Your SlideShare is downloading. ×
Competency Mapping
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Competency Mapping

15,433

Published on

Published in: Business, Technology
3 Comments
6 Likes
Statistics
Notes
No Downloads
Views
Total Views
15,433
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
1,374
Comments
3
Likes
6
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. What are competencies – some definitions ………
    • Competencies are the characteristics of an employee that lead to
    • the demonstration of skills & abilities, which result in effective
    • performance within an occupational area.
    • A cluster of related knowledge, skills and abilities that affects a
    • major part of ones job, that correlates with the performance on the
    • job, that can be measured against well –accepted standards and that
    • can be improved via training and development.
    • An underlying characteristic of a person result in effective and / or
    • superior performance on the job.
    • In other words, competencies are characteristics that outstanding
    • performers do more often in more situations with better results, than
    • average performers
  • 2.
    • Why do we need it?
    • People will have to know their respective
    • * Roles
    • * Key competencies
    • Address employee needs
    • * What am I on skills?
    • * What are the gaps? How to improve on skills?
    • * What is expected of my role?
    • * What are possible future roles?
    • People have to know about competencies which help them
    • deliver better to customers
    • Address organizational / business needs
    • * High performance
    • * Expectation management on career and promotions
    • * Higher productivity with improved skills
  • 3. Competency Behaviour Knowledge Skills Attitude Values & Motives
  • 4. Competency Modeling Competency models consists of qualities required for superior performance with respect to: Functional requirements Leadership Attributes Job specific requirements Role attributes The Organization's Culture & Value
  • 5. Competency Based Management
  • 6. Step 1 : Competency Profile What capabilities currently exist within the organization?
  • 7. Competency Mapping Forced Ranking (Lower Level) Manager Assessment (Managers)
    • /360 –
    • Degree Assessment
    • (Employees, Managers,
    • Peers
    Assessment centers Psychological Testing BEI
  • 8. Step 2 : Competency Review What are the gaps between organizational needs and people capabilities?
  • 9. The competency review process links current capabilities to the organizational needs Competency Model Review Competency Profile Development Plans Implementation
  • 10. Step 3 : Development Plans Create Plans for shoring any identified gaps
  • 11. Developing Competency Model
  • 12.
    • Developing competency model depends on the nature
    • of the organization & some basic consideration:
    • The practices for which they will be used
    • The financial & personnel resource available
    • Who needs to be included in the process of developing
    • & endorsing the applications
    • Who is going to be included in the implementation process
  • 13. Select the optimal approach Generic model Adapted Generic Model Survey Driven Expert Panel Behavioral Event Interviews Most Rigorous Least Rigorous Considerations: * Practicality * Fairness * Speed * Validity
  • 14. Data Collection tools
    • Behavioral Events Interview
    • Expert Panels
    • Surveys
    • Expert Systems
    • Job Analysis
    • Role Analysis
    • Direct Observation
  • 15. Behavioral Events Interview
    • Advantages:
    • Empirical Identification of competencies
    • Precision about how competencies are expressed
    • Freedom from gender, cultural, bias
    • Generation of data for assessment, training etc.
  • 16. Behavioral Events Interview
    • Disadvantages:
    • Time & Expense
    • Expertise requirements
    • Missed job tasks
  • 17.
    • Expert Panels
    • Advantages
    • Quick and efficient collection of a great deal of
    • valuable data
    • Helps ensure better buy-in
  • 18.
    • Expert Panels
    • Disadvantages
    • Possible identification of folklore or motherhood
    • items.
    • Omission of critical competency factors which
    • panelists are unaware of.
  • 19.
    • Surveys
    • Advantages
    • Quick and cheap collection of sufficient data for
    • statistical analyses
    • A large number of employees can provide input
    • Help build consensus
  • 20.
    • Surveys
    • Disadvantages
    • Data are limited to items and concepts included in the
    • survey
    • It cannot identify new competencies or nuances of
    • competency
    • Can also be ineffecient
  • 21.
    • Expert Systems
    • Advantages
    • Access to data
    • Efficiency
    • Productivity
  • 22.
    • Expert Systems
    • Disadvantages
    • Garbage in –garbage out
    • May overlook specialized competition
    • Cost of system hardware and software
  • 23.
    • Job Analysis
    • Advantages
    • Produces complete job descriptions
    • Can validate or elaborate on data collected by other methods
  • 24.
    • Job Analysis
    • Disadvantages
    • Provides characteristics of job rather than those
    • of the people who do the job well
    • Task lists too detailed to be practical and do not
    • separate truly important tasks from the routine
    • activities
  • 25.
    • Direct Observation
    • Advantages
    • A good way to check competencies suggested by
    • panel, survey, and BEI
    • Disadvantages
    • Expensive and inefficient
  • 26.
    • Kinds of competencies that can be included in competency
    • models :
    • Differentiating competencies - that most differentiate superior
    • performers from mediocre performers.
    • Includes results orientation, influence, and initiative
    • Threshold competencies - in which a minimum level of
    • proficiency is required for job success, but a higher level of
    • proficiency is not highly correlated with superior
    • performance.
    • Transformation competencies- at which managers and employees are
    • generally weak, which if improved will most likely to result in improved
    • performance.
  • 27.
    • Alternate ways of choosing the
    • Competencies in your job models
    • Traditional approaches involve studying superior
    • performers , & identifying the traits, characteristics, and
    • behaviors that differentiate then from average performers:-
    • First approach- follow superior and average performers as they go
    • about their workday
    • Second approach- Perform interviews and organize focus
    • groups of managers and superior performers
  • 28.
    • Competency models by position,
    • function, level, or company
    • One universal set of competencies for all employees
    • and positions.
    • Merits
    • It builds a common language & frame of reference for
    • everyone
    • It makes it easier to compare employees to one another across
    • position and job functions
    • It eases administration of selection & development practices
    • It helps align everyone towards a common culture & can
    • support the culture change process.
  • 29.
    • Competency models by position
    • Difficulties:
    • Developing models for each position will take considerable time,
    • efforts & expense if done well
    • The lack of competency commonality from position to position will
    • make it more difficult to compare & contrast candidates currently in
    • different positions.
    • Every time employees move from one position to another, they will
    • have to learn new competencies & abandon those they have been
    • focusing on improving.
  • 30.
    • Competency model by job function
    • Advantage
    • The number of competency models-generally in the range of
    • 10 to 15 is manageable in terms of both creation & their maintenance
    • The same model applies to all the positions with in a job function
    • Easy to compare different employees in the same job function for
    • the purpose of succession planning & Organizational development
    • Disadvantage:
    • Managers have the same competency models as individual
    • contributors within a job function.
  • 31.
    • The competency matrix – level & proficiency
    • Defines level of proficiency on competencies in terms of a set of behaviors expected for a grade level or rank at a particular position
    • The numbers in the rating system are replaced by job titles
    • Helps employees understand the desired level of proficiency for each competency at each job level.

×