Organizational Competency Management

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Competency Management
Version 1.0

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Theoretical Constructs
Understanding Competency Management

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Competence
© Cognitio All Rights Reserved
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Competency
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Competence vs. Competency
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Knowledge vs. Competence
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Competency Management - Elements
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Competency Management - Benefits
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Recruitment & Selection based on
competencies can shift the
performance curve of employees
by 10-30% resulting in increased
Economic Value Added (EVA)
Competency-based L&D interventions and
Performance Management shift the performance
curve of employees positively by an average of 30-
60%

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Competency Models
Customized to industry specific requirements

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Competency Management Framework
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Deploying Organizational CM Framework
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Competency Models - Types
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Competency Models
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Developing a Generic Competency Model
 Criterion Definition - Defining the criteria for superior performance in the role
 Sampling - Choosing a sample of people performing the role for data collection
 Data Collection - Collecting sample data about behaviours that lead to success
 Data Analysis - Developing hypotheses about the competencies of outstanding
performers and how these competencies work together to produce desired results
 Data Validation - Validating the results of data collection and analysis
 Application - Applying the competency models in human resource activities
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Model Development Stages
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Impact
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+ Competence/Competency
Assessment
Measures & Metrics

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Competency Assessment Techniques
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Measuring Competence
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Competency Quotient Patent Pending
 Provides a holistic measure of an ascertaining the value of an employee to an
organization irrespective of its operational domain
1. Emotional Quotient - EQ
2. Intelligence Quotient - IQ
3. Generic Technical Skills
4. Communicational Skills (Verbal & Written)
5. Core Competencies
6. Behavioural Competencies
7. Academic Value Index – AVI
8. Employment Value Index – EVI
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Employment Value Index Patent Pending
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S.N Parameters Weightage
A Years of Experience 29
B Degree of Responsibility 14
C Nature of Responsibility 14
D Contribution to Theory, Policy & Practice 14
E Current Performance Rating 29
A Years of Experience
1 Exactly Same Profile (85-100%) 45
2 Mostly Matching Profile (55 -85%) 33
3 Slightly Matching Profile (35-55%) 18
4 Different Profile (0-35%) 4
B Degree of Responsibility
1 Support Staff 5
2 Executive Level 10
3 Junior Management Cadre 15
4 Middle Management Cadre 21
5 Senior Management Cadre 23
6 Top Level Management 26
C Nature of Responsibility Weightage
1 Support 23
2 Operational /Field 32
3 Decision Making 45
Contribution to Theory, Policy &
D
Practice
Weightage
1 Patents 25
2 Books Authored 25
3 Papers Presented (Conferences) 20
4 Papers Presented (Journals) 15
5 Others 15
E Current/Last Performance Rating Weightage
1 90 -100 % 41
2 75 -90 % 31
3 55 - 75 % 20
4 35 - 55 % 8
5 0 - 35 % 0

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Competency Mapping
Techniques

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Techniques
 Behavioural Event Interviews/Behavioural Elicitation Interviews (BEI)
 Competency/Competence Elicitation Interviews (CEI)
 Group Assessment
 Assessment Centre
 Task Force/Special Groups
 Surveys
 Job/Positional Description
 Performance Appraisals
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Mapping Process
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+ Competency Management
System
Customized

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Customized Solutions
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Competency Management System
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Key Modules
 Competency Quotient Estimation
 Competency Elicitation/ Behavioural Event Interviews
 Organizational Design
 Organizational Structure
 Manpower Estimation
 Job Roles
 Competency Model
 Competency Dictionary
 Competency Maps
 Competency Evaluation
 Competency Flows
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CONTACT
Cognitio
MUMBAI
eswarier@gmail.com
932.429.5038
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www.competencyquotient.vp.web.in

Organizational Competency Management

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