competency mapping by ifthiquar ali ahmed
DESCRIPTION
Detailed and tested project on Competency Mapping done for MNC with 50000 plus Headcount. A practical and proven version.TRANSCRIPT
Competency Mapping- Modus Operandi
Research indicates
• 50% of job performance problems are because people are in the wrong job
• 25% of on-the-job performance problems is the inability to identify the ‘gaps’ between the competencies of the person and the job requirements
MACRO COMPETENCY MANAGEMENT
Organizational Strategy
Vision, Mission, Values, Strategic,Intent, Corporate Governance, Corporate Social Responsibility & Ethics
Business Strategy
Business Plan & Goals, CulturePeople, Technology
Role Strategy
Ability, Autonomy, Multiskilling,Task identity, PerformanceEvaluation & rewards and performance development
Teamwork Strategy
Leadership, CommunicationConflict Management, InterpersonalSkills, Project Orientation, Self Managed Teams (SMT)
STRATEGIC FRAMEWORK
Stakeholder Interest
Market Positioning
COMPETENCY MODELING FRAMEWORK
Achieving Business Targets
Employee Satisfaction
Profit Center Orientations
Team Development & Synergy
Performance Accomplishment
Individual Development
COMPETENCY FRAMEWORK
Core Competencies(Organizational wide)
Business Competencies(SBU specific)
Team Competencies(Project driven)
Role Competencies(Role wise)
Competency Framework :Defined
Define Purpose Process Data Build Framework
•Group all of the behaviors and skill sets into competencies.
•Create subgroups, Refine the subgroups, Identify and name competencies.
•Add levels for each competency; Useful when using the framework for compensation or performance reviews.
•Each competency, and the related behaviors will be divided into measurement scales according to complexity, responsibility, scope, or other relevant criteria..
Validate and Revise
•For each item, questions to be asked:
•Is this behavior demonstrated by people who perform the work most effectively?
•Conversely, are people who don't demonstrate this behavior ineffective in the role?
•Is this behavior relevant and necessary for effective work performance?
•Via a simple tick cross online survey. Gets consensus and agreement.
•Once validated, freeze the document
Deliver
•The finalized competency framework.
•To facilitate a workshop for key personnel to communicate and explain the frame work to concerned
•Before we start analyzing jobs, and figuring out what each role needs for success, we will look at the purpose for creating the framework. How WE plans to use it will impact whom we involve in preparing it, and how we determine its scope.
•A competency framework team comprising HR and some line managers. If possible, this should include diversity of our org . It's also important to include long-term needs, so that we can keep the framework updated and relevant.
•Main part which will decide the accuracy of the framework.
•Techniques to collect information will include Observe, Interview people, Create a questionnaire and Analyze the work.
•Besides corporate business plan, strategies, objectives, Organizational principles and Job descriptions, we will look at Regulatory and other compliance issues.
•Raw data will be analyzed and grouped effectively to help organizing the information into larger competencies, when we move on to next step.
Work Scope
Skill identification from Competency Framework
Jacob Erection Engineer
Safety, Efficiency and Speed of Installation
Knowledge of equipment
Safety Standards
Time Management
Maria Billing Manager
Efficiency and Speed of Billing
Knowledge of Billing Accuracy
Time Management
Steve Design Engineer
Cost Effective and Speedy Designs
Product Knowledge
Time Management
Employee/ Job Function/JD
Employee/ Job Function/JD
Desired SkillsDesired Skills
Example
Common Skills : Groups
Identify Common Skills &
Club
Group & Sub Group : Skills
Create Skills Dictionary
Map Competency
Identify Gaps
Convert to Training
Monitor Performance
Remap Competencies
For all skills – which, when summed, will make an efficient organization
Define Levels and assign Competence for each employee based on current function
Map Each employee for Present
and Desired levels Re-map based on grade and
role
Use Identified Absent Skills Present but not up to
desired level
- Measure Effectiveness
- Retention after 6 month
- This could be the best way to make Objective Appraisals which are data not opinion based
Training Customized to plug Identified Gaps
Uniform Training
Competency Mapping is a cyclic process
Leadership
Business Acumen
Business Process
Technical
Work Scope
Grouping & Sub Grouping
Supervising and leading teams
Provide ongoing direction and support to staff.
Take initiative to provide direction.
Communicate direction to staff.
Monitor performance of staff.
Motivate staff.
Develop succession plan.
Ensure that company standards are met
Here's an example of groupings and subgroupings for general management competencies:
Recruiting and staffing
Prepare job descriptions and role specifications.
Participate in selection interviews.
Identify individuals' training needs.
Implement disciplinary and grievance procedures.
Ensure that legal obligations are met.
Develop staff contracts.
Develop salary scales and compensation packages.
Develop personnel management procedures.Make sure staff resources meet organizational needs.
Grouping & Sub Grouping
Continued example of groupings and subgroupings for general management competencies:
Training & Development
Need Analysis
Operation & Deliver of Trainings
Content Management System
Knowledge Management / Vendor Management
Learning Evaluation
Managing Projects
Prepare detailed operational plans.
Manage financial and human resources.
Monitor overall performance against objectives.
Write reports, project proposals, and amendments.
Understand external funding environment.
Develop project/program strategy.
Level Symbol
Level 0
Level 1
Level 2
Level 3
Level 4
Skill 1
Skill 2
Skill 3
Skill 4
Skill 5
Skiil6
Skill 7
Skill 8
Remarks
Name 1
Name 2
Name 3
Name N…
Name
Proficiency Level
Revision Date mm dd yy Skill Group
This will be developed for all N… employees
1. Skills will be grouped and sub groped based on Competencies required for various positions and the job functions2. Competencies will be mapped to decide level of existing skill with each individual3. This will establish Training & Coaching needs 4. Tool to be constantly updated. Can be used for performance evaluation
Sample Skill Matrix : Names – Skills - Levels
Work Scope
Work Scope
An exclusive web page will be created to host the dictionary of
- all skills required for each role
- Level required for each job function
- Training available for each level
- Method measuring your own level : Present and Required
The ETA Skill DictionaryDig
ital O
nlin
e S
up
port
No More Opinion based Appraisals
Check your own Skills level and
get Trained to enhance
No more ambiguity in Promotions
and Rewards
Get an instant Report on your performanceEmployee Achiever
Stressed HR
What’s in it for Me Ultimately any initiative is s as successful as the belief in people to accept and
own it Unless that Value is explained and see n by people – it will not fly off Here are the pay offs for Employees and for the Management
Customized training and professional development.
Ensure people demonstrate sufficient expertise.
Recruit new staff more effectively.
Effective Performance Evaluation.
Efficient skill and competency gaps.
Smooth Succession Planning.
More efficient implementation of change management processes
1
2
3
4
5
6
7
HR Partner
Behavioural Competencies
Revenue Generation
Support Function
SpecialistRevenue
Generation Support Function
SpecialistRevenue
Generation Support Function
SpecialistRevenue
Generation Support Function
Specialist
Customer Service Orientation
Level 5 Level 4 Level 4 Level 4 Level 3 Level 4 Level 2 Level 2 Level 2 Level 2 Level 2 Level 2
Organisational Commitment
Level 5 Level 4 Level 4 Level 4 Level 3 Level 3 Level 3 Level 3 Level 3 Level 2 Level 2 Level 2
Problem Solving Level 4 Level 4 Level 3 Level 2
Business Insignt Level 5 Level 4 Level 4
Flexibility and Adaptability
Level 5 Level 4 Level 4 Level 2 Level 2
Focus on Results Level 5 Level 4 Level 4 Level 4 Level 4 Level 3 Level 3 Level 3 Level 3 Level 2 Level 2 Level 2
Teamwork and collabration
Level 3 Level 3 Level 3 Level 3 Level 2 Level 2 Level 2 Level 2
Leadership Level 5 Level 5 Level 4
Holding People Accountable
Level 4 Level 4 Level 4 Level 4 Level 3 Level 3
Developing Capability Level 5 Level 5 Level 4 Level 5 Level 4 Level 4 Level 3 Level 3 Level 3 Level 2 Level 2 Level 2
Total Competency 8 8 7 6 6 6 6 6 6 6 6 6
ETA ASCON STAR GROUP -BEHAVIOURAL COMPETENCY MAPPING
CompetenciesGenaral Manager Manager / Senior Manager Executive / Sr. Executive Technical / Sales / Administration
Job Family Summary
Unit Category TotalStaff 40Worker 16
ENGG Total 56Staff 42Worker 18
Others Total 60Grand Total 116
Summary of Job Family
ENGG
Others
DET GET Assistant Jr.Executive Sr.Executive Manager Sr.Manager AGM DGM GMRegional Director
Employee Orientation Program (EOP)
Ethics w orkshop
Communication Skills
Customer Orientation
Cross cultural sensitivity
Decision Making Skills
Time Management
Assertiveness Skills
Presentation Skills
Conducting Effective Meetings
Internal Quality Auditors
Quality Management Systems
ISO Aw arness
Successful Team Building
Stores ManagementFinance & Management Control for Non financial Engineers(FAME)
Pre& Post contract Management
Training on Brake overhauling
Elenessa & Nexw ay Training
Project Management
Training on Mitsubishi STD
Trouble shooting
Maintance procedure routine maintenance of elevators & Escalators
Elevator Safety
FIDIC & Contract ManagementElevator Draw ing Reading Skills/Fire fighting Equipment/ CableTesting
Material Management
Primavera
Please note:
programs that can be made mandatory to attendprograms that are recommended for your role
* indicates the program is relevant only if you need to use that particular skillsPeople w ill be invited/nominated to programs that may not be show n here as recommended programs based on their role requirementIn case role demands equipping w ith a skill that is not indicated against role, candidates need to discuss w ith their manager on nomination
ROLE BASED DEVELOPMENT MATRIX BASED ON TRAINING NEEDS IDENTIFICATION FOR ETA MELCO Turkey & CIS
TRAINEES STAFFRoles
Outstanding Examples of Competency Model
• Kier • Balfour Beatty • Morgan Sindall • Royal Bam • Carillion• EC Harris• Honda Motors -18 Competencies• GE – 23 Competencies
Technical Competencies
S.no Jobs Count of Competency
1 Electrical & Instrumentation 59
2 Design 36
3 HVAC 56
4 Plumbing 43
5 MEP Coordination 44
6 Installation 50
7 Testing & commissioning 38
326G.Total
Summary of Competency
Requirement
• Forming Steering Group• JD• Designing Questionnaire• Collecting the results• Analytics
ByIfthiquar Ali Ahmed