competency mapping

Download Competency mapping

Post on 21-Sep-2014

7 views

Category:

Education

0 download

Embed Size (px)

DESCRIPTION

 

TRANSCRIPT

  • COMPETENCY MAPPING

  • INTRODUCTIONCompetence

    Performance

    Managing Change

    Competency Mapping: A tool

  • SUMMARY

    CONCEPT OF ROLE AND COMPETENCIESCOMPETENCY MANAGEMENT FRAMEWORKCOMPETENCY IDENTIFICATIONCOMPETENCY ASSESSMENTCOMPETENCY DEVELOPMENT

  • CONCEPT OF ROLEExpectations of significant others and selfLinking conceptIndividualTeamorganizationDifferent from position

  • CONCEPT OF COMPETENCY

    Skill:Ability accomplishTalent:Inherent abilityCompetency:Underline characteristics that give rise to skill accomplishmentKnowledge, skill and attitude

  • DEFINITION

    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: 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)

  • 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

    Differentiating Competencies: Behavioral characteristics that high performers display

  • COMPETENCIES APPLICATIONSCompetency 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 MANAGEMENT Organizational Strategy

    Vision, Mission, Values, Strategic,Intent, Corporate Governance, Corporate Social Responsibility & EthicsBusiness Strategy

    Business Plan & Goals, CulturePeople, TechnologyTeamwork Strategy

    Leadership, CommunicationConflict Management, InterpersonalSkills, Project Orientation, Self Managed Teams (SMT)Role Strategy

    Ability, Autonomy, Multiskilling,Task identity, PerformanceEvaluation & rewards and performance developmentCore Competencies(Organizational wide)Business Competencies(SBU specific)Team Competencies(Project driven)Role Competencies(Role wise)Stakeholder Interest

    Market PositioningAchieving Business Targets

    Employee SatisfactionProfit Center Orientations

    Team Development & SynergyPerformance Accomplishment

    Individual DevelopmentSTRATEGIC FRAMEWORKCOMPETENCY FRAMEWORKCOMPETENCY MODELING FRAMEWORKMG Jomon.(2004). Unpublished

  • PROGRAM DESIGN AND IMPLEMENTATION : THE MODEL

    COMPETENCY FRAMEWORKCore competencies (Organization wideBusiness competencies (SBU specific)Team Competencies (project driven)Role competencies (Role wise)COMPETENCY IDENTIFICATION

    Identification process (4 steps)Consolidation of checklistRank Order and finalizationValidation and BenchmarkCOMPETENCY ASSESSMENTPsycho-metric tool360 Degree approachCOMPETENCY DEVELOPMENTMaturity framework & matrixAreas of improvementAction PlanCOMPETENCY MAPPINGStrategy-Structure CongruenceStructure Role CongruenceVertical & horizontal Role linkagesPositioning to bring in competitive advantageINTEGRATION OF HR FUNCTIONPMS 5. R&S CP & CD 6. RSSP & SDT&DMG Jomon.(2003). Unpublished

  • COMPETENCY MODELINGLess rigourMore rigourCOMPETENCIES : (Core, Business, Team, Role)CRITERIA: Validity, Applicability, Speed, Satisfaction

    MG Jomon.(2004). Unpublished

  • ROLE COMPETENCIESA set of competencies required to perform a given role Each competency has a skill set

    Dr. MG Jomon, XIMB

  • IDENTIFICATION OF ROLE COMPETENCIES

    Structure and list of rolesDefinition of rolesJob descriptionCompetency requirement

  • STRUCTURE AND LIST OF ROLES: STEPS

    Organizational structure study and examinationList all the roles in the structureIdentify redundant and overlapping rolesFinal list of roles

  • DEFINITION 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: STEPS

    List down all the activities/tasks small and bigRoutine and CreativeCategorize activities under major heads

  • COMPETECNY IDENTIFICATION: STEPS

    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

  • COMPETENCY ASESSMENT

    Following methods are used:Assessment/Development Centre360 Degree feedbackRole playsCase studyStructured ExperiencesSimulationsBusiness Games

  • COMPETENCY ASESSMENT

    360 degree approach:SelfothersInternal/External CustomersBoss/peers/Subordinate

  • COMPTENCY DEVELOPMENT

    RoleIdentified competenciesAssessment resultAreas of improvementAction plan

  • COMPETENCY MAPPING

    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

  • DELIVERABLESRole Directory Competency profiles Competency MapCompetency based HR systems tRecommendations: Rationalization of structure and manpowerInstitutionalization of interventions Organization Diagnosis Report

  • INTEGRATION OF HR SYSTEMS(Competency based HR practicesReward SystemPerformance Management SystemRecruitment & SelectionsCareer Plan & Career DevelopmentCompetency requirementCompetency availabilityCompetency acquisition/DevelopmentSuccession plans &Succession DevelopmentTraining /development Plans & Programmes

  • CONCLUSION

    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