Competency mapping

Download Competency mapping

Post on 21-Sep-2014




0 download

Embed Size (px)




<ul><li><p>COMPETENCY MAPPING </p></li><li><p>INTRODUCTIONCompetence</p><p>Performance</p><p>Managing Change</p><p>Competency Mapping: A tool</p></li><li><p>SUMMARY</p><p>CONCEPT OF ROLE AND COMPETENCIESCOMPETENCY MANAGEMENT FRAMEWORKCOMPETENCY IDENTIFICATIONCOMPETENCY ASSESSMENTCOMPETENCY DEVELOPMENT</p></li><li><p>CONCEPT OF ROLEExpectations of significant others and selfLinking conceptIndividualTeamorganizationDifferent from position</p></li><li><p>CONCEPT OF COMPETENCY</p><p>Skill:Ability accomplishTalent:Inherent abilityCompetency:Underline characteristics that give rise to skill accomplishmentKnowledge, skill and attitude</p></li><li><p>DEFINITION</p><p>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 </p></li><li><p>COMPETENCY Vs. COMPETENCECompetency: 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 organizationsWoodruffe (1991)</p></li><li><p>TYPES OF COMPETENCIESGeneric or specific: Threshold or performance: Basic competencies required to do the job, which do not differentiate between high and low performersPerformance competencies are those that differentiate between high and low performers</p><p>Differentiating Competencies: Behavioral characteristics that high performers display</p></li><li><p>COMPETENCIES APPLICATIONSCompetency frameworks: Define the competency requirements that cover all the key jobs in an organization. This consists of generic competencies.</p><p>Competency maps: Describe the different aspects of competent behaviour in an occupation against competency dimensions such as strategic capability, resource management and quality.</p><p>Competency profiles: A set of competencies that are require to perform a specified role.Armstrong (1999)</p></li><li><p>MACRO VIEW OF COMPETENCY MANAGEMENT Organizational Strategy</p><p>Vision, Mission, Values, Strategic,Intent, Corporate Governance, Corporate Social Responsibility &amp; EthicsBusiness Strategy</p><p>Business Plan &amp; Goals, CulturePeople, TechnologyTeamwork Strategy</p><p>Leadership, CommunicationConflict Management, InterpersonalSkills, Project Orientation, Self Managed Teams (SMT)Role Strategy</p><p>Ability, Autonomy, Multiskilling,Task identity, PerformanceEvaluation &amp; rewards and performance developmentCore Competencies(Organizational wide)Business Competencies(SBU specific)Team Competencies(Project driven)Role Competencies(Role wise)Stakeholder Interest</p><p>Market PositioningAchieving Business Targets</p><p>Employee SatisfactionProfit Center Orientations</p><p>Team Development &amp; SynergyPerformance Accomplishment</p><p>Individual DevelopmentSTRATEGIC FRAMEWORKCOMPETENCY FRAMEWORKCOMPETENCY MODELING FRAMEWORKMG Jomon.(2004). Unpublished </p></li><li><p>PROGRAM DESIGN AND IMPLEMENTATION : THE MODEL</p><p> COMPETENCY FRAMEWORKCore competencies (Organization wideBusiness competencies (SBU specific)Team Competencies (project driven)Role competencies (Role wise)COMPETENCY IDENTIFICATION</p><p>Identification process (4 steps)Consolidation of checklistRank Order and finalizationValidation and BenchmarkCOMPETENCY ASSESSMENTPsycho-metric tool360 Degree approachCOMPETENCY DEVELOPMENTMaturity framework &amp; matrixAreas of improvementAction PlanCOMPETENCY MAPPINGStrategy-Structure CongruenceStructure Role CongruenceVertical &amp; horizontal Role linkagesPositioning to bring in competitive advantageINTEGRATION OF HR FUNCTIONPMS 5. R&amp;S CP &amp; CD 6. RSSP &amp; SDT&amp;DMG Jomon.(2003). Unpublished </p></li><li><p>COMPETENCY MODELINGLess rigourMore rigourCOMPETENCIES : (Core, Business, Team, Role)CRITERIA: Validity, Applicability, Speed, Satisfaction</p><p>MG Jomon.(2004). Unpublished </p></li><li><p>ROLE COMPETENCIESA set of competencies required to perform a given role Each competency has a skill set</p><p>Dr. MG Jomon, XIMB</p></li><li><p>IDENTIFICATION OF ROLE COMPETENCIES</p><p>Structure and list of rolesDefinition of rolesJob descriptionCompetency requirement</p></li><li><p>STRUCTURE AND LIST OF ROLES: STEPS</p><p>Organizational structure study and examinationList all the roles in the structureIdentify redundant and overlapping rolesFinal list of roles</p></li><li><p>DEFINITION OF ROLE: STEPS</p><p>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</p></li><li><p>JOB DESCRIPTION: STEPS</p><p>List down all the activities/tasks small and bigRoutine and CreativeCategorize activities under major heads</p></li><li><p>COMPETECNY IDENTIFICATION: STEPS</p><p>Identify against each activity the following:Role holder interview and listingInternal/External customer interview and listingStar performer interview and listingRole holder critical incident analysisConsolidate the above and make a checklist of competenciesRank- order and finalize on 5/6 competencies critical to the role</p></li><li><p>COMPETENCY ASESSMENT</p><p>Following methods are used:Assessment/Development Centre360 Degree feedbackRole playsCase studyStructured ExperiencesSimulationsBusiness Games</p></li><li><p>COMPETENCY ASESSMENT</p><p>360 degree approach:SelfothersInternal/External CustomersBoss/peers/Subordinate</p></li><li><p>COMPTENCY DEVELOPMENT</p><p>RoleIdentified competenciesAssessment resultAreas of improvementAction plan</p></li><li><p>COMPETENCY MAPPING</p><p>Strategy structure congruenceStructure Role congruenceEach role to be uniqueNon-RepetitiveValue addingVertical 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</p></li><li><p>DELIVERABLESRole Directory Competency profiles Competency MapCompetency based HR systems tRecommendations: Rationalization of structure and manpowerInstitutionalization of interventions Organization Diagnosis Report</p></li><li><p>INTEGRATION OF HR SYSTEMS(Competency based HR practicesReward SystemPerformance Management SystemRecruitment &amp; SelectionsCareer Plan &amp; Career DevelopmentCompetency requirementCompetency availabilityCompetency acquisition/DevelopmentSuccession plans &amp;Succession DevelopmentTraining /development Plans &amp; Programmes</p></li><li><p>CONCLUSION</p><p>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</p></li></ul>