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  1. 1.  A Competency is an underlying characteristic of a person which enables him /her to deliver superior performance in a given job, role or a situation. OR Any underlying characteristic ofan individual,an operative thought or behaviour, causally related to superior performance on the job. •Observable •Measurable •Consistent
  2. 2. KNOWLEDGE Relates to information Cognitive DomainSet of SKILLS Attribute Relates toRelates to the qualitativeability to do, aspects Physical personal domain Characteristics or traits COMPETENCY Outstanding Performance of tasks or activities
  3. 3.  Independently researches for information and finds solutions to issues Ability to know what needs to be done or find out (research) and take steps to get it done Asks questions when not sure of what the problem is or to gain more information Able to identify the underlying or main problem Shows willingness to experiment with new things Develops a list of decision making guidelines to help arrive at logical solutions
  4. 4. Core Personality: Most difficult to develop “Intent” Skill Self-image Visible Skill Trait, Knowledge MotiveHidden Attitudes, Values Attitudes, values Self-image Knowledge Trait Motive The Iceberg Model Surface: Most easily developed
  5. 5. (contd.)Knowledge Content knowledge/information in field of work, - from education and experienceSkill Ability to do something well; most easily trained - e.g. technical skills to use knowledgeSocial Role How people perceive me; how I present myself - e.g. a loyal employee, a leaderSelf-Concept How people see/view themselves; identity; worth - e.g. an expert, a teacherTraits Habitual / enduring characteristics - e.g. flexibility, self-control, good listenerMotives Unconscious drives that predict behavior - e.g. achievement, influence/power, affiliation
  6. 6.  Generic Competencies  Competencies which are considered essential for all employees regardless of their function or level. - Communication, initiative, listening etc. Managerial Competencies  Competencies which are considered essential for employees with managerial or supervisory responsibility in any functional area including directors and senior posts.
  7. 7.  Competencies  help companies ‘raise the Bar’ of performance expectations  help teams and individuals align their behaviours with key organisational strategy  each employee understand how to achieve expectations
  8. 8.  Threshold competencies Those characteristics which any job holder needs to have to do the job effectively – but do not distinguish the average from superior performer. E.g. language skills, computer skills etc. Differentiating competencies Those characteristics which superior performers have but are not present in the average performers. E.g. empathy, ability to scan the environment for opportunities, etc.
  9. 9. COMPETENCY DESCRIPTION1. Communication Written, verbal, Presentation, Listening, Negotiation, Non-verbal, Body Language, Listening to the unsaid, with holding giving concepts, concerns in communication, Put forth own proposal / point of view so that it do not gets turned down.2. Analytical Ability Ability to analyze the situation in the context of business.3. Decision Making Ability to take good decision considering the alternatives.
  10. 10. COMPETENCY DESCRIPTION4. Creative Thinking- Out of the box thinking/ability to challenge/ (Not Innovation) appreciate status quo being challenged.5. Customer focus- Focus on internal as well as external customers with a view to meet their changing expectations (By setting benchmarks).6. Emotional Intelligence- More team work ‘not being a passenger, dependable, inter-personal skills through self- awareness of strengths/weakness, awareness of environment, social circles, impulse control and perseverance.
  11. 11. COMPETENCY DESCRIPTION7. Achievement Motivation Sets his own benchmark, Self-driven, (Applied Learning) Assertiveness, Self-motivated.8. Conceptual Ability Ability to think abstractly as an aid for (for strategic thinking) formulation of strategy.9. Business Literacy Cost consciousness, understanding P&L / payback etc., Keeping holistic business picture in mind.10. Systems orientation Appreciation of Quality systems/GMP/ISO, Management systems & Operative systems/ ability to take corrective action rather than disposition.11. Planning Business planning and planning of all the resources.
  12. 12.  The ultimate aim of the exercise is performance – the individual’s & the organization’s All organization members must have a reasonable proficiency in a few key competencies determined by its business and strategy A majority of key competencies are generic in nature, with a few knowledge competencies specific to the nature of business A clear understanding of every member’s job profile is crucial to competency mapping
  13. 13.  Competency Measurement Competency Measuring Methods
  14. 14. Why Competency Measurement ? Cost of Manpower Cost of Incompetence Planned Competency Development Employee Engagement
  15. 15.  A competency measurement is a valid, observable, and measurable list of the knowledge, skills, and attributes demonstrated through behavior that results in outstanding performance in a particular work context. The process of identification of the competencies required to perform successfully a given job or role or a set of tasks at a given point in time. It consists of breaking a given role or job into its constituent tasks or activities and identifying the competencies needed to perform the same successfully
  16. 16. • Expert panels• Focus groups• Surveys• Psychometric tests
  17. 17.  Evaluation of the extent to which a given individual or a set of individuals possess these competencies required by a given role or set of roles or levels of jobs.
  18. 18. • Assessment Centers• 360 degrees feedback• Psychometric tests
  19. 19. • Use multiple methods and multiple assessors to enhance objectivity.• Use psychometric tests, stimulation exercises, presentations, in basket exercises, interviews, role plays, group discussions etc.• Methods used depend on nature of competencies• Competencies can be identified by experts, HR specialists, job analysts, psychologists etc.. in consultation with line managers, current and past role holders, supervisors, internal customers and subordinates.
  21. 21. RP - AP ACTION TO BE TAKEN• -ve Surplus• 1 Kaizen (Continuous improvement)• 2 Planned effort/ improvement / training• 3 or more Major development effort required (possibility of job change if the competency is critical)
  22. 22. CompetencyMeasurement
  23. 23. Competency Measurement Enables  Establishment of clear high performance standards  Collection and proper analysis of factual data against the set standards.  Conduct of objective feedback meetings  Direction with regard to specific areas of improvement
  24. 24. Competency Measurement Acts as a Basis for...  Performance Management  Continuous Learning & Development  New Assignment / Project Allocation  Job Rotation  Promotion  Compensation  Career Development  Selection