Date post: | 06-Apr-2018 |
Category: |
Documents |
Upload: | karuppasamy-pandian |
View: | 214 times |
Download: | 0 times |
of 49
8/2/2019 Vcompentency Mapping 209
1/49
Competency Approach to HumanResource Management
SP Karuppasamy Pandian
8/2/2019 Vcompentency Mapping 209
2/49
What do we mean when wesay COMPETENCY ?
Vinay Ravindran
8/2/2019 Vcompentency Mapping 209
3/49
A Competency is an underlyingcharacteristic of a person which enableshim /her to deliversuperior performancein a given job, role or a situation.
Vinay Ravindran
8/2/2019 Vcompentency Mapping 209
4/49
Competencies are seen mainly as inputs.
They consist ofclusters of knowledge,attitudes and skills that affect anindividuals ability to perform.
Vinay Ravindran
8/2/2019 Vcompentency Mapping 209
5/49
Hayes (1979)
Competencies aregeneric knowledgemotive, trait, social role or a skill of aperson linked to superior performance
on the job.
Vinay Ravindran
8/2/2019 Vcompentency Mapping 209
6/49
Albanese (1989) Competencies arepersonal
characteristics thatcontribute toeffective managerial performance.
Vinay Ravindran
8/2/2019 Vcompentency Mapping 209
7/49
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.
Vinay Ravindran
8/2/2019 Vcompentency Mapping 209
8/49
What is Common in the definitions?
Competencies
underlying characteristic ofa persons inputs.
clusters of knowledge,attitudes and skills
generic knowledge motive,trait, social role or a skill
personal characteristics
set of skills, relatedknowledge and attributes
Job
superior performance in agiven job, role or a situation
individuals ability toperform. linked to superior
performance on the job.
contribute to effective
managerial performance successfully perform a task
or an activity within aspecific function or job
Vinay Ravindran
8/2/2019 Vcompentency Mapping 209
9/49
Set of
SKILLS
Relates to the
ability to do,
Physical
domain
Attribute
Relates to
qualitativeaspects
personalCharacteristics
or traits
KNOWLEDGE
Relates to information
Cognitive Domain
COMPETENCY
OutstandingPerformance of
tasks or activities
Vinay Ravindran
8/2/2019 Vcompentency Mapping 209
10/49
Behaviour Indicators
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 consistently
than average or poor performers. Thesecharacteristics generally follow the 80-20 rule inthat they include the key behaviors that primarilydrive excellent performance.
Vinay Ravindran
8/2/2019 Vcompentency Mapping 209
11/49
Vinay Ravindran
Example of a Competency
8/2/2019 Vcompentency Mapping 209
12/49
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.
Vinay Ravindran
8/2/2019 Vcompentency Mapping 209
13/49
Key Behaviour Indicators 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.
Vinay Ravindran
8/2/2019 Vcompentency Mapping 209
14/49
What isa
Competency Model?
Vinay Ravindran
8/2/2019 Vcompentency Mapping 209
15/49
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 includesCompetency titles
Definitions of those titles
Key Behaviour indicatorsVinay Ravindran
8/2/2019 Vcompentency Mapping 209
16/49
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.
8/2/2019 Vcompentency Mapping 209
17/49
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
Vinay Ravindran
8/2/2019 Vcompentency Mapping 209
18/49
Vinay Ravindran
Competency modeling begins the process of building
tools to link employee performance to the mission and
goals of the organisation .
8/2/2019 Vcompentency Mapping 209
19/49
Vinay Ravindran
Why Competencies ?
8/2/2019 Vcompentency Mapping 209
20/49
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; job
incumbents
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
Vinay Ravindran
8/2/2019 Vcompentency Mapping 209
21/49
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
Vinay Ravindran
8/2/2019 Vcompentency Mapping 209
22/49
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.
Vinay Ravindran
8/2/2019 Vcompentency Mapping 209
23/49
The Competencies are Behaviour Specific
It is one thing, for example, to ask whetheran employee "takes initiative," a verygeneral 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".
Vinay Ravindran
8/2/2019 Vcompentency Mapping 209
24/49
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.
Vinay Ravindran
8/2/2019 Vcompentency Mapping 209
25/49
Alignment of HR systems
CompetencyModel
Vinay Ravindran
8/2/2019 Vcompentency Mapping 209
26/49
Competency based recruitment
Competency based interviews reduce the
risk of making a costly hiring mistake and
increase the likelihood of identifying andselecting the right person for the right job
Vinay Ravindran
8/2/2019 Vcompentency Mapping 209
27/49
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.
Vinay Ravindran
8/2/2019 Vcompentency Mapping 209
28/49
Competency based Training
Competency based appraisal process leading to
effective identification of training needs.
Opportunity to identify/ develop specific
training programmes - Focused training
investment.
Focused Training enabling improvement in
specific technical and managerial competencies
Vinay Ravindran
8/2/2019 Vcompentency Mapping 209
29/49
Competency based Development
Competencies
Contribute to the understanding of what
development really mean, giving theindividual the tools to take responsibility for
their own development.
Give the line managers a tool to empowerthem to develop people
Vinay Ravindran
8/2/2019 Vcompentency Mapping 209
30/49
Competency based Pay
Provide an incentive for employees to grow
and enhance their capabilities.
Vinay Ravindran
8/2/2019 Vcompentency Mapping 209
31/49
Methodology?
Vinay Ravindran
8/2/2019 Vcompentency Mapping 209
32/49
Steps in Model Building
Background information about the organisation
Decide on the Occupation / Job Position(s) thatrequire 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
Vinay Ravindran
8/2/2019 Vcompentency Mapping 209
33/49
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 which
involves in-depth probing of a large number of eventsand experiences.
Vinay Ravindran
8/2/2019 Vcompentency Mapping 209
34/49
Data Collection Methods
Generic 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
Vinay Ravindran
8/2/2019 Vcompentency Mapping 209
35/49
Competencymodel building
A detailed approach
Vinay Ravindran
8/2/2019 Vcompentency Mapping 209
36/49
A Detailed Approach
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 behaviours
List top ten competencies
Vinay Ravindran
8/2/2019 Vcompentency Mapping 209
37/49
A Detailed Approach
Critical incident technique - interviewing topperformers
incidents that lead to effective performance incidents that lead to in effective performance
Discuss specific behaviours
List behaviours
List competencies
Vinay Ravindran
8/2/2019 Vcompentency Mapping 209
38/49
A Detailed Approach
Content Analysis
Group behaviours
Match behaviours to competencies using
competency 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
Vinay Ravindran
8/2/2019 Vcompentency Mapping 209
39/49
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
Vina Ravindran
COMPETENCY MAPPING PROCESS
8/2/2019 Vcompentency Mapping 209
40/49
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 Factors1.1.3 Key Result Areas
1.1.4 Key Activities
Vinay Ravindran
8/2/2019 Vcompentency Mapping 209
41/49
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.
Vinay Ravindran
8/2/2019 Vcompentency Mapping 209
42/49
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.
DESIGNING THE QUESTIONNAIRE CONTINUED
Vinay Ravindran
8/2/2019 Vcompentency Mapping 209
43/49
DESIGNING THE QUESTIONNAIRE
1.2 PART - II
1.2.1 Academics, Knowledge
Skills Sets
Experience
1.2.2 Competencies
Vinay Ravindran
8/2/2019 Vcompentency Mapping 209
44/49
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.
Vinay Ravindran
8/2/2019 Vcompentency Mapping 209
45/49
3.0 C0MPETENCY DRAFTING
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.
Vinay Ravindran
8/2/2019 Vcompentency Mapping 209
46/49
4.0 FINALISE ROLE DESCRIPTION
AND
COMPETENCIES - JOB WISE
Vinay Ravindran
8/2/2019 Vcompentency Mapping 209
47/49
5.0 FINALISING CORE COMPETENCIES FOR
Front Line Management
Middle Management
Senior Management / Top Management
Vinay Ravindran
8/2/2019 Vcompentency Mapping 209
48/49
6.0 PURPOSE OF COMPETENCY MAPPING
"Effectiveness of an organisation is the summation of the
required competencies in the organisation".
Gap Analysis
Role Clarity
Selection, Potential Identification, Growth Plans.
Succession Planning.
Restructuring
Inventory of competencies for future planning.
Vinay Ravindran
8/2/2019 Vcompentency Mapping 209
49/49
Any Questions???
Subscribe HumanResourceOnLine by sending a mail to
HumanResourceOnLine- [email protected]
9866254387 Vinaykumar07@yahoo com
Already a member then you should refer it your at least 5 HR friends.