vcompentency mapping 209

8/2/2019 Vcompentency Mapping 209

1/49

Competency Approach to HumanResource Management

SP Karuppasamy Pandian


2/49

What do we mean when wesay COMPETENCY ?

Vinay Ravindran


3/49

A Competency is an underlyingcharacteristic of a person which enableshim /her to deliversuperior performancein a given job, role or a situation.

Vinay Ravindran


4/49

Competencies are seen mainly as inputs.

They consist ofclusters of knowledge,attitudes and skills that affect anindividuals ability to perform.

Vinay Ravindran


5/49

Hayes (1979)

Competencies aregeneric knowledgemotive, trait, social role or a skill of aperson linked to superior performance

on the job.

Vinay Ravindran


6/49

Albanese (1989) Competencies arepersonal

characteristics thatcontribute toeffective managerial performance.

Vinay Ravindran


7/49

UNIDO (2002)-

A Competency is a set of skills, related

knowledge and attributes that allowan individual to successfully perform atask or an activity within a specific

function or job.

Vinay Ravindran


8/49

What is Common in the definitions?

Competencies

underlying characteristic ofa persons inputs.

clusters of knowledge,attitudes and skills

generic knowledge motive,trait, social role or a skill

personal characteristics

set of skills, relatedknowledge and attributes

Job

superior performance in agiven job, role or a situation

individuals ability toperform. linked to superior

performance on the job.

contribute to effective

managerial performance successfully perform a task

or an activity within aspecific function or job

Vinay Ravindran


9/49

Set of

SKILLS

Relates to the

ability to do,

Physical

domain

Attribute

Relates to

qualitativeaspects

personalCharacteristics

or traits

KNOWLEDGE

Relates to information

Cognitive Domain

COMPETENCY

OutstandingPerformance of

tasks or activities

Vinay Ravindran


10/49

Behaviour Indicators

A Competency is described in terms of keybehaviours that enables recognition of that

competency at the work place.

These behaviors are demonstrated by excellentperformers on-the-job much more consistently

than average or poor performers. Thesecharacteristics generally follow the 80-20 rule inthat they include the key behaviors that primarilydrive excellent performance.

Vinay Ravindran


11/49

Vinay Ravindran

Example of a Competency


12/49

Analytical Thinking

The ability to break problems intocomponent parts and consider or

organize parts in a systematic way; theprocess of looking for underlying causesor thinking through the consequence of

different courses of action.

Vinay Ravindran


13/49

Key Behaviour Indicators Independently researches for information and solutions to

issues

Ability to know what needs to be done or find out(research) and take steps to get it done

Ask questions when not sure of what the problem is or togain more information.

Able to identify the underlying or main problem.

Shows willingness to experiment with new things.

Develops a list of decision making guidelines to help arriveat logical solutions.

Vinay Ravindran


14/49

What isa

Competency Model?

Vinay Ravindran


15/49

Competency Model

A competency model is a valid, observable,

and measurable list of the knowledge,skills, and attributes demonstratedthrough behavior that results in

outstanding performance in a particularwork context.

Typically A competency model includesCompetency titles

Definitions of those titles

Key Behaviour indicatorsVinay Ravindran


16/49

Competency - Broad Categories

Generic Competencies

Competencies which are considered essential

for all employees regardless of their function or

level. - Communication, initiative, listening etc.

Managerial Competencies

Competencies which are considered essential

for employees with managerial or supervisory

responsibility in any functional area including

directors and senior posts.


17/49

Competency - Broad Categories

Technical / Functional

Specific competencies which are considered essentialto perform any job in the organisation within adefined technical or functional area of work.

e.g.: Finance, environmental management,etc

Vinay Ravindran


18/49

Vinay Ravindran

Competency modeling begins the process of building

tools to link employee performance to the mission and

goals of the organisation .


19/49

Vinay Ravindran

Why Competencies ?


20/49

Traditional Job Analysis Vs Competency Approach

Job Analysis leads to

long lists of tasks and the

skills / knowledgerequired to perform each

of those tasks

Data generation from

subject matter experts; job

incumbents

Effective Performance

Competency model leads to

A Distilled set of underlying

personal characteristics Data generation from

outstanding performers inaddition to subject matterexperts and other job

incumbents Outstanding Performance

Vinay Ravindran


21/49

Distinguish Superior From Merely Satisfactory Performance

The approach allows executives and angers tomake a distinction between a person's ability to

do specific tasks at the minimum acceptable

level and the ability to do the whole job in an

outstanding fashion

Vinay Ravindran


22/49

Behaviour Indicators Based upon what outstanding individuals

actually do

The competency definitions are based uponoutstanding current performance in the organization.

These competencies do not reflect someone'smanagement theory or an academic idea of what it

takes to do the job well, but rather are based on whatworks within the organization and most directlycontributes to top performance.

Vinay Ravindran


23/49

The Competencies are Behaviour Specific

It is one thing, for example, to ask whetheran employee "takes initiative," a verygeneral concept, open to interpretation, but

it is quite another to ask, "Was it typical ofthis manager to carry out tasks withoutyour having to request that they be done?,"a question which has only two answers,"Yes" and "No".

Vinay Ravindran


24/49

Holistic Application

Competencies

Help companies raise the bar of performance

expectations.

Help teams and individuals align their behaviourswith key organisational strategy.

Each employee understand how to achieveexpectations.

Vinay Ravindran


25/49

Alignment of HR systems

CompetencyModel

Vinay Ravindran


26/49

Competency based recruitment

Competency based interviews reduce the

risk of making a costly hiring mistake and

increase the likelihood of identifying andselecting the right person for the right job

Vinay Ravindran


27/49

Competency based Performance Appraisal

Competencies Enable

Establishment of clear high performance standards.

Collection and proper analysis of factual data against

the set standards.

Conduct of objective feedback meetings.

Direction with regard to specific areas of improvement.

Vinay Ravindran


28/49

Competency based Training

Competency based appraisal process leading to

effective identification of training needs.

Opportunity to identify/ develop specific

training programmes - Focused training

investment.

Focused Training enabling improvement in

specific technical and managerial competencies

Vinay Ravindran


29/49

Competency based Development

Competencies

Contribute to the understanding of what

development really mean, giving theindividual the tools to take responsibility for

their own development.

Give the line managers a tool to empowerthem to develop people

Vinay Ravindran


30/49

Competency based Pay

Provide an incentive for employees to grow

and enhance their capabilities.

Vinay Ravindran


31/49

Methodology?

Vinay Ravindran


32/49

Steps in Model Building

Background information about the organisation

Decide on the Occupation / Job Position(s) thatrequire competency Model(s)

Discuss the application of the competency model

Select a data collection method and plan theapproach

Organize Data collected

Identify main themes or patterns

Build the model - Defining specific behaviourIndicators

Review the model

Vinay Ravindran


33/49

Data Collection Methods

Resource / Expert Panels

Structured process to get the participants (Job holders,managers HR / training staff) to think systematicallyabout the job, skills and personal characteristics

needed for success.

Critical Event Interviews

Structured interviews with superior performers which

involves in-depth probing of a large number of eventsand experiences.

Vinay Ravindran


34/49

Data Collection Methods

Generic competency Dictionaries

Conceptual frameworks of commonly

encountered competencies and behaviour

indicators.

Serve as a starting point to the model buildingteam.

Can be used in resource panel by asking the

participants to select a set of generic

competencies related to the job and rate the

importance

Vinay Ravindran


35/49

Competencymodel building

A detailed approach

Vinay Ravindran


36/49

A Detailed Approach

Info about the company.

Decision on the job position(s) .

Discussion on the CM application.

Basic data collection on the job

responsibilities(using customized menu)

Focus group Review job description

understand performance criteria

Discuss specific behaviours

List top ten competencies

Vinay Ravindran


37/49

A Detailed Approach

Critical incident technique - interviewing topperformers

incidents that lead to effective performance incidents that lead to in effective performance

Discuss specific behaviours

List behaviours

List competencies

Vinay Ravindran


38/49

A Detailed Approach

Content Analysis

Group behaviours

Match behaviours to competencies using

competency dictionary as a guideline Evolve new set of competencies if any

Match behaviour indicators identified throughCIT to the top 10 competencies identified by the

focus group

Review the model and make corrections

Vinay Ravindran


39/49

COMPETENCY MAPPING MODEL

ORGANISATION DIRECTION VISION

MISSION SHORT TERM & LONG TERM GOAL STRATEGIES VALUES

TRANSLATING THEM INTO ACTIONS FORACTUALISATION

ORGANISATION STRUCTURE

ROLES, POSITIONS, JOBS

THROUGH

CORE COMPETENCY OF THE

ORGANISATIONROLE COMPETENCY

Vina Ravindran

COMPETENCY MAPPING PROCESS


40/49

COMPETENCY MAPPING PROCESS

1.0 DESIGNING THE QUESTIONNAIRE

While designing the questionnaire

following factors are to be taken into

consideration:

1.1 Part - I

1.1.1 Purpose of the job.

1.1.2 Critical Success Factors1.1.3 Key Result Areas

1.1.4 Key Activities

Vinay Ravindran


41/49

CSF - 1 CSF - 2 CSF - 3 CSF - 4 CSF - 5

KEY RESULT AREAS

KRA- 1 KRA - 2 KRA - 3 KRA - 4 KRA - 5

KEY ACTIVITIES

KA - 1 KA - 2 KA - 3

JOB

CRITICAL SUCCESS FACTORS

Each Critical Success Factor (CSF) is the end result of multiple Key Result Areas.

Each Key Result Area (KRA) is the end result of multiple Key Activities.

Vinay Ravindran


42/49

1.1.5 Relationship.

1.1.6 Organization Structure.

1.1.7 Empowerment of the position.

1.1.8 Challenges in the job.

1.1.9 Changes expected in the technology, product,

process etc in the next 2-3 years.

1.1.10 Budget and Controls.

1.1.11 Investment Plan.

DESIGNING THE QUESTIONNAIRE CONTINUED

Vinay Ravindran


43/49

DESIGNING THE QUESTIONNAIRE

1.2 PART - II

1.2.1 Academics, Knowledge

Skills Sets

Experience

1.2.2 Competencies

Vinay Ravindran


44/49

2.0 DATA COLLECTION

2.1 Clarity of Organisation Direction

2.2 Clarity of Organisation Structure.

2.3 Interview Job Holder.

2.4 Interview Job Holder's Reporting Officer.

2.5 Discuss with the Focus Group if the job are

of the same family.

Vinay Ravindran


45/49

3.0 C0MPETENCY DRAFTING

3.1 Rank Order of the list of competencies .

- Guided / Unguided.

3.2 Comparing good performer and average performer

with select list of competencies.

3.3 Use research data and assign competencies

to positions.

Vinay Ravindran


46/49

4.0 FINALISE ROLE DESCRIPTION

AND

COMPETENCIES - JOB WISE

Vinay Ravindran


47/49

5.0 FINALISING CORE COMPETENCIES FOR

Front Line Management

Middle Management

Senior Management / Top Management

Vinay Ravindran


48/49

6.0 PURPOSE OF COMPETENCY MAPPING

"Effectiveness of an organisation is the summation of the

required competencies in the organisation".

Gap Analysis

Role Clarity

Selection, Potential Identification, Growth Plans.

Succession Planning.

Restructuring

Inventory of competencies for future planning.

Vinay Ravindran


49/49

Any Questions???

Subscribe HumanResourceOnLine by sending a mail to

HumanResourceOnLine- [email protected]

9866254387 Vinaykumar07@yahoo com

Already a member then you should refer it your at least 5 HR friends.

vcompentency mapping 209

Documents