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Competency mapping


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Competency mapping

  1. 1. QuickT ime™ and a H.263 decompressor are needed to see this picture.COMPETENCY MAPPING
  2. 2. INTRODUCTION Competence Performance Managing Change Competency Mapping: A tool
  4. 4. CONCEPT OF ROLE Expectations of significant others and self Linking concept • Individual • Team • organization Different from position
  5. 5. CONCEPT OF COMPETENCY Skill: • Ability accomplish Talent: • Inherent ability Competency: • Underline characteristics that give rise to skill accomplishment • Knowledge, skill and attitude
  6. 6. DEFINITION First popularized by Boyatzis (1982) with Research result on clusters of competencies: “A capacity that exists in a person that leads to behaviour that meets the job demands within parameters of organizational environment, and that, in turn brings about desired results”
  7. 7. COMPETENCY Vs. COMPETENCE Competency: A person- related concept that refers to the dimensions of behaviour lying behind competent performer. Competence: A work- related concept that refers to areas of work at which the person is competent Competencies: Often referred as the combination of the above two. Ex: UK organizations Woodruffe (1991)
  8. 8. TYPES OF COMPETENCIES Generic or specific: Threshold or performance:  Basic competencies required to do the job, which do not differentiate between high and low performers  Performance competencies are those that differentiate between high and low performers Differentiating Competencies:  Behavioral characteristics that high performers display
  9. 9. COMPETENCIES APPLICATIONS Competency frameworks: Define the competency requirements that cover all the key jobs in an organization. This consists of generic competencies. Competency maps: Describe the different aspects of competent behaviour in an occupation against competency dimensions such as strategic capability, resource management and quality. Competency profiles: A set of competencies that are require to perform a specified role. Armstrong (1999)
  10. 10. MACRO VIEW OF COMPETENCY MANAGEMENT STRATEGIC FRAMEWORK COMPETENCY FRAMEWORK COMPETENCY MODELING FRAMEWORKOrganizational Strategy Core Competencies Stakeholder InterestVision, Mission, Values, Strategic, (Organizational wide) Market PositioningIntent, Corporate Governance,Corporate Social Responsibility & EthicsBusiness Strategy Business Competencies Achieving Business TargetsBusiness Plan & Goals, Culture (SBU specific) Employee SatisfactionPeople, TechnologyTeamwork Strategy Team Competencies Profit Center OrientationsLeadership, Communication (Project driven) Team Development & SynergyConflict Management, InterpersonalSkills, Project Orientation, SelfManaged Teams (SMT)Role Strategy Role Competencies Performance AccomplishmentAbility, Autonomy, Multiskilling, (Role wise)Task identity, Performance Individual DevelopmentEvaluation & rewards and performancedevelopment MG Jomon.(2004). Unpublished
  11. 11. PROGRAM DESIGN AND IMPLEMENTATION : THE MODEL COMPETENCY IDENTIFICATION 1. Identification process (4 steps) COMPETENCY COMPETENCY FRAMEWORK MAPPING 1. Core competencies 2. Consolidation of checklist 1. Strategy-Structure (Organization wide 3. Rank Order and finalization Congruence 2. Business competencies 4. Validation and Benchmark 2. Structure Role (SBU specific) Congruence 3. Team Competencies 3. Vertical & (project driven) horizontal Role 4. Role competencies (Role COMPETENCY ASSESSMENT linkages wise) 1. Psycho-metric tool 4. Positioning to bring 2. 360 Degree approach in competitive advantage COMPETENCY INTEGRATION OF HR DEVELOPMENT FUNCTION 1. Maturity framework & 1. PMS 5. R&S matrix 2. CP & CD 6. RS 2. Areas of improvement 3. SP & SD 3. Action Plan 4. T&D MG Jomon.(2003). Unpublished
  12. 12. COMPETENCY MODELINGCOMPETENCIES : (Core, Business, Team, Role) Less rigour More rigour CRITERIA: Validity, Applicability, Speed, Satisfaction MG Jomon.(2004). Unpublished
  13. 13. ROLE COMPETENCIES A set of competencies required to perform a given role Each competency has a skill setDr. MG Jomon, XIMB
  14. 14. IDENTIFICATION OF ROLE COMPETENCIES Structure and list of roles Definition of roles Job description Competency requirement
  15. 15. STRUCTURE AND LIST OF ROLES: STEPS Organizational structure study and examination List all the roles in the structure Identify redundant and overlapping roles Final list of roles
  16. 16. DEFINITION OF ROLE: STEPS Identify KPAs of the role Link the KPAs with Dept. and Organizational goals State the content of the above in one or two sentences Position the role in perspective with that of others
  17. 17. JOB DESCRIPTION: STEPS List down all the activities/tasks • small and big • Routine and Creative Categorize activities under major heads
  18. 18. COMPETECNY IDENTIFICATION: STEPS Identify against each activity the following:  Role holder interview and listing  Internal/External customer interview and listing  Star performer interview and listing  Role holder critical incident analysis Consolidate the above and make a checklist of competencies Rank- order and finalize on 5/6 competencies critical to the role
  19. 19. COMPETENCY ASESSMENT Following methods are used:  Assessment/Development Centre  360 Degree feedback  Role plays  Case study  Structured Experiences  Simulations  Business Games
  20. 20. COMPETENCY ASESSMENT 360 degree approach:  Self  others • Internal/External Customers • Boss/peers/Subordinate
  21. 21. COMPTENCY DEVELOPMENT Identified Assessment Areas ofRole competencies result improvement Action plan
  22. 22. COMPETENCY MAPPING Strategy structure congruence Structure Role congruence  Each role to be unique  Non-Repetitive  Value adding Vertical and horizontal role congruence Ensure non repetitive tasks in two different roles Ensure core competencies for each task Link all the above and position to bring in competitive advantage
  23. 23. DELIVERABLES1. Role Directory2. Competency profiles3. Competency Map4. Competency based HR systems t5. Recommendations: Rationalization of structure and manpower6. Institutionalization of interventions7. Organization Diagnosis Report
  24. 24. INTEGRATION OF HR SYSTEMS (Competency based HR practices Performance Management System Reward System Career Plan & Career Development Competency requirement Competency availability Competency acquisition/ DevelopmentRecruitment & Selections Succession plans & Succession Development Training /development Plans & Programmes
  25. 25. CONCLUSION Inadequate Role Competencies -Two options:  Develop the competencies within a timeframe  Quit the Role No option other than to perform HRD function to ensure competencies in each role