24672055 Competency Mapping

8/8/2019 24672055 Competency Mapping

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COMPETENCY

MAPPING

Human ResourceMANAGEMENT

Ved Prakash DayalVed Prakash DayalEnrollment No. : 28904Enrollment No. : 28904

NIMT, GhaziabadNIMT, Ghaziabad

HR MajorHR Major


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What do we mean whenwe say

COMPETENCY ?


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Competencies are seen mainly as inputs.

They consist ofclusters of knowledge,attitudes and skills that affect an

individuals ability to perform.


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First popularized by Boyatzis (1982)with Research result on clusters ofcompetencies:

A capacity that exists in a personthat leads to behaviour that meetsthe job demands within parameters

of organizational environment, andthat, in turn brings about desiredresults

D E F IN IT IO N


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Skill: Ability to accomplish

Talent: Inherent ability

Competency: Underline characteristics that give

rise to skill accomplishment Knowledge, skill and attitude

C E P T O F C O M P E T E N C


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et ofSKILLSRelates to the

ability to do,

AttributeRelates toqualitative

aspects

personal traits

KNOWLEDGERelates to

information

COMPETENCY

utstandingerformance of asks oractivities


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Generic or specific:

Threshold or performance:Basic competencies required to do the

job, which do not differentiatebetween high and low performers

Performance competencies are thosethat differentiate between high and

low performers

Differentiating Competencies:Behavioral characteristics that high

performers display

P E S O F C O M P E T E N C IE


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COMPETENCIESAPPLICATIONS

Competency frameworks:Define thecompetency requirements that coverall the key jobs in an organization. Thisconsists of generic competencies.

Competency maps: Describe thedifferent aspects of competentbehaviour in an occupation againstcompetency dimensions such as

strategic capability, resourcemanagement and quality.

Competency profiles: A set ofcompetencies that are require toperform a specified role.


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M A N A G E M E N T

Organizational Strategy

Vision, Mission, Values, Strategic,Intent, Corporate Governance,Corporate Social Responsibility & Ethics

Business Strategy

Business Plan & Goals, CulturePeople, Technology

Teamwork Strategy

Leadership, CommunicationConflict Management, InterpersonalSkills, Project Orientation, Self

Managed Teams (SMT)

Role StrategyAbility, Autonomy, Multiskilling,Task identity, PerformanceEvaluation & rewards and performancedevelopment

Core Competencies(Organizational wide)

Business Competencies

(SBU specific)

Team Competencies(Project driven)

Role Competencies

(Role wise)

Stakeholder Interest

Market Positioning

Achieving Business Targets

Employee Satisfaction

Profit Center Orientations

Team Development & Synergy

Performance Accomplishment

Individual Development

STRATEGIC FRAMEWORK COMPETENCYFRAMEWORK

COMPETENCY MODELINGFRAMEWORK


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:ROGRAM DESIGN AND IMPLEMENTATION THEMODEL

OMPETENCYFRAMEWORK1.Core competencies

(Organization wide

2.Business competencies (SBU

specific)3.Team Competencies (project

driven)

4.Role competencies (Role wise)

OMPETENCYIDENTIFICATION1.Identification process (4 steps)

2.Consolidation of checklist

3.Rank Order and finalization

4.Validation and Benchmark

OMPETENCYASSESSMENT1.Psycho-metric tool

2.360 Degree approach

OMPETENCYDEVELOPMENT1.Maturity framework & matrix

2.Areas of improvement

3.Action Plan

OMPETENCYMAPPING1.Strategy-Structure

Congruence

2.Structure RoleCongruence

3.Vertical & horizontal Rolelinkages

4.Positioning to bring incompetitiveadvantage

NTEGRATION OFR FUNCTION

1.PMS 5. R&S

2.CP & CD 6. RS

3.SP & SD

4.T&D


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ROLE COMPETENCIES

A set of competencies required toperform a given role .

Each competency has a skill set


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IDENTIFICATION OF ROLECOMPETENCIES

Structure and list of roles

Definition of roles Job description

Competency requirement


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Organizational structure study andexamination

List all the roles in the structure Identify redundant and overlapping

roles

Final list of roles

:TRUCTURE AND LIST OF ROLESSTEPS


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Identify KPAs of the role

Link the KPAs with Dept. and

Organizational goals State the content of the above in

one or two sentences

Position the role in perspective withthat of others

:FINITION OF ROLE STEP


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JOB DESCRIPTION:

STEPS

List down all the activities/tasks

Small and Big

Routine and Creative

Categorize activities under majorheads


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COMPETECNY

IDENTIFICATION: STEPS

Identify against each activity thefollowing:Role holder interview and listing

Internal/External customer interviewand listingStar performer interview and listingRole holder critical incident analysis

Consolidate the above and make a

checklist of competencies Rank- order and finalize on 5/6

competencies critical to the role


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COMPETENCY

ASESSMENT Following methods are used:

Assessment/DevelopmentCentre

360 Degree feedback

Role plays

Case study

Structured Experiences

Simulations

Business Games


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COMPTENCYDEVELOPMENT

Roleole dentifieddentifiedcompetenciesompetencies ssessmentssessmentresultesult reas ofreas ofimprovementmprovement ctionctionplanlan


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COMPETENCYMAPPING

Strategy structure congruence Structure Role congruence

Each role to be unique

Non-RepetitiveValue adding

Vertical and horizontal role congruence Ensure non repetitive tasks in two

different roles Ensure core competencies for each task Link all the above and position to bring in

competitive advantage


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DELIVERABLES

1.Role Directory

2.Competency profiles

3.Competency Map

4.Competency based HR systems5.Recommendations: Rationalization of

structure and manpower

6.Institutionalization of interventions

7.Organization Diagnosis Report


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Why Competency

approach? Conventional Job Analysis

leads to:

long lists of tasks andthe skills /knowledgerequired to performeach of those tasks

Data generation fromthe experts

Results in EffectivePerformance

Competency model leads to:

a condensed set ofpersonal characteristics

Data generation fromoutstanding performersin addition to expertsand other jobincumbents

Results in OutstandingPerformance


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Identify Outstanding from

Satisfactory Performance

Competency approach allows managersto make a distinction between a

person's ability to do a set ofparticular tasks at specified minimumacceptable level and the ability to dothe whole job containing these tasks

in an outstanding manner.


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Competencies help

companies raise the Bar ofperformance expectations

teams and individuals align theirbehaviours with key organisational

strategy each employee understand how to

achieve stated expectations


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Competency basedrecruitment

Competency based recruitment processesreduce the chances of a costly hiringmistake and increase the likelihood of

identifying and selecting the right personfor the right job.


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Competency basedPerformance Appraisal

Competencies enable

establishment of clear highperformance standards

Collection and proper analysis offactual data against the setstandards.

Conduct of objective feedbackmeetings

direction with regard to specific areasof improvement


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Competency basedTraining

Opportunity to identify/ develop specifictraining programmes

Focused Training enabling improvement

in specific technical and managerialcompetencies

Better ROI on training?


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Competency basedDevelopment

Competencies

enhances the understanding ofdevelopment and the individual

gets the necessary tools to takeresponsibility for their owndevelopment

give the managers a tool to empower

them to develop people


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Competency based Pay

Provide an incentive for employeesto grow and enhance theircapabilities.

SYSTEMS


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SYSTEMS(Competency based HR

practices)ewardSystem

PerformaneManagemenSystem

Recruitme&t

Selections

areer&lanareerDevelopment

ompetencyRequirement

ompetencyAvailabilityCompetency

/cquisitionDevelopment uccessionlans&

uccessionDevelopmentraining

/developmen&PlansProgrammes


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CONCLUSION

Inadequate Role Competencies Two options:

Develop the competencieswithin a timeframe

Quit the Role

No option other than to perform

HRD function to ensurecompetencies in each role


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ThankYou!!!!

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24672055 Competency Mapping

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