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Human competency is cruicial from corporate strategy , need to understand the bottomline affects through study for placement management ...

Human competency is cruicial from corporate strategy , need to understand the bottomline affects through study for placement management ...

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     competency Analysis competency Analysis Presentation Transcript

    • Aligning Competencies
    • TYPES OF COMPETENCIES SR.NO COMPETENCY DEFINATION 1 Core Competency These competencies are common across the organisation and apply to all employees. 2 Functional Competency These competencies are related with Skill, Knowledge and Attitude which are required to perform job effectively. 3 Behavioral Competency Characteristics such as motives, traits, self-concept, and values that drive behaviour required to meet job standards.
    • GUIDELINES FOR COMPETENCY GAP ANALYSIS KEY JOB RESPONSIBILITIES: (FUNCTIONAL COMPETENCIES) 1. Every Department Head will actually spend at least an hour and so with the subordinate to discuss the key job responsibilities, required competencies to perform the job effectively / efficiently. 2. While discussing on Functional competencies (Key Job Responsibilities) HOD will use the Job Description. 3. To identify the Behavioral and soft skills competencies both can use the list of competencies which are provided separately. This list consist Behavior Description, Behavior Indicator. Based on that the HOD will identify the competencies as per the requirement of the job.
    • GUIDELINES FOR COMPETENCY GAP ANALYSIS 4. Following are the Guidelines how to identify the Key Job Responsibilities: • Identify the “Big Rocks” of the Job. • The big rocks of a job are not the day-to-day tasks, duties. They are all activities. Big Rocks of the job are the major responsibilities, reason that we do all the tasks. (E.g) Consider the most familiar position in the Organization is Secretary. She has to do many tasks during the day, but there are only few of Key Job Responsibilities The key job responsibilities of Secretary are as follow: • Handle faxes and copies. • Manage the mail. • Make travel arrangements. • Manage information. • Greet visitors to the office. Only a small number of genuinely important results are expected from the position.
    • JOB DESCRIPTION Reporting To Designation : Job Code : Education Experience : Type of Industry : Department Job Purpose: : : : Sr.No Key Job Responsibilities Proficiency Level Sr.No Behavioral Competency Proficiency Level Major Critical Area: Prepared By: Date: / Approve BY: /
    • GUIDELINES FOR COMPETENCY GAP ANALYSIS • It should be start with a Verb or Noun. • It should be SMART (Specific, Measureable, Achievable, Time bound) • Six, or seven big rocks will be sufficient to cover all of the important responsibilities in most jobs. 5. Once Key job responsibilities are identified HOD will measure the Available proficiency against required. Chart of proficiency levels are provided separately with the description. Based on the chart HOD will find the GAP for Training.
    • Level Level - 1 Level - 2 Level - 3 Level - 4 Level - 5 PROFICIENCY LEVEL – FOR KEY JOB RESPONSIBILITIES Description Beginner: A person who is new to the job, able to do the job but unable to meet the standards and requires total supervision. This indicates the person needs total help to do the job. Learner: A person who is a beginner and is able do the job though not yet consistently to the required standards and needs frequent supervision. This indicates the person needs much help to do the job. Proficient: A person who has some experience and is able to do the job to the required standards consistently, on a routine basis with occasional supervision. This indicates the person can do without much help to do the job. Professional: An experienced person, able to do the job to the required standards consistently without any supervision. Expert: A person who is recognized as an authority for his ability to do the job to exemplary standards independently and one who is also able to coach others.
    • GUIDELINES FOR COMPETENCY GAP ANALYSIS BEHAVIORAL COMPETENCIES: 1. Every department head will observe the individual for the expected behaviour. 2. HOD’s will refer the Competency Dictionary and identify and map the competency with the positions. 3. Department head will discuss the identified behavioral competencies with the employees. Examples of Behavioral Competency: 1. Leadership Qualities 2. Managerial Skills 3. Supervisory Skills 4. Decision Making For above competencies individual are expected to behave accordingly. For a successful Manager he should possess the effective managerial skills.
    • GUIDELINES FOR COMPETENCY GAP ANALYSIS SOFT SKILL COMPETENCIES: 1. As per the jobs requirement head of the department indentify the soft skills. 2. Examples of soft skills are: • Presentation skills • Communication skills • Logic reasoning skills E.g: Employee who is working on MIS (Management Information System) needs to be proficient in Presentation skills or computer skills.
    • ORGANIZATIONS CORE COMPETENCIES SR.NO COMPETENCY 1 Interpersonal Relationship 2 Communication Skills 3 Presentation Skills 4 Advance Excel 5 Team Work 6 Interpersonal Relationship 7 People Management 8 Five S 9 Time Management Skills These competencies are identified as the core competencies which is required to demonstrate by all employees of all level in the organization. The description and behavioral indicators of all competencies are elaborated in Competency Dictionary.
    • REQUIRED PROFICIENCY LEVEL COMPETENCY DICTIONARY Behavioral Competency Description Reasoning Skills Advanced Tally for better functioning of day to day Advance Tally accounting transactions upto finalisation. Behavioral Indicators 1. Problem solving 2. Classifying and categorizing information 3. Working with abstract concepts to 4. Figure out the relationship of each to the other 5. Questioning and wondering about natural events. All functions in Advanced Tally 9. 1. Intelligent. 2. Gets to issues beneath the surface. 3. Reasons through problems. Analytic skills refer to the ability 4. Shows effective judgment. Analytical Skills to use logical skills 5. Has good insight. for the analysis of information. 6. Thinks laterally. 7. Tackles things from different angles. 8. Recognizes the many components of a problem. MGR EXE SUP TRN
    • REQUIRED PROFICIENCY LEVEL COMPETENCY DICTIONARY Behavioral Competency Description Behavioral Indicators Competence in presenting material and getting the 1. Presents material clearly. acceptance of the audience. 2. Uses clear explanations. Typically, a person with good presentation skills will be able to 3. Use appropriate communication explain material clearly, will be media. 4. Uses different media to get his/her Presentation able to present material in an appropriately structured manner, message across. Skills 5.Judges presentation style according to will determine the style and content of the presentation in a the audience. 6. Develops a rapport with the audience. way he can persuade the 7. Stimulates the interest and audience and will make use of 8.Involvement of the audience. ommunication media appropriate to the topic, the audience and the setting. 1. Using Advance Filters. Excel is a versatile tool, it's 2. Using advance function (Hlookup, capable of handling any amount Vlookup, Conditional Statement, Advance Excel of data, allowing the user to 3. Using Pivot Table. manipulate it in a multitude of 4. Advance Charting. ways. 5. Using Macros. 6. Data Validation. MGR EXE SUP TRN
    • REQUIRED PROFICIENCY LEVEL COMPETENCY DICTIONARY Behavioral Competency Description Behavioral Indicators 1.Asks open-ended questions that encourage others to give their points of view. 2. Refrains from immediate judgment and criticism of others' ideas, delivering criticism in a way that demonstrates sensitivity to the feelings of others. 3. Waits for the other person to finish their Creates an atmosphere in which intended message before responding. timely and high quality 4. Keeps responsible people informed of information flows smoothly both both positive and potentially negative Communication up the organization and down, information. Skills inside and outside the 5. Encourages response and dissent to organization; encourages open ideas and issues expression of ideas and opinions. 6. Is an effective communicator. 7. Is a good speaker. 8. Knows how to get across his/her point of view. 9. Makes effective use of communication media. 10. Shows strong written communication skills. 11. Can communicate well to an audience. MGR EXE SUP TRN
    • REQUIRED PROFICIENCY LEVEL COMPETENCY DICTIONARY Behavioral Competency Description Behavioral Indicators 1. Demonstrates appropriate and professional behavior at all times. Thinks carefully about the likely 2. Uses a high degree of tact and effect on others of one’s words, diplomacy in working with others. actions, appearance and mode of 3. Models and exercises sound judgment behavior. Maintains stable regarding personal conduct. Interpersonal performance and emotional 4. Is aware of one’s own style or Relationship control when faced with preference and its impact on others. opposition, pressure, hostility 5. Earns the respect of others. from others and/or stressful 6. Stays calm in the face of others’ anger conditions. or lack of control or when faced with complaints. Controlling Skills 1. Able to take control of situations. The readiness to take control of a 2. Happy to be in charge. task, situation or project and to 3. Able to give instructions to others. issue instructions to others where 4. Does not mind telling others what to necessary. do. MGR EXE SUP TRN
    • REQUIRED PROFICIENCY LEVEL COMPETENCY DICTIONARY Behavioral Competency Description Offering support to others People (subordinates, peers and Management superiors) in their work. Leadership Qualities The ability to lead others. This generally means that, by one means or another, one will be able to get others to do what one wants. Leadership may involve encouragement, subtlety, persuasion. Behavioral Indicators 1. Supports other peoples’ ideas. 2. Encourages other people. 3. Lends a hand to others. 4. Helps people in their work. 5. Supports team members. 6. Supports subordinates. 7. Supports his/her boss. 8. Speak up when Your Needs are Not Being Met 9. Bring Conflict to the Surface and Get it Resolved 10. Clearly Define Working Relationships 1.Likes to lead rather than follow. 2. Able to persuade others to do what he/she wants. 3. Able to inspire others. 4. Able to encourage others. 5. Able to motivate others. 6. Able to persuade others. 7. Makes people act. 8. Takes the initiative. 9. Seeks responsibility. MGR EXE SUP TRN
    • REQUIRED PROFICIENCY LEVEL COMPETENCY DICTIONARY Behavioral Competency Description The disinclination to accept an argument, proposition or proposal until one has become convinced of its validity or viability. To be critical or challenging means that one will Critical Reasoning look for flaws in arguments and for reasons why ideas and suggestions might fail and will demand of others that they provide a convincing defense of their arguments. Behavioral Indicators 1. Challenges ideas. 2. Takes a critical view. 3. Provides constructive criticism. 4. Needs to be persuaded before supporting an idea. 5. Makes you defend your point of view. 6. Looks for the flaws in arguments. 7. Looks for reasons why things will not work. 1. Strategic Planning 2. Priorities & Decision Making 3. How to manage time & opportunities Ability and capacity acquired through 4. Being a great communicator deliberate, systematic, and sustained 5. Developing your managerial practices daily effort to smoothly and adaptively Effective 6. Cultivating people skills at your workplace carryout complex activities or job Managerial Skills 7. Identifying your managerial styles functions involving ideas (cognitive 8. Principles for getting the job done skills), things (technical skills), and/or 9. Moving through levels of Managerial people (interpersonal skills. Growth 10. Measuring/Assessing your understanding of managerial growth . MGR EXE SUP TRN
    • REQUIRED PROFICIENCY LEVEL COMPETENCY DICTIONARY Behavioral Competency Negotiation Skills Team Work Description Behavioral Indicators Negotiation is a discussion between two individuals regarding a contract, agreement or relationship. Both partners are dependent on each other and have 1. Reaches the agreement that best meets objectives that might contradict both sides requirements each other. For instance, an 2. Should be conducted in a professional employee might want better pay, manner while an employer might want 3. Be a solid foundation on which to build better performance from the future relationships employee. A salary negotiation might occur in which the employee offers to take on more responsibilities in exchange for better pay. The ability to work well with others. This may mean either working in close cooperation with others or being able to co-operate effectively with others while working at a distance from them and in a relatively independent manner. 1.Works well with others. 2. Co-operates well with others. 3. Good at team work. 4. A team-player. 5. Likes to contribute to the work of the team. 6. Sees the team's goals as important. 7. Supports other team members in their work. MGR EXE SUP TRN
    • REQUIRED PROFICIENCY LEVEL COMPETENCY DICTIONARY Behavioral Competency Description Builds a logical approach to address problems or opportunities or manage the Problem Solving situation at hand by drawing on Techniques own knowledge and experience base and calling on other references and resources as necessary. Behavioral Indicators 1. Undertakes a complex task by breaking it down into manageable parts in a systematic, detailed way. 2. Anticipates the consequences of situations. 3. Thinks of several possible explanations or alternatives for a situation. 4. Identifies the information needed to solve a problem effectively. 5. Gets input from internal/external contacts who are closest to the problem. 6. Presents problem analysis and recommended solution to others rather than just identifying or describing the problem itself. 7. Acknowledges when one doesn't know something and takes steps to find out. 8. Anticipates potential obstacles and develops contingency plans to overcome them. 9. Considers the organization’s priorities when making decisions or analyzing the costs and benefits of various alternative solutions. MGR EXE SUP TRN
    • COMPETENCY DICTIONARY - 2013 - 2014 Behavioral Competency Description Supervisory A supervisor's job is to establish Skill goals and lead a team of people Development to achieve them. Time Management refers to Time managing time effectively so that Management the right time is allocated to the Skills right activity. Behavioral Indicators 1. Good Team Player. 2. Effectively delegates the managements message to the down line. 3. Able to work in stressful working environment. 4. A good decision maker. 5. A good problem solver. 6. A good listener. 7. Taking the responsibility and giving the credit. 8. Keeps the transparency. 1. Avoid Procrastination at All Costs. 2. Set Personal Deadlines. 3. Delegate Responsibilities. 4. Work in a Team to achieve the desired goal in time. 5. Effectively plan the projects. REQUIRED PROFICIENCY LEVEL MGR EXE SUP TRN
    • REQUIRED PROFICIENCY LEVEL COMPETENCY DICTIONARY Behavioral Competency Description Behavioral Indicators 1. Providing sufficient information, instruction, training and supervision to enable all employees of the firm to avoid hazards and contribute positively to their own safety and health at work. 2 . Providing and maintaining plant, equipment and systems of work which are safe. Providing and maintaining a safe place of work, and safe access to it where Health and safety is a crosssuch access is under its control. disciplinary area and the legal 3. Making safe arrangements for the use, system concerned with protecting handling, storage and transport of articles Health & Safety the safety, health and welfare of and substances and wherever possible, people engaged in work or eliminating the use of substances that are employment. harmful to the environment. 4. Ensuring that a proper and effective risk assessment system identifies hazards, assesses the risks and implements measures to remove, reduce or control the risks so far as is reasonably practicable. 5. Ensuring that all accidents are investigated together with any incidents with a view to preventing recurrences. MGR EXE SUP TRN
    • REQUIRED PROFICIENCY LEVEL COMPETENCY DICTIONARY Behavioral Competency Description Behavioral Indicators 1. Undertakes a complex task by breaking it down into manageable parts in a systematic, detailed way. 2. Anticipates the consequences of situations. 3. Thinks of several possible explanations or alternatives for a situation. 4. Identifies the information needed to solve a problem effectively. Builds a logical approach to address 5. Gets input from internal/external contacts problems or opportunities or who are closest to the problem. manage the situation at hand by Problem Solving 6. Presents problem analysis and drawing on own knowledge and Techniques recommended solution to others rather than experience base and calling on other just identifying or describing the problem references and resources as itself. necessary. 7. Acknowledges when one doesn't know something and takes steps to find out. 8. Anticipates potential obstacles and develops contingency plans to overcome them. 9. Considers the organization’s priorities when making decisions or analyzing the costs and benefits of various alternative solutions. MGR EXE SUP TRN
    • PROFICIENCY LEVEL - BEHAVIORAL SKILL Level Description Level - 1 Never: A person who never shows required standard of behavior or soft skills at every given task or situation. Level - 2 Occassionaly: A person who sometimes or occassionaly shows required standard of behavior or soft skills at every given task or situation. Level - 3 Always: A person who always shows required standard of behavior or soft skills at every given task or situation.
    • COMPETENCY ANALYSIS GAP FORM