COMPETENCY MAPPINGCOMPETENCY MAPPINGPROFESSOR JAYASHREE SADRIPROFESSOR JAYASHREE SADRIand DR. SORAB SADRIand DR. SORAB SADRI
Hamlet’s DilemmaHamlet’s DilemmaTo be, or not to be: that is the question:To be, or not to be: that is the question:Whether tis nobler in the mind to sufferWhether tis nobler in the mind to sufferThe slings and arrows of outrageousThe slings and arrows of outrageousfortune,fortune,Or to take arms against a sea of troubles,Or to take arms against a sea of troubles,And by opposing end them?And by opposing end them?Hamlet; Act 3, Scene 1Hamlet; Act 3, Scene 1
The Competency DilemmaThe Competency DilemmaTo Skill or not to Skill: That is theTo Skill or not to Skill: That is thequestion.question.Whether ‘tis nobler to suffer theWhether ‘tis nobler to suffer theinadequaciesinadequaciesof ad hoc learning, or to take arms againstof ad hoc learning, or to take arms againsta seaa seaof learning interventions, jobs & skills andof learning interventions, jobs & skills andbybydecisive action build competency?decisive action build competency?(With apologies to Will Shakespeare)(With apologies to Will Shakespeare)
The Competency DilemmaThe Competency DilemmaHow can you move from ad hocHow can you move from ad hocto competency-based learningto competency-based learningwith THINQ and PeopleViewwith THINQ and PeopleView
Why Performance &Why Performance &Competency Management?Competency Management?Aligns Organizational & ContributorAligns Organizational & ContributorPerformance to Corporate Mission, VisionPerformance to Corporate Mission, Vision& Core Competencies& Core CompetenciesImproves an Organization’s Ability to Develop,Improves an Organization’s Ability to Develop,Maintain and Track Competency InformationMaintain and Track Competency InformationSupports Recruitment, Performance Management,Supports Recruitment, Performance Management,Career Development and CompensationCareer Development and CompensationManagementManagementFacilitates Development of Competency CentersFacilitates Development of Competency Centersto Leverage Scarce or Expensive Humanto Leverage Scarce or Expensive HumanResourcesResources
When Performance &When Performance &Competency Management?Competency Management?
A Systematic FrameworkA Systematic FrameworkNo formal consistent processConsistent, basic approach to learning managementConsistent, comprehensive approachInstitutionalized and integrated intobusiness planningThe Learning ManagementThe Learning ManagementMaturity ModelMaturity ModelTMTMLearning and performance-centered organizationAd hoc (I)Managed Learning(II)Competency-driven (III)Integrated Performance (IV)Optimized Workforce (V)
Key ConsiderationsKey Considerations How important is Skills & CompetencyManagement to your enterprise? What is the impact if you don’t address this issue? Where should this capability reside? HRMS LMS Competency Management System Are there other approaches to solving thecompetency problem? What do you look for in a competencymanagement solution?
Competency Mapping Define Cascading Organizational Core Competencies Define Competencies as Sets of Assessable Knowledge,Skills & Abilities (KSA’s) Job Role Competencies Support OrganisationalCompetencies Job & Skills Libraries Define Idealised Job Roles with Competencies & Skills Target Desired Proficiency Levels Analysis Services Define Organisation Specific Job Roles, Competencies & Skills Align Organisational Competencies with Goals & ObjectivesCorporateCoreCompetenciesDivisionCoreCompetenciesSupportDepartmentCoreCompetenciesSupportJob RoleCompetenciesSupportSkills &Knowledge, Skills,AbilitiesSupportBest Practices inCompetency ManagementBest Practices inBest Practices inCompetency ManagementCompetency Management
OrganisationMission&ValuesOrganisationGoals&ObjectivesDerive FromDivisionGoals&ObjectivesDepartmentGoals&ObjectivesSupport SupportDivisionMission&ValuesSupportDepartmentMission&ValuesSupportDerive From Derive FromIndividualGoals&ObjectivesSupportIndividualMission&ValuesSupportDerive From Goal Management Provide Cascading Mission & Values, Goals & Objectives• Define Organisational Mission & Values• Identify Goals and Objectives that Support Mission & Values Align Goals to Organisational Competencies Derive Individual Goals & Objectives from OrganisationalGoals & ObjectivesBest Practices inBest Practices inPerformance ManagementPerformance Management
Performance Evaluation Assess Individual Performance on aPredefined Cycle Based on IndividualGoals & Objectives• Send Performance AssessmentNotifications Automatically• Provide 180°, 360° or Multi-RaterFeedback for IndividualPerformance Assessment• Assign Learning Interventions toClose Performance Gaps. Assess Organization Performance ona Predefined Cycle Based onOrganizational Goals & Objectives• Assess OrganizationalPerformance by AggregatingIndividuals PerformanceAssessmentSelf-AssessmentManagerAssessmentPeerAssessmentSubordinatesAssessmentCustomer/PartnerAssessmentBest Practices inBest Practices inPerformance ManagementPerformance Management
Identify & Manage Key Positions Define Succession Plan for Key Positions Identify Candidates for Retention & Promotion Find Candidates for Jobs (Recruitment) Manage Career PathsTalent Management &Talent Management &Succession PlanningSuccession Planning
OrganisationMission&ValuesOrganisationGoals&ObjectivesDerive FromDivisionMission&ValuesDivisionGoals&ObjectivesDepartmentMission&ValuesDepartmentGoals&ObjectivesSupport SupportSupport SupportDerive From Derive FromIndividualMission&ValuesIndividualGoals&ObjectivesSupportSupportDerive FromCorporateCoreCompetenciesSupportDivisionCoreCompetenciesDepartmentCoreCompetenciesSupport SupportSupport SupportIndividualCompetenciesSupportSupportKnowledge,Skills,AbilitiesSupportCreation and maintenance of a virtuouscycle that powers workforce optimizationPerformance and CompetencyPerformance and CompetencyAlignmentAlignment
Integration ApproachIntegration ApproachTwelve Steps to Skill RecoveryLearningManagementSystemPeopleViewHCMLearners, Job Assignments, Courses, & Course-SkillsJobs, Job Competency Models (Job-Skills), SkillsSystem of Record for:LearnersCoursesCourse-SkillsTranscriptsSystem of Record for:JobsJob-SkillsAssessment Results132Administrators align learninginterventions (Courses) withSkills and determine theCourse-Skill proficiency level.Learners are assigned toJobs.Twelve Steps to Skills RecoveryTHINQ-PeopleView Approach to Competency Based Learning ManagementTwelve Steps to Skills RecoveryTHINQ-PeopleView Approach to Competency Based Learning Management6OptionalJobs & Skills may bedeveloped through a Job andTask Analysis for jobs andskills that are not generic.Otherwise, customer selects ageneric job competency modelfrom a company such as ITG.8Learning Plan is synchronized between LMS and SkillSight4 Job Skills assessment sent toLearner by invitation e-mail.The e-mail includes a URL linkto the assessment.Similar e-mails may be sent tomanager, peers andsubordinates to provide a 360-degree assessment of skills.5 Learner completes theassessment.7Manager & Learner reviewassessment results anddevelop Learning PlanNOTE: Learning Plans can be developed in either system.Learners can add to their Learning Plan thru THINQ Learner.Learner engages in targetted learning interventions (Class, e-Learning, Text, Mentoring, Job Aid, etc.)9Skills Assessment Results/Appraisals for LearnersLearning Plan Completions synced to SkilSight1011 PeopleView SkillSightaggregates results bydepartment and organization.- Reporting- Personnel Sourcing- Training Investment PlanDevelopment- Succession Planning12LMS becomes the StrategicTalent Management Engine- Business OpportunityEvaluation- Key staff retention- Measure learning efficiency+ Time to competence+ Training investment costs+ Training ProgramEfficiency+ Kirkpatrick & Phillipslearning & ROI assessment+ Alignment of BusinessStrategy & OrganizationalSkills2