Post on 10-Apr-2018
transcript
8/8/2019 Creating Organizational Effectiveness Using Competencies
1/36
Creating Organizational Success
using CompetenciesFor HR SANGAM
8/8/2019 Creating Organizational Effectiveness Using Competencies
2/36
Food for Thought!
What creates Organizational Success?
What are the Indicators of an Organizational
Potential Success?
What factors ensure Organizational Success?
Enhance/HR Sangam2
8/8/2019 Creating Organizational Effectiveness Using Competencies
3/36
Competency Vs Performance
Video
Performance is a deliberate and purposeful action orset of actions that an individual takes in order toachieve a desired result or output of some kind that has
got value to the individual whereas Competency canbe thought of as the tools that individuals use forsuccessful or exemplary (best-in-class) performance
The best performer is always called as Competentperformer and not vice versa that is, the performance
can be influenced by the organizational environmentthat includes processes and systems
Enhance/HR Sangam3
8/8/2019 Creating Organizational Effectiveness Using Competencies
4/36
Enhance/HR Sangam4
?
8/8/2019 Creating Organizational Effectiveness Using Competencies
5/36
Slavery
Forest as
Laborer
Evolution of Hetro
Work force
No working Hours
Human Rights
Hygiene Laws
Welfare officer
Administrator
Personnel
IR and ER
Training
People
NO HR
Competency Manager
No working Hours
Human Rights
Hygiene Laws
Welfare officer
Administrator
Personnel
IR and ER
Training
People
NO HR
Competency Manager
Family as
LaborAnimal as laborers
Noise at Birth
Novice as
Developed
Voice at Growth
Choice for CA
Rejoice as Work
Life Balance
Noise at Birth
Novice as
Developed
Voice at Growth
Choice for CA
Rejoice as Work
Life Balance
Evolution of Competency
Enhance/HR Sangam5
8/8/2019 Creating Organizational Effectiveness Using Competencies
6/36
Who decides what competencies are
required?
6Enhance/HR Sangam
8/8/2019 Creating Organizational Effectiveness Using Competencies
7/36
I asked for a pair of hands,unfortunately a person came
attached with it.
Knowledge
You can chose any color as
long as its is Black
Leave your brain behind and
do what I say
HENRY FORD
Enhance/HR Sangam7
8/8/2019 Creating Organizational Effectiveness Using Competencies
8/36
Competency at best on the Street side palmist a true story
Enhance/HR Sangam8
8/8/2019 Creating Organizational Effectiveness Using Competencies
9/36
U
U
U
Value Creation Selling (VCS) Your competency in understanding this Dynamics
courtesy Ram Charan
Customer
Customers
Customer
Competitor of
Customer and
Customers customer
Enhance/HR Sangam9
The Customer Focused Enterprise
8/8/2019 Creating Organizational Effectiveness Using Competencies
10/36
Impact of CBM
Enhance/HR Sangam10
8/8/2019 Creating Organizational Effectiveness Using Competencies
11/36
EVOLUTION AND THEORETICAL
ASPECTS
Competency
11Enhance/HR Sangam
8/8/2019 Creating Organizational Effectiveness Using Competencies
12/36
Origin and History
Enhance/HR Sangam12
Frederick Taylor
Breaking down jobs into sub-components
David McClelland-Father ofCompetency
1973 started Competencymovement
Academic exams & IQ was nogood
Competencies are the
differentiator & can be learned
Richard Boyatzis
1982 an underlyingcharacteristic of an individualwhich is causally related toeffective or superiorperformance in a job
Zemke (1982) Applying job competencies to training
8/8/2019 Creating Organizational Effectiveness Using Competencies
13/36
Competency
A combination of knowledge, skills and attitude,which leads to superior performance
The term competency is widely used as
A set of skills, knowledge and attitude that is requiredin an individual to perform a specific job
A blend of IQ and EQ, where each is significant tosuperior performance.
Enhance/HR Sangam13
8/8/2019 Creating Organizational Effectiveness Using Competencies
14/36
Enhance/HR Sangam14
Looking Deep Competency
Knowledge
Skills
Identify & Train
Motives
Traits
Thought
Select For
Attitude
8/8/2019 Creating Organizational Effectiveness Using Competencies
15/36
CEOs Experience in
Competency Mapping and Assessment Brakes India
Coromandel Fertilisers
PepsiCo India
Bajaj Auto
HPCL
Dupont Fibres
VATech Wabag
Take Solutions
Matrix Laboratories
Commtel Networks
Kobe Precision Tech (Malaysia)
Tenega Nasional (Malaysia) MLNG Petronas (Malaysia)
Busana Apparels (Indonesia)
Enhance/HR Sangam15
Assessed more than 2000 people across functions
Conducted around 50 assessment centres
Experience in both leadership as well as functional
competency domain
Adopted assessment centre and 360 feedback
method
Supported by expert research team
Initiatives led to great milestones
PCMM Certification
Japanese Quality Gold Award
South East Asias Best Practice Award
CII-EXIM Business Excellence Award
8/8/2019 Creating Organizational Effectiveness Using Competencies
16/36
CREATING SUCCESS
Using Competencies
Enhance/HR Sangam16
8/8/2019 Creating Organizational Effectiveness Using Competencies
17/36
2-Factor Model
Effectiveness
Efficiency
OrganizationalSuccess
Enhance/HR Sangam17
8/8/2019 Creating Organizational Effectiveness Using Competencies
18/36
Case
Divide into 3 teams
Enhance/HR Sangam18
8/8/2019 Creating Organizational Effectiveness Using Competencies
19/36
EFFECTIVENESS
Organizational Success Factor
Enhance/HR Sangam19
8/8/2019 Creating Organizational Effectiveness Using Competencies
20/36
Applications
Recruitment & Selection
Training
Competency Based Compensation
Performance Management
Succession Planning
Career Planning
Enhance/HR Sangam20
8/8/2019 Creating Organizational Effectiveness Using Competencies
21/36
Linkages between Organization & People Competencies(by Ganesh Shermon)
Enhance/HR Sangam21
Business Strategy
Business model
ProcessesDifferentiators
HR StrategyPeople Profile
PeoplePerformance
Processes Design
TechnologyProcesses
Change drivers
Performance MetricsKP I
MilestoneTargets
Core CompetenceDefinition
SWOTCapability Profile
Organization Design
Structure & KPI'sCulture
Realization ofStrategic Clarity
Realization ofResults
Milestones
Realization of
CompetencyPlans
Realization of
Tactical Goals
Organizational Competency Building
Critical SuccessFactors
Risk Adjusted
ReturnPortfolio of
Assets
Competency Model
DevelopmentCompetency Based
HR ProcessEngineer
DevelopmentCentre
Gap AnalysisCompetencyAssessment
Consolidation
Business Competency Building
People Competency Building
Performanc e Competency Building
Career Competency Building
Potential Competency Building
Drivers
CurrentState
FutureState
8/8/2019 Creating Organizational Effectiveness Using Competencies
22/36
Organization Competency Grid0 Counseling required Guide Groom
Sivaramakrishnan Mohammad Ilias
Gopal RaoSujatha
PadbanabanRakesh Sukla
-1 Critical attention needed Handhold CoachRavi Naik Manju Menon
XaviarNishant Gokale
Sivakumaran
-2 Crisis Critical attention needed Accelerate learningRaghunath Reddy
-30.75 0.50 0.25 0
Fundamental & Leadership competencies-Dept Grid
Demonstration Variance (CCL Minus CPL)
DevelopmentGap
(CPLMinusRPL)
TargetedDevelopme
nt
PlannedInterv
ention
Immedia
teAttention
22Enhance/HR Sangam
8/8/2019 Creating Organizational Effectiveness Using Competencies
23/36
HR Strategy
Role Definition &Job Profiling
Sourcing &Recruitment
Selection &
Assessment
Succession Planning
Training &Development
PerformanceManagement
New Hire
Orientation
Competency Linkage to HR Processes
23
Leadership Competency Functional Competency
Critical Behaviour ApplicationKnowledge
Leadership
Proficiency
Functional
Proficiency
Overall Individual
Proficiency
Individual Development Plan
High Potential Employees
Future Leaders
Career Planning
Talent Pipeline
Vision and Values
Business Plan and Challenges
Competitive Advantage
Organization Structure and Roles
Operational
Excellence
Enhance/HR Sangam
8/8/2019 Creating Organizational Effectiveness Using Competencies
24/36
Competency Application to Big Picture
24
Competency Assessment Individual Development Plan
Business Academy
All Participants
High Potentials
On the Job Projects
Career Development
E LearningCoaching and Mentoring
Technical Training Centre
Job Posting Applicant Evaluation Career Moves
Vacancies
Job Description
Profile Description
Past Performance
Experience in Current Org
Experience in Current Role
Supervisor Comments
ADC Inputs
Those who have notqualified for OA
Enhance/HR Sangam
8/8/2019 Creating Organizational Effectiveness Using Competencies
25/36
EFFICIENCY
Organizational Success Factor
25Enhance/HR Sangam
8/8/2019 Creating Organizational Effectiveness Using Competencies
26/36
Popularly known framework
Enhance/HR Sangam26
8/8/2019 Creating Organizational Effectiveness Using Competencies
27/36
Some of the Best Models
Enhance/HR Sangam27
PepsiCo Model removed for rights purposes
8/8/2019 Creating Organizational Effectiveness Using Competencies
28/36
Some of the Best Models
Enhance/HR Sangam28
Personal
EffectivenessTeamwork
SettingStandards
Resource
Management
ResultOrientation
DecisionMaking
Planning&Organizing
SystemsOrientation
Mentoring
TeamLeadership
DevelopingSelf
Impact &Influence
InterpersonalRelationship
BuildingCustomer
Relationship
CustomerSensitivity
Entrepreneurship
Business Focus
Innovation
PLAN THE
FUTURE
DOING IT
PERFECT
INVEST &
DEVELOP
Strategic
Or ientation
Customer
Or ientation
TeamBuilding
AchievementOrientation
Execution
Excellence
PersonalEffectiveness
Customer ServiceOrientation
The inner red circle refers to
the clusters;
The yellow circle denotes the
competencies belonging to
the three-clusters; and
The outer red circle refers to
the themes under each of the
six competencies.
8/8/2019 Creating Organizational Effectiveness Using Competencies
29/36
CEOs Model
(Integrated Approach)
Fundamental Critical for all employees
Reflections of the organization'svalues, culture and businessimperatives
Leadership Critical for managerial/
executive roles
Functional Specialized knowhow or
abilities Function/Job specific
29Enhance/HR Sangam
8/8/2019 Creating Organizational Effectiveness Using Competencies
30/36
BRITVIC
BRITVIC operates a two-tiered graduate assessment centrerecruitment process for its young manager graduate and maturegraduate training programmes. The first assessment centre typicallyinvolves upto 24 candidates across a general talent pool and tests sixkey competency areas within the following tests and experience. Numerical Reasoning Tests
One-to-one competency-based interviews Practical problem-solving task
Two group or discussion exercises
Verbal reasoning tests
Working on exercises with employees currently on the graduateprogramme
The second assessment centre focuses on specific job types and typically
involves between 10 and 12 candidated. The format of the assessment issimilar to the first but in addition candidate must give a 15-minutepresentation on a pre-determined topic
Enhance/HR Sangam30
8/8/2019 Creating Organizational Effectiveness Using Competencies
31/36
KPMG
KPMG operated a one-day assessment centre
as part of its graduate recruitment process.
Candidate assessments include a in-tray
exercise where candidates prioritize a largenumber of documents, as group exercise , a
presentation and a partner interview
Enhance/HR Sangam31
8/8/2019 Creating Organizational Effectiveness Using Competencies
32/36
PHILIPS SEMICONDUCTOR
Leadership Potential Assessment: Philips Semiconductor relies on explicit leadership competencies to
provide a common language for discussing the potential of individualemployees by following the steps below : Rank Individuals by competencies
Individuals are scored , weighted, and ranked in the six core competencies
Identify Strengths and Weakness
A Core management team uses these competencies to identify strengths and weakness of keyindividuals and to map out a specific development plan
Enroll in Assessment Centers Once identified , top potential leaders may participants in a two to three-day program at the
assessment centre. Participants engage in exercise formats to provide a total picture of theirskills sets . Participants are assesses on the following parameters:
o Ability to develop self and others
o Solutions-oriented thinker
o Determination to achieve excellent results
o Exemplifies strong market focuso Inspires commitment
o Portrays as demand for top performers
Enhance/HR Sangam32
8/8/2019 Creating Organizational Effectiveness Using Competencies
33/36
ROLLY-ROYCE
ROLLY-ROYCEs graduate assessment centres
use interviews. Psychometric tests, a case
study, and offer an opportunity to speak to
current graduate trainees at the company. Thecompany also tests applicants technical
knowledge either at the assessment centre or
in a final interview
Enhance/HR Sangam33
8/8/2019 Creating Organizational Effectiveness Using Competencies
34/36
SMITHKLINE BEECHAM
SMITHKLINE BEECHAM CONSUMER HEALTH
CARE used assessment centers to determine
the person-position match. They used
structured interviews, case study, scenariodiscussion and portfolio presentation as a part
of the process
Enhance/HR Sangam34
8/8/2019 Creating Organizational Effectiveness Using Competencies
35/36
Q&A
Enhance/HR Sangam35
8/8/2019 Creating Organizational Effectiveness Using Competencies
36/36
Thank You!
Enhance/HR Sangam36