Building Competencies Bma Presentation Chandramowly


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Building Competencies Bma Presentation Chandramowly

  1. 1. H R D Dimensions
  2. 2. Overview • Competency - Business Linkage • Strategy - Bifocal Challenges • What is Competency? • Competency Modeling / Mapping-Benefits • Competency Based HRM H R D Dimensions
  3. 3. Business Life Cycle Matured Phase Decline Phase Growth Phase Renewal Phase Start Phase H R D Dimensions
  4. 4. Readiness Re-engg Re-structure Focus on Era of strategic initiatives Current Market Create Future Opportu- nities H R D Dimensions
  5. 5. Political Have inherent Social strength Economic to discriminate Factors Others? Do you have a Industrial and Shared Vision Technological and Values Factors Global Organisation Can you Competition influence Local and drive Leverages your Key Executives? Customer Do you have Imperatives a framework Quality to measure Cost Performance? Delivery H R D Dimensions
  6. 6. 2 challenges for Business Strategy 1. Competing with current market challenges. 2. Creating future markets H R D Dimensions
  7. 7. Defining the critical skills, behaviors and attributes that are essential for ongoing and long-term organizational success. H R D Dimensions
  8. 8. David C. McClelland What Predicts Success in Life or Job? (1917-1998) H R D Dimensions
  9. 9. Research on ‘self – concept’ Three basic motivational needs of people 1. ACHIEVMENT 2. AFFILICATION 3. POWER H R D Dimensions
  10. 10. Competency Based Culture Context Mission, Vision, Values, Strategy, Culture, Style, Structure Content Procedure clarity, guidelines, Documentation, Performance Plan Controls Objective setting, alignment, feedback, perf-review, dev-opprty Counseling, coaching H R D Dimensions
  11. 11. Skill Knowledge Attitude Attributes Values Motives Core Personality Difficult to develop Surface Personality Difficult to Assess Easy to develop East to Assess H R D Dimensions
  12. 12. F Products Competencies Behaviours T Results Services A H R D Dimensions
  13. 13. Competency Practices - IBM IBM’s local middle management database track of 20 years merged with global database with 40,000 competencies world wide H R D Dimensions
  14. 14. Best Practices - UNILIVER • Broader sweep for the past forty years creating 5 talent pools, stretching individual companies • Targets for personal development is given from day one. • Those who show potential to move up are in ‘Development’ list – guided by 3 levels above. H R D Dimensions
  15. 15. Behavioural Indicators : Decision Making • Organise and present ideas effectively • Effectively participate in group discussions • Prepare concise and logically written materials • Listen carefully and respond to verbal and non- verbal messages • Respond appropriately to positive and negative feedback • Debate issue without being abrasive to others H R D Dimensions
  16. 16. Competency Development Levels Development Stages 1. Know, aware of, acquire 1. Develop an idea, concept, insight 2. Apply, check relevance 2. Investigate idea, collect 3. Reflect on actions and data outcomes 3. Figure, analyse & decide 4. Individual and collective 4. Plan for action, set time transformation 5. Act upon idea plan – apply 5. More learning 6. Transfer learning to others H R D Dimensions
  17. 17. Competency Enablers Change as Judgment Managing opportunity uncertainty H R D Dimensions
  18. 18. Competency Enablers Bigger, broader Managing Knowledge Competition picture Balance of Conceptualisa Managing contradictions tion Complexity Process Managing Flexibility adaptability Diverse teamwork Sensitivity Managing Teams Change as Managing Judgment uncertainty opportunity Openness to Reflection Managing surprises learning H R D Dimensions
  19. 19. Competency Framework • M V V connection • Org Structure • ST – LT Dev. Plans • Strategy articulation • Band matrix, career maps,Role • Dev Plan • Core profiles, level variation integration competencies • Development • Analysis of • Competency Center Assmt. Data Dictionary • Assessment • Assessment • C-based People criteria Technics processes • Assessment templates H R D Dimensions
  20. 20. Strategy to Build Competencies • Organisation – What knowledge? Strength? • Vision – Be at top 2 and drop the product line • Perspective of stake holders • Evolve strategy, communicate, align systems • What competencies needed to build specific situation? Define • Articulate with BI Co – Jo – Be – Te competencies • Evaluate – Measure - Reward H R D Dimensions
  21. 21. Why building Competency Model? Research and experience of other organisations: • Competency titles with definitions and BIs • Able to recognise demonstrated competencies Develop People Excellence -pipe line of talents • Link M V V S to executable critical objectives • Aims at PMS - what is critical for success? • Know what constitutes superior performance • Set framework for continuous improvement • Establish measures that makes a difference H R D Dimensions
  22. 22. Trends in Building Competencies • New generation of Leadership Development • Competency Models have become Global standards for people development • All most all F500 companies use Competency Model • Most of of the Indian Companies have started adapting • PCMM, ISO 9000 makes Competency based people development mandatory H R D Dimensions
  23. 23. What does it do for Organisation? • Unifies framework among different People Processes • Broad overview of the capabilities required to perform successfully within an orgn. • Solid foundation upon which various human capital programs can be based. • Use of extensive experience in developing competency model tailored to the Organisation needs and goals H R D Dimensions
  24. 24. 5 P Competency Model © Person Purpose Perfection People Process © Chandramowly H R D Dimensions
  25. 25. 5 P Dimensions Person Purpose Who am I? Self My life roles knowledge - and goals Management Ensuring right track, 360dfb Perfection Learning log How do I relate Cont.Imp PMS, BEI, Six world? EI, Commn., sigma Corp. Inspiring systems People Process © Chandramowly H R D Dimensions
  26. 26. 1. Employee job specification – broad banding 2. Average to superior – simpler level identification 3. Constant up gradation to win extl. challenges 4. Common language for people processes 5. Employee career planning 6. Employee development 7. Moving up on the dual ladders 8. Training areas and budget H R D Dimensions
  27. 27. 9. Competency dictionary and employee dev. 10. Target hiring - selection process 11. Model provides roadmap to organl. success 12. Competency based P M S leverages dev. 13. Competency practices promote employee coaching 14. Leadership development through 360 DFB 15. Validates for ISO process requirements H R D Dimensions
  28. 28. Broad Band 1 – GM/VP Dealing With Paradox Banding Learning on the Fly Interpersonal Savvy Perspective Range/Interests Strategic Agility Band 2 Building Team Spirit Composure Decision Quality Innovation Management Band 3 Motivating Subs. & Others Developing Subordinates Conflict Management Priority Setting Process Management Band 4 Timely Decision making Action Oriented Listening Peer Relationships Problem Solving Results Band 5 Functional/Technical Skills Perseverance Personal Learning Planning Total Quality Management H R D Dimensions
  29. 29. Defining Levels of performance 1. Exposure 2. Development 3. Proficient 4. Master 5. Expert H R D Dimensions
  30. 30. Competency BARS of “Interpersonal Relations” Shows respect and tolerance for each; relates well to others, possesses good listening skills, and demonstrates trust, sensitivity, and mutual respect; recognizes the contributions diversity brings to job performance and creativity. 01 Perceives strengths, needs, challenges, and feelings of others. 02 Uses understanding based on listening and observation to anticipate and prepare for others’ reactions. 03 Recognizes emotion-laden issues or situations and handles them with sensitivity. 04 Understands and values diversity and different styles of perceiving, learning, communicating, and operating. H R D Dimensions
  31. 31. Passage 4 Passage 3 Passage 2 Passage 1 Source: The Leadership Pipeline by Ramcharan, Stephen Drotter & James Noel H R D Dimensions
  32. 32. Feedback to Training / Implementation Feedback to individuals Development of training / individuals planning Dev.plans Assessment of Reassess individuals on ment key of competencies individual Identification Analysis Implementa Analysis of common tion of group training needs of training of training results curriculum effectiveness Development of training curriculum H R D Dimensions
  33. 33. Career Map Competency Framework Clusters Level 2 Section (Manufac Head turing) Organisatio n Competenci Competency es Elements H R D Dimensions
  34. 34. CANDIDATE: INTERVIEWER: DATE: APPROACHABILITY (3): Is easy to approach and talk to; spends the extra effort to put others at ease; can be warm, pleasant, and gracious; is sensitive to and patient with the COMPETENCY interpersonal anxieties of others; builds rapport well; is a good listener; is an early knower getting informal and incomplete information in time to do INTERVIEW something about it. SAMPLE QUESTIONS OBSERVATIONS FORM • What do you do to put people at ease? Attracts others without any effort on their part • What do you do to put Makes others feel at ease quickly people as ease when Optimistic they come to you with a Protecting others' feelings, whether work problem? he/she agrees or not • How do you set Revealing a lot of self boundaries so major Sharing information/feelings chunks of time aren't willingly eaten away? PROBES 1. Can you give me more details? 2. How did you handle it? 3. Why did you choose that way/method/step? 4. What did you learn from .... ? 5. Could you give me a few examples of how you've used or applied your learnings? RATING 1 (lower) 2 3 (higher) Spectator / Passive Reactive, Player / Always has Rehearsed Participant,Initiating,Candid,Comfortab Answer,Won't Face Weaknesses, le with Weaknesses,Focus on Others Focus on H R D Dimensions Self
  35. 35. INTEGRATED HRM DRAFT BUSINESS VISION Selection: JD, BEI COMPETENCY / GOALS PMP: Measures, T&D: Curriculum MODEL Drives change strategy, Demand Prediction Defines organizational Career Dev, SP, List of Competencies, Human Individual Feedback Values, Comprehensive needs, Provides model context to Mission Definitions for levels, Execute Actions and Implement Strategies Behavioral Indictors, Dictionary Evaluate Results with Planning and Strategies OBJECTIVE PILOT - DATA Develop Competency AWARENESS Pilot group / work unit Model, Map across, aligning Star Performers- HRS to enhance WORKSHOP Success Factors, DATA Organisational and main themes/patterns, People Effectiveness Awareness Workshop Define competencies, For Leaders and Managers Draft model Introductory Workshop For cross section, Best Practices, Consultation & BEI © Chandramowly H R D Dimensions