functional skill mapping 141
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Sushmita Srivastava
TECHNICAL/FUNCTIONAL COMPETENCY MAPPING
Sushmita Srivastava
Sushmita Srivastava
TWO MAIN TYPES OF COMPETENCY MODELS
• TECHNICAL/ FUNCTIONAL COMPETENCIES/BEHAVIOURS REQUIRED FOR SUCCESS IN the job
• BEHAVIOURAL: COMPETENCIES/BEHAVIOURS REQUIRED FOR SUCCESS IN GROUPS
Sushmita Srivastava
Outline
• a) An introduction to functional competency modeling & mapping ?
• b) Evolving a Framework.• b) Elements of functional competency• c) Assessing functional knowledge & functional
orientation• d) Developing proficiency scales• d) Steps in functional competency modeling & mapping • e) Best Practices & key learning in implementing the
process.
Sushmita Srivastava
Why do we need to do it ?Primarily for People Development…
CAPACITY BUILDINGTECHNOLOGICAL LEADERSHIP
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Competency Clusters
A Typical Competency Framework structure
CCI
C1 C2 C3
CC2 CC3
etc etc etc etc etc etc
Closely related competencies (without levels- frameworks covering a limited range of roles or with levels- framework covering a number of diverse roles)
Behavioral indicator related groups
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Typical Content Of A Competency Framework
Competency Cluster Working with people
Competencies with levels
• Managing relationships
Level 1 : Builds relationships internally
Level 2 : Builds relationships externally
Level 3 : Maintains external networks
• Teamworking
Level 1 : Is a team member
Level 2 : Supports team members
Level 3 : Provides direction for the team
• Influencing
• Level 1 : Project a positive image
• Level 2 : Influences the thinking of others
• Level 3 : Changes the opinions of others
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Behavioral Indicators(for Managing Relationships)
Level 1:
Builds relationships internally
• Adapts personal style to develop relationships with colleagues.
•Adapts form and presentation of information to meet needs of the audience.
• Identifies and maintains regular contact with individuals who depend on or who influence own work.
Level 2 :
Builds relationships externally
•Takes account of the impact of own role on the needs of external contacts.
• Maintains regular two-way communication with external contacts.
• Identifies and nurtures external contacts who can contribute to the business.
Level 3 :
Maintains external networks
• Takes account of different cultural styles and values when dealing with external organizations.
• Actively manages external contacts as a business network.
• Identifies and makes use of events for developing external network.
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The Level of data-gathering required when describing behavioral indicators
APPLICATION
Specific GeneralJ
O
BSpecific
Eg. recruitment for all team leaders
Gather data :
•Specific to the application
•Within the identified jobs/roles
•From the relevant business unit (s)
Eg. all applications, for all team leaders
Gather data :
•Relevant to all applications
•Within the identified jobs/roles
•From the relevant business unit (s).
ROLE
Generic
Eg. recruitment for all jobs
Gather data :
•Specific to the application
•Across all jobs/roles
•Across the whole organization
Eg. Application, for all jobs
Gather data :
•Relevant to all applications
•Across all jobs/roles
•Across the whole organization
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Example of sampling methodology for data-gathering in a large organisation
Marketing Sales Prodn. Distr. Packaging Personnel Finance
Senior managers
Middle managers
Junior managers
Team leaders
Administrative staff
Operational staff
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Functional Competency - knowledge
The knowledge or understanding possessed by an individual in the context of the job. Knowledge of “What & How” of the job.
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Functional Competency - knowledge
Unable to apply knowledge on routine
1 Has basic knowledge & understanding but unable to apply it to perform routine tasks
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Functional Competency - knowledge
Able to apply knowledge on routine
2 Is able to apply knowledge & understanding on simple repetitive / routine tasks. Is able to identify basic issues under guidance of a superior.
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Functional Competency - knowledgeApplies knowledge to
Analyze situation in own area. Supervision required for related areas
3 Is able to apply knowledge of work-process, equipment & techniques to analyze simple cause and effect relationship in own area of work. With support is able to go beyond the immediate and correlate to other related areas.
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Functional Competency - knowledgeAnalyses situation in own and related area in applies knowledge – under guidance
4 Is able to apply knowledge of work-processes, equipment and techniques to analyze and correlated data from multiple sources in own area. With guidance, is able to apply knowledge to analyze problems that are not routine or are in related areas.
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Functional Competency - knowledgeHas in-depth knowledge in own and related areas independently analyses complex issues
5 Has in-depth knowledge of work processes and their inter-linkages with other processes, equipment, tools and techniques in his work area and related areas. Is able to apply such knowledge to independently and analyze and correlate complex issues related to different areas that impact own network.
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Functional Competency - Orientation
The attitude displayed towards learning new things in functional areas. Curiosity shown in trying out new things; having a “Flair for technical / functional matters”. Attempting to understand the “why” in order to improve the current situation.
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Functional Competency - Orientation
Not keen to add functional knowledge
1 Does not show keenness to add functional knowledge through observation, questioning etc.
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Functional Competency - Orientation
Pick’s-up the basic functional aspects in own area
2 Is curious to know about work processes etc and their flows in his work area. Tries to keep self updated in his area. .
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Functional Competency - Orientation
Gets involved and applies improvement activities in own area.
3 Takes initiative and gets involved in problem solving / improvement activities in related area. Attempts to understands the rationale and principle behind the operations.
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Functional Competency - Orientation
Learns things outside own field, challenges existing practices for improvements
4 Is curious to discover new things, explores beyond own field, challenges existing practices and attempts to improve his/her understanding on the principles and assumptions behind operational frameworks.
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Functional Competency - OrientationAcquires and applies new knowledge in own and related areas
5 Acquires new knowledge in his own and related areas and does simple new things. Seeks out experts to advance personal knowledge. Identifies patterns in operational data and correlated with concepts and frameworks and analyses the problems using such correlation’s.
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CLASSIFICATION OF PEOPLE PROCESSES INTO 3 TYPES
• PREDICTING SUCCESS
• REWARDING SUCCESS
• DEVELOPING SUCCESS
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CLASSIFICATION OF PEOPLE PROCESSES INTO 3 TYPES
• PREDICTING SUCCESS : SELECTION,PROGRESSION & SUCCESSION PLANNING.
• REWARDING SUCCESS :
COMPENSATION, BONUS & REWARDS
• DEVELOPING SUCCESS: TRAINING & DEVELOPMENT
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WHAT ARE COMPETENCIES –AN OPERATIONAL DEFINITION IT IS FINDING OUT A BASIS FOR CREATING
A UNIFORM,SPECIFIC & OBJECTIVE MEASURE
FOR
PREDICTING
REWARDING &
DEVELOPING
SUCCESS
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FUNCTIONAL CLUSTERS
• OPERATIONS
• MAINTAINENCE
• MARKETING & SALES
• MINING OPERATIONS
• TECHNICAL SERVICES
FUNCTIONS
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FUNCTIONAL CLUSTERS
• OPERATIONS --- HOT ROLLING
--- COLD ROLLING
----IRON MAKING
----- STEEL MAKING
MAINTAINENCE ---ELECTRICAL
---- MECHANICAL
----- REFRACTORIES
CLUSTERS
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FUNCTIONAL CLUSTERS & JOBS
• STEEL MAKING ----- PRIMARY
----- SECONDARY
---- CONTINUOUS
CASTING
COKE OPERATIONS ---- STAMP CHARGING
TOP CHARGING
JOBS IN THE CLUSTERS
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FUNCTIONAL JOBS & SKILLS
• HOT ROLLING --- STEEL GRADES
--- SURFACE CLEANING
JOBS & SKILLS
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Functional Skill Inventory
Job Code Job Description Pos. Code Position Description Department
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Development Process : Best practices
Findings from : HLL GE TATA MOTORS
Managers are assessed against position’s requirements on three counts :
1. Performance in terms of delivery of targets
2. Assessment on professional skills, based on the function in which you work
( HR/ Technical/ Commercial/ Sales/ Marketing etc)
3. Assessment on competencies. These companies have their own set of
managerial generic competencies which all managers are supposed to have in
good measure
Assessment results lead to certain development decisions like rotation, succession, individual development plan, rewards etc.
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Personal Development Plan : As part of PDP, skill gaps are identified, for which individual development action plans are made and reviewed along with targets. Here it is ensured that the development plan should not have more than 2 skill. Recruitment : It also ties up with Recruitment, companies have started moving to Competency based recruitment.
Career Planning : It ties up with Career Planning, as Potential candidates are identified more on the basis of potential assessment done through competency profiling. Training : It ties up with Training as the training needs are identified through annually assessment of competency gaps, which is fed into training for customising Training and Development efforts.
To reward : based on delivery of target & sustained delivery over a period of time
Use of “Assessments results”
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Individual Development Plan through profile match up
Position Person (Holder)
Requirements Qualification
Profile Match upRequirement Vs Qualification
Individual Development Plan
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Functional knowledge & skill mapping process
Listing of all positions in each function clusters
Preparation of cluster wise knowledge & skill directory
Workshop Preparation
Step 1: Grouping similar positions to form unique jobs
Step 2: Job Description is to be prepared for each unique job
Step 3: Identification of functional knowledge and skill required for performing the job
Step 4: Ascertaining proficiency level required for the job on a 5 point scale
Validation of job requirements (functional knowledge & skill) by Senior Management
Workshop Steps : Organise a workshop by inviting functional experts
Validation & Approval
Finalisation of broad functional clusters
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• List of Officers from F&A functional cluster across the departments was generated from database
• Old work on Functional Knowledge & Skill checklist was collected for reference
• A workshop was organised by inviting functional experts from F&A
Functional cluster mapping exercise (Pilot project at F&A)
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Step 1 : Grouping similar positions to form unique jobs
JOB NAME LVL DESGN DEPTHead F&A Mr. Rajan Baboo IL3 Head (A/C - WB) Finance & AccountsHead F&A Mr. Rakesh Chandra IL3 Financial Controller Finance & Accounts Finance, Bearings DivisionHead F&A Mr. J. S. Shastry IL3 Financial Controller Finance & Accounts Finance, Growth ShopHead F&A Mr. Sanjiv Verma IL3 Financial Controller Finance & Accounts Wire DivisionAUDIT Ms. Ankita Verma IL5 Manager (Finance & Commercial Audit) - CRC (West)Corporate AuditAUDIT Mr. S. N. Jha IL5 Manager Finance & Commercial AuditCorporate AuditCapital accounting Mr. A K Mundhra IL5 Manager Accounts Finance & Accounts Purchase & CapitalCapital accounting Mr. Manish Kumar Agarwal IL5 Manager Accounts Finance & Accounts Purchase & CapitalCash and Bank operation Mr. Manoj Kumar Gupta IL4 Unit Leader - Cash Finance & Accounts Payroll & CashCash and Bank operation Mr. H D Tailor IL5 Manager Cash Finance & Accounts Wire DivisionCosting Mr. Rajeev Kumar Choudhary IL5 Manager - Accounts Finance & Accounts Cost & FinanceCosting Ms. Priya Anand IL5 Manager Cost Borivli Finance & Accounts Wire DivisionFinancial Analyst or MIS / D S S (FA & FC)Mr. Rajesh Daga IL4 Financial Controller Rings & AgricoFinance & Accounts Finance, Rings & AgricoFinancial Analyst or MIS / D S S (FA & FC)Mr. Rajendra Pathak IL4 Financial Controller Secondary ProductsFinance & Accounts Finance, Secondary ProductsEXEC Mr. Sanjay Gattani IL4 Manager Cost & Finance Finance & Accounts Cost & FinanceEXEC Mr. Sanjay Khattry IL4 Manager Corporate H. O. MumbaiFinancial accounts Mr. Satish Kumar Agarwal IL5 Manager Cost & Finance Finance & Accounts Cost & FinanceFinancial accounts Mr. Umanath Mishra IL4 Head Accounts Tubes Finance & Accounts Finance, Tubes Division
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Outcome of Step 1 : List of Jobs in F&A
Sl. No. Job1 Cash and Bank operation2 Payroll3 Purchase Accounting4 Capital accounting5 Costing6 Financial accounts7 Sales Accounting8 Mktg Finance9 Direct Taxation
10 Indirect taxation11 Administration & Systems12 MIS / D S S (FA & FC)13 Capital Planning & Budgeting14 Treasury & Finance function15 Strategic Finance
Jobs at IL5 level
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Step 2 : Job Description
JOB - Capital accounts (IL 5) :
Maintenance of Fixed Asset InventoryConsolidation of Fixed Asset schedule for Steel divisionTracking & Monitoring capital expenditure on a monthly basisAccounting reviewsCompilation of Schedule VI informationVariation analysis
JOB - Capital accounts (IL 4) :
Maintenance of Fixed Asset InventoryConsolidation of Fixed Asset schedule for entire companyTracking & Monitoring capital expenditure on a monthly basisAccounting reviewsCompilation of Schedule VI information for entire companyVariation analysisSupport to capital planning & budgeting process of other dept.Outside interaction facilitating process of other dept.
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Step 3 : Functional Knowledge and Skills for a Job
Srl Job - Knowledge & Skill checklist
4 Capital accountingLeading
Edge Fully
Operational Working
KnowledgeBasic
KnowledgeNot
available
Company Law XExcise XCustoms XSales Tax XService Tax XIndian GaaP XMS Office XK of delegation of power XForeign Exchange dealings XForex Laws XCorporate Tax XERP XKnowledge of Mfg Process XCapital Scheme Evaluation X
PROFICIENCY LEVEL
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Proficiency Scale
Proficiency Scale**
1 Inadequate
2 Basic Knowledge
3 Working Knowledge
4 Fully Operational
5 Leading Edge
** HLL follows the above proficiency scale for functional competence assessment
Proficiency scale finally use by us is given below
Sushmita Srivastava
Srl Job - Knowledge & Skill checklist
4 Capital accountingLeading
Edge Fully
Operational Working
KnowledgeBasic
KnowledgeNot
available
Company Law XExcise XCustoms XSales Tax XService Tax XIndian GaaP XMS Office XK of delegation of power XForeign Exchange dealings XForex Laws XCorporate Tax XERP XKnowledge of Mfg Process XCapital Scheme Evaluation X
PROFICIENCY LEVEL
Step 4 : Proficiency level required for the job
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Matrix approach for step 3 & 4
Cash a
nd B
ank o
pera
tion
Payro
ll
Purc
hase A
ccounti
ng
Capit
al accounti
ng
Costi
ng
Fin
ancia
l accounts
Sale
s A
ccounti
ng
Mktg
Fin
ance
Dir
ect
Taxati
on
Indir
ect
taxati
on
Adm
inis
trati
on &
Syste
ms
MIS
/ D
S S
(FA
& F
C)
Str
ate
gic
Fin
ance
Capit
al Pla
nnin
g &
Budgeti
ng
Tre
asury
& fi
nance f
uncti
on
Merg
er
& a
ccquis
itio
n
StatutesBanking Laws 4 2 2 4 2Forex Laws 2 2 2 4 2Company Law 2 3 2 4 2 2 2 2 2 2 3 4SEBI Laws 3 2 2 3 3Excise 3 3 2 2 3 3 4 2 2 2Customs 3 3 2 3 2 2 2 2 2Sales Tax 3 3 2 3 3 4 2 2 2Corporate Tax 2 3 4 2 2 4 3Personal Income Tax 2 4 4Service Tax 3 3 2 2 3 3 4 2 2 2Labour laws 4 2 2
Accounting StandardsIndian GaaP 2 2 2 3 3 4 2 2 2 2 2 2 2 3Foreign GaaP 4
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ENGINEERING & PROJECTS
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Proficiency Level
Job Code Job Skill IL3 IL4 IL5
P_E&P_1
Engg. & Projects. Comnmercial
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
Project Planning
Project mgmt modules
Cost benefit analysis
Import duty calculations
Construction safety
IT Skills
Inspection
Budget control
Material mgmt
Commercial contracting
Proj mgmt tools
MS Porject
Critical Chain concept
SAP PS System
Status & Acts
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FUNCTIONAL COMPETENCY MAPPING OF TRAINING PROFESSIONAL
• Best Practices in management development
• Learning Events Scheduling
• Learning Products & Services
• Specialty in Branch of managements
• Training methodology/ Technologies
• Working with specialists & External consultants
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FUNCTIONAL COMPETENCY MAPPING OF TRAINING
PROFESSIONAL
Leader LeaderLeaderLearnerLearnerProficient
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Individual assessment process for function knowledge & skills
Against the requirements (knowledge & skills) of the position, immediate superior will appraise the incumbent on a 5 point scale on annual basis
- HLL practice
Mid year if an officer acquires any competence on completion of a project, may add the competence to his qualification profile. Which again will be appraised by the superior on 5 point scale
- TCS practice