T.Sivasankaran Advesh consultancy services Chennai india [email_address] Mobile +91 9790971951 COMPETENCY MODELLING

“ Knowing is not enough; we must apply. Willing is not enough we must do.” - Goethe

Brief History: A Precursor of Competency Modeling 1950’s: John Flanagan 1954 established Critical Incidents Technique as a precursor to the key methodology used in rigorous competency studies significant behavioral events that distinguish between average and superior performers. It is Flanagan’s critical incidents technique that sixteen years later inspires David McClelland to discover and develop the term of “competency”

1950’s: John Flanagan

1954 established Critical Incidents Technique as a precursor to the key methodology used in rigorous competency studies

significant behavioral events that distinguish between average and superior performers.

It is Flanagan’s critical incidents technique that sixteen years later inspires David McClelland to discover and develop the term of “competency”

Brief History: The Concept of Competency 1970’s: “Testing for Competence Rather than Intelligence” (McClelland, 1973) Competency: “an underlying characteristic of a person which enables them to deliver superior performance in a given job, role, or situation.” Not biased Can be learned and developed over time Implication: If competencies are made visible and training is accessible, individuals can understand and develop the required level of performance

1970’s: “Testing for Competence Rather than Intelligence” (McClelland, 1973)

Competency: “an underlying characteristic of a person which enables them to deliver superior performance in a given job, role, or situation.”

Not biased

Can be learned and developed over time

Implication: If competencies are made visible and training is accessible, individuals can understand and develop the required level of performance

Brief History: Competency Modeling Matures 1980’s: “ Certain characteristics or abilities of the person enable him or her to demonstrate the appropriate specific actions.” (Boyatzis, Richard E. The Competent Manager: A Model for Effective Performance. New York: Wiley, 1982, p. 12). the first empirically-based and fully-researched book on competency model developments specific behavior and clearly defined performance outcomes like Flanagan, stressed importance of systematic analysis in collecting and analyzing examples of the actual performance of individuals doing the work behavioral event interview (BEI)

1980’s:

“ Certain characteristics or abilities of the person enable him or her to demonstrate the appropriate specific actions.” (Boyatzis, Richard E. The Competent Manager: A Model for Effective Performance. New York: Wiley, 1982, p. 12).

the first empirically-based and fully-researched book on competency model developments

specific behavior and clearly defined performance outcomes

like Flanagan, stressed importance of systematic analysis in

collecting and analyzing examples of the actual performance of individuals doing the work

behavioral event interview (BEI)

34 years after the first competency model, more than half of the Fortune 500 companies are using competency modeling. TODAY!

KNOWLEDGE TALENTED SKILL EXPERT ABLE CAPABLE INTELLIGENT

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 .

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 .

CONCEPT OF COMPETENCY Skill: Ability accomplish Talent: Inherent ability Competency: Underline characteristics that give rise to skill accomplishment Knowledge, skill and attitude

Skill:

Ability accomplish

Talent:

Inherent ability

Competency:

Underline characteristics that give rise to skill accomplishment

Knowledge, skill and attitude

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 ”

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 ”

Competencies are generic knowledge, motive, trait, social role or a skill of a person linked to superior performance on the job. Hayes 1979 Competencies are personal characteristics that contribute to effective managerial performance. Albanese 1989

Competencies are generic knowledge, motive, trait, social role or a skill of a person linked to superior performance on the job.

Hayes 1979

Competencies are personal characteristics that contribute to effective managerial performance.

Albanese 1989

WHAT IS COMPETENCY? A competency is defined as a behavior or set of behaviors that describes excellent performance in a particular work context

A competency is defined

as a behavior or set of behaviors

that describes

excellent performance

in a particular work context

THE ICEBERG ONLY 10% OF ANY ICEBERG IS VISIBLE. THE REMAINING 90% IS BELOW SEA LEVEL.

THE ICEBERG SEA LEVEL VISIBLE ABOVE SEA LEVEL INVISIBLE BELOW SEA LEVEL 90 % 10 %

THE ICEBERG The Iceberg phenomena Is also applicable on human beings …

The Iceberg phenomena

Is

also applicable

on

human beings …

THE ICEBERG SEA LEVEL KNOWLEDGE & SKILLS ATTITUDE UNKNOWN TO OTHERS KNOWN TO OTHERS

THE ICEBERG SEA LEVEL BEHAVIOR VALUES – STANDARDS – JUDGMENTS ATTITUDE MOTIVES – ETHICS - BELIEFS

A competency is an underlying characteristic of a person which enables him/her to deliver superior performance in a given job, role or situation .

A competency is

an underlying characteristic

of

a person

which enables him/her

to deliver

superior performance

in a given job, role or situation .

They consist of clusters of knowledge, skills, and personal attributes that AFFECT an individual’s ability to PERFORM

How do competencies differ from skills and knowledge? Competencies only include behaviors that demonstrate excellent performance. Therefore, they do not include knowledge, but do include "applied" knowledge or the behavioral application of knowledge that produces success. In addition, competencies do include skills, but only the manifestation of skills that produce success. Finally, competencies are not work motives, but do include observable behaviors related to motives.

Competencies only include behaviors that demonstrate excellent performance.

Therefore, they do not include knowledge, but do include "applied" knowledge or the behavioral application of knowledge that produces success.

In addition, competencies do include skills, but only the manifestation of skills that produce success.

Finally, competencies are not work motives, but do include observable behaviors related to motives.

Components of Competency Skill capabilities acquired through practice. Knowledge understanding acquired through learning. Personal attributes inherent characteristics which are brought to the job Behavior The observable demonstration of some competency, skill, knowledge and personal attributes attributed to excellent performance

Skill

capabilities acquired through practice.

Knowledge

understanding acquired through learning.

Personal attributes

inherent characteristics which are brought to the job

Behavior

The observable demonstration of some competency,

skill, knowledge and personal attributes attributed to

excellent performance

ELECTRICIAN

Does he use his knowledge ? Does he use his skill? Does he use his attitude/motive?

Does he use his knowledge ?

Does he use his skill?

Does he use his attitude/motive?

JOB AND COMPETENCY COMPETENCY JOB Underlying characteristic of a person’s inputs. Cluster of knowledge, attitude and skill. Generic knowledge,motive,trait,role or a skill. Personal charcteristics,set of skills,related knowledge and attributes. Superior performance in a given job , role or situation. Individual’s ability to perform Linked to superior performance on the job Contribute to effective managerial performance Succeddfully perform a task or an activity within a specific function or job

COMPETENCY

JOB

Underlying characteristic of a person’s inputs.

Cluster of knowledge, attitude and skill.

Generic knowledge,motive,trait,role or a skill.

Personal charcteristics,set of skills,related knowledge and attributes.

Superior performance in a given job , role or situation.

Individual’s ability to perform

Linked to superior performance on the job

Contribute to effective managerial performance

Succeddfully perform a task or an activity within a specific function or job

Competencies Distinguish Exemplary Performers from Average Performers

IN A NUTSHELL… Remember at the right time Decide at the right moment Act at the right moment Complete

Remember at the right time

Decide at the right moment

Act at the right moment

Complete

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

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

COMPERTENCIES DEALING WITH PEOPLE LEADING OTHERS INFLUENCING AND COMMUNICATING Establishing focus Providing motivation Fostering Teamwork Empowering others Manage change Develop others Managing performance Fostering Diversity Attention to communication Oral communication Written communication Persuasive communication Interpersonal awareness Influencing others Building collaborative relationship

LEADING OTHERS

INFLUENCING AND COMMUNICATING

Establishing focus

Providing motivation

Fostering Teamwork

Empowering others

Manage change

Develop others

Managing performance

Fostering Diversity

Attention to communication

Oral communication

Written communication

Persuasive communication

Interpersonal awareness

Influencing others

Building collaborative relationship

COMPETENCIES DEALING WITH BUSINESS PREVENTING AND SOLVING PROBLEM ACHIEVING RESULTS Diagnostic information gathering Analytical thinking Forward thinking Coceptual thinking Strategic thinking Technical expertise Initiative Enterpreneurial orientation Fostering innovation Result orientation Thoroughness Decisiveness Business acumen Global prospective

PREVENTING AND SOLVING PROBLEM

ACHIEVING RESULTS

Diagnostic information gathering

Analytical thinking

Forward thinking

Coceptual thinking

Strategic thinking

Technical expertise

Initiative

Enterpreneurial orientation

Fostering innovation

Result orientation

Thoroughness

Decisiveness

Business acumen

Global prospective

COMPETENCIES DEALING WITH SELF MANAGEMENT Self confidence Stress Management Personal Credibility Flexibility

Self confidence

Stress Management

Personal Credibility

Flexibility

What is a competency model? A competency model is a set of success factors, often called competencies that include the key behaviors required for excellent performance in a particular role. Excellent performers on-the-job demonstrate these behaviors much more consistently than average or poor performers. These characteristics generally follow the 80-20 rule in that they include the key behaviors that primarily drive excellent performance. They are generally presented with a definition and key behavioral indicators. In contrast, competencies do not include "baseline" skills and knowledge (i.e., commonly expected performance characteristics such as finishing assigned work, answering the telephone, writing follow-up letters, etc.), job tasks, or unusual or idiosyncratic behaviors that may contribute to a single individual's success.

A competency model is a set of success factors, often called competencies that include the key behaviors required for excellent performance in a particular role. Excellent performers on-the-job demonstrate these behaviors much more consistently than average or poor performers. These characteristics generally follow the 80-20 rule in that they include the key behaviors that primarily drive excellent performance. They are generally presented with a definition and key behavioral indicators. In contrast, competencies do not include "baseline" skills and knowledge (i.e., commonly expected performance characteristics such as finishing assigned work, answering the telephone, writing follow-up letters, etc.), job tasks, or unusual or idiosyncratic behaviors that may contribute to a single individual's success.

Competency Model Framework

Competency mapping is a process of identifying key competencies for a particular position in an organisation, and then using it for job-evaluation, recruitment, training and development, performance management, succession planning, etc. COMPETENCY MAPPING

What is a global competency dictionary? A Competency Dictionary comprises of key Competencies, Competency definitions, Competency types, Competency levels and appropriate supporting behavioral indicators.

A Competency Dictionary comprises of key Competencies, Competency definitions, Competency types, Competency levels and appropriate supporting behavioral indicators.

ESTABLISHING FOCUS The ability to develop and communicate goals in support of the business’ mission. a) Acts to align own unit’s goals with the strategic direction of the business b) Ensures that people in the unit understand how their work relates to the business’s mission c) Ensures that everyone understands and identifies with the unit’s mission d) Ensures that the unit develops goals and a plan to help fulfill the business’s mission

The ability to develop and communicate goals in support of the business’ mission.

a) Acts to align own unit’s goals with the strategic direction of the business

b) Ensures that people in the unit understand how their work relates to the business’s mission

c) Ensures that everyone understands and identifies with the unit’s mission

d) Ensures that the unit develops goals and a plan to help fulfill the business’s mission

PROVIDING MOTIVATIONAL SUPPORT Skill at enhancing others’ commitment to their work. a) Recognizes and rewards people for their achievements b) Acknowledges and thanks people for their contributions c) Expresses pride in the group and encourages people to feel good about their accomplishments d) Finds creative ways to make people’s work rewarding e) Signals own commitment to a process by being personally present and involved at key events f) Identifies and promptly tackles morale problems g) Gives talks or presentations that energize groups

Skill at enhancing others’ commitment to their work.

a) Recognizes and rewards people for their achievements

b) Acknowledges and thanks people for their contributions

c) Expresses pride in the group and encourages people to feel good about their accomplishments

d) Finds creative ways to make people’s work rewarding

e) Signals own commitment to a process by being personally present and involved at key events

f) Identifies and promptly tackles morale problems

g) Gives talks or presentations that energize groups

ORAL COMMUNICATION Expressing oneself clearly in conversations and interactions with others. Speaks clearly and can be easily understood Tailors the content of speech to the level and experience of the audience Uses appropriate grammar and choice of words in 0ral speech Organizes ideas clearly in oral speech Expresses ideas concisely in oral speech Maintains eye contact when speaking with others Summarizes or paraphrases his/her understanding of what others have said to verify understanding and prevent miscommunication

Expressing oneself clearly in conversations and interactions with others.

Speaks clearly and can be easily understood

Tailors the content of speech to the level and experience of the audience

Uses appropriate grammar and choice of words in 0ral speech

Organizes ideas clearly in oral speech

Expresses ideas concisely in oral speech

Maintains eye contact when speaking with others

Summarizes or paraphrases his/her understanding of what others have said to verify understanding and prevent miscommunication

WRITTEN COMMUNICATION Expressing oneself clearly in business writing. Expresses ideas clearly and concisely in writing Organizes written ideas clearly and signals the organization to the reader (e.g., through an introductory paragraph or through use of headings Tailors written communications to effectively each an audience Uses graphics and other aids to clarify complexor technical information Spells correctly Writes using concrete, specific language Uses punctuation correctly Writes grammatically Uses an appropriate business writing style

Expressing oneself clearly in business writing.

Expresses ideas clearly and concisely in writing

Organizes written ideas clearly and signals the organization to the reader (e.g., through an

introductory paragraph or through use of headings

Tailors written communications to effectively each an audience

Uses graphics and other aids to clarify complexor technical information

Spells correctly

Writes using concrete, specific language

Uses punctuation correctly

Writes grammatically

Uses an appropriate business writing style

LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 LEVEL 5 LISTENS CAREFULLY AND PRESENTS INFORMATION FOSTERS TWO WAY COMMUNICATION ADAPTS COMMUNICATION TO OTHERS COMMUNICATES COMPLEX MESSAGES COMMUNICATES STRATEGICALLY LISTEN ACTIVELY WITHOUT INTRUPTING ELICIT COMMENTS/FEEDBACK ON WHAT HAS BEEN SAID ADAPTS CONTENT AND TONE TO SUIT THE TARGET AUDIENCE HANDLES ON THE SPOT COMPLEX QUESTIONS COMMUNICATES STRATEGICALLY CHECKS OWN UNDERSTNDING OF OTHERS OPENLY DISCUSS DIFFERENT PERSPECTIVES ANTICIPATE REACTIONS DELIVERS DIFFICULT MESSAGES WITH CLARITY, TACT AND DIPLOMACY IDENTIFIES AND IMPLEMENT POLICIES

LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 LEVEL 5 PLANS TASKS AND ORGANISES OWN WORK APPLIES PLANNING PRICIPLES TP ACHIEVE WORK GOALS DEVELOPS PLAN FOR THE BUSINESS UNIT INTEGRATE AND EVALUATE PLANS TO ACHIEVE BUSINESS GOALS PLANS AND ORGANISES AT A STRATEGIC LEVEL IDENTIFIES REQUIREMENTS AND USES AVAILABLE RESOURCES ORGANISES WORK ACCORDING TO PROJECT AND TIME MANAGEMENT PRICIPLES CONSIDERS A RANGE OF FACTORS IN PLANNING PROCESS ESTABLISHES ALTERNATIVE COURSES OF ACTION EN SURES RESOURCES ARE AVAILABLE TO ACHIEVE SET OBJECTIVES COMPLETES TASK IN ACCORDANCE WITH PLANS PRACTICES AND PLANS FOR CONTINGENTS IDENTIFIES ACTIVITIES THAT WILL RESULT IN OVERALL IMPROVEMENT. ENSURES THAT SYSTEMS ARE IN PLACE SETS AND COMMUNICATES PRIORITIES WITHIN THE BROADER ORGANISATION

Stages of Competency Catalogue Development

ROLE COMPETENCIES A set of competencies required to perform a given role Each competency has a skill set

A set of competencies required to perform a given role

Each competency has a skill set

IDENTIFICATION OF ROLE COMPETENCIES Structure and list of roles Definition of roles Job description Competency requirement

Structure and list of roles

Definition of roles

Job description

Competency requirement

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

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

JOB DESCRIPTION: STEPS List down all the activities/tasks small and big Routine and Creative Categorize activities under major heads

List down all the activities/tasks

small and big

Routine and Creative

Categorize activities under major heads

COMPETECNY IDENTIFICATION: STEPS Identify against each activity the following: Role holder interview and listing Day in the Life of Study Internal/External customer interview and listing Star performer interview and listing Role holder critical incident analysis Management Climate Study Benchmarking Consolidate the above and make a checklist of competencies Rank- order and finalize on 5/6 competencies critical to the role

Identify against each activity the following:

Role holder interview and listing

Day in the Life of Study

Internal/External customer interview and listing

Star performer interview and listing

Role holder critical incident analysis

Management Climate Study

Benchmarking

Consolidate the above and make a checklist of competencies

Rank- order and finalize on 5/6 competencies critical to the role

COMPETENCY IDENTIFICATION TOOLS Attitude – Management Climate & Attitudinal Study Set of Questions measuring 8 characteristics of Attitudinal Capability Measures & identifies gaps Management Style System Orientation Organisation Culture/Decision Making Quality Customer Service Change Communication Accountability Also looks at perceived performance & opportunities for improvement Benchmarking against other capable organizations Outcomes : Organizational, Team & Individual Gaps

Attitude – Management Climate & Attitudinal Study

Set of Questions measuring 8 characteristics of Attitudinal Capability

Measures & identifies gaps

Management Style

System Orientation

Organisation Culture/Decision Making

Quality

Customer Service

Change

Communication

Accountability

Also looks at perceived performance & opportunities for improvement

Benchmarking against other capable organizations

Outcomes : Organizational, Team & Individual Gaps

COMPETENCY IDENTIFICATION TOOLS Behaviour & Skills- Day in the Life of Outlet Manager Snapshot of Productivity & Effectiveness of Key Managers 4 -8 Hours observation of critical skills, behaviour & attitude to succeed Measurement of AS-IS, DESIRED & SHOULD-BE Outcomes : Organizational, Team & Individual Gaps Behaviour & Skills- Top Performer Survey 20 top performers of Café Coffee Day and let them calibrate and rank the necessary competencies for superior performance Outcomes : Organizational, Team & Individual Requirements Values : Top management interviews Outcomes : Key Values to Uphold

Behaviour & Skills- Day in the Life of Outlet Manager

Snapshot of Productivity & Effectiveness of Key Managers

4 -8 Hours observation of critical skills, behaviour & attitude to succeed

Measurement of AS-IS, DESIRED & SHOULD-BE

Outcomes : Organizational, Team & Individual Gaps

Behaviour & Skills- Top Performer Survey

20 top performers of Café Coffee Day and let them calibrate and rank the necessary competencies for superior performance

Outcomes : Organizational, Team & Individual Requirements

Values : Top management interviews

Outcomes : Key Values to Uphold

COMPETENCY ASESSMENT Following methods are used: Assessment/Development Centre 360 Degree feedback Role plays Case study Structured Experiences Simulations Business Games

Following methods are used:

Assessment/Development Centre

360 Degree feedback

Role plays

Case study

Structured Experiences

Simulations

Business Games

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

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

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.

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.

Competency Flow Model COMPETENCY Competencies are to performance what DNA is to people

Job Description vs. Competency Model Job description looks at what. elements of the jobs and defines the job into sequences of tasks necessary to perform the job Competency model focuses on how. studies the people who do the job well (STARs), and defines the job in terms of the characteristics and behaviors of these people.

Job description looks at what.

elements of the jobs and defines the job into sequences of tasks necessary to perform the job

Competency model focuses on how.

studies the people who do the job well (STARs), and defines the job in terms of the characteristics and behaviors of these people.

SAMPLE CORE IDEOLOGIES OF SELECTED COMPANIES American Express Co.: customer service, reliability , The Boeing Co.: pioneers; product safety andquality Citicorp: autonomy , aggressiveness and self-confidence General Electric Co.: technology ,balance among stakeholders,

American Express Co.: customer service, reliability ,

The Boeing Co.: pioneers; product safety andquality

Citicorp: autonomy , aggressiveness and self-confidence

General Electric Co.: technology ,balance among stakeholders,

Procter & Gamble Co.: honesty and fairness, respect for individual 3M Corp.: innovation, initiative and personal growth, Wal-Mart Stores Inc.: commitment, enthusiasm; Walt Disney Co.: creativity, dreams, imagination

Procter & Gamble Co.: honesty and fairness, respect for individual

3M Corp.: innovation, initiative and personal growth,

Wal-Mart Stores Inc.: commitment, enthusiasm;

Walt Disney Co.: creativity, dreams, imagination

WHY USE COMPETENCIES? When done correctly, implementing competencies within your organization gives you the means to: Translate the organization’s vision and goals into expected employee behavior Implement more effective and legally defensible recruitment, selection and assessment methods Reduce hiring costs and absenteeism / turnover rates Identify areas for employee development that are directly linked to desired outcomes and organizational objectives Target training dollars in areas that are will realize the most return on investment Set more effective (and valid) criteria for developing and evaluating performance Identify gap between present skill sets and future requirements And if downsizing is required, ensure retention of the essential competencies for the success of the organization. Furthermore, by communicating these competencies to employees, organizations empower employees to take charge of their careers, direct their own personal development, and continually self-evaluate and improve. What are Roles?

When done correctly, implementing competencies within your organization gives you the means to: Translate the organization’s vision and goals into expected employee behavior

Implement more effective and legally defensible recruitment, selection and assessment methods

Reduce hiring costs and absenteeism / turnover rates

Identify areas for employee development that are directly linked to desired outcomes and organizational objectives

Target training dollars in areas that are will realize the most return on investment

Set more effective (and valid) criteria for developing and evaluating performance

Identify gap between present skill sets and future requirements

And if downsizing is required, ensure retention of the essential competencies for the success of the organization.

Furthermore, by communicating these competencies to employees, organizations empower employees to take charge of their careers, direct their own personal development, and continually self-evaluate and improve.

What are Roles?

What are the benefits of implementing a competency-based approach to developing professionals? For the Associates, competency-based practices: Identify the success criteria (i.e., behavioral standards of performance excellence) required to be successful in their role. Provide a more specific and objective assessment of their strengths and specify targeted areas for professional development. Provide development tools and methods for enhancing their skills. Provide the basis for a more objective dialogue with their manager or team about performance, development, and career related issues.

For the Associates, competency-based practices: Identify the success criteria (i.e., behavioral standards of performance excellence) required to be successful in their role.

Provide a more specific and objective assessment of their strengths and specify targeted areas for professional development.

Provide development tools and methods for enhancing their skills.

Provide the basis for a more objective dialogue with their manager or team about performance, development, and career related issues.

For The Company, competency-based practices: Reinforce corporate strategy, culture, and vision. Establish expectations for performance excellence, resulting in a systematic approach to professional development, improved job satisfaction, and better employee retention. Increase the effectiveness of training and professional development programs by linking them to the success criteria (i.e., behavioral standards of excellence). Provide data on development needs that emerge from group and/or organizational composites that are an outcome of multi-rater assessments. Provide a common framework and language for discussing how to implement and communicate key strategies. Provide a common understanding of the scope and requirements of a specific role Provide common, organization-wide standards for career levels that enable employees to move across business boundaries.

competency-based practices: Reinforce corporate strategy, culture, and vision.

Establish expectations for performance excellence, resulting in a systematic approach to professional development, improved job satisfaction, and better employee retention.

Increase the effectiveness of training and professional development programs by linking them to the success criteria (i.e., behavioral standards of excellence).

Provide data on development needs that emerge from group and/or organizational composites that are an outcome of multi-rater assessments.

Provide a common framework and language for discussing how to implement and communicate key strategies.

Provide a common understanding of the scope and requirements of a specific role

Provide common, organization-wide standards for career levels that enable employees to move across business boundaries.

For Managers Identify performance criteria to improve the accuracy and ease of the hiring and selection process. Provide more objective performance standards. Clarify standards of excellence for easier communication of performance expectations to direct reports. Provide a clear foundation for dialogue to occur between the manager and employee about performance, development, and career-related issues

Identify performance criteria to improve the accuracy and ease of the hiring and selection process.

Provide more objective performance standards.

Clarify standards of excellence for easier communication of performance expectations to direct reports.

Provide a clear foundation for dialogue to occur between the manager and employee about performance, development, and career-related issues

How will Career Development Framework benefit the company in terms of training? Training and development will be more focused, as it will address specific gaps in competencies. It will no longer be based on qualitative justifications. Though in the initial period, training expenditure may increase, depending on the number of competency gaps, in the long term, the return on training expenditure may is justifiable when competencies gaps are addressed and employees perform to expectations.

Training and development will be more focused, as it will address specific gaps in competencies. It will no longer be based on qualitative justifications. Though in the initial period, training expenditure may increase, depending on the number of competency gaps, in the long term, the return on training expenditure may is justifiable when competencies gaps are addressed and employees perform to expectations.

How is competency linked to Training and Development? Reconciliation between the Required Competency Level and your Current Competency Level will determine whether there are gaps to be addressed. The gaps will allow the employees to focus on the training and development programs necessary. There is no longer a need for employees to wonder what training is necessary.

Reconciliation between the Required Competency Level and your Current Competency Level will determine whether there are gaps to be addressed. The gaps will allow the employees to focus on the training and development programs necessary. There is no longer a need for employees to wonder what training is necessary.

How do I use the Competency Dictionary? The Competency Dictionary can be used for many Human Resource Management purposes, such as: A guide in creating job descriptions A guide for hiring managers during behavior-based job interviews. A self-assessment tool for employees and managers A performance management guide for managers/supervisors A training evaluation tool

The Competency Dictionary can be used for many Human Resource Management purposes, such as: A guide in creating job descriptions

A guide for hiring managers during behavior-based job interviews.

A self-assessment tool for employees and managers

A performance management guide for managers/supervisors

A training evaluation tool

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