ul><li>Delivery Order Taking </li></ul></ul><ul><ul><li>Traveling </li></ul></ul><ul><ul><li>Available/Free </li></ul></ul><ul><li>Comparison of </li></ul><ul><ul><li>Reality </li></ul></ul><ul><ul><li>Perception </li></ul></ul><ul><ul><li>Ideal </li></ul></ul><ul><li>Diagnosis of sales man’s productivity & alignment to business needs </li></ul>
  25. 25. Example of Day in the life of Study <ul><li>Pre-meeting, Meeting & Post-meeting issues analyzed on </li></ul><ul><ul><li>Preparation, Building relationship, Identifying needs & objections, closing & administration </li></ul></ul><ul><li>Diagnosis of sales man’s selling effectiveness & alignment to business needs </li></ul>
  26. 26. COMPETENCY ASESSMENT <ul><li>Following methods are used: </li></ul><ul><ul><li>Assessment/Development Centre </li></ul></ul><ul><ul><li>360 Degree feedback </li></ul></ul><ul><ul><li>Role plays </li></ul></ul><ul><ul><li>Case study </li></ul></ul><ul><ul><li>Structured Experiences </li></ul></ul><ul><ul><li>Simulations </li></ul></ul><ul><ul><li>Business Games </li></ul></ul>Himanshu Kapil- Global InnovSource
  27. 27. COMPETENCY ASESSMENT <ul><li>Following methods are used: </li></ul><ul><ul><li>360 Degree feedback </li></ul></ul><ul><ul><li>Role plays </li></ul></ul><ul><ul><li>Benchmarking & Case study </li></ul></ul><ul><ul><li>Management Climate Study </li></ul></ul><ul><ul><li>Structured Experiences/Simulations/Business Games </li></ul></ul><ul><ul><li>Top Performer Survey </li></ul></ul>Himanshu Kapil- Global InnovSource
  28. 28. COMPTENCY DEVELOPMENT Himanshu Kapil- Global InnovSource Role Identified competencies Assessment result Areas of improvement Action plan
  29. 29. COMPETENCY MAPPING <ul><li>Strategy structure congruence </li></ul><ul><li>Structure Role congruence </li></ul><ul><ul><li>Each role to be unique </li></ul></ul><ul><ul><li>Non-Repetitive </li></ul></ul><ul><ul><li>Value adding </li></ul></ul><ul><li>Vertical and horizontal role congruence </li></ul><ul><li>Ensure non repetitive tasks in two different roles </li></ul><ul><li>Ensure core competencies for each task </li></ul><ul><li>Link all the above and position to bring in competitive advantage </li></ul>Himanshu Kapil- Global InnovSource
  30. 30. DELIVERABLES <ul><li>Role Directory </li></ul><ul><li>Competency profiles </li></ul><ul><li>Competency Map </li></ul><ul><li>Competency based HR systems </li></ul><ul><li>Recommendations: Rationalization of structure and manpower </li></ul><ul><li>Institutionalization of interventions </li></ul><ul><li>Organization Diagnosis Report </li></ul>
  31. 31. INTEGRATION OF HR SYSTEMS (Competency based HR practices) Reward System Performance Management System Recruitment & Selections Career Plan & Career Development Competency requirement Competency availability Competency acquisition/ Development Succession plans & Succession Development Training /development Plans & Programmes
  32. 32. CONCLUSION <ul><li>Inadequate Role Competencies -Two options: </li></ul><ul><ul><li>Develop the competencies within a timeframe </li></ul></ul><ul><ul><li>Quit the Role </li></ul></ul><ul><li>No option other than to perform </li></ul><ul><li>HRD function to ensure competencies in each role </li></ul><ul><li>“ In this competent world everyone is looking for competent Employees to hire or to bring existing people to the level in defined timeframe” </li></ul><ul><li>Assigning task to competent people with no biasness is tuff, but this is what a business call </li></ul>Himanshu Kapil- Global InnovSource