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8/3/2019 Competency Based HR Management 1
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Competency Based HR Management
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Content:-1. 1.Framework of Building Competency-based HR
Management System.2. Developing Competency Model
3. Competency – Based Interview Method
4. Competency – Based Career Planning
5. Competency – Based Training & Development
6. Competency – Based Performance management
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Competency – Based HR Management : A
Framework.
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HR Management Framework based onCompetency
BUSINESSSTRATEGY BUSINESS
Result
Recruitment &
Selection
Training &
Development
Performance
Management
Reward
Management
Competency
Framework
Career
Management
The
Competency
framework will
be the basis for
all HR
function and
serves as the
“linkage"
Between
Individual
performance
and business
result.
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Definition of Competency
Competency
• A Combination of skills, job attitude, and knowledge which is reflected in Job behavior that can be observed,measured & evaluated.
•Competency is a determining factor for successfulperformance.
•The focus of competency is behavior which is an
application of skills, job attitude and knowledge.
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Definition of competency:-
Skill
Job Attitude
Knowledge
Observable Behavior
Job Performance
Competency
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Competency & Job Description
•Job description looks at what , whereas competency model focuses on how .
•Traditional job description analysis look at elements of the jobs and defines thejob into sequences of tasks necessary to perform the job.
•Competency studies the people who do the job well , and defines the job in
terms of the characteristics and behavior of these people .
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Types of Competency
Managerial Competency ( Soft Competency) This type of competency relates to the ability to manage job and develop
an interaction with other person. For Example problem solving, leadership,
Communication, etc.
Functional Competency (hard Competency)
This type of competency relates to the functional capacity of work,
it mainly deals with the technical aspects of the job. For example:
market research, financial analysis, electrical engineering, etc.
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Competency Identification process
CLARIFY
ORGANIZATIONAL
STRATEGY AND
CONTEXT
COMPETENCY
IDENTIFICATIONGENERATE
COMPETENECY
MODELS
VALIDATE,
REFINE AND
IMPELEMNT
• Analyze work Role andprocess
• Gather Data throughbehavior Event Interview and Focus Group
•Conduct Benchmark Study
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Examples of Competency
DEFNITION:-
Adaplibity – Maintaining effectiveness when priorities change and new task are encounter,
and when dealing with individuals who have different views and approaches. Effectively
performing in different environments, culture, and locations, and when working with
different technologies and levels of individuals.
Key Behavior.• Seeking understanding - Makes efforts to better understand changes in
the environment; actively seeks.
• Information or attempt to understand nature of individuals difference, logic or basis for
change in tasks and situations.
• Embracing change – Approaches change or newness with positive orientation, views
change or newness as a learning as a learning or growth opportunity.
• Making accommodations – Makes accommodation in approach, attitude or behavior in
response to changing environmental requirements.
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Examples of CompetencyDEFNITION:-
Analysis/Problem Assessment – Securing relevant information and identifying key
issues and relationship from base of information; relating and comparing data from different
sources; identifying cause – effect relationships .Key Behavior
• Identifying issues and problems - Recognizing major issues; identifying key
facts, trends, and issues; Separating relevant form irrelevant data.
• Seeking information – identifying/Recognizing information gaps or the need foradditional information; obtaining information by clearly describing what
needs to be known and the means to obtain it; questioning clearly specifically
to verify facts and obtain the necessary information.
•Seeing Relationship – Organizing information and data to identify/explain trends,
problem, and the causes; comparing, contrasting, and Combining information;
Seeing associations between seemingly independent problems or events to
recognize trends, problems, and possible cause – effects relationships.
•Performing data analysis – Organizing and manipulating quantitative data to
identify/explain trends, problem, and their causes.
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Benefits of Using Competency Model
For Managers, The benefits are:
• Identify performance criteria to improve the accuracy and easeof the hiring and selection process.
•Clarify standards of excellence for easier communication of
performance expectations to direct reports.
•Provide a clear foundations for dialogue to occur between the
managers and employee about performance, development, and career-
related issues
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Benefits of Using Competency Model
For Employees, The benefits are:
•Identify the success criteria (i.e. Behavioral standards of performanceexcellence) required to be successful in their role.
•Support a more specific and objective assessments of their strengths and
specify targeted areas for professional development.
•Provide development tools and methods for enhancing their skills
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Key Characteristics of successful implementation
1. Alignment :Competencies impact system that actively support theorganization’s vision, Strategy, and key capabilities
2. Integration: Competency initiatives that produce the most significant change
are applied systematically across a range of HR development processes
3. Distribution: Competency standards alone produce little effect. They mustbe actively and relentlessly communicated and installed with users.
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Key Characteristics of successful implementation
1. Self-Directed Application: Competency system frequently fail because they are too complex or require an unsustainable level of sponsorship or programsupport . Implementation that work best focus on the development of “tools”
that can produce result for users with relatively little ongoing support.
2. Acculturation :In competency system that work. they become part of theculture and the mindset of leaders through repeated application and
refinement over a significant period of time.
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Competency-BasedInterview for selection
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Types of Interview
•Conventional Based Interview
•Competency-Based Interview
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Conventional Interview
•Unstructured :
•Is a type of interview where the question are not designed systematically and not
properly structured
•There is no standard format to follow, therefore the process of interviewing can go in any direction.
•Is seldom equipped with formal guidelines regarding the system of rating/scorning the interview.
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Conventional Interview
•Has Low reliability and validity - there is no accuracy in predicting performance
•Susceptible to bias and subjectivity ( gut feeling)
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Competency-Based Interview (CBI)
• Is a structured type of interview. The questions are focused on disclosing examples of behavior in the past.
•The process of interview is intended to disclose specifically and in detail examples of behavior in the past.
•Is designed based on the principle: past behavior predicts future behavior ( Candidates are most
likely to repeat these behavior in similar situations in the future)
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Competency-Based Interview (CBI)
•Has a high level of validity and reliability
•Equipped with a standard scoring system which refers to behaviors indicators
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Approach in Competency-Based Interview
S What was the situation in which you were involved?
T What was the task you needed to accomplish?
A What Action(s) did you take ?
R What Result did you achieve?
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Approach in Competency-Based Interview
SituationCan you explain the situation?
Where and when did the situation happen?
What events led up to it?
Who was involved in the situation ( Work colleagues, supervisor, Customers)?
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Approach in Competency-Based Interview
Tasks/Actions What tasks were you supposed to do at that time?
What did you actually do at that time?
How did you do it?
What specific steps did you take?
Who was involved?
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Approach in Competency-Based Interview
Results
What was the outcome?
Can you tell me the results of talking such action?
What specific outcome was produced by your action?
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Sample questions in CBI
Competency Sample Questions
Persistence In the process of selling, we are sometimes notsuccessful in securing a new transaction. Can youtell me about one or two situations where yourepeatedly failed to get a new client? What specific steps did you take? What was the
result?
Influencing others Can you describe one or two cases in your effortto obtain new customers? what did you do? What was the result?
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Sample questions in CBI
Competency Sample Questions
Interpersonal Can you tell me about a situation where youUnderstanding faced a client who was disappointed with your
product? What was the situation like? Whatspecific steps did you take? What was result?
Planning & In working, we often face a number of prioritiesOrganizing that must be tackled at the same time. Can you tell
me about one or two actual cases where you hadto face such a situation? What did you do? What was the consequence?
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Bias in the Interview Process
First
Impressions
An interviewer might make a snap judgment about
someone based on their first impression – Positive orNegative – That clouds the entire Interview
For examples, letting the fact that the candidate is
wearing out-of-the –ordinary clothing or has a heavy regional accent take precedence over the applicant’s
knowledge, skills or abilities.
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Bias in the Interview Process
Halo
Effect
The “halo” effects occurs when an interviewer allows
one strong point about the candidates to overshadow or have an effects on everything else.
For instance, Knowing someone went to a particulars
university might be looked upon favorably. Everything the applicant says during the Interview Is seen in this
light.
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Bias in the Interview Process
Contrast
Effect
Strong(er) candidates who interview after weak(er)
ones may appear more qualified than they are becauseof the contrast between the two.
Note taking during the interview and a reasonable
period of time between interviews may alleviate this.
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Competency-Based
Career Planning
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Career Planning Flow
Career PlanningSystem Career Path Design
Analysis of EmployeesFuture Plan
Implementation of
Development Program
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Defining Career path
What isCareer path?
Career path is a series of positions that one must go through
in order to achieve a certain position in the company.
The ‘Path’ is based on the Position Competency profile that
an employee must have to be able to hold a certain position.
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Defining Career path
Analyzing a
position or job
based on the
Competency
Required
Categorizing the
positions that
require similar
Competencies into
one Job Family
Identifying careerpaths basedon the job
Family
Competency
Profile
(Functional andManagerial)
Competency Per Position
Categorizing
the positionsinto a job Family
•Career path;
Vertical,Lateral & Diagonal
•Mandatory Training
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Assessing Employee career Plan
Employee
Career Needs
Organization
Career Needs
•Assessment of the
career type of theemployee
•Assessment of theemployee
Competency Level(For example throughassessment centre)
•Assessment of thecompetency profilerequired by the position
•Assessment of the
organization’s need of manpower planning
Match?
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Employee Development Program
Employee
Career Needs
Organization
Career NeedsMatch?
Special Assignment
Executive
Development program
Mentoring Job Enrichment Desk Study
On the Job
Development
Presentation
Assignment
Apprenticeship in otherCompany
Training/Workshop
Development Programs & Interventions
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Competency-Based
Training & Development
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Competency-Based Training Framework
CurrentCompetency
Level of the
employee
Competency
Gap RequiredCompetency
level for certain
position
Competency
Assessment Training and
Development
Program
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Competency Profile Per Position
1 2 3 4 5
Communication Skill
Public Speaking
Leadership
Training Need Analysis
Material Development Training Evauation
Communication Skill
Interview Skill
Analytical Skills
Understand Selection Tools Teamwork
Customer Orientation
Recruitment
Supervisor
Required LevelRequired Competency Position
Training &
Development
Manager
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Competency Profile Per PositionManagerial Competency 1 2 3 4
Leadership Required Level
Actual Level
Achievement Orientation
Team Work
Planning & Organizing
Functional Competency 1 2 3 4
Mechnical Engineering
Mechnical Equipment Maintenance
PositionCompetency
RequirementRelevant Training Module
Leadership I
Communication Skill I
The Art of Motivating of Employee
Providing Effective Feedback
Goal Setting Technique
Work Motivation
Planning & Organizing
Continous Self improvement
Leadership
Achievement
Orientation
Supervisor
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Training Matrix for Competency Development
Training detail
Managerial Competency
Communication Skill *
Leadership *
TeamWork *
Achievement Orientation *
Customer Focus * Job Functional Skills *
Communication Skill *
Leadership *
Team Work *
Achievement Orientation *
Customer Focus *
Strategic Thinking *Problem Solving & Decision Making *
Job Functional Skills *
S t r a t e g t i c s
m a n a g e
m e n t
B u i l d i n g
P r o d u c t
i v e
T e a m w o r k
P r o f e s s i
o n a l
S e m i n a r S e r i e s
Supervisor
O n B e c o m i n g
E f f e c t i v
e
L e a d r s h
i p 2
S e r v i c e
E x c e l l e n c e f o r
C u s t o m
e r
A c h i v e m
e n t
M o t i v a t i o n
T r a i n i n g
C r a e t i v e
P r o b l e m
S o l v i n g
Position
P r o d u c
t i v e
C o m m u n i c a t i o
n
S e r i e s
O n B e c o m i n g
E f f e c t i v
e
L e a d r s h
i p 1
Manager
* Compulsory Training
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Competency-Based
Performance Management
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Individual Performance Element
Individual Performance
Elements
has two main
Categories
1.Performance Result: Hard orQuantitative aspects of performance
(Result)
2.Competencies: it representsoft or qualities aspects
of performance (Process)
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Individual Performance Element
1.Performance Result Score
2.Competencies Score
Overall Score
Will determine the employee’s
career movement, and also the
reward to be earned
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Element # 1: Performance Result
S.No Main Performace Target Target to be Achieved
1 Conduct an assessment of the All employees submit their performance assessment form on timeemployee's Performance
2 Improve the system for Target:Completed 100%
performance assessment In novemebr 2008
3 Conduct Training activity Target: To Impart 6 man days training on various aspects in a year (Measured Quaterly)
4 Carry out on the job Training Target:90% of the total Employee
activities who attend the training
experience an increase in skill and knowledge
Target should be measurable and specific
Competency Profile Per Position
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Competency Profile Per Position
Basic Intermediate Advance Expert
Activity listens, and clarifies
understanding where required, in order to
learn form others
Actively listens, and clarifies
understanding where required, in
order to learn form others
Actively listens, and clarifies understanding
where required, in order to learn form others
Actively listens, and clarifies
understanding where required, in order to
learn form others
Empathies with audience and formulates
messages accordingly
Empathies with audience and
formulates messages accordingly
Empathies with audience and formulates
messages accordingly
Empathies with audience and formulates
messages accordingly
Shares resources and information Shares resources and information Shares resources and information Shares resources and information
Rsponds,promptly to others team
member's need
Balances complementary
strengths in team and seeks
diverse contribution and
perspective
Actively builds internal & External networks.Builds internal & External networks and
uses them to efficiently to create value
involves team in decision that
effect them
uses cross functional team to draw upon skills
& Knowledge throughout the organization
uses cross functional team to draw upon
skills & Knowledge throughout the
organization
Encourage co-operation rather
than competition within the
team and with key stakeholder
Builds and maintain relationships across The
company
Drives and leads key relationship groups
across The Company
Manages alliance relationship through
complex issues such as point of competing interest
Ensure events and systems, eg IT for
collobration are in placed and used
Drwa upon the full range of relationships
(Internal, External, across the company) at
critical points in marketing and
negotiations
Competency : Collaboration
Assessing Competency through
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Assessing Competency through
Assessment Centre
Assessment Centre Characteristics:
•A Standardized evaluation of behavior based on multiple inputs.
•Multiple trained observers and technique are used.
•Judgments about behaviors are made, in major part, from specifically developed assessment stimulation.
•These judgments are pooled in a meeting among the assessors or by a statisticalintegration process.
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Types of Test in Assessment Centre
In-Basket
Exercise
Role
Simulation
In-trays or in-baskets involve working form the
contents of a manager’s in-tray, which typically consists of letters, memos and background information, you may beasked to deal with paperwork and make decisions,balancing the volume of work against a tight schedule .
In a role, you are given a particulars role to assume for a
certain task. The task will involve dealing with a role player
in a certain way, and there will be an assessor watching therole play.
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Types of Test in Assessment Centre
Presentation
Fact-Finding
Exercise
You May be required to make a formal presentation to a number of
assessors. In some cases this will mean preparing a presentation inadvance on a given topic . In other cases, you may be asked to interpret
and analyze given information, and present a cases to support a decision.
In a fact-finding exercise, you may be asked to reach a
decision starting form only partial knowledge. Your task isto decide what additional information you need to make the
decision, and sometimes also to question the assessor toobtain this information.
C
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Types of Test in Assessment Centre
Group
Discussion
Group exercise are timed discussion, where a group of participants work
together to tackle a work-related problem. Sometimes you are given aparticulars role within a team, for example sales manager or personnel
manager. Other times there will be no roles allocated. You are observed
by assessors, who are not looking for right or wrong answers, but for how
you interact with your colleagues in team.
C t A t d R ti
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Competency Assessment and Rating
Result of observationthrough The
assessment
centre
Competency Score
R d d F th R di
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Recommended Further Readings
1.Paul Green, Building Robust Competency, John Wiley and sons
2.David dubois, Competency – Based HR management, Black publishing
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Thank You
Regards
Madhan.K.G