Assignment

On

“COMPETENCY MAPPING”

OVERVIEWOver the past 10 years, human resource and organizational development professionals have generated a lot of interest in the notion of competencies as a key element and measure of human performance. Competencies are becoming a frequently-used and written-about vehicle for organizational applications such as:

• Defining the factors for success in jobs (i.e., work) and work roles within the organization• Assessing the current performance and future development needs of persons holding jobs and roles• Mapping succession possibilities for employees within the organization• Assigning compensation grades and levels to particular jobs and roles• Selecting applicants for open positions, using competency-based interviewing techniques

Competencies include the collection of success factors necessary for achieving important results in a specific job or work role in a particular organization. Success factors are combinations of knowledge, skills, and attributes (more historically called “KSA’s”) that are described in terms of specific behaviors, and are demonstrated by superior performers in those jobs or work roles. Attributes include: personal characteristics, traits, motives, values or ways of thinking that impact an individual’s behavior.

ALSO COMPETENCY IS…..Competency describes a cluster of knowledge, skill, ability, or attitude an individual must possess or obtain (or circumstances that must exist) in order to perform one or more tasks in a particular job context.

KSAA• Knowledge describes a body of information, usually of a factual or

procedural nature, applied directly to the performance of a function/task.• Skill describes a present, observable competence to perform a learned act

(could be motor, psycho-motor, and/or cognitive).• Ability describes a general more enduring capability an individual

possesses at the time when he/she begins to perform a task.• Attitude describes an internal state that influences an individual’s choices

or decisions to act in a certain way under particular circumstances

COMPETENCIES IN ORGANIZATIONS TEND TO FALL INTO TWO BROAD CATEGORIES:

- Personal Functioning Competencies. These competencies include broad success factors not tied to a specific work function or industry (often focusing on leadership or emotional intelligence behaviors).- Functional/Technical Competencies. These competencies include specific success factors within a given work function or industry.

The emphasis of this article will be on how both types of competencies impact the ways career professionals can advise their clients to use competencies in their personal career management efforts. In this article, however, the predominant focus will be on practitioners’ and clients’ work on personal functioning competencies, since they tend to differentiate success over time more often than do workers’ functional/technical competencies.

Three other definitions are needed:

• Competency Map. A competency map is a list of an individual’s competencies that represent the factors most critical to success in given jobs, departments, organizations, or industries that are part of the individual’s current career plan.

• Competency Mapping. Competency mapping is a process an individual uses to identify and describe competencies that are the most critical to success in a work situation or work role.

• Top Competencies. Top competencies are the vital few competencies (four to seven, on average) that are the most important to an individual in their ongoing career management process. “Importance to the individual” is an intuitive decision based on a combination of three factors: past demonstrated excellence in using the competency, inner passion for using the competency, and the current or likely future demand for the competency in the individual’s current position or targeted career field.

COMPETENCY MAPPING IS THE SOLUTION FOR MEASUREMENT

Competency mapping is the process in which valid and reliable measurement tools are mapped to your competency framework to provide evidence of the abilities, motivational facets, personality traits and cultural fit essential to on the job success.

Many tools can be used as measurement tools including mental abilities tools, scenario based specific competency indicators, special aptitudes measures such as mechanical reasoning and personality profiles.

Valid and reliable tools are tools which not only have a performance component which is the same for all participants, but they also report performance against a relevant comparison group. In a classic competency mapping process, your high performers would provide the comparison group.

COMPETENCY MAPPING MODEL

ORGANISATION DIRECTION• VISION• MISSION• SHORT TERM & LONG TERM GOAL• STRATEGIES• VALUES

TRANSLATING THEM INTO ACTIONS FOR ACTUALISATION

ORGANISATION STRUCTURE

ROLES, POSITIONS, JOBS

THROUGH

CORE COMPETENCY OF THE ORGANISATION

ROLE COMPETENCY

THE COMPETENCY MAPPING PROCESSThe process is the same irrespective of the tool or tools being mapped.

Step One: Purpose and contentYou decide the purpose of competency mapping-recruitment or development. If for recruitment.

You provide us with your competency framework and the levels of performance expected.

Step Two: EvidenceYou:_ Designate a group of core managers_ Designate a group of core high performers in all relevant levels of performance_ Managers and high performers complete the relevant tools_ Managers attend a stakeholder’s interpretation day so that they can understand How theProfiles relate to the competency framework.

Step Three: MappingTest Grid’s experts assess_ Organization benchmarks for high performance at the appropriate levels._ The correlation of the tools’ output to your competencies_ if the purpose is recruitment, the cutoff scores for screening out participants.

Step Four: Scoping report developmentOnce the mapping has been accomplished, a report format that meets your needs will be designed and the development work scoped and quoted for. (You can choose to have additional narrative written, behavioral interview questions or to link the results into your own development offerings).

Step Five: Report DeliveryYou receive the beta version of the report, test with a pilot group, and confirm contents. Final touches to the report are programmed.

COMPETENCY MAPPING

COMPETENCY CHARACTERISTICS

• Declarative knowledge• Procedural skills• Operant & respondent traits

å Motiveså Self conceptå Attitudeså Valueså Occupational choices

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

MACRO 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

HOW ARE COMPETENCIES IDENTIFIED

Role set based Competency mapping (RSBCM)1. Decide the Roles

2. Identify location of Roles in the organizational structure

3. Identify Role set members – the Role Holder

4. Identify the objectives of the function or the department

5. Identify objectives of the Role1. Why does the Role exist2. Purpose of the Role

6. Collect KPAs / KRAs (past 2-3 years)

7. Interview Role Holder1. List task / activities to be performed2. Group them into set of tasks3. List the actual knowledge, attitudes & skills required to

perform the tasks effectively

8. Repeat the process with all Role set members

9. Consolidate the list of all competencies from all the Role set members for each task

10.Edit & Finalize selection of competencies

11.Present to successful holders to assess relative importance of Competencies

12. Identify BIs for each competency

13.Define level of competency by identifying the level of indicators of each competency

Level 1 is familiarity

Level 2 Detailed knowledge

Level 3 Expert level

Human Resources Competency Model – An Overview of Clusters

How to examine your competency clusters and highlight those you want to use or you want to develop in you at your workplace if you want to be a competent worker/employee.

A workplace is an office or a factory or a structured organization, where people are employed. Generally speaking, the workplace is the chief of social organization through which economic functions are performed. Granted, an industry is a profit making organization; it is a functional community, which includes workers, supervisors, and managers who share some common interest but also feelings, attitudes and values. In point of fact, business and industrial organizations are not foreign bodies but rather mainstream institutions in the life of our society. As a social system, every workplace has three elements namely activities, interactions and sentiments which inter-play with one another. When people at work perform activities, interactions between people occur and as they begin to interact, sentiments are developed between individuals and within groups. Obviously enough, a work related behavior is generated which demands certain basic workplace competencies in order to meet both individual and organizational goals.

III-1

BUSINESS MASTERY

PERSONAL ATTRIBUTES

HR MASTER

YCHANGE + PROCESS MASTERY

knows business and can be a

business partner … prerequisite to join

business team

applying the tools of change … adding

value

fulfills the HR roles and is an expert in HR technology and practice; knows and is

ableto deliver HR best

practices … establishes functional

credibility

lives the GE Values, and

demonstrates personal integrity,

credibility, judgment and

courage … a GE leader

BUSINESS PARTNER

ADDED VALUE

FUNCTIONAL EXPERTISE

The 21st century workplace requires a new breed of ‘knowledge workers’ who have to work more with their brains instead of their backs. To be a successful worker, he/she must have acquired ‘21st century literacy’ namely the ability to read, write, and compute with competence, think analytically, adapt to change, work in teams and use technology. Most importantly, every entry-level worker needs to meet certain basic workplace competencies. Mike Rush, Administrator, Idaho Division of professional-Technical Education, Idaho, (2000) has listed 51 workplace competencies, which represent what individuals need to know and be able to do to be successful in further education, in a career and in life. These competencies are very much pronounced for professional-Technical programs.

If you are a professionally or technically qualified candidate about to take up a job position then you should explore the basic elements of self-awareness which may help you decide what competencies you have acquired during the process of academic learning and what skills you may want to develop in you before knocking on the doors of employers? Are you clear and comfortable about your job objective when you intend to apply for a job position? How do you assess whether you are a ‘qualified graduate’ or a ‘competent candidate’ to be fitted to a job in an organization? Have you ever made an attempt to make a self-assessment as to whether my qualifications do really dovetail with the basic workplace competencies that I ought to possess and develop while taking up job positions?

Although excellent you might be in the academic sphere, your proficiency is contingent on the competencies you might demonstrate at workplace at the entry level and during and in the process of job performance. You should also examine whether the institution of higher learning where you studied has deigned to orientate you to the workplace competencies you are required to possess?

To assess the basic competencies you have, look at the following clusters. You ought to highlight or develop your abilities and skills you have or you want to acquire and enjoy using them at the workplace.

1. Problem solving and critical thinking: It means that you can think critically and solve problems affecting at the workplace regardless of your career choice. You need to be able to initiate action on your own, and direct and modify your own according to the task at hand. These competencies particularize the knowledge, skills and attitudes necessary for the development of your capacity to assess problems and situations, foresee what might happen next, and continually search for creative solutions. The competencies you can acquire include solving problems and making decisions in work related situations, reading information and understanding using your observation skills to analyze work-related situations, applying mathematical processes, measurement and spatial skills,

applying statistical skills, analyzing critical data to guide work activities, utilizing scheduling to ensure that jobs are completed within the stipulated time and date, demonstrating knowledge of the economy and how does it function as a whole and demonstrating knowledge of the economy as a framework which decisions are made by individuals and groups.

2. Effective communication-An equally essential requirement of you is to develop one-on-one and one-on-group communication skills at workplace. In point of fact, as an employee you are to be skillful in communication, which contributes to organizational productivity, enhance interpersonal relationships with your coworkers and clients and create opportunities for promotion and advancement. You are required to apply basic oral, written, technical and listening skills at workplace. Most importantly, you must be able to apply demonstration/presentation, graphic, artistic skills, convey information through multimedia presentations, and create graphs and charts. Another skill component you ought to build is interpersonal relationship, wherein many new entrants fail to maintain and sustain at workplace nor the employers seem to pay more and genuine attention for developing this soft skill for building effective interpersonal communication.

3. Applying Technology- According to Mike Rush ‘to be effective in today’s workplace individuals must be able to use the tools of technology to improve productivity and efficiency. Employers expect you to have developed technological skills and stayed abreast of the continuously changing technological environment. Demonstrating technical literacy and computer literacy, accessing/transmitting information using electronic communications systems, use of database software in work-related situations, spreadsheet software and word-processing in work-related situations are some of the most essential technology skills that you need to acquire and apply at workplace.

4. Building work ethics- One of most important competencies to be built within you but often disregarded is the work ethics at workplace. As a matter of fact, organizations value employees who possess the ability to work with diverse groups of people and who are able to lead people towards achieving common goals. As a young worker/employee you must be a leader in your work environment and demonstrate positive work ethic-exhibiting honesty, initiative and dependability. As a member of the work organization, you should demonstrate leadership, contribute to teamwork, establish a personal code of ethics, which is in consistent with the professional ethics, demonstrate work ethic, and adhere to the workplace policies and procedures. An in-depth understanding of the roles and importance of ethical conduct will make you work.

5.Career planning and managing- This cluster means that you need to be guided and actively engaged in seeking a career that matches your interests, abilities, aptitudes and skills. You have to do a career mapping, which will lead to success and satisfaction in work.” Employers seek individuals who know what they want from work and can effectively present their qualifications and skills through the job search process, including job applications and interviews”(Mike Rush, 2000). Identification of personal interests, abilities and skills relate to choosing a career, investigating career options, charting career using career-planning skills, demonstrating skills needed to enter or re-enter the workforce and job keeping skills, upgrading skills and exploring opportunities to create a business are some of the basic workplace competencies you must develop in your pursuits of jobs.

6. Resources management- In work situations, you are required to learn to manage a variety of resources namely personal, financial and environmental. Managing yourself is more important but difficult than managing things of production and humanity at workplace. You must develop the competencies to apply self management processes in the workplace, maintain/promote wellness, contribute to a safe work environment, handle varied tasks and manage time, which will not only enhance your well-being but also fosters a desirable organizational climate.

EAMPLE: COMPETENCY MAPPING IN GE

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Competency Framework in GE

Theme / Basis: Designing a Competency Framework

•· Linking competencies to business strategy

•· Getting prepared and making it happen

•· Various approaches

•· Characteristics of a good competency framework

•· Challenges of design & development

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Competency Framework in GE

Hourly Workers

Customer Service Agents

Accountants

Software Engineers

Engineering Design Experts

PhD’s / Scientists

Financial Analysts

I.T .Helpdesk Agents

Wide Spectrum of Competencies

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Competency Framework in GE

Strategic Intent : what are we trying to accomplish?

Organizational Capabilities we require

How able are we to manage the work processes and change in order to accomplish our Strategy?

What is the Organization we need to accomplish our strategy?

What are the standards and consequences requires to accomplish our strategy?

What are the Competencies we require to accomplish our Strategy?

Work-Process/ Capacity for Change Pillar

Governance Pillar

Consequence Pillar

Competence Pillar

Ulrich’s Organizational Diagnostic Model

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Business ProcessesBusiness ProcessesSII/CII SII/CII

Operating Operating PlanPlan

Session CSession COrg./Staffing/Org./Staffing/SuccessionSuccession

Session DSession DComplianceCompliance

((QtrlyQtrly))

CECCECCECCEC CECCEC

OperatingOperatingManagersManagers

Mtg. (Boca)Mtg. (Boca)

CorporateCorporateExecutiveExecutiveCouncilCouncil(CEC)(CEC)

CorporateCorporateOfficersOfficers

Mtg. (COM)Mtg. (COM)

Leadership MeetingsLeadership Meetings

October DecemberAugust

April

JuneFebruary

September NovemberJulyMarch MayJanuary

Session I Session I StrategyStrategy

Session CSession CVideoVideo

ConferencesConferences

GE’s Operating Mechanism

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GE Values

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CURIOUS• Generates new and creative ideas.• Fosters an environment where questions and ideas

are valued.• Seeks feedback, continuously learns, and develops self.• Learns as much or more from failures as successes.

PASSIONATE• Demonstrates enthusiasm for what he/she does.• Willing to take risks.• Empowers others to question the status quo.• Creates excitement and inspires others to

deliver.

RESOURCEFUL• Seeks simple solutions to complex problems.• Considers varied alternatives before selecting a

solution.• Effectively uses internal/external network.• Consistently gets tasks accomplished with available

resources.

ACCOUNTABLE• Takes responsibility for decisions, actions and results.• Delivers on commitments to stakeholders.• Does what is best for the team and the customer.• Places success of the organization ahead of personal

gain.

TEAMWORK• Builds trust by respecting the ideas and contributions of

everyone.• Works well with others.• Coaches and encourages others on a regular basis.• Contributes to positive morale and spirit within the team.• Embraces diverse and global cultures.

COMMITTED•Sets clear and measurable goals.• Stays focused on business priorities.• Willing to make tough decisions and live with the

consequences.• Displays persistence and tenacity; is not deterred by

obstacles.

OPEN•Attentive and respectful when listening and responding to

others.• Willing to change based on the inputs of others.• Communicates in an open, candid, and consistent manner.• Accessible and approachable.

ENERGIZING•Displays an engaging, can-do, optimistic attitude.• Makes work fun.• Inspires others to achieve more than they imagined.• Recognizes and rewards the contributions of others.

Competencies to demonstrate GE Values