Building Competencies Ihrd Conf Presentation Chandramowly


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Building Competencies Ihrd Conf Presentation Chandramowly

  1. 1. Conceptual Framework for National Conference on Competency Mapping, Assessment & Development, Bangalore July 23-24 Medha
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  3. 3. The Wisdom of the Ancients North Power Presence Right Action Responsibility Wisdom Vision Clarity, Objectivity Insight, Truth West Discernment Creativity East Detachment Spirit Emotion Attending to that which has heart and meaning Impact on others South Medha
  4. 4. HR – Competency Key Events • 1929 Scientific Mgmt … FW Taylor rise of Human Relations Era of psychological motivation • 1932 The Hawthorne Studies by Elton Mayo – Importance of human factors over physical conditions • 1954 – Maslow hierarchy needs provided a framework for gaining employee’s commitment • 1964 – JRD Tata’s Tata Mgmt Training Center • 1969 – The Peter Principle- Peter and Hull satirize promotion to the level of incompetence • 1973 – David McClelland, a Harvard psychologist writes “Testing for Competence Rather than for Intelligence” - • 1980s – QCs, Attitude Surveys, Team-building pgms, Japanese Style of Management. Medha
  5. 5. HR – Competency Key Events - 2 • 1982 – Boyatzis’s book ‘ The Competent Manger…’, popularised the term Competency • 1984 - Raven publishes ‘ Competence in Modern Society extending competency from academics to practitioners • 1987 - Stephen Covey’s 7 HHEP – 7 universal competencies. • 1990 - C.K. Prahlad’s “Core Competencies” HBR • 1991 - UK NVQ Movement. ‘core skills’ • 1993 - ‘ Competence at Work’ a land mark book by Lyle M.Spencer and Signe M. Spencer. Use of competencies in 57 federal organisations,- Peter and Hull satirize promotion to the level of incompetence • 1994 – Australian National Training Board • 1995 - Daniel Goleman’s Emotional Intelligence based on Competency NeResearch. Medha
  6. 6. David C. McClelland What Predicts Success in Life or Job? (1917-1998) Medha
  7. 7. David McClelland – Where are the roots of excellence? • What predicts success in life or job? Academic/test grades ? or something else? • What are those variables which would predict job performance ? • Criterion samples of HIGHLY SUCCESSFUL with LESS SUCCESSFUL • Identified those ‘ characters’ associated with success • Identified ‘thoughts’ and ‘behaviours’ that predict success • 1970 The First model of McBer :Foreign Service Information Officers Medha
  8. 8. Competency Framework – Business Model Develop Develop Employee Competency Competencies Model Desired Objectives Execute Assess Actions - Employee Implement Competencies Strategies © Chandramowly Medha
  10. 10. The Making of a President/CEO Competencies Frequency Shown Self-Control 7X Empathy 3X Teamwork 2.5X Self-confidence 2x Achievement Orientation 2x Number of times those who became president/CEO displayed competency compared with those passed over Medha
  11. 11. Skill Knowledge Attitude Attributes Values Motives Medha
  12. 12. Skill Knowledge Attitude Attributes Values Motives Medha
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  14. 14. ….Uses MS office What is Competency? Ability to perform a ….PhD. In C.S physical or intellectual or Information a person has in emotional task Competencies encompass specific context areas ..Experience /Exposure base Predictable… ….Controls Emotions Characteristics and consistent Interplay of a person’s responses to situations, Main feelings, cognitions and frame req. Storage Memory, behavioral tendencies Physical Traits, Emotion, Stress, Bio-chemical, Built-in.. towards …. that promote higher performance in individuals and organizations Medha
  15. 15. Defining Competencies Clear Definitions are key because competencies are used for: • People Evaluation and Selection • Diagnose Training and Development Needs • Guide Career Planning Decisions • Design Training and Dev Programs • Decide Compensation • Provide feedback • Set a common language for HR systems Medha
  16. 16. Defining Competencies RESULTS JOB PERFORMANCE KNOWLEDGE BEHAVIORAL SKILL What one says What one knows & does resulting Facts, Tech, Process In G/P Credentials Performance MOTIVATIONAL How one feels about Job, Orgn. G-Locn COMPETENCIES Medha
  17. 17. Developing Definition Medha
  18. 18. Enhance group performance. Establish challenging SMART goals Dev Tracking Sys to monitor Per Provide effective FB on progress 2 Key Competencies of Manage Develop Sales Subordinate Selling Skills Supervisor Performance Est. +ve Rel. with Team Dev. through coaching skills Teach Key phases of Model Improve team performance Achieve group objective Medha
  19. 19. Manage Subordinate Performance The ability to enhance group performance by setting SMART goals, develop tracking systems that objectively monitor performance, and provide effective feedback to employees on goal process and accomplishment Develop Selling Skills The capacity to establish positive relationship with subordinates and develop them through application of coaching skills, teach subordinates how to apply the key phases of consultative selling model and improve individual performance through their use of consultative skills Medha
  20. 20. Behavioral indicators of Strategic Thinking for each level of proficiency are: Superior • Critically evaluates strategies for profit growth and increased revenues Average • Assesses problems in context of organizational strategies Marginal • Considers only immediate issues when making decisions at the expense of long-term issues. Medha
  21. 21. MAPPING AND MODEL Medha
  22. 22. Conceptual Thinking Ability to understand complex situations and see the relationships between situations that are not obvious. It also involves seeing complex underlying relationships within situations and the use of creative, conceptual, or inductive reasoning. 1. Relies on past experience: 2. Analyzes patterns: 3. Applies theories: 4. Integrates complex data or situations: 5. Creates new concepts for complex issues: 6. Creates new theories: Medha
  23. 23. Competency grouping • Functional/Technical, Core, Leadership • Core, Job, Personal • Personal, Team, Operational • Behavioral, Functional, Core, Role • Threshold, Differentiating Source: B.T.Novations Medha
  24. 24. Assumptions Competencies result from collaboration among different parts of an organization. Usually these resources must be integrated with other resources in order to form a capability. Typically, competencies reside in a company’s people, not in its assets on the balance sheet. A competency model is a blueprint of company’s potentially valuable competitive capability. Medha
  25. 25. Generic Competency Models • Customisable Dictionaries and Database offered by consulting firms reduce the cost of research and time. • Generic model are not been developed for your company and may lose precision in describing behavioural indictors in business context. • It will lack the language and vocabulary common to the orgnisation. • The models will be in the ballpark, but not a home run. Source: Susan Ennis – Leadership Communication Inc Medha
  26. 26. Competency Models • Models developed for services (Public Service, Education..) of most of the States of the US, Canada, Australia… • 1980 –95 Models developed for most of the fortune 500 companies. AT&T studies, CCL, DDI, Lominger, SHL…. • 1995 –2000 onwards… Models adapted in Indian MNCs and others • 2000 onwards Competency Vendors, Consultants, Competency Dictionaries, Libraries.. Medha
  27. 27. SHL Competency Map Role Individual Culture Director/ Business Specific Specific Senior Leading Manager Aligning Organisation Manager Organising People and Tasks Supervisor Technical and Professional Staff (After Farrell C and Thomson N, Competency Mapping™, 1997) Medha
  28. 28. The Hay EQ Competency Framework Self Awareness Social Awareness • Emotional Self-Awareness • Empathy • Accurate Self-Assessment • Organisational Awareness • Self-Confidence • Service Orientation Self Management Social Skills • Developing others • Self-Control • Leadership • Trustworthiness • Influence • Conscientiousness • Communication • Adaptability • Change Catalyst • Achievement Orientation • Conflict Management • Initiative • Building Bonds • Teamwork &Collaboration Medha
  29. 29. Steps in developing a Competency Model Create a Competency Systems Team Identify Performance Measures and Validation Sample Develop a List of Tentative Competencies Define Competencies and Behavioral Indicators Develop an Initial Competency Model Cross-Check The Initial Model Refine the Model Validate the Model Medha
  30. 30. 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 Medha
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  34. 34. Individual development Behavioral data around each of the competencies collected on an ongoing basis enhances the specificity and effectiveness of feedback for individual development. Pinpoint Organisational Strengths and Gaps Simply compare the collective Competency levels against the competencies in the defined model. Plan for future talent requirements. Determine which roles, areas of expertise, and competencies are likely to be the most critical for immediate future Job Banding Competencies and areas of expertise can be used as the basis for job descriptions and Band Profile Levels for Organisation and Groups Identify Work Expectations :The most effective performance management process uses both quantitative goals ( “what” and “how many”) and behavioral competencies (“how”). Medha
  35. 35. Individual Dev. Competency Areas Achievement objective Modeling 360 DFB, Dev Indl. Dev demonstrated Plan Job Profile Needs Performance Competencies Changed Training Curriculum Engine Tests Employee Behaviours Group Trg NeedsResults Management Driving Selection Development Process Categorisation Beh. Promotion Plans HR Systems Self-Dev Planning BEI – S T A R -Criteria for elevation Competency Recruitment- Linked to level Based Selection & of proficiency Key Positions & Training Promotion -Pay Integrated Development ` Define levels for Knowledge HRS Assess degree of strategies And Skill Match Target gaps for Compensation Dev and Succession Benefits Planning Medha
  36. 36. CUSTOMER FOCUS Is dedicated to meeting the expectations and requirements of internal and external customers; gets first-hand customer information and uses it for improvements in products and services; talks and acts with customers in mind; establishes and maintains effective relationships with customers and gains their trust and respect. Sample Questions : Tell me about when you lost an internal/external customer. Who are your internal customers? What’s different about dealing with them than external? When are exceptions to customers warranted and not warranted? Observations : Investigation of root causes/understands principles of business Understands customer policies, problems – has a framework rather than a one at a time approach Learning from other organizations Likes talking with/listening to people Can deal with conflicts – irate customers, sales objections, etc. Going out of one’s way customer service Medha
  37. 37. The organization shall… Determine the necessary competence for personnel performing work affecting quality Provide training or take other actions to satisfy those needs Evaluate the effectiveness of the action taken Maintain appropriate records of the training, skills and experience Medha
  39. 39. HR Generalist Competencies Developmental Stages 4.LEAD/ 1. LEARN 2. APPLY 3. MASTER STRATEGIZE Focus of Stage Learning related Technical and operational Human Relationship Conceptual and oriented business related Some Key Learns activities/tasks Demonstrates Demonstrates full mastery Provides strategic associated with understanding of of competency. leadership and vision related Behaviors/ competency related to own competency in own areas Shares own expertise in to this competency to the Milestones work/role. of work this competency for the organization. Learns to work/cooperate Makes significant good of the organization. Promotes growth and with colleagues in this contribution in this Develops, mentors, and development of the competency. competency to the work coaches others. organization. Depends on others for team. instructions, guidance, and Is independent; works direction. without significant guidance. Primary Focus Operational Tactical Tactical Strategic Direction of The organization The organization influences The Individual influences The Individual influences the the Individual. the Organization. influences the Influence Individual. Organization. Psychological Learning how to work. Applying and further Empowering others and Coping with the unknown. developing skills in "letting go" of hands on Issues competency area. delivery. Medha
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  41. 41. 1: My Ideal Self- Who do Practicing the I want to be? new behaviour Building new neural path- Ways through 2: My Real Self- to mastery Who am I? 5. Developing Trusting relationships That help, support and 4. Experimenting Encourage each My Strengths- With new behaviour, Step in the where my Ideal thoughts and feelings process & Real Self are Similar 3. My Learning Agenda- Building on My Gaps- my Strengths while where my Ideal reducing Gaps and Real Self differ 5 Discoveries Medha
  42. 42. 1: My Ideal Self- Who do Practicing the I want to be? new behaviour Building new neural path- Ways through 2: My Real Self- to mastery Who am I? 5. Developing Trusting relationships That help, support and 4. Experimenting Encourage each My Strengths- With new behaviour, Step in the where my Ideal thoughts and feelings process & Real Self are Similar 3. My Learning Agenda- Building on My Gaps- my Strengths while where my Ideal reducing Gaps and Real Self differ Source: The New Leaders 5 Discoveries – Goleman & Boyatzis Medha
  43. 43. States of Career Growth Defining Career Path Stages for an individual Medha
  44. 44. Four States of Career Growth • Stage 1 – Depending on others • State 2 – Contributing independently • Stage 3 - Contributing through others • Stage 4 - Organisational Leadership Source: B.T.Novations Medha
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  46. 46. Development Activities: How do we make it happen? • New leader who is still becoming acquainted with his team determines that two of his direct reports inefficiently manage their time. • Instead of focusing on addressing the specific needs of the two individuals, he sends his entire team through a time-management course. Medha
  47. 47. Development Activities: How do we select Participants? • A company sends all of its leaders through a multiple-course leadership development program. Higher-Level leaders, who have been in leadership positions for some time, gain little in the way of new skills they actually can use. They view their time spent in training as wasted time. Training Effectiveness is Last Medha
  48. 48. Development Activities: How do we make it interesting? Medha
  49. 49. “I’m going to spend the next three days d h a M e teaching you things that you already know.”
  50. 50. Competency Based Workshop Modules Execution – Competencies for Getting things done Developing Emotional Intelligence Competencies Developing Leadership and Managerial Competencies Building Competencies for success Building Value Based Competencies Building a Competency model Competency based Performance Management Process Competency Based Selection (BEI) Coaching Pilot - Building coaches to develop Competencies Team Building and Team Fitness Competencies Cutting Edge -Competency based 5 P model 1997..2004 Medha
  51. 51. The 5 Competency Layers Skill Knowledge Attitude Attributes/Values Motives Medha
  52. 52. The 5 Sheaths Material (Anna) Vital (PrAna) Mental (ManO) Wisdom(VijnAna) Bliss (Aananda) Medha
  53. 53. cm o w l y @ Medha