competency mapping - hr horizion

8/14/2019 Competency Mapping - Hr Horizion

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OMPETENCY MAPPING,Y

.ASHMI SIBI CHAKROBORTY


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!!!STATISTICS

Research indicates that

Source of 50% of job performance

problems is that 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 requirements of the job.


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COMPETENCY

A Competency is an underlying characteristic of a person

which enables him /her to deliver superior performance in a

given job, role or a situation.

Boyatzis (1982) definition of competency and states that a

job competency is an underlying characteristic of an

employeei.e., motive, trait, skill, aspects of ones self-

image, social role, or a body of knowledge which results

in effective and/or superior performance in a job.

They encompass SKA, which affect or determine an

individuals ability to perform.


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The Competencies can be used in the area of :

Assessment during recruitment

Assessment during further development

As a profile to guide future development needs;

succession planning and promotion; organizational

development analysis.

When should competencies be used


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vPeople have to know their respective

* key competencies

* Roles

vAddress employee needs

* What am I on skills?

* What are the gaps? How to improve on skills?

* What is expected of my role?

* What are possible future roles?

vPeople have to know about competencies which help them deliver

better to customers

vAddress organizational / business needs* High performance

* Expectation management on career and prom

* Higher productivity with improved skills

v

v

WHY DO WE NEED IT?????


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The slowing economy around the world has put new and increased pressure on an

organisation capability to get more out of the available resource they have, and this

often translates into pressure on the individual employees. That is where it is

important to correlate performance result with competencies. This is where

competency mapping has risen high up in the priority list for many organizations to

have the best quality manpower working with them if they are to tide over the

financial crisis

NEED FOR THE HOUR


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OMPETENCYMAPPING Competency Mapping is a process of identifying the key competencies

for an organization and/or a job and incorporating those

competencies throughout the various processes (i.e. job evaluation,

training, recruitment) of the organization


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Respondents are asked to relate specific

incidents, which highlight exemplary behaviours

in critical situations. This is based on the

assumption that the best and the worst of a

person surfaces in a crisis. CIT is a flexible

method .

COMPETENCYTECHNIQUES

Critical incidenttechnique


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Repertory Grid Analysis The repertory grid is a technique for identifying the ways that a person construes his or her

experience. It provides information from which inferences about personality can be made,

but it is not a personality test in the conventional sense.

A grid consists of four parts.

1. A Topic: The topic on a particular job for which the competency analysis is done.

2. A set of Elements - identify important attributes for a particular job. 3. A set of Constructs: for each attributes, a bipolar scale is established with

differentiable characteristics and their opposites. Ex: Good v/s Poor, Extrovert

v/s Introvert.

4. A set of ratings of Elements on Constructs. Each attribute is rated between the two

extremes of the scale using a 5- or 7-point rating scale system

this is done repeatedly for all the constructs that apply and statistical analysis from simple

counting to more complex multivariate analysis is made simple.


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IMPLEMENTATION

ENCYFRAMEWORK

ompetencies (Organization wide

ess COMPETENCY FRAMEWORK

Competencies (project driven)

ompetencies (Role wise)

COMPETENCY IDENTIFICATION

1.Identification process (4 steps)

2.Consolidation of checklist

3.Rank Order and finalization

4.Validation and Benchmark

COMPETENCY ASSESSMENT

1.Psycho-metric tool

2.360 Degree approach

COMPETENCY DEVELOPMENT

1.Maturity framework & matrix

2.Areas of improvement

3.Action Plan

COMPETENCY MAPPING

1.Strategy-Structure Congruence

2.Structure Role Congruence

3.Vertical & horizontal Role linkages

4.Positioning to bring in competitive advanta

INTEGRATION OF HR FUNCTION

1.PMS 5. R&S

2.CP & CD 6. RS

3.SP & SD

4.T&D


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Individual Competency Analysis

C A l i


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Competency Analysis

Do an Individual analysis for each of the competencies.

Combine Individual competencies into one chart to see to overall areas of

strengths and development with Rating (points) and comments

Combine all individuals according to division for overall strengths and

development with rating and comments


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Evaluate Development Plan

Self-Rating or 3rd Party Rating: 1-5 is established.

0 = behaviornotobserved (N);

1-2 = incomplete (tangible results or outputs are not observed,

missing or partially complete)(I);

3 = meets basic competency - tangible results or output are visible) (B);

4-5 = meets advancedcompetency- advanced tangible results or outputs are

visible (A)

Individual Competency Analysis


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Development Plan of TrainingExecutivefor Training Competency

Trainers Name: ______________________________ Date:_____________________

A = meetsadvancedcompetency (advanced tangible results or outputs are

visible)

B = meetsbasiccompetency (tangible resul ts or outputs are visible)I = incomplete(tangible results or outputs are not observed, missing or partially complet

N = behaviornotobserved (not competent)

Trainer or Instructor

Competency

Advanced Results or Output

Self-Rating 3rdParty Rating

1. Prepares forinstruction

Management partnershiptraining course announcement

Pre-work assignments

Room set-up diagram

Training equipment materials

2

4

Step 1. Evaluate Competency

-4 5

3-1 2

0

4

3

4


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Step 2. Calculate Competency Score

12. Handlesproblem

Changed learner behavior

13. Managesappropriate

use of

technology

Use of technology

14. Promoteslearningtransfer

Transferred learning is used onthe job

15. Conducts

learning online

Completed lessons

16. Recommendscoursemodifications

Written recommendations forchanges

% Total of competencies Observed (total score) 36/90 = 45%

% Total required for competence (0-1) 4/16 = 25%

Trainer or Instructor

Competency Advanced Results or Output

Self-Rating 3rdParty Rating

3

2

5

41

1

3

4

5

2

1

15/25 = 60%

1/5 = 20%


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Individual Competency Analysis (Level 2)

Name Division

Competency Analysis

Areas Need to Improve (A)

(Below 50%)

Areas that Perform Averagely (B)

(50%-70%)

Areas that doing well (A)

(Above 70%)

Level 1

Training

Coaching

Facilitating

Corse Designing

Coordinating

Total

Level 2

Planning &

Organizing

Staffing

Budgeting

Project

Management

Internal

Consutling

Total

Individual Analysis (Level 2)


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!!!DVANTAGES Competencies help..

q companies raise the Bar of performance expectations

q teams and individuals align their behaviours with key

organisational strategy

q each employee understand how to achieve stated expectations

Competency based recruitment.

Competency based performance appraisal.

Competency based training.

Competency based developed

Competency based pay.

q


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CONCLUSION

q Competency mapping is not rocket science, but it can be as explosive in terms of re-

energizing employees and building a

dynamic organization. Competency model

are not ends in themselves. Competency

based HRM have the capacity to actually

drive Organizational change rather simply

enabling change to take place.


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THANK YOU

competency mapping - hr horizion

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