HR Management Framework based on Competency BUSINESS STRATEGY BUSINESS RESULTS Competency based People Strategy The competency framework will be the basis for all HR functions and serve as the "linkage" between individual performance and business results Recruitment & Selection Training & Development Performance Management Reward Management Career Management COMPETENCY FRAMEWORK
Competency mapping is the process of identification of the competencies required to perform successfully a given job or role or a set of tasks at a given point of time. It consists of breaking a given role or job into its constituent tasks or activities and
identifying the competencies (technical, managerial, behavioral, conceptual knowledge, and attitudes, skills, etc.) needed to perform the same successfully
Specific competencies which are considered essential to perform a specific role in the organisation within a defined technical or functional area of work.
Types of Competency Managerial competency (soft competency) This type of competency relates to the ability to manage job and develop an interaction with other persons. For example : problem solving, leadership, communication, etc. Functional competency (hard competency) This type of competency relates to the functional capacity of work. It mainly deals with the technical aspect of the job. For example : market research, financial analysis, electrical engineering, etc.
Competency Identification Process Clarify Organizational Strategy and Context Competency Identification
Analyze Work Role and Process
Gather Data through Behavior Event Interview and Focus Group
Conduct Benchmark Study
Generate Competency Models Validate, Refine and Implement
Competency approach allows managers to make a distinction between a person's ability to do a set of particular tasks at specified minimum acceptable level and the ability to do the whole job containing these tasks in an outstanding manner.
Equipped with a standard scoring system which refers to behavior indicators
Approach in Competency-based Interview S What was the S ituation in which you were involved? T What was the T ask you needed to accomplish? A What A ction(s) did you take? R What R esults did you achieve?
Situation Can you explain the situation? Where and when did the situation happen? What events led up to it? Who was involved in the situation (work colleagues, supervisor, customers)? Approach in Competency-based Interview
What tasks were you supposed to do at that time? What did you actually do at that time? How did you do it? What specific steps did you take? Who was involved? Tasks/Actions Approach in Competency-based Interview
What was the outcome? Can you tell me the results of taking such action? What specific outcome was produced by your action? Results Approach in Competency-based Interview
Career Planning Flow Career Planning System Career Path Design Analysis of Employees Future Plan Implementation of Development Program
Defining Career Path Career Path is a series of positions that one must go through in order to achieve a certain position in the company. The ‘path’ is based on the position competency profile that an employee must have to be able to hold a certain position. What Is Career Path?
CONCEPTUAL FRAMEWORK Assessing Employee Career Plan Employee Career Needs
Assessment of the career type of the employee
Assessment of the employee competency level (for example through assessment center )
Organization Career Needs
Assessment of the competency profile required by the position
Assessment of the organization’s need of manpower planning
CONCEPTUAL FRAMEWORK Employee Development Program Employee Career Needs Organization Career Needs Match? Special Assignment Mentoring Executive Development Program Job Enrichment On the Job Development Apprenticeship in Other Company Presentation Assignment Training/Workshop Desk Study Development Programs and Interventions
Individual Performance elements has two main categories: 1. Performance Results : Hard or quantitative aspects of performance (result) 2. Competencies : It represents soft or qualitative aspects of performance (process) Individual Performance Element
In-trays or in-baskets involve working from the contents of a manager’s in-tray, which typically consists of letters, memos and background information. You may be asked to deal with paperwork and make decisions, balancing the volume of work against a tight schedule.
In a role play, you are given a particular role to assume for a certain task. The task will involve dealing with a role player in a certain way, and there will be an assessor watching the role play.
In a fact-finding exercise, you may be asked to reach a decision starting from only partial knowledge. Your task is to decide what additional information you need to make the decision, and sometimes also to question the assessor to obtain this information.
Fact-Finding Exercise Types of Test in Assessment Center
You may be required to make a formal presentation to a number of assessors. In some cases this will mean preparing a presentation in advance on a given topic. In other cases, you may be asked to interpret and analyse given information, and present a case to support a decision.
Group exercises are timed discussions, where a group of participants work together to tackle a work-related problem. Sometimes you are given a particular role within a team, for example sales manager or personnel manager. Other times there will be no roles allocated. You are observed by assessors, who are not looking for right or wrong answers, but for how you interact with your colleagues in the team.
Competency Score Results of Observation Through the Assessment Center Competency Assessment and Rating