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Competency Framework and Employee Motivation


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Campus Presentation at Accurate Institute of Management
Greater Noida - Annual HR Conclave-31st october 2015

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Competency Framework and Employee Motivation

  1. 1. Presentation by : Rahul Jain Trends in Managing People at Workplace Practicing Competencies for Motivating and Maintenance Functions Accurate Institute of Management and Technology, Greater Noida 31st October 2015 HR Conclave 2015
  2. 2. About Presenter Presentation by : Rahul Jain Rahul Jain •#Top100hrsontwitter as per MyRefers’ list of top 100 HRs on Twitter in India •Social Media Enthusiast HR Professional with diversified industry experience of 15 Years in APAC Region. •Presently with Uflex Ltd. working as AGM – Corporate HR. Worked in HR at all the rungs with different companies (Dainik Bhaskar Group, Philips India, SIVA Group, Cargill India, Coca-Cola and Hindustan Heavy Chemicals) at different location in India and Singapore. •An In House Certified / Trainer on Leading Compensation Conversation, Talent Management, Train the Trainer, Performance Management , Business Process Modelling, Effective Team building and Social Media Skills. •Masters in HR & Administration, Commerce Graduate with Diploma in International Business and also in Software Engineering. •Campus Association with MDI, Gurgaon, Sri SIIM, New Delhi, IMI, New Delhi, NIAM, Jaipur, MS University Baroda, Rai University, Ahmadabad, People’s University, Bhopal, Accurate Institute of Management and Technology, Greater Noida, G.L.Bajaj Institute, Greater Noida and CMS Jabalpur. •Hobbies and Interests include Reiki Healing (Certified Master Trainer and Healer), Reading, Drawing Cartoons, Wall Graffiti, Wisdom Quotes, Travelling, Exploring New Places, News, Movies and Music.
  3. 3. Presentation by : Rahul Jain • Evolution and Defining Competency • Competency Model and Types of Competencies • Competency Based People Strategy • Competency Identification Process • Example of Competency, Profile, Assessment and Uses • Using Competency Framework for PMS and Career Planning • Implementing Competencies Model for Employee Motivation • Key Characteristics of Successful Implementation • Q&A Presentation Coverage
  4. 4. Pre 1970s – Success is considered dependent on Technical Skills and Cognitive abilities Evolution of Concept Post 1970s- In 1973, David McClelland introduced concept of “Competences” in his work “Testing for Competence rather than intelligence”
  5. 5. Competency is a combination of Knowledge, skills, attitude which contributes to enhanced employee performance that can be observed on the job, measured and evaluated. Definition of Competency Knowledge Skill Attitude Observable Behavior, Coachable Job Performance
  6. 6. • A set of competencies (Knowledge, Skills and Attitude) that help an organization be more successful • Specific on the basis of an organization's sector, values, strengths, weaknesses, opportunities, threats, goals and business/ market realities • Has competencies, proficiency scale describes required level on a scale with behavioral indicators for Hierarchy and functions. • Common thread running across all People Processes- Recruitment and Selection, Learning and Development, Reward and Recognition and Career Planning. • A Competency Model provides a foundation for Organizational growth and professional development for an individual employee. Competency Model
  7. 7. Its categorized with different names viz Technical, Functional, Behavioral, Managerial or Leadership competencies, but broadly its - Managerial competency (soft competency) Relates to the ability to manage job and develop an interaction with other persons. Example : Problem solving, leadership, communication, etc. Technical or Functional competency (hard competency) This type of competency relates to the functional capacity of work. It mainly deals with the technical aspect of the job. Example : Influencing People, Market research, Financial analysis etc. Types of Competencies
  8. 8. Recruitment & Selection Training & Development Performance Management Reward Management Career Management, Assessment COMPETENCY FRAMEWORK BUSINESS STRATEGY BUSINESS RESULTS The competency framework is the basis for all HR functions and serve as the "linkage" between individual performance and business results Competency based People Strategy
  9. 9. Competency Identification Process Organizational Strategy, Functional Requirements and Context Competency Identification • Analyze Work Role, Functions and Process • Information gathering using Interviews and Focus Group • Refer /Conduct Benchmark Study Generate Competency Models Define, Validate, Implement, Refine
  10. 10. An Example HR Competency Competency Performance Management Description Facilitates creation of a culture of High performance. Enables businesses to use Performance Management process to build alignment, accountability for job expectations and bring objective evaluation of individual performance. Level 1 / Practitioner Level 2/Seasoned Practitioner Level 3/Expert 1. Understand definition and LM linked Performance management process 2. Administer PMS 3. Provide support to Managers on process compliance 4. Provide support to employees in informal and formal groups on do’s and don’ts of performance process 1. Coach managers on performance management process. 2. Enhance manager’s ability to provide continuous feedback to their teams. 3. Help develop skill development plan, coaching and Performance Improvement Plan 4. Facilitate review of individual and collective performance discussions in consonance with changes in environment and customer situations 5. Ensures High Performance and PIP discussions are held, tracked and facilitated where appropriate 1. Facilitate creation of individual, team and unit level alignment in performance objectives 2. Analyze Large team capability and Performance gaps 3. Business performance objectives involving interface between various functions are analyzed and appropriate measures are implemented to monitor overall business performance 4. Coach leaders on measurable performance objectives to be set for the business. Demonstrate understanding of business environment. Development Plan Level 1 Development Plan Level 2 Development Plan Level 3 Usages Training of Leadership Competency Model Performance Management Training 1.Championing Business excellence process 2.Knowledge and skill development in Factor Analysis, statistical tools usage Related Competencies to Develop 1. Compensation Management 2. Talent Management
  11. 11. Competency ProfileCompetency Profile Per PositionPer Position 1 2 3 4 5 Communication Skills Public Speaking Leadership Training Need Analysis Material Development Training Evaluation Communication Skills Interview Skills Analytical Thinking Understand Selection Tools Teamwork Customer Orientation Recruitment Supervisor Required Level Required CompetencyPosition Training & Development Manager
  12. 12. Position Competency Requirements Relevant Training Modules Leadership • Leadership I • Communication Skills I • The Art of Motivating Employees • Providing Effective Feedback SUPERVISOR Achievement Orientation • Goal Setting Technique • Work Motivation • Planning & Organizing • Continuous Self Improevement Managerial competency 1 2 3 4 Leadership Required Level Actual Level Achievement Orientation Teamwork Planning & Organizing Functional competency 1 2 3 4 Mechanical Engineering Mechanical Equipment Maintenance CompetencyCompetency AssessmentAssessment
  13. 13. Communication Skills V Leadership V Teamwork V Achievement Orientation V Customer Focus V Job Functional Skills V Communication Skills V Leadership V Teamwork V Achievement Orientation V Customer Focus V Strategic Thinking V Problem Solving & Decision Making V Job Functional Skills V Position Managerial Competency Supervisor Manager Productive Communication Series OnBecoming EffectiveLeader1 OnBecoming EffectiveLeader2 ServiceExcellence forCustomer Professional SeminarSeries Achievement MotivationTraining CreativeProblem Solving Strategic Management BuildingProductive Teamwork V = compulsory training Training Title Competency basedCompetency based Training and DevelopmentTraining and Development
  14. 14. Competency based PMS Required competency level for certain position Performance Gap Competency Assessment Current Performance level of the employee 1.1. Revised KRAsRevised KRAs 2.2. ImprovementImprovement Areas /Areas / DevelopmentalDevelopmental needsneeds
  15. 15. Competency based Career Planning Required competency level for next role Talent Review Discussions, Assessment centers Competency Assessment Career Planning for HiPot 1. IDPs 2. Short and Long team Career Plan
  16. 16. Competency Model and Employee Motivation Advantage forAdvantage for Organization and ManagersOrganization and Managers • ROI on Competency Framework is significant (Source : DDI)  50% of organization see an improved performance within a year  86% of organization seen an improved performance in 10 Years • Identify structured performance criteria to improve the accuracy and ease of the hiring and selection process. • Clarify standards of excellence for easier communication of performance expectations to direct reports. • Clear foundation for dialogue between the manager and employee about Performance, Development and career-related discussions. • Common understanding of competencies that most contribute to success improves the likelihood that those behaviors will occur. Competencies also tie decision making to bigger-picture organizational values.
  17. 17. Competency Model and Employee Motivation Advantage forAdvantage for EmployeesEmployees • Identify the success criteria (i.e., behavioral standards of performance excellence) required to be successful in their role. • Support 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. • Competencies make employment, promotion and pay decisions more transparent. • Employee speak a common language
  18. 18. Key Characteristics of Successful Implementation 1. Alignment: Competencies impact systems that actively support the organization’s vision, strategy, and key capabilities. 2. Integration: Competency initiatives that produce the most significant change are applied systemically across a range of HR development processes. 3. Uniform Distribution: Competency standards alone produce little effect. They must be actively and relentlessly communicated and installed with users. 4. Self-Directed Application: Competency systems frequently fail because they are too complex or require an unsustainable level of sponsorship or program support. Implementations that work best focus on the development of “tools” that can produce results for users with relatively little ongoing support. 5. Acculturation: In competency systems that work, It become part of the culture and the mindset of leaders, employees through repeated use, refinement over a significant period of time.
  19. 19. Questions and Answers Presentation by : Rahul Jain
  20. 20. Let’s Stay Connected Presentation by : Rahul Jain Rahul Jain Mobile /Whatsapp : +917869109747 Twitter : @BeingHR LinkedIn : Email: Blog : Pinterest: SlideShare: