Competency mapping assessment and management

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Competency mapping assessment and management

  1. 1. Competency Mapping ,Competency Mapping , Assessment & ManagementAssessment & Management
  2. 2. Competency MappingCompetency Mapping  Research indicates thatResearch indicates that  Source of 50% of job performance problems is that people are inSource of 50% of job performance problems is that people are in the wrong job.the wrong job.  25% of on-the-job performance problems is the inability to25% of on-the-job performance problems is the inability to identify the ‘gaps’ between the competencies of the person andidentify the ‘gaps’ between the competencies of the person and the requirements of the job.the requirements of the job.
  3. 3. CONCEPT OF ROLECONCEPT OF ROLE  Expectations of significant others and selfExpectations of significant others and self  Linking conceptLinking concept  IndividualIndividual  TeamTeam  organizationorganization  Different from positionDifferent from position Dr. MG Jomon, XIMB
  4. 4. CONCEPT OF COMPETENCYCONCEPT OF COMPETENCY  Skill:Skill:  Ability accomplishAbility accomplish  Talent:Talent:  Inherent abilityInherent ability  Competency:Competency:  Underline characteristics that give rise to skill accomplishmentUnderline characteristics that give rise to skill accomplishment  Knowledge, skill and attitudeKnowledge, skill and attitude Dr. MG Jomon, XIMB
  5. 5. DEFINITIONDEFINITION  First popularized by Boyatzis (1982) with Research result onFirst popularized by Boyatzis (1982) with Research result on clusters of competencies:clusters of competencies:  ““A capacity that exists in a person that leads to behaviourA capacity that exists in a person that leads to behaviour that meets the job demands within parameters ofthat meets the job demands within parameters of organizational environment, and that, in turn brings aboutorganizational environment, and that, in turn brings about desired results”desired results” Dr. MG Jomon, XIMB
  6. 6. COMPETENCY Vs. COMPETENCECOMPETENCY Vs. COMPETENCE  Competency: A person- related concept that refers to theCompetency: A person- related concept that refers to the dimensions of behaviour lying behind competent performer.dimensions of behaviour lying behind competent performer.  Competence: A work- related concept that refers to areas ofCompetence: A work- related concept that refers to areas of work at which the person is competentwork at which the person is competent  Competencies: Often referred as the combination of the aboveCompetencies: Often referred as the combination of the above two.two.
  7. 7. TYPES OF COMPETENCIESTYPES OF COMPETENCIES  Generic or specific:Generic or specific:  Threshold or performance:Threshold or performance:  Basic competencies required to do the job, which do notBasic competencies required to do the job, which do not differentiate between high and low performersdifferentiate between high and low performers  Performance competencies are those that differentiate betweenPerformance competencies are those that differentiate between high and low performershigh and low performers  Differentiating Competencies:Differentiating Competencies:  Behavioral characteristics that high performers displayBehavioral characteristics that high performers display Dr. MG Jomon, XIMB
  8. 8. COMPETENCIES APPLICATIONSCOMPETENCIES APPLICATIONS  Competency frameworks: Define the competency requirementsCompetency frameworks: Define the competency requirements that cover all the key jobs in an organization. This consists ofthat cover all the key jobs in an organization. This consists of generic competencies.generic competencies.  Competency maps: Describe the different aspects ofCompetency maps: Describe the different aspects of competent behaviour in an occupation against competencycompetent behaviour in an occupation against competency dimensions such as strategic capability, resource managementdimensions such as strategic capability, resource management and quality.and quality.  Competency profiles: A set of competencies that are requireCompetency profiles: A set of competencies that are require to perform a specified role.to perform a specified role. Dr. MG Jomon, XIMB
  9. 9. MACRO COMPETENCY MANAGEMENTMACRO COMPETENCY MANAGEMENT Organizational Strategy Vision, Mission, Values, Strategic, Intent, Corporate Governance, Corporate Social Responsibility & Ethics Business Strategy Business Plan & Goals, Culture People, Technology Teamwork Strategy Leadership, Communication Conflict Management, Interpersonal Skills, Project Orientation, Self Managed Teams (SMT) Role Strategy Ability, Autonomy, Multiskilling, Task identity, Performance Evaluation & rewards and performance Core Competencies (Organizational wide) Business Competencies (SBU specific) Team Competencies (Project driven) Role Competencies (Role wise) Stakeholder Interest Market Positioning Achieving Business Targets Employee Satisfaction Profit Center Orientations Team Development & Synergy Performance Accomplishment Individual Development STRATEGIC FRAMEWORK COMPETENCY FRAMEWORK COMPETENCY MODELING FRAMEWORK
  10. 10. PROGRAM DESIGN AND IMPLEMENTATIONPROGRAM DESIGN AND IMPLEMENTATION COMPETENCY FRAMEWORK 1. Core competencies (Organization wide 2. Business competencies (SBU specific) 3. Team Competencies (project driven) 4. Role competencies (Role wise) COMPETENCY IDENTIFICATION 1. Identification process (4 steps) 2. Consolidation of checklist 3. Rank Order and finalization 4. Validation and Benchmark COMPETENCY ASSESSMENT 1. Psycho-metric tool 2. 360 Degree approach COMPETENCY DEVELOPMENT 1. Maturity framework & matrix 2. Areas of improvement 3. Action Plan COMPETENCY MAPPING 1. Strategy-Structure Congruence 2. Structure Role Congruence 3. Vertical & horizontal Role linkages 4. Positioning to bring in competitive advantage INTEGRATION OF HR FUNCTION 1. PMS 5. R&S 2. CP & CD 6. RS 3. SP & SD 4. T&D
  11. 11. ROLE COMPETENCIESROLE COMPETENCIES  A set of competencies required to perform a given roleA set of competencies required to perform a given role  Each competency has a skill setEach competency has a skill set Dr. MG Jomon, XIMB
  12. 12. IDENTIFICATION OF ROLEIDENTIFICATION OF ROLE COMPETENCIESCOMPETENCIES  Structure and list of rolesStructure and list of roles  Definition of rolesDefinition of roles  Job descriptionJob description  Competency requirementCompetency requirement Dr. MG Jomon, XIMB
  13. 13. STRUCTURE AND LIST OF ROLES:STRUCTURE AND LIST OF ROLES: STEPSSTEPS  Organizational structure study and examinationOrganizational structure study and examination  List all the roles in the structureList all the roles in the structure  Identify redundant and overlapping rolesIdentify redundant and overlapping roles  Final list of rolesFinal list of roles Dr. MG Jomon, XIMB
  14. 14. DEFINITION OF ROLE: STEPSDEFINITION OF ROLE: STEPS  Identify KPAs of the roleIdentify KPAs of the role  Link the KPAs with Dept. and Organizational goalsLink the KPAs with Dept. and Organizational goals  State the content of the above in one or two sentencesState the content of the above in one or two sentences  Position the role in perspective with that of othersPosition the role in perspective with that of others Dr. MG Jomon, XIMB
  15. 15. JOB DESCRIPTION: STEPSJOB DESCRIPTION: STEPS  List down all the activities/tasksList down all the activities/tasks  small and bigsmall and big  Routine and CreativeRoutine and Creative  Categorize activities under major headsCategorize activities under major heads Dr. MG Jomon, XIMB
  16. 16. COMPETECNY IDENTIFICATION:COMPETECNY IDENTIFICATION: STEPSSTEPS  Identify against each activity the following:Identify against each activity the following:  Role holder interview and listingRole holder interview and listing  Day in the Life of StudyDay in the Life of Study  Internal/External customer interview and listingInternal/External customer interview and listing  Star performer interview and listingStar performer interview and listing  Role holder critical incident analysisRole holder critical incident analysis  Management Climate StudyManagement Climate Study  BenchmarkingBenchmarking  Consolidate the above and make a checklist of competenciesConsolidate the above and make a checklist of competencies  Rank- order and finalize on 5/6 competencies critical to theRank- order and finalize on 5/6 competencies critical to the rolerole Dr. MG Jomon, XIMB
  17. 17. COMPETENCY IDENTIFICATION TOOLSCOMPETENCY IDENTIFICATION TOOLS  Behaviour & SkillsBehaviour & Skills  Benchmark Job RequirementsBenchmark Job Requirements  Café Coffee Day Requirements for a Unit Manager , Area ManagerCafé Coffee Day Requirements for a Unit Manager , Area Manager against a Keyagainst a Key Competitor : Pizza HutCompetitor : Pizza Hut  Key skill requirements of other service organizations likeKey skill requirements of other service organizations like ICICI BankICICI Bank  Outcomes : Organizational, Team & Individual RequirementsOutcomes : Organizational, Team & Individual Requirements  PerformancePerformance  Benchmark Performance MeasuresBenchmark Performance Measures  Café Coffee Day Requirements for a Unit Manager , Area ManagerCafé Coffee Day Requirements for a Unit Manager , Area Manager against a Keyagainst a Key Competitor : Pizza HutCompetitor : Pizza Hut  Outcomes : Organizational, Team & Individual RequirementsOutcomes : Organizational, Team & Individual Requirements  Benchmarking Customer ExpectationsBenchmarking Customer Expectations  Quantitative Questionnaire comparing Café Coffee Day , Barista & Pizza Hut inQuantitative Questionnaire comparing Café Coffee Day , Barista & Pizza Hut in Mumbai market with a valid sample sizeMumbai market with a valid sample size  Outcomes : Organizational, Team & Individual Requirements & GapsOutcomes : Organizational, Team & Individual Requirements & Gaps
  18. 18. Example : Benchmarking JobExample : Benchmarking Job RequirementsRequirements
  19. 19. Example : Benchmarking CustomerExample : Benchmarking Customer ExpectationsExpectations RELATIVE DISTANCE FROM AVGRELATIVE DISTANCE FROM AVG IMP.IMP. AVGAVG PERFPERF ICICI BANKICICI BANK HDFCHDFC BANKBANK CitibankCitibank HIGH IMPORTANCE - LOWHIGH IMPORTANCE - LOW PERFORMANCEPERFORMANCE Phone Banking -PBO CompetencePhone Banking -PBO Competence 5.255.25 5151 -12-12 1111 11 Phone Banking - Call transfer and holdPhone Banking - Call transfer and hold experienceexperience 5.205.20 2121 -26-26 1515 1111 Servicing - Time of receiving theServicing - Time of receiving the statementstatement 5.185.18 6060 -14-14 22 1111 Phone Banking -PBO ImpressionPhone Banking -PBO Impression 5.155.15 6363 -8-8 99 -1-1 Phone Banking- Time taken to connect toPhone Banking- Time taken to connect to PBOPBO 5.135.13 2323 -22-22 1111 1111 Servicing - Product related featuresServicing - Product related features 5.105.10 4848 -6-6 -4-4 1111 Servicing – Special RequestServicing – Special Request 5.085.08 3535 -15-15 99 66 HIGH IMPORTANCE - HIGHHIGH IMPORTANCE - HIGH PERFORMANCEPERFORMANCE Servicing-Accuracy and Ease ofServicing-Accuracy and Ease of understanding the statementunderstanding the statement 5.265.26 7171 -10-10 22 88 Internet Banking – Access & BrowsingInternet Banking – Access & Browsing 5.075.07 6969 77 77 -14-14
  20. 20. COMPETENCY IDENTIFICATION TOOLSCOMPETENCY IDENTIFICATION TOOLS  Attitude – Management Climate & Attitudinal StudyAttitude – Management Climate & Attitudinal Study  Set of Questions measuring 8 characteristics of AttitudinalSet of Questions measuring 8 characteristics of Attitudinal CapabilityCapability  Measures & identifies gapsMeasures & identifies gaps  Management StyleManagement Style  System OrientationSystem Orientation  Organisation Culture/Decision MakingOrganisation Culture/Decision Making  QualityQuality  Customer ServiceCustomer Service  ChangeChange  CommunicationCommunication  AccountabilityAccountability  Also looks at perceived performance & opportunities forAlso looks at perceived performance & opportunities for improvementimprovement  Benchmarking against other capable organizationsBenchmarking against other capable organizations  Outcomes : Organizational, Team & Individual GapsOutcomes : Organizational, Team & Individual Gaps
  21. 21. Example of Individual AttitudinalExample of Individual Attitudinal CapabilityCapability System orientation, customer service, accountability are areas of concern System orientation, customer service, accountability are areas of concern 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Management Style System Orientation Org Structure / Decision Making Quality Customer Service Change Communication Accountability
  22. 22. Example of Organizational AttitudinalExample of Organizational Attitudinal CapabilityCapability Change orientation & management style more worrisomeChange orientation & management style more worrisome 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Management Style System Orientation Org Structure / Decision Making Quality Customer Service Change Communication Accountability
  23. 23. COMPETENCY IDENTIFICATION TOOLSCOMPETENCY IDENTIFICATION TOOLS  Behaviour & Skills- Day in the Life of Outlet ManagerBehaviour & Skills- Day in the Life of Outlet Manager  Snapshot of Productivity & Effectiveness of Key ManagersSnapshot of Productivity & Effectiveness of Key Managers  4 -8 Hours observation of critical skills, behaviour & attitude to4 -8 Hours observation of critical skills, behaviour & attitude to succeedsucceed  Measurement ofMeasurement of AS-IS, DESIRED & SHOULD-BEAS-IS, DESIRED & SHOULD-BE  Outcomes : Organizational, Team & Individual GapsOutcomes : Organizational, Team & Individual Gaps  Behaviour & Skills- Top Performer SurveyBehaviour & Skills- Top Performer Survey  20 top performers of Café Coffee Day and let them calibrate and20 top performers of Café Coffee Day and let them calibrate and rank the necessary competencies for superior performancerank the necessary competencies for superior performance  Outcomes : Organizational, Team & Individual RequirementsOutcomes : Organizational, Team & Individual Requirements  Values : Top management interviewsValues : Top management interviews  Outcomes : Key Values to UpholdOutcomes : Key Values to Uphold
  24. 24. Example of Day in the Life of StudyExample of Day in the Life of Study  A full day in the life of aA full day in the life of a salesman studied & time spentsalesman studied & time spent onon  Active sellingActive selling  Passive SellingPassive Selling  AdministrationAdministration  Delivery Order TakingDelivery Order Taking  TravelingTraveling  Available/FreeAvailable/Free  Comparison ofComparison of  RealityReality  PerceptionPerception  IdealIdeal  Diagnosis of sales man’sDiagnosis of sales man’s productivity & alignment toproductivity & alignment to business needsbusiness needs How the salesman actually spent the day 7% 23% 7% 23% 39%1% Active Selling Delivery / Order Taking Administration Travelling Passive Selling AvailableHow the salesman thought he spent the day 55% 10% 10% 10%15% Active Selling Delivery / Order Taking Administration Travelling Passive Selling Available How the salesman would like to spend the day 50% 10% 15% 15% 10% Active Selling Delivery / Order Taking Administration Travelling Passive Selling Available
  25. 25. Example of Day in the life of StudyExample of Day in the life of Study  Pre-meeting, Meeting & Post-meeting issues analyzed onPre-meeting, Meeting & Post-meeting issues analyzed on  Preparation, Building relationship, Identifying needs & objections, closing &Preparation, Building relationship, Identifying needs & objections, closing & administrationadministration  Diagnosis of sales man’s selling effectiveness & alignment to business needsDiagnosis of sales man’s selling effectiveness & alignment to business needs 67% 15% 69% 68% 100% PREPARATION BUILDING THE RELATIONSHIP IDENTIFYING THE NEEDS AND OBJECTIONS CLOSING THE DEAL ADMINISTRATION Complied Not Complied
  26. 26. COMPETENCY ASESSMENTCOMPETENCY ASESSMENT  Following methods are used:Following methods are used:  Assessment/Development CentreAssessment/Development Centre  360 Degree feedback360 Degree feedback  Role playsRole plays  Case studyCase study  Structured ExperiencesStructured Experiences  SimulationsSimulations  Business GamesBusiness Games Dr. MG Jomon, XIMB
  27. 27. COMPETENCY ASESSMENTCOMPETENCY ASESSMENT  Following methods are used:Following methods are used:  360 Degree feedback360 Degree feedback  Role playsRole plays  Benchmarking & Case studyBenchmarking & Case study  Management Climate StudyManagement Climate Study  Structured Experiences/Simulations/Business GamesStructured Experiences/Simulations/Business Games  Top Performer SurveyTop Performer Survey Dr. MG Jomon, XIMB
  28. 28. COMPTENCY DEVELOPMENTCOMPTENCY DEVELOPMENT RoleRole IdentifiedIdentified competenciescompetencies Assessment resultAssessment result Areas ofAreas of improvementimprovement Action planAction plan Dr. MG Jomon, XIMB
  29. 29. COMPETENCY MAPPINGCOMPETENCY MAPPING  Strategy structure congruenceStrategy structure congruence  Structure Role congruenceStructure Role congruence  Each role to be uniqueEach role to be unique  Non-RepetitiveNon-Repetitive  Value addingValue adding  Vertical and horizontal role congruenceVertical and horizontal role congruence  Ensure non repetitive tasks in two different rolesEnsure non repetitive tasks in two different roles  Ensure core competencies for each taskEnsure core competencies for each task  Link all the above and position to bring in competitiveLink all the above and position to bring in competitive advantageadvantage Dr. MG Jomon, XIMB
  30. 30. DELIVERABLESDELIVERABLES  Role DirectoryRole Directory  Competency profilesCompetency profiles  Competency MapCompetency Map  Competency based HR systemsCompetency based HR systems  Recommendations: Rationalization of structure and manpowerRecommendations: Rationalization of structure and manpower  Institutionalization of interventionsInstitutionalization of interventions  Organization Diagnosis ReportOrganization Diagnosis Report
  31. 31. INTEGRATION OF HR SYSTEMSINTEGRATION OF HR SYSTEMS (Competency based HR practices)(Competency based HR practices) Reward System Performance Management System Recruitment & Selections Career Plan & Career Development Competency requirement Competency availability Competency acquisition/ Development Succession plans & Succession Development Training /development Plans & Programmes
  32. 32. CONCLUSIONCONCLUSION  Inadequate Role Competencies -Two options:Inadequate Role Competencies -Two options:  Develop the competencies within a timeframeDevelop the competencies within a timeframe  Quit the RoleQuit the Role  No option other than to performNo option other than to perform  HRD function to ensure competencies in each roleHRD function to ensure competencies in each role Dr. MG Jomon, XIMB
  33. 33. ““You see, all the right things are written in books andYou see, all the right things are written in books and research papers.research papers. The trick is to ensure that there is no gap betweenThe trick is to ensure that there is no gap between what is written in the books and your vision; fromwhat is written in the books and your vision; from what is happening on the shop-floor and what is goingwhat is happening on the shop-floor and what is going on in the marketplace.on in the marketplace. That is execution. That is what makes the difference”That is execution. That is what makes the difference” Mukesh AmbaniMukesh Ambani www.mastersungroup.com http://strategy-execution.blogspot.com chandra@mastersunindia.com Sarvajeet Chandra: +91 9920803060 Jasravee Kaur : +91 9892301590

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