Competency Based Pms Some Workshop Slides Chandramowly

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Competency Based Pms Some Workshop Slides Chandramowly

  1. 1. H R D Dimensions cmowly@gmail.com
  2. 2. H R D Dimensions cmowly@gmail.com
  3. 3. HRD DIMENSIONS Competency Based PMS H R D Dimensions cmowly@gmail.com
  4. 4. Business Life Cycle Matured Phase Decline Phase Growth Phase Renewal Phase Start Phase H R D Dimensions cmowly@gmail.com
  5. 5. Customer Imperatives PSET Globalisation VBM Factors EVA focus Quality Delivery Current Market Corporate Competencies Era of strategic initiatives Future Opportunity Inherent Influence of Shared strength Key Vision To discriminate Executives Values others H R D Dimensions cmowly@gmail.com
  6. 6. 2 challenges for Business Strategy 1. Competing with current market challenges. 2. Creating future markets H R D Dimensions cmowly@gmail.com
  7. 7. IHRD – Day 1 Conceptual framework for building Competencies. Defining competencies & Behavioral Indicators. Developing customized competency models. Effective competency Mapping H R D Dimensions cmowly@gmail.com
  8. 8. COMPETENCY AGENDA • Background • Mapping • Definition • PMP Linkage • Types • HRDD Study • Application • Development • Modeling • Assessment H R D Dimensions cmowly@gmail.com
  9. 9. Competency Based Culture Context Content Controls H R D Dimensions cmowly@gmail.com
  10. 10. Competency Practices - IBM H R D Dimensions cmowly@gmail.com
  11. 11. Best Practices - UNILIVER H R D Dimensions cmowly@gmail.com
  12. 12. Degree to which an individual does – what Competency Context is important for the job • Ability to perform effectively in relevant job areas. • Defining what is required for effective performance Defining what is important to be successful in job H R D Dimensions cmowly@gmail.com
  13. 13. Job Competency Survey • 2/3ds use for over 8 years • 85% managers involve in identifying competencies. 70% Senior Leaders are involved • 65% of PMS linked to Competencies • 50% support Succession Planning • 86% define competencies from> 4 sources • 80% - BEI, 68% Group Discussions, 61% surveys • 75% use Competencies for selection and promotion • 65% use it for PMP l • 91% report improved selection process and training program design H R D Dimensions cmowly@gmail.com
  14. 14. COMPETENCY Managerial Individual Competencies Behavioural Competencies Competencies Leadership Competence Competencies Competent Competency Essential Functional Competencies Competencies Role Behavioural Core Competency Competencies Competence Competency means only what the definer wants them to mean…Zemke H R D Dimensions cmowly@gmail.com
  15. 15. Competency Competency is “ an underlying characteristic of a person which results in Effective Performance” H R D Dimensions cmowly@gmail.com
  16. 16. Basic Communication Personal Effectiveness Relating to People Collaborating & Leading Action & Results Analytical & Conceptual Environmental Acumen Specialized Knowledge H R D Dimensions cmowly@gmail.com
  17. 17. Competency Dictionary provides a definitions each Competency (customised for SEPL), Behavioural Indicators and 4 to 5 Levels. Each SEPL Competency is defined with theses 3 dimensions DEFINITON BEHAVIOURAL DESCRIPTORS LEVELS H R D Dimensions cmowly@gmail.com
  18. 18. TEAM WORK Definition The intention to work cooperatively and productively with others, to be part of a team and to work together as opposed to separately or competitively. Displaying a collaborative approach that places the needs of the organization ahead of the interest of their own unit's interest and assignments. Develop and maintain respect for cooperative working relationships to contribute to the integrated and seamless delivery of products to the customers. It is about building effective teams of people with diverse talent and tolerant of differing needs and viewpoints, and reinforce effort towards common goal. H R D Dimensions cmowly@gmail.com
  19. 19. TEAM WORK Behavioural Descriptors is able to work in and lead a range of different teams to achieve a desired outcome; recognises the opportunity for team working and building teams; develops individuals as team members, identifying team strengths and weaknesses; able to work with others to ensure cumulative contributions and enable teams to manage themselves effectively; acts as an advisor to teams, often mentoring the team leader if required; recognises the value of the diversity within teams and how that can be captured to achieve best results. H R D Dimensions cmowly@gmail.com
  20. 20. TEAM WORK Levels 1. Cooperates: Respects others, does his/her share of the work. Supports team decisions. As a member of the team, keeps other team members informed and up-to-date about the group process, individual actions, or influencing events. Shares all relevant or useful information as required 2. Actively Participates: Contributes positively by actively sharing information, listening, and accepting others' points of view. Shares the workload with others, and contributes by being prepared and completing assigned tasks. Maintains a positive outlook and shows flexibility to new approaches and ideas. 3. Involves other team members: Solicits ideas and opinions to help form specific decisions or plans. Demonstrates genuinely valuing others' input and expertise and is willing to learn from others. Contributes own expertise to the team. Able to give and receive constructive criticism. Promotes team cooperation (even during heated discussions). Is willing to set aside personal agenda in order to support the team consensus. 4. Encourages others and facilitates effective outcomes: Publicly credits others who have performed well. Encourages and empowers others, making them feel valued and important. Gets the talent of the team recognized outside of the team. Facilitates and influences positive outcomes that support team goals. Assists in mediating between team members to resolve conflict. Assists team members through mentoring and longer-term assistance. 5. Builds cohesive Teams: Acts to promote a welcoming, productive climate, good morale and cooperation. Protects and promotes the group reputation with outsiders. May involve team in diagnosis of problems and in developing solutions to effectively transfer knowledge within the organization H R D Dimensions cmowly@gmail.com
  21. 21. Defining Job Competency H R D Dimensions cmowly@gmail.com
  22. 22. H R D Dimensions cmowly@gmail.com
  23. 23. Competencies – Three Streams • ORGNISATIONAL • JOB • INDIVIDUAL H R D Dimensions cmowly@gmail.com
  24. 24. Competencies – 4 Types • Behavioural • Functional • Role • Core H R D Dimensions cmowly@gmail.com
  25. 25. Organisational or Core SONY PHILIPS HONDA CA NON 3M INTEL NEC H R D Dimensions cmowly@gmail.com
  26. 26. INDIVIDUAL COMPETENCIES LEADERSHIP SUCCESS MANAGERIAL SUCCESS INDIVIDUAL SUCCESS SUCCESS DIFFERENTIATORS
  27. 27. Mission Vision - Values Business Strategies Objectives - Sector Goals – Department KPI s - Individuals Challenges, Demands, Tasks COMPETENCIES Knowledge Skill Behaviour Traits/Motives Execution Results H R D Dimensions cmowly@gmail.com
  28. 28. C - Connection Competency based Practices Career Management Performance Mgmt Competencies Competencies H R D Dimensions C – Based Interview Job Profile cmowly@gmail.com Succession Planning PCMM – Level 3 Balance Score Card ISO - Prescription
  29. 29. Resolving Performance Issues Exercise using PAQ tool
  30. 30. Performance Analysis Quadrant (PAQ) 9 10 adequate job Knowledge ? 7 8 Does the Employee have 6 5 4 3 2 1 0 0 1 2 3 4 5 6 7 8 9 10 Does the employee have the proper attitude (desire) to perform the job? H R D Dimensions cmowly@gmail.com
  31. 31. Performance Analysis Quadrant (PAQ) 9 10 7 8 6 KNW 5 4 3 2 1 0 0 1 2 3 4 5 6 7 8 9 10 ATTD H R D Dimensions cmowly@gmail.com
  32. 32. Performance Analysis Quadrant (PAQ) 9 10 7 8 6 KNW 5 4 3 2 1 0 0 1 2 3 4 5 6 7 8 9 10 ATTD H R D Dimensions cmowly@gmail.com
  33. 33. Performance Analysis Quadrant (PAQ) 9 10 7 8 6 KNW 5 4 3 2 1 0 0 1 2 3 4 5 6 7 8 9 10 ATTD H R D Dimensions cmowly@gmail.com
  34. 34. PAQ H R D Dimensions cmowly@gmail.com
  35. 35. Performance Analysis Quadrant (PAQ) 9 10 A B 7 8 Resource / Motivation 6 Environment KNW 5 C D 4 3 Selection Training 2 1 0 0 1 2 3 4 5 6 7 8 9 10 ATTD H R D Dimensions cmowly@gmail.com
  36. 36. Performance Analysis Quadrant (PAQ) 9 10 Resource / Motivation A B Environment Sufficient KW Sufficient KW and ATT but low performance 7 8 insufficient ATT Adjust No fault of employee Consequences Lace of Resource Work (Rewards) atmosphere issues 6 KNW 5 Selection C D Training 4 Insufficient KW and ATTD Insufficient KW but 3 Selection / fitment Sufficient ATTD issue 2 Training Transfer / Discharge 1 Interviewing skills? 0 0 1 2 3 4 5 6 7 8 9 10 ATTD H R D Dimensions cmowly@gmail.com
  37. 37. Performance Links to Leadership Competencies Performance Improvement Performance Related Expectations Opportunities Challenges Competencies •Consistent •Accurate •Reliable •Passion for Customer Timely Action Systems and service Satisfaction Behaviours Excellence •Penetrate with •Target Right •Strategic new products •Launch New market, Market of high margin target segment leveraging perspective product lines band strengths •Secure •High •Change utilisation of •Cost effective reliable /cost leadership procurement effective Operating supply chain capacity relationship H R D Dimensions cmowly@gmail.com
  38. 38. H R D Dimensions cmowly@gmail.com
  39. 39. HUMAN VALUES 1 ABANDONMENT OF 'I' 21 GIVING 41 QUIETUDE 2 ABSENCE OF PRIDE 22 GRATITUDE 42 RESPECT FOR OTHERS 3 ABUNDANT MENTAILITY 23 HARMONY 43 RESPECT TO INDIVIDUAL 4 BLISS 24 HUMILITY 44 RIGHTEOUSNESS 5 COMPASSION 25 INTEGRITY 45 SELF CONTROL 6 CONSISTENCY 26 LOVE 46 SELF DISCIPLINE 7 CONSTANT SELF KNOWLEDGE 27 MODESTY 47 SELF KNOWLEDGE 8 CONTENTMENT 28 NOBILITY 48 SELF RESTRAINT 9 COOPERATION 29 NON HATRED 49 SELF SUFFICIENCY 10 COURTESY 30 NON-ATTACHMENT 50 SELFLESSNESS 11 CREATIVITY 31 NON-EGOISM 51 SERVICE 12 DIGNITY 32 NON-VIOLENCE 52 SIMPLICITY 13 DISPASSION 33 OPENNESS 53 STEADINESS 14 ENDURANCE 34 PATIENCE 54 TRUST 15 EQUALITY 35 PEACEFULNESS 55 TRUTHFULNESS 16 EVEN MINDEDNESS 36 PERCPTION OF ULTIMATE 56 UNDERSTANDING 17 EVEN TEMPER 37 POLITENESS 57 UNITY 18 FAIRNESS 38 POSITIVE ATTITUDE 58 UNMALICIOUS TONGUE 19 FORTITUDE 39 PURIFIED MIND 59 UNPRETENTIOUSNESS 20 GENTLENESS 40 QUALITY 60 UPRIGHTNESS H R D Dimensions cmowly@gmail.com
  40. 40. Purpose 1 ACCOUNTABILITY Process 36 KNOWLEDGE SHARING Purpose 2 MISSION AND VISION BUILDING Partership 37 LEADING AND MANAGING CHANGE Progression 3 ACHIEVEMENT ORIENTATION Personal 38 LISTENING, UNDERSTANDING AND RESPONDING Planning 4 ANALYTICAL THINKING Performance 39 MANAGING AND MEASURING PEFORMANCE Planning 5 BUILDING COMPETENCIES Peformance 40 MANAGING BUSINESS People 6 BUILDING TRUST Planning 41 MANAGING FINANCE Peformance 7 BUSINESS ALIGNMENT Performance 42 MANAGING HUMAN CAPITAL Perfection 8 COACHING AND MENTORING Purpose 43 MANAGING RELATIONS Performance 9 COLLABORATION Process 44 MARKETING Personal 10 COMMANDING Process 45 MEDIATION AND NEGOTIATION Progression 11 COMMITMENT TO LEARNING Progression 46 MOTIVATING AND INSPIRING Process 12 COMMUNICATION People 47 NETWORKING Problem Solving 13 CONCEPTUAL THINKING Process 48 ORGANISATIONAL AWARENESS Peformance 14 CONCERN FOR QUALITY Perfection 49 ORGANISATIONAL COMMITMENT Personal 15 CONFIDENCE AND BRAVERY Personal 50 PERSONAL MOTIVATION Perfection 16 CONFLICT MANAGEMENT Planning 51 PLANNING, PRIORITISING AND INITIATIVE Problem Solving 17 CRITICAL THINKING Process 52 POLITICAL SAVVY People 18 CULTURAL SENSITIVITY Perfection 53 PRAGMATIC CONTINUOUS IMPROVEMENT Purpose 19 CUSTOMER ORIENTATION Planning 54 PRESENTATION AND PUBLIC SPEAKING Problem Solving 20 DEALING WITH AMBIGUITY Perfection 55 PROACTIVE POWER Perfection 21 DECISION MAKING Perfection 56 PROBLEM SOLVING AND DECISION QUALITY Perfection 22 DEVELOPING SELF AND OTHERS Performance 57 PROFESSIONALISM Personal 23 EMOTIONAL INTELLIGENCE Perfection 58 RESILIENCE Planning 24 EMPOWERING OTHERS Perforamance 59 RESULTS ORIENTATION People 25 ENERGIZING OTHERS Personal 60 SELF CONTROL Process 26 FACILITATION AND GROUP MODERATIONPersonal 61 SELF-CONFIDENCE Personal 27 FLEXIBILITY / ADAPTABILITY Parnership 62 SHARING RESPONSIBILITIES Purpose 28 HEALTH AND SAFETY Personal 63 STAMINA/STRESS RESISTANT Performance 29 IMPACT AND INFLUENCE Performance 64 STRATEGIC AGILITY Process 30 INFORMING AND SEAKING INFORMATIONPerformance 65 STRATEGIC ORIENTATION Personal 31 INITIATIVE Partership 66 SYNERGISING AND VALUING DIFFERENCES Progression 32 INNOVATIVE THINKING Process 67 SYSTEMS THINKING Personal 33 INTEGRITY AND ETHICS Partership 68 TEAM LEADERSHIP People 34 INTERPERSONAL UNDERSTANDING Partership 69 VALUING DIVERSITY Process 35 INTERVIEWING SKILLS H R D Dimensions People cmowly@gmail.com 70 WARMTH AND SOCIABILITY
  41. 41. Purpose Personal Planning People Process Partnership Peformance Progression Perfection H R D Dimensions cmowly@gmail.com
  42. 42. Body Organs Mind A-S Emotions Effort & Feeling Balance Int Choices Universal Descri- Descri- Principles mination Ego World Desire – Dislike Outside Cons Values Mission H R D Dimensions cmowly@gmail.com
  43. 43. Competency Acquisition Process Application/Practice using the competency Competency Developing New competency Strength Competency Gap scoring Understanding the competency Recognition of the competency Time H R D Dimensions cmowly@gmail.com
  44. 44. 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 cmowly@gmail.com
  45. 45. H R D Dimensions cmowly@gmail.com
  46. 46. Levels : Complexity and Impact H Level 4 Complexity Level 3 Level 2 Level 1 L Impact H H R D Dimensions cmowly@gmail.com
  47. 47. •Competitors •Paired Market comparison Identify 3-4 top compete- 3- compete- • Group Trends by ncy gaps for each business specific Specific Goals superiors Group by Pareto Analysis Customer Needs Identify 3-4 top compete- 3- compete- Identify Develop ncy gaps for each individual Individual BUSINESS Needed Desired for development assessment GOALS OF Competencies Ratings of ORGANISA- ORGANISA- for for Competencies TION Group Success Competencies Align SMART goals with for each Group Group Sales plan and JOBS Business Plan Indl. Goals Fix Individual Products Desired interviews Services Ratings for focussing Identify 3-4 key parts of 3- for Band on perception each competency for Levels of needs dev. for each individual Development Process Use Competency COMPETENCY Development Planner GAPS •Training •Coaching Identifying, • Feed back Developing and Match and recycle Extend to other BUs Assessment of ‘ Gap filled’ Assessing Competencies Competencies Mowly / vbc / hr
  48. 48. Lominger’s 6-Step 6- Development Model 6. Consequences 5. Blend 3 2 1 ABC 4. Build 3. Act 2. Accept 1. Aware H R D Dimensions cmowly@gmail.com
  49. 49. THE COMPETENCY CONE C H R D Dimensions cmowly@gmail.com
  50. 50. THE COMPETENCY CONE C H R D Dimensions cmowly@gmail.com
  51. 51. Leadership Mastery Perfect SOFT Balance HARD Attitude, Feeling SKILL H R D Dimensions cmowly@gmail.com
  52. 52. Leadership Mastery Influence Action To do willingly To do well H R D Dimensions cmowly@gmail.com
  53. 53. BLOCKAGE SURVEY H R D Dimensions cmowly@gmail.com
  54. 54. The Blockage Survey Your totals Grid No. 1 24 25 48 49 1 2 23 26 47 50 2 3 22 27 46 51 3 4 21 28 45 52 4 5 20 29 44 53 5 6 19 30 43 54 6 7 18 31 42 55 7 8 17 32 41 56 8 9 16 33 40 57 9 10 15 34 39 58 10 11 14 35 38 59 11 12 13 36 37 60 12 H R D Dimensions cmowly@gmail.com
  55. 55. HOW COMPETENCY DEVELOPMENT TAKES PLACE? H R D Dimensions cmowly@gmail.com
  56. 56. H R D Dimensions cmowly@gmail.com
  57. 57. An off-the-shelf approach to predicting competencies through internal feedback and assessment Personal Qualities Is highly supportive and sympathetic to colleagues in need. 1 2 3 4 5 Consults others and encourages them to contribute. Interpersonal As willing as most to express views. Sensitivity May enjoy winning but perhaps not against colleagues. Enjoys variety and change. 1 2 3 4 5 Adjusts behaviour very readily to new circumstances. Flexibility Prepared to follow the consensus decision most of the time. Is fairly optimistic when faced with change. Finds it difficult to relax. 1 2 3 4 5 Is highly sensitive to criticism or negative feedback. Resilience Will retain a moderate degree of control over emotions. Is fairly likely to take an optimistic and positive view. Has considerable energy and likes to keep busy. 1 2 3 4 5 Unlikely to be highly driven by career ambition. Personal Is likely to demonstrate moderate competitive drive. H R D Dimensions cmowly@gmail.com Motivation
  58. 58. Dev. Capabilities Aspects / ORGANI- ORGANI- Differen- Differen- Identify 3-4 top compete- 3- compete- In Core SATIONAL tiators ncy gaps Competence CAPABILITY PCMM Identify 3-4 Human 3- ORGANISA – JOB PERSONAL Values that support Sony… TIONAL COMPE- COMPE- COMPE- COMPE- Those competencies Honda… COMPTE- COMPTE- TENCIES TENCIES Intel… TENCIES Identify the elements of Selected competency Cannot be Individual HR Outsourced Systems Ability to copied Perform an Decide the developmental Built around Activity to Job Cs standard Activity Obtain commitment COMPETENCY Support and decide measures GAPS •Training •Coaching • Feed back Match and recycle Extend to other BUs Assessment of ‘ Gap filled’ Competencies H R D Dimensions cmowly@gmail.com Mowly / vbc / hr
  59. 59. Assessing competence via personality questionnaires mapping scales to competencies Empathy and Interpersonal skills Is patient, sensitive and diplomatic in his/her interactions. Reads others well and builds rapport quickly. Resolves conflicts and encourages others to share their views. Competency Definition Outgoing Designated Scales Behavioural Democratic Affiliative H R D Dimensions cmowly@gmail.com
  60. 60. assessing competence via personality questionnaires personality profiling Empathy and Interpersonal skills Is patient, sensitive and diplomatic in his interactions. Reads others well and builds rapport quickly. Resolves conflicts and encourages others to share their views. Candidate is assessed and profiled Outgoing Behavioural Democratic Affiliative H R D Dimensions cmowly@gmail.com
  61. 61. Specimen Assessment Format
  62. 62. Competency: Manage objectives by Aligning Goals and KPIs Behavioural Descriptors - Develops strategic and business plans that support the organization’s goals. - Inspires a shared vision and creates a compelling mission for the organization - Establishes strong relationships with colleagues across the organization What is this Competency? Knowledge Understanding Skills Attitude Product knowledge That there are Critical thinking Client-centered Client needs & choices Evaluation Proactive preferences Biases of clients…….. Communication Inquisitive The organization Keeping up……….. Professional The industry… Objective Committed Seeks challenges What do you do that applies to this competency? 1. - Excels at this - it is one the strengths. Records: Rating: 2 - Level of knowledge or ability is adequate, needs to excel. Incidents 3 - Level of knowledge or ability is adequate in meeting this. Instances By Self 4 - Need to improve in this. By Superior Peer rating 5 - Has little or no training towards this, and needs it 360 H R D Dimensions cmowly@gmail.com
  63. 63. T&D Subsystems Assess- for a Middle ment Manageme Center Mgmt Support, Coaching, Feedback nt Position. Here BEI or Outside Pgms Training 360 Programs are targeted to specific Inside compe – Pgms tencies H R D Dimensions cmowly@gmail.com Source: DDI Monograph

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