Compentency_Mapping1

8/3/2019 Compentency_Mapping1

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Competency Approach to HumanResource Management


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What do we mean when wesay COMPETENCY ?


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A Competency is an underlying

characteristic of a person which enableshim /her to deliversuperior performancein a given job, role or a situation.


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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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Hayes (1979)

Competencies aregeneric knowledgemotive, trait, social role or a skill of a

person linked to superior performance

on the job.


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Albanese (1989)

Competencies arepersonalcharacteristics thatcontribute toeffective managerial performance.


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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.


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Spencer and Spencer

An underlying characteristics of

an individual that is casually

related to criterion referencedeffecting and/or superior

performance in a job situation


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Competency

Characteristics Motives

Traits

Self concept

Knowledge

skill


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Set of

SKILLS

Relates to the

ability to do,

Physical

domain

Attribute

Relates to

qualitativeaspects

personalCharacteristics

or traits

KNOWLEDGE

Relates to information

CognitiveD

omain

COMPETENCY

OutstandingPerformance of

tasks or activities


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COMPETENCY Vs.

COMPETENCE Competency: A person- related

concept that refers to the

dimensions of behaviour lying behindcompetent performer.

Competence: A work- related

concept that refers to areas of work

at which the person is competent

Competencies: Often referred as the

combination of the above two.


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TYPES OF

COMPETENCIES Generic or specific:

Threshold or performance: Basic competencies required to do the job, which do

not differentiate between high and low performers

Performance competencies are those that

differentiate between high and low performers

Differentiating Competencies: Behavioral characteristics that high performers

display


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BehaviourIndicators

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


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Approaches to

Competency Mapping

Top down approach

Bottom up approach

Hybrid approach

Historical approach

Contemporary approach


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Example of a Competency


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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.


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Key BehaviourIndicators 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.


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What isa

Competency Model?


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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 includes Competency titles

Definitions of those titles

K

eyB

ehaviour indicators


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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.


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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


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Competency modeling begins the process of building

tools to link employee performance to the mission and

goals of the organisation .


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Why Competencies ?


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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; jobincumbents

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


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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


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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.


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The Competencies are Behaviour Specific

It is one thing, for example, to ask whetheran employee "takes initiative," a very

general 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".


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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.


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Alignment of HR systems

CompetencyModel


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Competency based recruitment

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


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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.


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Competency based Training

Competency based appraisal process leading toeffective identification of training needs.

Opportunity to identify/ develop specifictraining programmes - Focused training

investment.

FocusedTraining enabling improvement in

specific technical and managerial competencies


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Competency based Development

Competencies

Contribute to the understanding of what

development really mean, giving theindividual the tools to take responsibility fortheir own development.

Give the line managers a tool to empowerthem to develop people


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Competency based Pay

Provide an incentive for employees to grow

and enhance their capabilities.


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Methodology?


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Steps in ModelBuilding

Background information about the organisation 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 theapproach

Organize Data collected

Identify main themes or patterns

Build the model - Defining specific behaviourIndicators

Review the model


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


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Data Collection Methods

G

eneric 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


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Competencymodel building

A detailed approach


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A Detailed Approach

Info about the company. Decision on the job position(s) .

Discussion on the CM application.

Basic data collection on the jobresponsibilities(using customized menu)

Focus group

Review job description

understand performance criteria Discuss specific behaviours

List top ten competencies


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A Detailed Approach

Critical incident technique - interviewing top

performers

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

Discuss specific behaviours

List behaviours

List competencies


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A Detailed Approach

Content Analysis

Group behaviours

Match behaviours to competencies usingcompetency 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


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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


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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 Factors

1.1.3 Key Result Areas

1.1.4 Key Activities


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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.


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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.

DESIGNINGTHEQUESTIONNAIRE CONTINUED


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DESIGNING THE QUESTIONN

AIRE

1.2 PART - II

1.2.1 Academics, Knowledge

Skills Sets

Experience

1.2.2 Competencies


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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.


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3.0 C0MPETENCYDRAFTING

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.


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4.0 FINALISE ROLE DESCRIPTION

AND

COMPETENCIES - JOB WISE


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5.0 FINALISING CORE COMPETENCIES FOR

Front Line Management

Middle Management

Senior Management / Top Management


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6.0 PURPOSE OF COMPETENCY MAPPING

"Effectiveness of an organisation is the summation of the

required competencies in the organisation".

y Gap Analysis

y Role Clarity

y Selection, Potential Identification, Growth Plans.

y Succession Planning.

y Restructuring

y Inventory of competencies for future planning.

"Effectiveness of an organisation is the summation of the

required competencies in the organisation".

y Gap Analysis

y Role Clarity

y Selection, Potential Identification, Growth Plans.

y Succession Planning.

y Restructuring

y Inventory of competencies for future planning.


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Any Questions ???

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