competency-based_hr_management_747[1]
TRANSCRIPT
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Saturday, April 8, 2023
Competency Based
Human Resources Management
Group No. 2Hitendra Singh Akash AgarwalSourabh Khare Richa JhaAnjali Kumari Aman Sinha
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Agenda
Introduction to Competency Based HRM
Competency Modeling
Competency Based Interview Methods
Competency Based Training and Development
Competency Based Performance Management
Competency Based Career & Succession Planning
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Competency-Based Competency-Based HR Management :HR Management :
An IntroductionAn Introduction
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SkillJob AttitudeKnowledge
Observable Behavior
Job Performance
Competency
Understanding Competency
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CompetencyCompetency
• A combination of skills, job attitude,
and knowledge which is reflected in
job behavior that can be observed,
measured and evaluated.
• Competency is a determining factor
for successful performance
• The focus of competency is
behavior which is an application of
skills, job attitude and knowledge.
Definition of Competency
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Competency and Job DescriptionCompetency and Job Description
JOB DESCRIPTION Looks at what to do Studies the elements
of the jobs Defines the job into
sequences of tasks necessary to perform the job
COMPETENCY Looks at how to do Studies the people
who do the job well Defines the job in
terms of the characteristics and behaviors of these people
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Types of Competency
ManagerialFunctional
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Managerial competency (Soft Competency)
This type of competency relates to the ability to
manage job
Develop an interaction with other persons
Example : problem solving, leadership,
communication, etc
Types of CompetencyTypes of Competency
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Types of CompetencyTypes of Competency
Functional competency (Hard Competency) This type of competency relates to the functional
capacity of work It mainly deals with the technical aspect of the
job. Examples: market research, financial analysis,
electrical engineering, etc.
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Competency Identification Process
Clarify
Organizational
Strategy and
Context
Competency
Identification
• Analyze Work Role and
Process
• Gather Data through
Behavior Event Interview
and Focus Group
• Conduct Benchmark
Study
Generate
Competency
Models
Validate,
Refine and
Implement
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Examples of Competency
Adaptability
• Maintaining effectiveness when priorities
change and new tasks are encountered, and
when dealing with individuals who have
different views and approaches.
• Effectively performing in different
environments, cultures, and locations, and
when working with different technologies and
levels of individuals.
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Examples of Competency
Seeking Understanding:
• Makes efforts to better understand changes in
the environment
• Actively seeks information or attempts to
understand nature of individual differences,
logic, or basis for change in tasks and situations.
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Examples of Competency
Embracing change:
• Approaches change or newness with a positive
orientation
• Views change or newness as a learning or
growth opportunity.
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Examples of Competency
Making accommodations:
• Makes accommodations in approach, attitudes,
or behaviors in response to changing
environmental requirements.
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Examples of CompetencyExamples of Competency
Analysis/Problem Assessment:
• Securing relevant information
• Identifying key issues and relationships from a
base of information
• Relating and comparing data from different
sources
• Identifying cause-effect relationships.
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Examples of CompetencyExamples of Competency
Identifying issues and problems:
• Recognizing major issues; identifying key facts, trends,
and issues; separating relevant from irrelevant data.
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Examples of CompetencyExamples of Competency
Seeking information:
• Identifying/Recognizing information gaps or the need
for additional information
• Obtaining information by clearly describing what needs
to be known and the means to obtain it
• Questioning clearly and specifically to verify facts and
obtain the necessary information.
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Examples of CompetencyExamples of Competency
Seeing Relationships: Organizing information and data to
identify/explain trends, problems, and their causes
Comparing, contrasting, and combining information
Seeing associations between seemingly independent problems or events to recognize trends, problems, and possible cause-effect relationships.
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Examples of CompetencyExamples of Competency
Performing Data Analysis: Organizing and manipulating quantitative
data to identify/explain trends, problems, and their causes.
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Recruitment &Selection
Training & Development
PerformanceManagement
RewardManagement
CareerManagement
COMPETENCYFRAMEWORK
BUSINESSSTRATEGY
BUSINESSRESULTS
Competency based People Strategy
HR Management Framework Based on Competency
The competency framework will be the basis for all HR functions and serve as the "linkage" between individual performance and business results
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Benefits of Using Competency Based HRM
• Identify performance criteria to improve the accuracy
and ease of the hiring and selection process.
• Clarify standards of excellence for easier
communication of performance expectations to direct
reports.
• Provide a clear foundation for dialogue to occur
between the manager and employee about
performance, development, and career-related
issues.
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• Identify the success criteria (i.e., behavioral
standards of performance excellence) required to be
successful in their role.
• Support a more specific and objective assessment of
their strengths and specify targeted areas for
professional development.
• Provide development tools and methods for
enhancing their skills.
Benefits of Using Competency Based HRM
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Alignment Integration Distribution Acculturation Self Direct Application
Characteristics of Successful Implementation
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Alignment: Competencies impact systems
that actively support the organization’s vision,
strategy, and key capabilities.
Integration: Competency initiatives that
produce the most significant change are
applied systemically across a range of HR
development processes.
Characteristics of Successful Implementation
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Distribution: Competency standards alone
produce little effect. They must be actively and
relentlessly communicated and installed with
users.
Acculturation: In competency systems that
work, they become part of the culture and the
mindset of leaders through repeated application
and refinement over a significant period of time.
Characteristics of Successful Implementation
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Self-Directed Application: Competency
systems frequently fail because they are too
complex or require an unsustainable level of
sponsorship or program support.
Implementations that work best focus on the
development of “tools” that can produce results
for users with relatively little ongoing
support.
Characteristics of Successful Implementation
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Our Discussions with the Industry
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Discussing CB-HRM with Infosys
Competency given importance at all sub functions of HRM
The “Organizational Efficiency Team” defines competencies for all positions
Competency based selection applicable to senior management positions
“Competency Profiler” is attached to the resume of a candidate
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Discussing CB-HRM with Infosys
The “Competency Profiler” used throughout the career even during the appraisals (Twice in a year)
Appraisals also allow exchange of two way expectations
Training modules are on the basis of competencies defined by the “Organizational Effectiveness Team”
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A portal “Lakshya” aimed at letting the employees express there career goals, Infosys tries to help them meet these goals
Succession planning involves extensive use of “Competency Profiler”
Discussing CB-HRM with Infosys
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Discussing CB-HRM with Tech-Mahindra
“Positional Competencies” defined by the Corporate HR team
Recruitment and Support HR teams need to follow competency models
Recruitment strictly on the basis of competency Senior management positions filled with internal
sources notwithstanding the competencies exhibited
Competencies integral part of training and appraisals
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Agenda
Introduction to Competency Based HRM
Competency Modeling
Competency Based Interview Methods
Competency Based Training and Development
Competency Based Performance Management
Competency Based Career & Succession Planning
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Competency ModelingCompetency Modeling
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Competency Modeling
A process that defines the skills, knowledge, and organizational values that drive leadership effectiveness
The outcome of this process is a set of competency models that represent the intersection of business strategies, organizational culture, and leadership requirements
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Importance of Competency Modeling
Provides a basis for evaluating how people accomplish results in an organization
It helps an organization address key questions, including:
How does it measure how its employees achieve results?
How does it accurately differentiate between top, medium, and bottom performers?
How does it provide employees with performance feedback in a productive way?
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Best Practices in Competency Modeling
Competency models should be developed for each major job or job family
It should be defined based on input from experts and high performers in the job
Should be unique to each organization and reflect its culture
Should be incorporated into all relevant organizational systems
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The PCMM Model for Competency
People Capability Maturity Model The primary objective is to improve the
competency of the entire workforce Consists of five maturity levels Each maturity level is an evolutionary stage at
which one or more domains of the organization's processes are transformed to achieve a new level of organizational competency level
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PCMM Maturity Level 1: Initial
At Level 1, an organization has no consistent way of performing workforce practices.
Most workforce practices are applied without analysis of impact
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At Level 2, organizations establish a foundation on which they deploy common workforce practices across the organization
The goal of Level 2 is to have managers take responsibility for managing and developing their people. For example, the first benefit an organization experiences as it achieves Level 2 is a reduction in voluntary turnover
The turnover costs that are avoided by improved workforce retention more than pay for the improvement costs associated with achieving Level 2.
PCMM Maturity Level 2: Managed
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At Level 3, the organization identifies and develops workforce competencies and aligns workforce and workgroup competencies with business strategies and objectives
For example, the workforce practices that were implemented at Level 2 are now standardized and adapted to encourage and reward growth in the organization's workforce competencies
PCMM Maturity Level 3: Defined
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At Level 4, the organization empowers and integrates workforce competencies and manages performance quantitatively
For example, the organization is able to predict its capability for performing work because it can quantify the capability of its workforce and of the competency-based processes they use in performing their assignments
PCMM Maturity Level 4: Predictable
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At Level 5, the organization continuously improves and aligns personal, workgroup, and organizational competency
For example, at Maturity Level 5, organizations treat continuous improvement as an orderly business process to be performed in an orderly way on a regular basis
PCMM Maturity Level 5: Optimizing
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Other Competency Models
Hay Mcber Model: Proponents of this model believe that behaviors
are the driving force behind an individual's ability to perform and therefore, behavioral assessment becomes important indicators in employee selection, development and rewards
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Campion’s Model: Suggests that teams composed of individuals
with complementary competencies are more effective and have higher levels of job satisfaction than teams whose members have the same competency sets. This is especially true for work that is complex and varied in scope. For routine work, the benefit of heterogeneous team member competencies is less noticeable.
Other Competency Models
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Traditional Person-Job Match Model: This model assumes that employees have jobs
with specific and identifiable tasks. Job-based staffing is measurement and assessment driven. This model works best with organizations defined by stable environments.
Other Competency Models
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Strategy Based Model: This model assumes that employees have roles
defined by the organization's strategic goals. Role-based staffing is strategy driven. Work is flexibly defined and often carried out in a flattened, decentralized or matrix structure. This model functions most effectively in organizations in competitive, complex or highly stressed environments
Other Competency Models
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The Strategy Development Model: This model assumes that employees with broad,
potentially strategic "attributes" will create their own roles which interact to produce the organization's strategy. Work is constantly evolving within a network of organizational relationships. This model is described in terms of organizations in chaotic, unpredictable, or very rapidly changing environments
Other Competency Models
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Agenda
Introduction to Competency Based HRM
Competency Modeling
Competency Based Interview Methods
Competency Based Training and Development
Competency Based Performance Management
Competency Based Career & Succession Planning
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Agenda
Introduction to Competency Based HRM
Competency Modeling
Competency Based Interview Methods
Competency Based Training and Development
Competency Based Performance Management
Competency Based Career & Succession Planning
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Competency-based Competency-based Interview for SelectionInterview for Selection
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Competency Based Selection Process.
Steps in a good selection process Selection centre Types of interviews
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Steps in a Good Selection Process
Develop competency model for the target job. Selected or develop assessment methods. Train Assessors in the assessment method. Validate the selection system Assess the competencies of candidates for jobs. Maintain DBMS of candidates
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Steps in a Good Selection Process
Test exercises and interviews Job interview Leaderless group exercises Business production games Role play Peer coaching and counseling exercises
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Selection Centre
Interviews. (1 to 1 & panel ) Group discussions. Written examination & calisthenics.<exercises>
Example:- (aptitude & personality test, In-Tray & Drafting exercise.)
It is a real achievement to get an assessment center and it means you have a good chance of a job offer. The following gives some vital information about the situations one is likely to face.
It covers :
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Types of Interview
Competency BasedConventional
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Conventional Interview
Unstructured :
• Is a type of interview where the questions are not
designed systematically and not properly
structured.
• There is no standard format to follow, therefore the
process of interviewing can go in any direction
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• Has low reliability and validity low reliability and validity – there is no
accuracy in predicting performance• Susceptible to bias and subjectivity (gut
feeling)
Conventional Interview
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Competency-based Interview (CBI)• Is a structured type of interview. The questions are
focused on disclosing examples of behavior in the past.
• The process of interview is intended to disclose specifically and in detail examples of behavior in the past.
• Is designed based on the principle : past behavior predicts future behavior (Candidates are most likely to repeat these behaviors in similar situations in the future).
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• Has a high level of validity and reliability.
• Equipped with a standard scoring system which refers to behavior indicators
Competency-based Interview
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Approach in Competency-based Interview
S What was the Situation in which you were involved?
T What was the Task you needed to accomplish?
A What Action(s) did you take?
R What Results did you achieve?
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SituationSituation
•Can you explain the situation? •Where and when did the situation happen? •What events led up to it?•Who was involved in the situation (work
colleagues, supervisor, customers)?
Approach in Competency-based Interview
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•What tasks were you supposed to do at that time? •What did you actually do at that time? •How did you do it?•What specific steps did you take?•Who was involved?
Tasks/ActionsTasks/Actions
Approach in Competency-based Interview
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•What was the outcome?•Can you tell me the results of taking such action?•What specific outcome was produced by your
action?
ResultsResults
Approach in Competency-based Interview
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Sample Questions in CBI
Competency: Persistence
Sample Question: In the process of selling, we are sometimes not successful
in securing a new transaction. Can you tell me about one or two situations where you repeatedly failed to get a new client? What specific steps did you take? What was the result?
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Sample Questions in CBI
Competency: Influencing Others
Sample Question: Can you describe one or two cases in your effort to obtain
new customers? What did you do What was the result?
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Sample Questions in CBI
Competency: Interpersonal Understanding
Sample Question: Can you tell me about a situation where you faced a client
who was disappointed with your product? What was the situation like? What specific steps did you take? What was the result?
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Sample Questions in CBI
Competency: Planning and Organizing
Sample Question: In working, we often face a number of priorities that must
be tackled at the same time. Can you tell me about one or two actual cases where you had to face such a situation? What did you do? What was the consequence?
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Bias in the Interview Process
First First ImpressionsImpressions
An interviewer might make a snap
judgement about someone based on
their first impression - positive or
negative - that clouds the entire
interview.
For example, letting the fact that the
candidate is wearing out-of-the-
ordinary clothing or has a heavy
regional accent take precedence over
the applicant's knowledge, skills, or
abilities.
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Bias in the Interview Process
HaloHaloEffectEffect
The "halo" effect occurs when an
interviewer allows one strong point
about the candidate to overshadow or
have an effect on everything else.
For instance, knowing someone went
to a particular university might be
looked upon favorably. Everything the
applicant says during the interview is
seen in this light.
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Bias in the Interview Process
ContrastContrastEffectEffect
Strong(er) candidates who interview
after weak(er) ones may appear more
qualified than they are because of the
contrast between the two.
Note taking during the interview and a
reasonable period of time between
interviews may alleviate this.
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Competency-based Competency-based Career PlanningCareer Planning
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Competency-based Competency-based Training & Training &
DevelopmentDevelopment
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Competency-Based Training Framework
Required competency
level for certain position
Competency Gap
Competency Assessment
Current competency level of the employee
Training and Training and Development Development
Program Program
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Steps in Competency Based Training
1. Compare skills to other job titles to see what a person has to improve:
The database of job profiles will help the individual to assess where he needs to improve; what competencies are required for the next level.
This will also motivate him to learn newer skills by himself and nominate himself for additional training needs.
The competence management system needs to be open enough to be able to allow the employees to understand what is expected of them for being promoted
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Steps in Competency Based Training
2. Development Plan Summaries showing all of the skills people need to work on:
Provides a measurable rationale for training budgets and a means to identify people to attend course openings.
Provide individuals with the ability to view and enroll in training and development courses as well as books, developmental activities, etc. This will help individuals to be able to plan their work accordingly.
The schedules of training dates and prerequisites need to be displayed so as to allow the individual to take cognizance of the same.
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Steps in Competency Based Training
3. Predict Training Demand: The above step will help the HR department to
calculate the training staff required based on the summation of individual plans which have come in.
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Steps in Competency Based Training
4. Identify individuals who are eligible to be considered for promotion:
A good competence management system has to be able to determine which competencies need to be promoted and who has them so that the overall competence level of the organization can grow.
Also on the other hand, we also need to know who potential replacements for an unexpected vacancy are so that planning can be done accordingly
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Steps in Competency Based Training
5. Succession planning: The competencies required for the top
management should be completed in the job profiling, but further who should be groomed; what competencies will be needed and how to develop the same would require a good system
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Competency Profile Per Position
1 2 3 4 5
Communication Skills
Public Speaking
Leadership
Training Need Analysis
Material Development
Training Evaluation
Communication Skills
Interview Skills
Analytical Thinking
Understand Selection Tools
Teamwork
Customer Orientation
Recruitment Supervisor
Required Level
Required CompetencyPosition
Training & Development
Manager
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Managerial competency 1 2 3 4
Leadership Required Level
Actual Level
Achievement Orientation
Teamwork
Planning & Organizing
Functional competency 1 2 3 4
Mechanical Engineering
Mechanical Equipment Maintenance
Competency Profile Per PositionCompetency Profile Per Position
Position
Competency Requirements
Relevant Training Modules
Leadership
Leadership I
Communication Skills I
The Art of Motivating Employees
Providing Effective Feedback
SUPERVISOR
Achievement Orientation
Goal Setting Technique
Work Motivation
Planning & Organizing
Continuous Self Improevement
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Training Matrix for Competency Training Matrix for Competency DevelopmentDevelopment
Communication Skills V
Leadership V
Teamwork V
Achievement Orientation V
Customer Focus V
Job Functional Skills V
Communication Skills V
Leadership V
Teamwork V
Achievement Orientation V
Customer Focus V
Strategic Thinking V
Problem Solving & Decision Making V
Job Functional Skills V
Position Managerial Competency
Supervisor
Manager
Pro
duct
ive
Com
mun
icat
ion
Ser
ies
On
Bec
omin
g E
ffect
ive
Lead
er 1
On
Bec
omin
g E
ffect
ive
Lead
er 2
Ser
vice
Exc
elle
nce
for C
usto
mer
Pro
fess
iona
l S
emin
ar S
erie
s
Ach
ieve
men
t M
otiv
atio
n Tr
aini
ng
Cre
ativ
e P
robl
em
Sol
ving
Stra
tegi
c M
anag
emen
t
Bui
ldin
g P
rodu
ctiv
e Te
amw
ork
V = compulsory training
Training Title
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Agenda
Introduction to Competency Based HRM
Competency Modeling
Competency Based Interview Methods
Competency Based Training and Development
Competency Based Performance Management
Competency Based Career & Succession Planning
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Competency-based Competency-based Performance ManagementPerformance Management
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Competency Based Performance Management
A system for effective performance management starts with the identification of critical positions, agreement on the top hard and soft skills required for those positions
It then provides the hiring, promotion, training and evaluation practices necessary to put the right people in the right job
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Elements in Competency Based Performance Management
Establishing performance expectations for incumbents based on the competencies identified for that position
Providing on-going feedback, coaching, evaluation and recognition
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Individual Performance Individual Performance
elementselements
has two main has two main
categories:categories:
1. Performance Results: Hard or
quantitative aspects of
performance (result)
2. Competencies: It represents
soft or qualitative aspects of
performance (process)
Individual Performance Element
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1.1. Performance Results ScorePerformance Results Score
2. Competencies Score2. Competencies Score
Individual Performance Element
Overall ScoreOverall Score
Will determine the employee’s
career movement, and also
the reward to be earned
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No. Main Performance Target Target to beAchieved
1 Conduct an assessment of the All employees submit their performance assessment formemployee's performance on time
2 Improve the system for Target : completed 100 % performance assessment in November 2008
3 Conduct training activities Target : to conduct 6 training modules in one year
4 Carry out on the job training Target : 90 % of the total employees activities who attend the training
experience an increase in skill and knowledge
Target should be measurable and specific
Element # 1 : Performance Results
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Element # 2 : Competencies
[ Intermediate Advanced Expert
Actively listens, and clarifies understanding where required, in order to learn from others.
Actively listens, and clarifies understanding where required, in order to learn from others.
Actively listens, and clarifies understanding where required, in order to learn from others.
Actively listens, and clarifies understanding where required, in order to learn from others.
Empathise with audience and formulates messages accordingly.
Empathise with audience and formulates messages accordingly.
Empathise with audience and formulates messages accordingly.
Empathise with audience and formulates messages accordingly.
Shares resources and information.
Shares resources and information.
Shares resources and information.
Shares resources and information.
Responds promptly to other team members’ needs.
Balances complementary strengths in teams and seeks diverse contributions and perspectives.
Actively builds internal and external networks.
Builds internal and external networks and uses them to efficiently to create value.
Involves teams in decisions that effect them.
Uses cross functional teams to draw upon skills and knowledge throughout the organization.
Uses cross functional teams to draw upon skills and knowledge throughout the organization.
Encourages co-operation rather than competition within the team and with key stakeholders.
Builds and maintains relationships across The company.
Drives and leads key relationship groups across The company.
Manages alliance relationships through complex issues such as points of competing interest.
Ensures events and systems, eg IT, for collaboration are in place and used.
Draws upon the full range of relationships (internal, external, cross The company) at critical points in marketing and negotiations.
Competency : CollaborationCompetency : Collaboration
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Assessing Competency through Assessment Center
Assessment Center Characteristics:Assessment Center Characteristics:
• A standardized evaluation of behavior based on
multiple inputs.
• Multiple trained observers and techniques are used.
• Judgments about behaviors are made, in major part,
from specifically developed assessment simulations.
• These judgments are pooled in a meeting among the
assessors or by a statistical integration process
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Types of Test in Assessment Center
• In-trays or in-baskets involve working from the contents of a manager’s in-tray, which typically consists of letters, memos and background information. You may be asked to deal with paperwork and make decisions, balancing the volume of work against a tight schedule.
In-Basket Exercise
• In a role play, you are given a particular role to assume for a certain task. The task will involve dealing with a role player in a certain way, and there will be an assessor watching the role play.
Role Simulation
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• In a fact-finding exercise, you may be asked to reach a decision starting from only partial knowledge. Your task is to decide what additional information you need to make the decision, and sometimes also to question the assessor to obtain this information.
Fact-Finding Exercise
Types of Test in Assessment Center
• You may be required to make a formal presentation to a number of assessors. In some cases this will mean preparing a presentation in advance on a given topic. In other cases, you may be asked to interpret and analyse given information, and present a case to support a decision.
Presentation
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Types of Test in Assessment Center
• Group exercises are timed discussions, where a group of participants work together to tackle a work-related problem. Sometimes you are given a particular role within a team, for example sales manager or personnel manager. Other times there will be no roles allocated. You are observed by assessors, who are not looking for right or wrong answers, but for how you interact with your colleagues in the team.
GroupDiscussion
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Competency Assessment and Rating
Competency Score
Results of Observation Through the
Assessment Center
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Agenda
Introduction to Competency Based HRM
Competency Modeling
Competency Based Interview Methods
Competency Based Training and Development
Competency Based Performance Management
Competency Based Career & Succession Planning
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Competency-Based Competency-Based Career and Succession Career and Succession
PlanningPlanning
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Career Path in a Hierarchical Organization
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Career Path in a Flattened Organization
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Career Planning Flow
Career Planning System Career Path
Design
Analysis of Employees Future Plan
Implementation of Development Program
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Defining Career Path
Career Path is a series of
positions that one must go
through in order to achieve a
certain position in the company.
The ‘path’ is based on the position
competency profile that an
employee must have to be able to
hold a certain position.
What Is Career Path?
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Analyzing a position or job based on the competency required
Categorizing the positions that require similar competencies into one job family
Identifying career paths based on the job family
Competency profile
(Functional and Managerial
Competency) Per Position
Categorizing the positions into a
Job Family
• Career Path : Vertical, Lateral
and Diagonal• Mandatory
training
Defining Career Path
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Assessing Employee Career Plan
EmployeeCareer Needs
• Assessment of the career type of the employee
• Assessment of the employee competency level (for example through assessment center)
OrganizationCareer Needs
• Assessment of the competency profile required by the position
• Assessment of the organization’s need of manpower planning
Match?Match?
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Employee Development Program
Employee Career Needs
OrganizationCareer Needs
Match?
Special Assignment
Mentoring
Executive Development Program
Job Enrichment
On the Job Development
Apprenticeship in Other Company
Presentation Assignment
Training/Workshop
Desk Study
Development Programs and InterventionsDevelopment Programs and Interventions
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Succession Planning
“A logical step by step process of identifying, evaluating and developing organization leadership to enhance the overall performance of the organization”
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Steps in Succession Planning…
Identify critical jobs that the organization needs to fill
Develop a competency model from critical jobs, determining the competencies needed at each step of the job family ladder
Develop the most appropriate assessment methods (assessment centre, screening, interviewing, etc) and assess people against the competency model of the job
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Make the decision whether to:- Promote from inside- Now or after competencies x, y, z have
been developed- Not promote but consider- Possible lateral transfer- Keeping in current job de-selection- Recruit from outside if no one in the
organization is ready or can be developed in time
Steps in Succession Planning…
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Steps in Succession Planning
Feed the human resource management information system to track:
- Promotable employees, for future competencies monitoring
- Competency requirements of target jobs
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Legitimate Questions
What were you trying to accomplish? What was the first key thing you did? How exactly did you do it? Who else was involved at this stage? Do you recall any conversation you had at this
stage? What exactly did you say?
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Legitimate Questions
What were you thinking at this stage? What were you feeling at this stage? Do you recall anything significant that happened
at this stage? How did it turn out? Is there anything at this stage that you would
wish to add that we have missed out? What was your role?
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Agenda
Introduction to Competency Based HRM
Competency Modeling
Competency Based Interview Methods
Competency Based Training and Development
Competency Based Performance Management
Competency Based Career & Succession Planning
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Question Hour…
“Questions are the way to wisdom”
-Confucius
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Thank You!