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Competency & Role Analysis
Competency & Role Analysis
Competency & Role Analysis
Competency & Role Analysis
Competency & Role Analysis
Competency & Role Analysis
Competency & Role Analysis
Competency & Role Analysis
Competency & Role Analysis
Competency & Role Analysis
Competency & Role Analysis
Competency & Role Analysis
Competency & Role Analysis
Competency & Role Analysis
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Competency & Role Analysis

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  • 1. Competency & Role Analysis
  • 2. Definition Competency Analysis is necessary to identify the knowledge, skills and process abilities required to perform the organization's business activities so that they may be developed and used as a basis for workforce practices.
  • 3. Methodology Competency analysis begins with identification of the workforce competencies required to perform the organizational business activities. Once the competencies are identified, a mapping between the targeted vs. actual value of competencies is required to measure, analyze and predict the future capability of competencies and take necessary corrective/preventive action to either enhance or maintain the current capability. Identifying the tasks, skills, knowledge and attitude required to perform various organizational roles can be used in formulating job description, assessing employees’ current level of competency, and activities like planning career development and coordinating competency development.
  • 4. Steps in CA Step 1:- Plan 1. A plan is developed for analyzing workforce competencies that typically includes:  the competency analysis activities to be performed,  the schedule for competency analysis activities,  the individuals or groups responsible for competency analysis activities,  the resources and effort required, including access to the staff, and  the process for review and approval of the plan by all parties affected by competency analysis activities.
  • 5. Step2:- Method Examples of methods for workforce competency analysis include the following:  Position analysis  Critical incident interviews  Behavioral event interviews  Process analysis and engineering  Task analysis  Knowledge engineering  Analysis of skill needs
  • 6. Steps in CA Continued 3. The organization defines the level of knowledge, skills, and process abilities underlying each of its workforce competencies. 4. The knowledge, skills, and process abilities required to perform committed work are defined for each workforce competency. 5. Subject matter experts are involved in analyzing the knowledge, skills, and process abilities required to perform their committed work. 6. A description of the knowledge, skills, and process abilities is defined for each workforce competency using a representation and format that is appropriate for its intended use. 7. Descriptions of workforce competencies are used for guiding workforce practices at the organizational level and within units.
  • 7. Goals  The workforce competencies required to perform the organisation’s business activities are defined and updated.  The work processes used within each workforce competency are established and maintained.  The organisation tracks its capability in each of its workforce competencies.  Competency Analysis practices are institutionalized to ensure they are performed as defined organisational processes.
  • 8. Information Sources  Example sources of information on an individual’s level of capability in a workforce competency include the following:  Training and other development records  Mentoring or apprenticeship reports  Performance management records  Management assessment of knowledge, skills, and process abilities  Self-assessment of knowledge, skills, and process abilities  Peer evaluations  Process assessments  Awards and achievements  Professional accomplishments  Assessment centers  Information from the performance of business activities
  • 9. Impact  Objective gap analysis of employees’ competencies resulting in individual development for an employee’s current and future role  Reduced interview vs. selection ratio as a result of competency based assessment at the time of hiring  Self-development of more than 90% of employees in their competencies in respective domains, communication skills and leadership skills  Increased transparency in the job expectations for an individual’s current or future role  Improved employee-organisation fit with employees having more clarity on their role towards achieving the company’s goals  Significant improvement in overall organisational competencies with the mandatory competencies check done at the time
  • 10. Measurement and Analysis Examples of measurements include the following:  Amount of time or number of people involved in analyzing workforce competencies or in collecting competency information  Number of workforce competencies defined  Effectiveness of meeting milestones in analyzing workforce competencies or collecting competency information  Amount of competency information collected  Period between updates of workforce competency analyses or competency information  Extent to which competency information is used in designing or tailoring workforce practices and performing workforce activities
  • 11. Competency Analysis Process Diagram
  • 12. FOR MORE USEFUL EDUCATIONAL PRESENTATIONS AND TECHNOLOGICAL DOCUMENTATIONS LIKE THESE VISIT WWW.THECODEXPERT.COM

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