competency mapping for hr

COMPETENCY MAPPINGCOMPETENCY MAPPING

PROFESSOR JAYASHREE SADRI and PROFESSOR JAYASHREE SADRI and DR. SORAB SADRIDR. SORAB SADRI

Hamlet’s DilemmaHamlet’s Dilemma

To be, or not to be: that is the question:To be, or not to be: that is the question:Whether 'tis nobler in the mind to sufferWhether 'tis nobler in the mind to sufferThe slings and arrows of outrageous The slings and arrows of outrageous fortune,fortune,Or to take arms against a sea of troubles,Or to take arms against a sea of troubles,And by opposing end them? And by opposing end them?

Hamlet; Act 3, Scene 1Hamlet; Act 3, Scene 1

The Competency DilemmaThe Competency Dilemma

To Skill or not to Skill: That is the To Skill or not to Skill: That is the question.question.Whether ‘tis nobler to suffer the Whether ‘tis nobler to suffer the inadequacies inadequacies of ad hoc learning, or to take arms against a of ad hoc learning, or to take arms against a sea sea of learning interventions, jobs & skills and of learning interventions, jobs & skills and by by decisive action build competency?decisive action build competency?

(With apologies to Will Shakespeare)(With apologies to Will Shakespeare)

The Competency DilemmaThe Competency Dilemma

How can you move from ad hocHow can you move from ad hoc

to competency-based learningto competency-based learning

with THINQ and PeopleViewwith THINQ and PeopleView

Why Performance &Why Performance &Competency Management?Competency Management?

Aligns Organizational & Contributor Aligns Organizational & Contributor Performance to Corporate Mission, Vision Performance to Corporate Mission, Vision & Core Competencies& Core Competencies

Improves an Organization’s Ability to Develop,Improves an Organization’s Ability to Develop,Maintain and Track Competency InformationMaintain and Track Competency Information

Supports Recruitment, Performance Management, Supports Recruitment, Performance Management, Career Development and Compensation Career Development and Compensation ManagementManagement

Facilitates Development of Competency Centers Facilitates Development of Competency Centers to Leverage Scarce or Expensive Human to Leverage Scarce or Expensive Human ResourcesResources

When Performance &When Performance &Competency Management?Competency Management?

A Systematic FrameworkA Systematic Framework

No formal consistent process

Consistent, basic approach to learning management

Consistent, comprehensive approach

Institutionalized and integrated into business planning

The Learning Management The Learning Management Maturity ModelMaturity ModelTMTM

Learning and performance-centered organization

Ad hoc (I)

Managed Learning (II)

Competency-driven (III)

Integrated Performance (IV)

Optimized Workforce (V)

Key ConsiderationsKey Considerations How important is Skills & Competency

Management to your enterprise?

What is the impact if you don’t address this issue?

Where should this capability reside? HRMS LMS Competency Management System

Are there other approaches to solving the competency problem?

What do you look for in a competencymanagement solution?

Anticipatory Anticipatory deliverydeliveryWisdomWisdom

Extended Extended enterprise enterprise

modelmodel

Performance Performance supportsupport

Advanced Advanced profiling & profiling & predictive predictive

technologiestechnologies

NetworkedNetworked

Net worthNet worth

Re-inventedRe-invented

Rapid Rapid reconfiguratioreconfiguratio

nn

Return on Return on assetsassets

Shareholder Shareholder

valuevalue

Context-Context-adaptedadapted

KnowledgeKnowledge

PerformancPerformance e

managemenmanagementt

Goal Goal managemenmanagemen

tt

Knowledge Knowledge managemenmanagemen

tt

InteroperablInteroperablee

ROI ROI correlationscorrelations

StrategicStrategic

Connected Connected processesprocesses

Alignment Alignment of strategy of strategy

& execution& execution

CompetitiveCompetitivenessness

Universal, Universal, assumed assumed

interoperabilityinteroperabilityInformationInformation

Competency Competency modelingmodeling

LCMS / CMSLCMS / CMS

Blended Blended learninglearning

360360° ° assessmentassessment

IntegratedIntegrated

QualitativeQualitative

Prescriptive Prescriptive (push)(push)

Learning Learning cultureculture

Achievement Achievement of business of business

resultsresults

ProficiencyProficiency

Simple, Simple, standards-standards-

based based integrationintegration

DataData

Enterprise Enterprise LMSLMS

E-LearningE-Learning

Custom, Custom, standards-standards-

based contentbased content

Compliance & Compliance & certification certification

mgmtmgmt

PackagedPackaged

QuantitativeQuantitative

Planned (pull)Planned (pull)

Consolidated Consolidated operationsoperations

Change Change readinessreadiness

Cost Cost avoidanceavoidance

No No connectiviconnectivi

tytyDataData

SpreadshSpreadsheetseets

Dept Dept LMS(s)LMS(s)

COTS COTS contentcontent

AutomateAutomatedd

PredictablPredictable costs & e costs &

ratesrates

ReactiveReactive

IndependeIndependent nt

departmedepartmentsnts

Risk Risk reductionreduction

Visibility Visibility & Control& Control

Content AgendaContent Agenda

Decision Decision Support Support DimensionDimension

Primary Tools Primary Tools &&

TechnologiesTechnologies

IT FocusIT Focus

Key MetricKey Metric

Learning Learning ProcessProcess

Organizational Organizational FocusFocus

Driving GoalDriving Goal

Business PainBusiness Pain

STAGE V:STAGE V:

Optimized Optimized WorkforceWorkforce

STAGE IV:STAGE IV:

Integrated Integrated PerformancPerformanc

ee

STAGE III:STAGE III:

Competency-Competency-drivendriven

STAGE II:STAGE II:

Managed Managed ProcessProcess

STAGE I:STAGE I:

Ad HocAd Hoc

9 DEFINING 9 DEFINING CHARACTERISCHARACTERISTICSTICS

LM3™: Learning Management LM3™: Learning Management Maturity Model SummaryMaturity Model Summary

Ad hoc (I)

Managed Learning (II)

Competency-driven (III)

Integrated Performance (IV)

Optimized Workforce (V)

KeyNot HappeningPartially EngagedFully Engaged

Consider the Learning and Consider the Learning and Performance Optimization Performance Optimization

ContinuumContinuum


Corporate Strategy & Key Business Objectives

Staff

Customer

Distributors/ suppliers

Partners

Citizens / constituents

Extr

a-

En

terp

rise

Integrations w/ ERP, HRIS, Portals, other Legacy Data Stores

Content MgmtContent Mgmt Authoring Authoring

toolstools

COTS COTS providersproviders

Third party Third party developersdevelopers

LCMS & CMS LCMS & CMS & DMS& DMS

ServicesServices

Knowledge Knowledge MgmtMgmt

Repository Repository mgmtmgmt

WorkflowsWorkflows

Electronic Electronic performance performance support support systemssystems

Advanced Advanced search-and- search-and- navigationnavigation

CollaborationCollaboration Virtual Virtual

classroomsclassrooms


MentoringMentoring

Discussions Discussions & chat& chat

Online Online MeetingsMeetings

Communities Communities of Practiceof Practice

Program Program

Strategy Strategy

& &

DesignDesign(Services)(Services)

LMSLMS Catalog Catalog

admin.admin.

Event Event schedulingscheduling

Compliance Compliance mgmtmgmt

Job Job developmentdevelopment

Resource Resource mgmtmgmt

Skills & Skills & competency competency enablementenablement

Change Change

LeadershipLeadership(Services)(Services)

Testing & Testing & AssessmentAssessment Kirkpatrick Kirkpatrick

evalsevals

Pre- & post-Pre- & post-testingtesting

Job & Job Job & Job skills testingskills testing

360 ° 360 ° feedbackfeedback

Performance Performance MgmtMgmt

Goal mgmtGoal mgmt

Performance Performance evalsevals

Talent mgmtTalent mgmt

Succession Succession planningplanning

Competency Competency MgmtMgmt

Skills Skills librarieslibraries

Competency Competency mapsmaps

Development Development plansplans

Analysis Analysis erviceservices

Organisation Organisation & staff & staff development development planningplanning

Stage III:Stage III:Competency-drivenCompetency-driven

Stage IV:Integrated


Staff

Customer


Partners


Extr

a-

En

terp

rise




toolstools




ServicesServices



WorkflowsWorkflows






MentoringMentoring




Program Program

Strategy Strategy

& &



admin.admin.






Change Change



evalsevals


Job & Job Job & Job skills testingskills testing



Goal mgmtGoal mgmt


Talent mgmtTalent mgmt






Analysis Analysis servicesservices

Organisation Organisation & staff & staff development development planning planning

Stage IV:Stage IV:IntegratedIntegrated


Staff

Customer


Partners


Extr

a-

En

terp

rise




toolstools




ServicesServices



WorkflowsWorkflows






MentoringMentoring




Program Program

Strategy Strategy

& &



admin.admin.






Change Change



evalsevals


Job and Job Job and Job skills testingskills testing



Goal mgmtGoal mgmt


Talent Talent mgmtmgmt






Analysis Analysis erviceservices

Organisation Organisation & staff & staff development development planningplanning

Stage V:Stage V:OptimisedOptimised

Performance Appraisal &

Assessments

Personal Development

Plan

Personal Learning

Plan

Learning Consumption &

Assessment

Performance Objectives and Skills Gaps

Performance Objectives and Skills Gaps

Skills Enhancement & Goal Tracking

Individual and Role-based Prescriptions

Assessment scores, Appraisal ratings, Evaluations

THINQ Solution OverviewTHINQ Solution Overview

Competency Mapping Define Cascading Organizational Core Competencies

Define Competencies as Sets of Assessable Knowledge, Skills & Abilities (KSA’s)

Job Role Competencies Support Organisational Competencies

Job & Skills Libraries Define Idealised Job Roles with Competencies & Skills Target Desired Proficiency Levels

Analysis Services Define Organisation Specific Job Roles, Competencies & Skills Align Organisational Competencies with Goals & Objectives

CorporateCore

Competencies

DivisionCore

CompetenciesSupport

DepartmentCore

CompetenciesSupport

Job RoleCompetencies

Support

Skills &Knowledge,

Skills,Abilities

Support

Best Practices in Competency Management

Best Practices in Best Practices in Competency ManagementCompetency Management

OrganisationMission

&Values

OrganisationGoals

&Objectives

Derive From

DivisionGoals

&Objectives

DepartmentGoals

&Objectives

Support Support

Division Mission

&Values

Support

Department Mission

&Values

Support

Derive From Derive From

IndividualGoals

&Objectives

Support

Individual Mission

&Values

Support

Derive From

Goal Management Provide Cascading Mission & Values, Goals & Objectives

• Define Organisational Mission & Values• Identify Goals and Objectives that Support Mission & Values

Align Goals to Organisational Competencies Derive Individual Goals & Objectives from Organisational

Goals & Objectives

Best Practices inBest Practices inPerformance ManagementPerformance Management

Performance Evaluation Assess Individual Performance on a

Predefined Cycle Based on Individual Goals & Objectives

• Send Performance Assessment Notifications Automatically

• Provide 180°, 360° or Multi-Rater Feedback for Individual Performance Assessment

• Assign Learning Interventions to Close Performance Gaps.

Assess Organization Performance on a Predefined Cycle Based on Organizational Goals & Objectives

• Assess Organizational Performance by Aggregating Individuals Performance Assessment

Self-Assessment

ManagerAssessment

PeerAssessment

SubordinatesAssessment

Customer/PartnerAssessment

Best Practices inBest Practices inPerformance ManagementPerformance Management

Identify & Manage Key Positions Define Succession Plan for Key Positions Identify Candidates for Retention & Promotion Find Candidates for Jobs (Recruitment) Manage Career Paths

Talent Management &Talent Management &Succession PlanningSuccession Planning

OrganisationMission

&Values

OrganisationGoals

&Objectives

Derive From

Division Mission

&Values

DivisionGoals

&Objectives

Department Mission

&Values

DepartmentGoals

&Objectives

Support Support

Support Support

Derive From Derive From

Individual Mission

&Values

IndividualGoals

&Objectives

Support

Support

Derive From

CorporateCore

Competencies

Support

DivisionCore

Competencies

DepartmentCore

CompetenciesSupport Support

Support Support

IndividualCompetencies

Support

Support

Knowledge,Skills,Abilities

Support

Creation and maintenance of a virtuous cycle that powers workforce optimization

Performance and Competency Performance and Competency AlignmentAlignment

Integration ApproachIntegration ApproachTwelve Steps to Skill Recovery

LearningManagement

System

PeopleViewHCM

Learners, Job Assignments, Courses, & Course-Skills

Jobs, Job Competency Models (Job-Skills), Skills

System of Record for:LearnersCourses

Course-SkillsTranscripts

System of Record for:Jobs

Job-SkillsAssessment Results

1

32

Administrators align learninginterventions (Courses) withSkills and determine theCourse-Skill proficiency level.

Learners are assigned toJobs.

Twelve Steps to Skills RecoveryTHINQ-PeopleView Approach to Competency Based Learning Management

Twelve Steps to Skills RecoveryTHINQ-PeopleView Approach to Competency Based Learning Management

6

OptionalJobs & Skills may bedeveloped through a Job andTask Analysis for jobs andskills that are not generic.Otherwise, customer selects ageneric job competency modelfrom a company such as ITG.

8Learning Plan is synchronized between LMS and SkillSight

4 Job Skills assessment sent toLearner by invitation e-mail.The e-mail includes a URL link

to the assessment.

Similar e-mails may be sent tomanager, peers andsubordinates to provide a 360-degree assessment of skills.

5 Learner completes theassessment.

7Manager & Learner reviewassessment results anddevelop Learning Plan

NOTE: Learning Plans can be developed in either system.Learners can add to their Learning Plan thru THINQ Learner.

Learner engages in targetted learning interventions (Class, e-Learning, Text, Mentoring, Job Aid, etc.)

9

Skills Assessment Results/Appraisals for Learners

Learning Plan Completions sync'ed to SkilSight

10

11 PeopleView SkillSightaggregates results bydepartment and organization.

- Reporting- Personnel Sourcing- Training Investment Plan

Development- Succession Planning

12LMS becomes the StrategicTalent Management Engine- Business Opportunity

Evaluation- Key staff retention- Measure learning efficiency + Time to competence + Training investment costs

+ Training Program Efficiency + Kirkpatrick & Phillips learning & ROI assessment + Alignment of Business Strategy & Organizational

Skills

2

Q&AQ&A

competency mapping for hr

Business

performance management

learning managementconsistent

sufferwhether tis nobler

thewhether tis nobler

compensationcareer development

skills competencymanagement

theto skill

arms againstof