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SOLUTIONS®                         Competency Models: Types and Techniques                         • Top Management Progra...
What is Competency Mapping?   It is about identifying preferred behaviors and personal skills which distinguish excellent ...
When should Competencies be Used?  The use of Competencies can include:assessment during recruitment, assessmentduring fur...
What is Critical Incident Technique? Respondents are asked to relate specific incidents, which highlighted exemplary behav...
Critical Incident AnalysisWhen analyzing a critical incident, it is useful to ask yourselfquestions such as:   * Why do I ...
What is Repertory Grid Analysis?                                Identify important attributes           For each attribu...
Business Applications of Repertory Grid   Repertory Grid - Constructs                    Descriptor – One Pole            ...
Example: Assisting in Selecting a Computer Language        Attributes        —Availability            — Easy of Programmi...
Business Applications of Repertory Grid        Market Research    Quality Control    Compliance    Job Analysis and De...
Example Models        Competency models         “Organizational” Approaches Models         “HR Systems” Approaches Model...
“Organizational” Approach Model             Elliot Jaques provides a normative model of      effective hierarchical organi...
“HR Systems” Approach Model        Dubois focuses on the whole human resources system, but emphasizes competency improveme...
“TEAM” Approach Model      Campion‟s model, which applies toprofessional work, suggests that teamscomposed of individuals ...
“Individualistic” Approach Model Traditional Person-Job Match Model           This model assumes that employees have jobs ...
“Individualistic” Approach Model (continued..) The Strategy Development Model         This model assumes that employees wi...
Which Competency Model is Right? Companies create and use the Competency models to specify the employee behaviors, knowled...
Competencies Equal Critical Success As a conclusion we can say that ,it is through the competencies of its employees execu...
Questions?      CapitalWave, Inc.                           HSBC - Mr. Miguel Cortes – Senior Executive© 2010 CapitalWave,...
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ITAM Competency Models Types And Techniques 2011

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ITAM Competency Models types and techniques 2011

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ITAM Competency Models Types And Techniques 2011

  1. 1. SOLUTIONS® Competency Models: Types and Techniques • Top Management Programme 2011TRAINING • Dr. Michael Layton • HSBC - Mr. Miguel Cortes – Senior ExecutiveDELIVERING INNOVATIVE © 2010 ITAM, Inc. | All rights reserved.
  2. 2. What is Competency Mapping? It is about identifying preferred behaviors and personal skills which distinguish excellent and outstanding performance from the average. A Competency is the ingredients (skills, knowledge, attributes and behaviors) that contribute to excellence. CapitalWave, Inc. HSBC - Mr. Miguel Cortes – Senior Executive© 2010 CapitalWave, Inc.rights reserved. © 2010 ITAM, Inc. | All | All rights reserved. Page 2
  3. 3. When should Competencies be Used? The use of Competencies can include:assessment during recruitment, assessmentduring further development; as a profileduring assessment to guide futuredevelopment needs; succession planningand promotion; organizational developmentanalysis. Techniques used to map Competenciesinclude Critical Incident Analysis andRepertory Grid. CapitalWave, Inc. HSBC - Mr. Miguel Cortes – Senior Executive© 2010 CapitalWave, Inc.rights reserved. © 2010 ITAM, Inc. | All | All rights reserved. Page 3
  4. 4. What is Critical Incident Technique? Respondents are asked to relate specific incidents, which highlighted exemplary behaviors in critical situations. This is based on the assumption that the best and the worst of a person surfaces in a crisis. CapitalWave, Inc. HSBC - Mr. Miguel Cortes – Senior Executive© 2010 CapitalWave, Inc.rights reserved. © 2010 ITAM, Inc. | All | All rights reserved. Page 4
  5. 5. Critical Incident AnalysisWhen analyzing a critical incident, it is useful to ask yourselfquestions such as: * Why do I view the situation like that? * What assumptions have I made about the client orproblem or situation? * How else could I interpret the situation? * What other action could I have taken that might havebeen more helpful? * What will I do if I am faced with a similar situation inthe future? CapitalWave, Inc. HSBC - Mr. Miguel Cortes – Senior Executive© 2010 CapitalWave, Inc.rights reserved. © 2010 ITAM, Inc. | All | All rights reserved. Page 5
  6. 6. What is Repertory Grid Analysis?  Identify important attributes  For each attributes, establish a bipolar scale with differentiable characteristics and their opposites CapitalWave, Inc.© 2010 CapitalWave, Inc.rights reserved. © 2010 ITAM, Inc. | All | All rights reserved. Page 6
  7. 7. Business Applications of Repertory Grid Repertory Grid - Constructs Descriptor – One Pole Descriptor – Opposite Pole a Creating my own ideas Just following directions b Challenging, problematic, troublesome Easy, simple c Have some idea beforehand about results Have no idea what will result d … … Repertory Grid - Elements Descriptor 1 Selection of a problem for investigation by participant 2 Identifying and exploring factors which may affect the outcome of the project 3 Decisions about materials and equipment may be needed 4 Drawing of plans my be involved 5 Building models and testing them may be required. CapitalWave, Inc. HSBC - Mr. Miguel Cortes – Senior Executive© 2010 CapitalWave, Inc.rights reserved. © 2010 ITAM, Inc. | All | All rights reserved. Page 7
  8. 8. Example: Assisting in Selecting a Computer Language  Attributes —Availability — Easy of Programming — Training Time —Orientation  Traits —high, low, symbolic, numeric CapitalWave, Inc.© 2010 CapitalWave, Inc.rights reserved. © 2010 ITAM, Inc. | All | All rights reserved. Page 8
  9. 9. Business Applications of Repertory Grid  Market Research  Quality Control  Compliance  Job Analysis and Design  Decision Making CapitalWave, Inc. HSBC - Mr. Miguel Cortes – Senior Executive© 2010 CapitalWave, Inc.rights reserved. © 2010 ITAM, Inc. | All | All rights reserved. Page 9
  10. 10. Example Models Competency models “Organizational” Approaches Models “HR Systems” Approaches Models “Team” Approaches Models Individualistic Models CapitalWave, Inc. HSBC - Mr. Miguel Cortes – Senior Executive© 2010 CapitalWave, Inc.rights reserved. © 2010 ITAM, Inc. | All | All rights reserved. Page 10
  11. 11. “Organizational” Approach Model Elliot Jaques provides a normative model of effective hierarchical organizations with an emphasis on competencies. The elements include the present and potential competencies of individuals along the dimensions of cognitive capacity, valuing the work, and non-disruptive personality. Peter Senge‟s approach to a whole organization competency model is captured in his notion of the "learning organization." Its essential characteristics include nurturing the growth of new capabilities, transformational learning for survival, learning through performance and practice, and the inseparability of process and content. CapitalWave, Inc. HSBC - Mr. Miguel Cortes – Senior Executive© 2010 CapitalWave, Inc.rights reserved. © 2010 ITAM, Inc. | All | All rights reserved. Page 11
  12. 12. “HR Systems” Approach Model Dubois focuses on the whole human resources system, but emphasizes competency improvements through training and development strategies and programming: the contingencies are driven by organizational strategy but outcomes are focused on individual employees‟ competency enhancement. Charles Snow‟s contingency model links organizational performance to HRM and competency. Strategies depend on extent to which cause-effect relations affecting organizational performance are known and degree of formalized standards of desirable performance. CapitalWave, Inc. HSBC - Mr. Miguel Cortes – Senior Executive© 2010 CapitalWave, Inc.rights reserved. © 2010 ITAM, Inc. | All | All rights reserved. Page 12
  13. 13. “TEAM” Approach Model Campion‟s model, which applies toprofessional work, suggests that teamscomposed of individuals with complementarycompetencies are more effective and havehigher levels of job satisfaction than teamswhose members have the same competencysets. This is especially true for work that iscomplex and varied in scope. CapitalWave, Inc. HSBC - Mr. Miguel Cortes – Senior Executive© 2010 CapitalWave, Inc.rights reserved. © 2010 ITAM, Inc. | All | All rights reserved. Page 13
  14. 14. “Individualistic” Approach Model Traditional Person-Job Match Model This model assumes that employees have jobs with specific and identifiable tasks. Work is generally standardized and repetitive in an organizational hierarchy. Job performance is readily verifiable. This model works best with organizations defined by stable environments Strategy Based Model This model assumes that employees have roles defined by the organization‟s strategic goals. Work is flexibly defined and often carried out in a flattened, decentralized or matrix structure. Role performance is only partially verifiable. This model functions most effectively in organizations in competitive, complex or highly stressed environments. CapitalWave, Inc. HSBC - Mr. Miguel Cortes – Senior Executive© 2010 CapitalWave, Inc.rights reserved. © 2010 ITAM, Inc. | All | All rights reserved. Page 14
  15. 15. “Individualistic” Approach Model (continued..) The Strategy Development Model This model assumes that employees with broad, strategic “attributes” will create their own roles which interact to produce the organization‟s strategy. Work is constantly evolving within a network of organizational relationships. This model is described in terms of organizations in chaotic, unpredictable, or very rapidly changing environments. Intellectual Capital Model These models emphasize the linkages and dynamic interaction among human capital, structural capital, and customer (client) capital. These models stress the knowledge that resides in employees and strategies to use it and value it differently. CapitalWave, Inc. HSBC - Mr. Miguel Cortes – Senior Executive© 2010 CapitalWave, Inc.rights reserved. © 2010 ITAM, Inc. | All | All rights reserved. Page 15
  16. 16. Which Competency Model is Right? Companies create and use the Competency models to specify the employee behaviors, knowledge, and motivations that they believe are necessary to produce organizationally critical results. But if the model is not quite right, the organization will suffer. To determine the right model it is essential to look at actual data -- assessments of employees„ competencies and of the results they achieve. CapitalWave, Inc. HSBC - Mr. Miguel Cortes – Senior Executive© 2010 CapitalWave, Inc.rights reserved. © 2010 ITAM, Inc. | All | All rights reserved. Page 16
  17. 17. Competencies Equal Critical Success As a conclusion we can say that ,it is through the competencies of its employees executives, managers, and individual contributors -- that an organization executes its strategy and achieves results that are crucial to its success. CapitalWave, Inc. HSBC - Mr. Miguel Cortes – Senior Executive© 2010 CapitalWave, Inc.rights reserved. © 2010 ITAM, Inc. | All | All rights reserved. Page 17
  18. 18. Questions? CapitalWave, Inc. HSBC - Mr. Miguel Cortes – Senior Executive© 2010 CapitalWave, Inc.rights reserved. © 2010 ITAM, Inc. | All | All rights reserved. Page 18

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