competency based management of human capital...
TRANSCRIPT
Competency Based Management of
Human Capital in Organizations:
Framework for Strategic Management of Human Resources
in Agricultural Extension Services
N H Rao
Outline
• Context:
• Strategic management
• Competencies and competency models
• Strategic challenges for ICAR/NARS
• Interconnects between organizational strategy and competencies
management
• Competency Management System (CMS) for agricultural extension
• Every organization (business, non-profit , Govt) needs a strategy
• Strategy: theory of how an organization will create value for stakeholders
• sets direction (vision, mission, values/guiding principles)
• guides priorities, plans, decisions, actions
• Strategy is about the future, but the focus of strategy is not on predicting the
future. It is on making better decisions now in order to reach a desired future
“If you don't know where you are going, any road will get you there”.Lewis Carrol: Alice in Wonderland
Strategic management
Strategic management of human capital in organizations: how an
organization identifies and develops relevant competencies to
effectively implement its strategy and achieve its stated mission
Competencies
Iceberg model of
competencies(Spencer & Spencer, 1993)
• Competencies: deep seated knowledge, skills and personal
characteristics of individuals in organizations
• Personal characteristics: motives, attitudes, values, self
image, other individual traits
– Knowledge and skills are “threshold competencies”
commonly used to match people to jobs
(necessary but not sufficient)
– Personal characteristics are “differentiating competencies”
that are significant drivers of superior performance
• Competencies are observable, measurable (by behavioural
indicators), differentiable across levels and coachable
• Enable organizations to focus on people and their roles in
terms of characteristics and behaviors required to reliably
measure, predict and enhance performance
Competencies based management of human capital: timeline and background
• 1970s: McClelland (1973) proposed the concept of competency in the 1970s,
describing competency as a characteristic that underlies performance
• 1980s: idea that human resource competence and knowledge are critical sources
of competitive advantage took root in corporate sector
• 1990s: major corporates introduced competency models based recruitment and
performance assessment
• 2000s: public sector research organizations like NASA and many universities
started implementing competency based HRM to attain strategic goals
• 2010-12 : NTP of GoI mandates competency based approach to HRM in Govt.
Departments
• 2011-12: Competency based framework introduced in NAARM for training
programme design (FOCARS to EDPs)
• 2014: Competency framework and competency dictionary introduced in civil
services for implementing training policy and performance management (IAS)
Competencies and economic value
Value added by superior performers increases with job complexity:
• Low complexity jobs (semi skilled, clerical, etc.): 19%
• Moderate complexity jobs (technical, first level supervisory): 32%
• High complexity jobs (professional, managerial, executive): 48%
• Sales positions 48-120%
Source: Berger, L. A. & D. R Berger Eds (2003) The Talent Management Handbook, McGraw-Hill; Chapter 6;
www.competencyinternational.com
Competency model
• Training plans
• Recruitment
• Performance management
iterative process
involving
surveys, and
interactive
sessions with
multiple groups
Competency Management System (CMS)
CMS is a platform for strategic management of human capital
• Components:
• Competency model for key cadres and roles in an organization (in the form of
a competency dictionary)
• Competency mapping of personnel to roles to identify competency gaps
• Enable employees and supervisors to interactively build competency
portfolios, identify gaps and design competency development plans
• Design training programmes and learning resources for key competencies and
levels
• Enables effective recruitment and performance assessment
An Organization’s CMS is defined and bound by its
vision , mission and strategic goals
Strategic challenges of NARS: food demand of rising
population and middle class
Middle class: households with daily expenditures between $10 and $100 per person in PPP terms
Primary determinants of increased demand:
• 50-60% from rising population
• 40-50% from rising incomes – high uncertainties arising from differences in food
preferences, culture, geographies, transportation, retail, access, etc.
• Greater emphasis on food quality, health and well being
Fig Source: Global Harvest – GAP report, 2014
Strategic challenges: technology, productivity , sustainability, climate resilience, inclusive growth, good governance
By 2050:
• four fold increase in
land productivity
• three fold increase
in water productivity
•doubling of energy
use efficiency
•six fold increase in
labour productivity
While enhancing
natural capital :
(Sustainable
Intensification of
Agriculture – SIA)
Current: 1.9%
Required : 3%
Source: Global Harvest – GAP report, 2014; ICAR vision 2050
Technology (TFP growth)
Only 59% of food
demand in India can be
met in 2030 at present
TFP growth
Integrate climate
change into agri-
planning to reduce
risk through 3
objectives:
• Increase farm
productivity
• Increase adaptive
capacity to climate
change at multiple
levels (adaptation)
•Reduce GHG
emissions;
increase carbon
sinks (mitigation)
Climate Smart
Agriculture (CSA)
Good GovernanceSustainability of Natural Resources
•Track resources and
decisions
•Translate outputs
into outcomes
• Translate
stakeholder needs
to institutional
programmes
Inclusive growth: Accelerate Innovation
Demand driven research, Promoting Entrepreneurship and Building Public
Private Partnerships (PPP) to accelerate innovation
Agricultural Extension System: Components
and access
Fig Source: BS Sontakki, NAARM (final report of L&CB project), Ferroni (2011)
• multiple sources of information for farmers, but limited access (~40%)
• multiple media: radio + TV (30%), mobile
• Major sources: input dealers, aggregators, credit agencies and other farmers (~17%)
• Public extension sources: < 10%
• But, public extension is the only source of validated knowledge
Strategic challenges of agricultural extension:
• knowledge : increasingly important factor of production (GAP, traceability,
carbon credits, etc., will be significant sources of additional value to farmers)
• knowledge support across all components of the agricultural production-
consumption system to transfer greater value to farmer
• Interface with multiple stakeholders (R&D, markets, business, NGOs)
• Technology (ICT) : improve the nature and speed of knowledge sharing
• IPRs/ and biodiversity: protect agricultural technologies and knowledge
Fig adapted from Ferroni, 2011
Goals
• Remunerative agriculture: Increasing productivity, management of post
harvest losses and value chain for increasing farmer’s income
• Climate smart agriculture: resilience through adaptation to climate
change and mitigation through reduction of GHG emissions
• Food and dietary diversification : house hold food and nutrition security
Strategic goals and activities of KVK
(Report of the High Power Committee on Management of KVKs, 2014)
Activities in respective districts
• Creation of database: Statistics of district agriculture and allied sectors
• Technological interventions: Delivery of inputs and interventions based
on agro-ecosystem perspective
• Entrepreneurship development: HRD across the agri-value chain
• Convergence: Sharing resources with other schemes/agencies.
Example: OSU Core competencies for extension
Source: Cochran RE (2009)Ohio State University Extension Competency Study:Developing a
Competency Model for a 21st Century Extension Organization; PhD Thesis, OSU