ITAM Competency Models Types And Techniques 2011
The document discusses different types and techniques for competency modeling. It describes critical incident technique and repertory grid analysis as two methods used to map competencies. It then provides examples of different approaches to competency modeling, including organizational, HR systems, team, and individualistic models. The individualistic models discussed include the traditional person-job match model, strategy based model, strategy development model, and intellectual capital model.
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ITAM Competency Models Types And Techniques 2011
- 1. SOLUTIONS® Competency Models: Types and Techniques • Top Management Programme 2011 TRAINING • Dr. Michael Layton • HSBC - Mr. Miguel Cortes – Senior Executive DELIVERING INNOVATIVE © 2010 ITAM, Inc. | All rights reserved.
- 2. What is CompetencyMapping? 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. When should Competenciesbe Used? The use of Competencies can include: assessment during recruitment, assessment during further development; as a profile during assessment to guide future development needs; succession planning and promotion; organizational development analysis. Techniques used to map Competencies include Critical Incident Analysis and Repertory Grid. CapitalWave, Inc. HSBC - Mr. Miguel Cortes – Senior Executive © 2010 CapitalWave, Inc.rights reserved. © 2010 ITAM, Inc. | All | All rights reserved. Page 3
- 4. What is CriticalIncident 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. Critical Incident Analysis Whenanalyzing a critical incident, it is useful to ask yourself questions such as: * Why do I view the situation like that? * What assumptions have I made about the client or problem or situation? * How else could I interpret the situation? * What other action could I have taken that might have been more helpful? * What will I do if I am faced with a similar situation in the future? CapitalWave, Inc. HSBC - Mr. Miguel Cortes – Senior Executive © 2010 CapitalWave, Inc.rights reserved. © 2010 ITAM, Inc. | All | All rights reserved. Page 5
- 6. What is RepertoryGrid 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. Business Applications ofRepertory 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. Example: Assisting inSelecting 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. Business Applications ofRepertory 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. 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. “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. “HR Systems” ApproachModel 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. “TEAM” Approach Model Campion‟s model, which applies to professional work, suggests that teams composed of individuals with complementary competencies are more effective and have higher levels of job satisfaction than teams whose members have the same competency sets. This is especially true for work that is complex 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. “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. “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. Which Competency Modelis 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. Competencies Equal CriticalSuccess 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. Questions? CapitalWave, Inc. HSBC - Mr. Miguel Cortes – Senior Executive © 2010 CapitalWave, Inc.rights reserved. © 2010 ITAM, Inc. | All | All rights reserved. Page 18