organizational competency management
TRANSCRIPT
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Competency ManagementVersion 1.0
+Theoretical ConstructsUnderstanding Competency Management
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Competence3
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Competency4
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Competence vs. Competency5
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Knowledge vs. Competence6
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Competency Management - Elements7
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Competency Management - Benefits8
Recruitment & Selection based on competencies can shift the
performance curve of employees by 10-30% resulting in increased
Economic Value Added (EVA)
Competency-based L&D interventions and Performance Management shift the performance
curve of employees positively by an average of 30-60%
+Competency ModelsCustomized to industry specific requirements
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Competency Management Framework10
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Deploying Organizational CM Framework11
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Competency Models - Types12
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Competency Models13
+Developing a Generic Competency Model
Criterion Definition - Defining the criteria for superior performance in the role
Sampling - Choosing a sample of people performing the role for data collection
Data Collection - Collecting sample data about behaviours that lead to success
Data Analysis - Developing hypotheses about the competencies of outstanding
performers and how these competencies work together to produce desired results
Data Validation - Validating the results of data collection and analysis
Application - Applying the competency models in human resource activities
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Model Development Stages15
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Impact16
+ Competence/Competency
AssessmentMeasures & Metrics
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Competency Assessment Techniques18
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Measuring Competence19
+Competency Quotient Patent Pending
Provides a holistic measure of an ascertaining the value of an employee to an
organization irrespective of its operational domain
1. Emotional Quotient - EQ
2. Intelligence Quotient - IQ
3. Generic Technical Skills
4. Communicational Skills (Verbal & Written)
5. Core Competencies
6. Behavioural Competencies
7. Academic Value Index – AVI
8. Employment Value Index – EVI
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Employment Value Index Patent Pending
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S.N Parameters Weightage
A Years of Experience 29
B Degree of Responsibility 14
C Nature of Responsibility 14
D Contribution to Theory, Policy & Practice 14
E Current Performance Rating 29
A Years of Experience
1 Exactly Same Profile (85-100%) 45
2 Mostly Matching Profile (55 -85%) 33
3 Slightly Matching Profile (35-55%) 18
4 Different Profile (0-35%) 4
B Degree of Responsibility
1 Support Staff 5
2 Executive Level 10
3 Junior Management Cadre 15
4 Middle Management Cadre 21
5 Senior Management Cadre 23
6 Top Level Management 26
C Nature of Responsibility Weightage
1 Support 23
2 Operational /Field 32
3 Decision Making 45
D Contribution to Theory, Policy &
Practice Weightage
1 Patents 25
2 Books Authored 25
3 Papers Presented (Conferences) 20
4 Papers Presented (Journals) 15
5 Others 15
E Current/Last Performance Rating Weightage
1 90 -100 % 41
2 75 -90 % 31
3 55 - 75 % 20
4 35 - 55 % 8
5 0 - 35 % 0
+Competency MappingTechniques
+Techniques
Behavioural Event Interviews/Behavioural Elicitation Interviews (BEI)
Competency/Competence Elicitation Interviews (CEI)
Group Assessment
Assessment Centre
Task Force/Special Groups
Surveys
Job/Positional Description
Performance Appraisals
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+Mapping Process
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+ Competency Management
SystemCustomized
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Customized Solutions26
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Competency Management System27
+Key Modules
Competency Quotient Estimation
Competency Elicitation/ Behavioural Event Interviews
Organizational Design
Organizational Structure
Manpower Estimation
Job Roles
Competency Model
Competency Dictionary
Competency Maps
Competency Evaluation
Competency Flows
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