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Competency mapping

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  • 1. QuickT ime™ and a H.263 decompressor are needed to see this picture.COMPETENCY MAPPING
  • 2. INTRODUCTION Competence Performance Managing Change Competency Mapping: A tool
  • 3. SUMMARY CONCEPT OF ROLE AND COMPETENCIES COMPETENCY MANAGEMENT FRAMEWORK COMPETENCY IDENTIFICATION COMPETENCY ASSESSMENT COMPETENCY DEVELOPMENT
  • 4. CONCEPT OF ROLE Expectations of significant others and self Linking concept • Individual • Team • organization Different from position
  • 5. CONCEPT OF COMPETENCY Skill: • Ability accomplish Talent: • Inherent ability Competency: • Underline characteristics that give rise to skill accomplishment • Knowledge, skill and attitude
  • 6. DEFINITION First popularized by Boyatzis (1982) with Research result on clusters of competencies: “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”
  • 7. COMPETENCY Vs. COMPETENCE Competency: A person- related concept that refers to the dimensions of behaviour lying behind competent performer. Competence: A work- related concept that refers to areas of work at which the person is competent Competencies: Often referred as the combination of the above two. Ex: UK organizations Woodruffe (1991)
  • 8. TYPES OF COMPETENCIES Generic or specific: Threshold or performance:  Basic competencies required to do the job, which do not differentiate between high and low performers  Performance competencies are those that differentiate between high and low performers Differentiating Competencies:  Behavioral characteristics that high performers display
  • 9. COMPETENCIES APPLICATIONS Competency frameworks: Define the competency requirements that cover all the key jobs in an organization. This consists of generic competencies. Competency maps: Describe the different aspects of competent behaviour in an occupation against competency dimensions such as strategic capability, resource management and quality. Competency profiles: A set of competencies that are require to perform a specified role. Armstrong (1999)
  • 10. MACRO VIEW OF COMPETENCY MANAGEMENT STRATEGIC FRAMEWORK COMPETENCY FRAMEWORK COMPETENCY MODELING FRAMEWORKOrganizational Strategy Core Competencies Stakeholder InterestVision, Mission, Values, Strategic, (Organizational wide) Market PositioningIntent, Corporate Governance,Corporate Social Responsibility & EthicsBusiness Strategy Business Competencies Achieving Business TargetsBusiness Plan & Goals, Culture (SBU specific) Employee SatisfactionPeople, TechnologyTeamwork Strategy Team Competencies Profit Center OrientationsLeadership, Communication (Project driven) Team Development & SynergyConflict Management, InterpersonalSkills, Project Orientation, SelfManaged Teams (SMT)Role Strategy Role Competencies Performance AccomplishmentAbility, Autonomy, Multiskilling, (Role wise)Task identity, Performance Individual DevelopmentEvaluation & rewards and performancedevelopment MG Jomon.(2004). Unpublished
  • 11. PROGRAM DESIGN AND IMPLEMENTATION : THE MODEL COMPETENCY IDENTIFICATION 1. Identification process (4 steps) COMPETENCY COMPETENCY FRAMEWORK MAPPING 1. Core competencies 2. Consolidation of checklist 1. Strategy-Structure (Organization wide 3. Rank Order and finalization Congruence 2. Business competencies 4. Validation and Benchmark 2. Structure Role (SBU specific) Congruence 3. Team Competencies 3. Vertical & (project driven) horizontal Role 4. Role competencies (Role COMPETENCY ASSESSMENT linkages wise) 1. Psycho-metric tool 4. Positioning to bring 2. 360 Degree approach in competitive advantage COMPETENCY INTEGRATION OF HR DEVELOPMENT FUNCTION 1. Maturity framework & 1. PMS 5. R&S matrix 2. CP & CD 6. RS 2. Areas of improvement 3. SP & SD 3. Action Plan 4. T&D MG Jomon.(2003). Unpublished
  • 12. COMPETENCY MODELINGCOMPETENCIES : (Core, Business, Team, Role) Less rigour More rigour CRITERIA: Validity, Applicability, Speed, Satisfaction MG Jomon.(2004). Unpublished
  • 13. ROLE COMPETENCIES A set of competencies required to perform a given role Each competency has a skill setDr. MG Jomon, XIMB
  • 14. IDENTIFICATION OF ROLE COMPETENCIES Structure and list of roles Definition of roles Job description Competency requirement
  • 15. 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 roles
  • 16. 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 others
  • 17. JOB DESCRIPTION: STEPS List down all the activities/tasks • small and big • Routine and Creative Categorize activities under major heads
  • 18. COMPETECNY IDENTIFICATION: STEPS Identify against each activity the following:  Role holder interview and listing  Internal/External customer interview and listing  Star performer interview and listing  Role holder critical incident analysis Consolidate the above and make a checklist of competencies Rank- order and finalize on 5/6 competencies critical to the role
  • 19. COMPETENCY ASESSMENT Following methods are used:  Assessment/Development Centre  360 Degree feedback  Role plays  Case study  Structured Experiences  Simulations  Business Games
  • 20. COMPETENCY ASESSMENT 360 degree approach:  Self  others • Internal/External Customers • Boss/peers/Subordinate
  • 21. COMPTENCY DEVELOPMENT Identified Assessment Areas ofRole competencies result improvement Action plan
  • 22. 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 competitive advantage
  • 23. DELIVERABLES1. Role Directory2. Competency profiles3. Competency Map4. Competency based HR systems t5. Recommendations: Rationalization of structure and manpower6. Institutionalization of interventions7. Organization Diagnosis Report
  • 24. INTEGRATION OF HR SYSTEMS (Competency based HR practices Performance Management System Reward System Career Plan & Career Development Competency requirement Competency availability Competency acquisition/ DevelopmentRecruitment & Selections Succession plans & Succession Development Training /development Plans & Programmes
  • 25. 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 role