compentency mapping

7/28/2019 Compentency Mapping

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http://groups.yahoo.com/group/hrcommunity

A COMPETENCY

APPROACH TO HUMAN

RESOURCE MANAGEMENT


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What do we mean when we

say COMPETENCY ?


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COMPETENCY?

A Competency is an underlying

characteristic of a person which

enables him /her to deliversuperior

performance in a given job, role or

a situation.


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COMPETENCY?

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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COMPETENCY?

Hayes (1979) - Competencies are

generic knowledge motive, trait,

social role or a skill of a person

linked to superior performance on

the job.


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COMPETENCY?

Albanese (1989) - Competencies are

personal characteristics that

contribute to effective managerialperformance.


7/38http://groups.yahoo.com/group/hrcommunity

COMPETENCY?

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



What is Common in the

definitions?

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 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 a specific

function or job



Set of SKILLSRelates to the

ability to do,

Physical

domain

Attribute

Relates to

qualitativeaspects

personal

Characteristics

or traits

KNOWLEDGE

Relates to

information

Cognitive Domain

COMPETENCY

Outstanding

Performance of tasks

or activities



Behaviour Indicators

A Competency is described in terms of

key behaviours 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 characteristicsgenerally follow the 80-20 rule in that

they include the key behaviors that

primarily drive excellent performance.



Example of a Competency



Analytical Thinking

The ability to break problems into

component parts and consider or

organize parts in a systematic way; theprocess of looking for underlying causes

or thinking through the consequence of

different courses of action.



Key Behaviour Indicators

Independently researches for information andsolutions 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 isor 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 helparrive at logical solutions



What is a Competency

Model?



Competency Model

A competency model is a valid,observable, and measurable list of the

knowledge, skills, and attributes

demonstrated through behavior thatresults in outstanding performance in a

particular work context.

Typically A competency model includes Competency titles

Definitions of those titles

Key Behaviour indicators



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 consideredessential for employees with managerial or

supervisory responsibility in any functional

area including directors and senior posts.



Competency - Broad Categories

Technical / Functional

Specific competencies which are

considered essential to perform any job inthe organisation within a defined technical

or functional area of work. E.g.: Finance,

environmental management,etc



COMPETENCY MODELING BEGINS

THE PROCESS OF BUILDING TOOLS

TO LINK EMPLOYEE PERFORMANCETO THE MISSION AND GOALS OF

THE ORGANISATION


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Why Competencies ?


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Traditional Job Analysis Vs

Competency ApproachJob Analysis leads to

long lists of tasks and

the skills / knowledgerequired to perform

each of those tasks

Data generation

fromsubject 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 Performance23


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Distinguish Superior From Merely

Satisfactory Performance

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


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Behaviour Indicators Based upon

what outstanding individuals

actually do

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 whatworks within the organization and most

directly contributes to top performance.


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The Competencies are Behaviour

Specific It is one thing, for example, to ask

whether an employee "takes initiative,"

a very general concept, open tointerpretation, but it is quite another to

ask, "Was it typical of this manager to

carry out tasks without your having torequest 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

behaviours with key organisational strategy

each employee understand how to achieveexpectations


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Alignment of HR systems

Competency

Model


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Competency based recruitment

Competency based interviews reduce

the risk of making a costly hiring

mistake and increase the likelihood ofidentifying 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 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


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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 empower

them 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 Model Building

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 behaviour

Indicators

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

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.


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Data Collection Methods

Generic competency Dictionaries

Conceptual frameworks of commonly

encountered competencies and behaviour

indicators

Serve as a starting point to the model

building team

Can be used in resource panel by askingthe participants to select a set of generic

competencies related to the job and rate

the importance


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Competency model 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 job

responsibilities(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 using

competency dictionary as a guideline Evolve new set of competencies if any

Match behaviour indicators identified through CIT

to the top 10 competencies identified by the focus

group Review the model and make corrections

compentency mapping

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