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© 2010 CapitalWave, Inc. | All rights reserved.
CapitalWave, Inc.
What do we mean when we say “COMPETENCY” ?
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CapitalWave, Inc.
COMPETENCY?
A Competency is an underlying characteristic of a person
which enables him /her to deliver superior performance in a given job, role or a situation.
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CapitalWave, Inc.
Competencies are seen mainly as inputs. They
consist of clusters of knowledge, attitudes and skills that affect an individual’s ability to perform.
COMPETENCY?
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© 2010 CapitalWave, Inc. | All rights reserved.
CapitalWave, Inc.
Competencies are seen mainly as inputs. They
consist of clusters of knowledge, attitudes and skills that affect an individual’s ability to perform.
COMPETENCY?
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© 2010 CapitalWave, Inc. | All rights reserved.
CapitalWave, Inc.
Hayes (1979) - Competencies are generic knowledge motive, trait, social role or a skill of a person
linked to superior performance on the job.
COMPETENCY?
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CapitalWave, Inc.
Albanese (1989) - Competencies are personal characteristics that
contribute to effective managerial performance.
COMPETENCY?
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CapitalWave, Inc.
UNIDO (2002)- A Competency is a set of skills, related knowledge and attributes that allow an individual to successfully perform a task or an activity within a specific function or job
COMPETENCY?
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© 2010 CapitalWave, Inc. | All rights reserved.
CapitalWave, Inc.
Competencies
underlying characteristic of a person
inputs.
clusters of knowledge, attitudes and skills
generic knowledge motive, trait, social role or a skill
personal characteristics
set of skills, related knowledge and attributes
Job• superior performance in
a given job, role or a situation
• individual’s ability to perform.
• linked to superior performance on the job.
• contribute to effective managerial performance
• successfully perform a task or an activity within a specific function or job
What is Common in the Definitions?
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Set of SKILLS
Relates to the ability
to do,
Physical domain
Attribute
Relates to qualitative
aspects
personal Characteristics or traits
KNOWLEDGE
Relates to information
Cognitive Domain
COMPETENCY
Outstanding Performance of
tasks or activities
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CapitalWave, Inc.
A Competency is described in terms of key behaviors that enables recognition of that competency at the work place.
These behaviors are demonstrated by excellent performers on-the-job much more consistently than average or poor performers. These characteristics generally follow the 80-20 rule in that they include the key behaviors that primarily drive excellent performance.
Behavior Indicators
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CapitalWave, Inc.
Example of a Competency
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The ability to break problems into component parts and consider or organize parts in a systematic way; the process of looking for underlying causes or thinking through the consequence of different courses of action.
Analytical Thinking
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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 to gain 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 arrive at logical solutions
Key Behavior Indicators
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© 2010 CapitalWave, Inc. | All rights reserved.
CapitalWave, Inc.
What is a Competency Model?
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CapitalWave, Inc.
A competency model is a valid, observable, and measurable list of the knowledge, skills, and attributes demonstrated through behavior that results in outstanding performance in a particular work context.
Typically A competency model includes Competency titles Definitions of those titles Key Behavior indicators
Competency Model
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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.
Competency – Broad Categories
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Technical / Functional Specific competencies which are considered essential to
perform any job in the organization within a defined technical or functional area of work. E.g.: Finance, environmental management, etc.
Competency – Broad Categories
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COMPETENCY MODELING BEGINS THE PROCESS OF BUILDING TOOLS TO LINK EMPLOYEE PERFORMANCE TO THE MISSION AND GOALS OF THE ORGANISATION
Competency – Building Tools
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© 2010 CapitalWave, Inc. | All rights reserved.
CapitalWave, Inc.
Why Competencies ?
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CapitalWave, Inc.
Job Analysis leads to • long lists of tasks and
the skills / knowledge required 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 in addition to subject matter experts and other job incumbents
Outstanding Performance
Traditional Job Analysis vs. Competency Approach
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The approach allows executives and managers to make 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
Distinguish Superior from merely Satisfactory Performance
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CapitalWave, Inc.
The competency definitions are based upon outstanding current performance in the organization. These competencies do not reflect someone's management theory or an academic idea of what it takes to do the job well, but rather are based on what works within the organization and most directly contributes to top performance.
Behavior Indicators Based upon What Outstanding Individuals Do
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It is one thing, for example, to ask whether an employee "takes initiative," a very general concept, open to interpretation, but it is quite another to ask, "Was it typical of this manager to carry out tasks without your having to request that they be done?," a question which has only two answers, "Yes" and "No".
Competencies are Behavior Specific
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Competencies help companies ‘raise the Bar’ of performance
expectations help teams and individuals align their behaviors
with key organizational strategy each employee understand how to achieve
expectations
Holistic Application
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CapitalWave, Inc.
Competency Model
Recru
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and se
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Performance
Managem
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Compensatio
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Alignment of HR Systems
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CapitalWave, Inc.
Competency based interviews reduce the risk of making a costly hiring mistake and increase the likelihood of identifying and selecting the right person for the right job
Competency Based Recruitment
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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
Competency Based Performance Appraisal
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CapitalWave, Inc.
Competency based appraisal process leading to effective identification of training needs
Opportunity to identify/ develop specific training programs - Focused training investment
Focused Training enabling improvement in specific technical and managerial competencies
Competency Based Training
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CapitalWave, Inc.
Competencies contribute to the understanding of what
development really mean, giving the individual the tools to take responsibility for their own development
give the line managers a tool to empower them to develop people
Competency Based Development
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CapitalWave, Inc.
Provide an incentive for employees to grow and enhance their capabilities
Competency Based Pay
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© 2010 CapitalWave, Inc. | All rights reserved.
CapitalWave, Inc.
Methodology?
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CapitalWave, Inc.
Background information about the organization
Decide on the Occupation / Job Position(s) that require competency Model(s)
Discuss the application of the competency model
Select a data collection method and plan the approach
Organize Data collected
Identify main themes or patterns
Build the model - Defining specific behavior Indicators
Review the model
Steps in Model Building
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CapitalWave, Inc.
Resource / Expert Panels Structured process to get the participants (Job holders, managers HR /
training staff) to think systematically about 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 events and experiences.
Generic competency Dictionaries Conceptual frameworks of commonly encountered competencies and
behavior indicators Serve as a starting point to the model building team 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
Competency Data Collection Methods
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CapitalWave, Inc.
Competency Model Building
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CapitalWave, Inc.
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 behaviors List top ten competencies
Competency Model Building – A Detailed Approach
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CapitalWave, Inc.
Critical incident technique - interviewing top performersIncidents that lead to effective performanceIncidents that lead to in effective performanceDiscuss specific behaviorsList behaviorsList competencies
Competency Model Building – A Detailed Approach
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Content AnalysisGroup behaviorsMatch behaviors to competencies using
competency dictionary as a guidelineEvolve new set of competencies if anyMatch behavior indicators identified through
CIT to the top 10 competencies identified by the focus group
Review the model and make corrections
Competency Model Building – A Detailed Approach
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© 2010 CapitalWave, Inc. | All rights reserved.
CapitalWave, Inc.
Questions