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Competency MappingCompetency Mapping
INTRODUCTIONINTRODUCTION
Competence
Performance
Managing Change
Competency Mapping: A tool
SUMMARYSUMMARY
CONCEPT OF ROLE AND COMPETENCIESCOMPETENCY MANAGEMENT FRAMEWORKCOMPETENCY IDENTIFICATIONCOMPETENCY ASSESSMENTCOMPETENCY DEVELOPMENT
CONCEPT OF ROLECONCEPT OF ROLE
Expectations of significant others and selfLinking concept
•Individual•Team•organization
Different from position
CONCEPT OF COMPETENCYCONCEPT OF COMPETENCY
Skill:•Ability accomplish
Talent:•Inherent ability
Competency:•Underline characteristics that give rise to skill
accomplishment•Knowledge, skill and attitude
DEFINITIONDEFINITION
First popularized by Boyatzis (1982) with Research result on clusters of competencies:
“A capacity that exists in a person that leads to behaviour that meets the job demands within parameters of organizational environment, and that, in turn brings about desired results”
COMPETENCY Vs. COMPETENCECOMPETENCY Vs. COMPETENCE
Competency: A person- related concept that refers to the dimensions of behaviour lying behind competent 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. Ex: UK organizations
Woodruffe (1991)
TYPES OF COMPETENCIESTYPES 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
COMPETENCIES APPLICATIONSCOMPETENCIES APPLICATIONS
Competency frameworks: Define the competency requirements that cover all the key jobs in an organization. This consists of generic competencies.
Competency maps: Describe the different aspects of competent behaviour in an occupation against competency dimensions such as strategic capability, resource management and quality.
Competency profiles: A set of competencies that are require to perform a specified role.
Armstrong (1999)
MACRO VIEW OF COMPETENCY MANAGEMENTMACRO VIEW OF COMPETENCY MANAGEMENT
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 Strategy
Ability, Autonomy, Multiskilling,Task identity, PerformanceEvaluation & rewards and performance development
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 COMPETENCY FRAMEWORK COMPETENCY MODELING FRAMEWORK
PROGRAM DESIGN AND IMPLEMENTATION : THE MODELPROGRAM DESIGN AND IMPLEMENTATION : THE MODEL
COMPETENCY FRAMEWORK
1. Core competencies (Organization wide
2. Business competencies (SBU specific)
3. Team Competencies (project driven)
4. Role competencies (Role wise)
COMPETENCY IDENTIFICATION
1. Identification process (4 steps)
2. Consolidation of checklist
3. Rank Order and finalization
4. Validation and Benchmark
COMPETENCY ASSESSMENT
1. Psycho-metric tool
2. 360 Degree approach
COMPETENCY DEVELOPMENT
1. Maturity framework & matrix
2. Areas of improvement
3. Action Plan
COMPETENCY MAPPING
1. Strategy-Structure Congruence
2. Structure Role Congruence
3. Vertical & horizontal Role linkages
4. Positioning to bring in competitive advantage
INTEGRATION OF HR FUNCTION
1. PMS 5. R&S
2. CP & CD 6. RS
3. SP & SD
4. T&D
COMPETENCY MODELINGCOMPETENCY MODELING
Less rigour More rigour
CO
MPE
TE
NC
IES
: (C
ore ,
Bus
ines
s, T
e am
, Rol
e)
CRITERIA: Validity, Applicability, Speed, Satisfaction
ROLE COMPETENCIESROLE COMPETENCIESA set of competencies required to perform a
given role Each competency has a skill set
IDENTIFICATION OF ROLE IDENTIFICATION OF ROLE COMPETENCIESCOMPETENCIES
Structure and list of rolesDefinition of rolesJob descriptionCompetency requirement
STRUCTURE AND LIST OF ROLES: STRUCTURE AND LIST OF ROLES: STEPSSTEPS
Organizational structure study and examinationList all the roles in the structureIdentify redundant and overlapping rolesFinal list of roles
DEFINITION OF ROLE: STEPSDEFINITION OF ROLE: STEPS
Identify KPAs of the roleLink the KPAs with Dept. and Organizational
goalsState the content of the above in one or two
sentencesPosition the role in perspective with that of
others
JOB DESCRIPTION: STEPSJOB DESCRIPTION: STEPS
List down all the activities/tasks •small and big•Routine and Creative
Categorize activities under major heads
COMPETECNY IDENTIFICATION: COMPETECNY IDENTIFICATION: STEPSSTEPS
Identify against each activity the following:Role holder interview and listingInternal/External customer interview and 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
COMPETENCY ASESSMENTCOMPETENCY ASESSMENT
Following methods are used:Assessment/Development Centre360 Degree feedbackRole playsCase studyStructured ExperiencesSimulationsBusiness Games
COMPETENCY ASESSMENTCOMPETENCY ASESSMENT
360 degree approach:Selfothers
•Internal/External Customers•Boss/peers/Subordinate
COMPTENCY DEVELOPMENTCOMPTENCY DEVELOPMENT
RoleRoleIdentified Identified
competenciescompetenciesAssessment Assessment
resultresultAreas of Areas of
improvementimprovement Action planAction plan
COMPETENCY MAPPINGCOMPETENCY MAPPING
Strategy structure congruenceStructure Role congruence
Each role to be uniqueNon-RepetitiveValue adding
Vertical and horizontal role congruenceEnsure non repetitive tasks in two different
rolesEnsure core competencies for each taskLink all the above and position to bring in
competitive advantage
DELIVERABLESDELIVERABLES
1. Role Directory 2. Competency profiles 3. Competency Map4. Competency based HR systems t5. Recommendations: Rationalization of
structure and manpower6. Institutionalization of interventions 7. Organization Diagnosis Report
INTEGRATION OF HR SYSTEMSINTEGRATION OF HR SYSTEMS(Competency based HR practices(Competency based HR practices
Reward System
Performance Management System
Recruitment & Selections
Career Plan & Career Development
Competency requirementCompetency availabilityCompetency acquisition/
Development
Succession plans &Succession
DevelopmentTraining
/development Plans & Programmes
CONCLUSIONCONCLUSION
Inadequate Role Competencies -Two options:Develop the competencies within a timeframe Quit the Role
No option other than to performHRD function to ensure competencies in each
role
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