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HRD
SESSION 4
COMPETENCY MAPPING
Dr. MG Jomon, XIMB
INTRODUCTION
Competence Performance Managing Change Competency Mapping: A tool
SUMMARY
CONCEPT OF ROLE AND COMPETENCIES COMPETENCY MANAGEMENT FRAMEWORK COMPETENCY IDENTIFICATION COMPETENCY ASSESSMENT COMPETENCY DEVELOPMENT
Dr. MG Jomon, XIMB
CONCEPT OF ROLE
Expectations of significant others and self Linking concept
Individual Team organization
Different from position
Dr. MG Jomon, XIMB
CONCEPT OF COMPETENCY
Skill:
Ability accomplish Inherent ability Underline characteristics that give rise to skill accomplishment Knowledge, skill and attitude
Talent:
Competency:
Dr. MG Jomon, XIMB
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
Dr. MG Jomon, XIMB
COMPETENCY Vs. COMPETENCE
Competency: A person- related concept that refers personto the dimensions of behaviour lying behind competent performer. Competence: A work- related concept that refers to workareas of work at which the person is competent Competencies: Often referred as the combination of the above two. Ex: UK organizations Woodruffe (1991)
Dr. MG Jomon, XIMB
TYPES OF COMPETENCIES
Generic or specific: Threshold or performance:
Basic competencies required to do the job, which do not differentiate between high and low performers Performance competencies are those that differentiate between high and low performers
Differentiating Competencies:
Behavioral characteristics that high performers display
Dr. MG Jomon, XIMB
COMPETENCIES APPLICATIONS
Competency frameworks: Define the competency frameworks: 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) Dr. MG Jomon, XIMB
MACRO VIEW OF COMPETENCY MANAGEMENT
STRATEGIC FRAMEWORK
COMPETENCY FRAMEWORK COMPETENCY MODELING FRAMEWORK
Organizational Strategy
Vision, Mission, Values, Strategic, Intent, Corporate Governance, Corporate Social Responsibility & Ethics
Core Competencies (Organizational wide)
Stakeholder Interest Market Positioning
Business Strategy
Business Plan & Goals, Culture People, Technology
Business Competencies (SBU specific)
Achieving Business Targets Employee Satisfaction
Teamwork Strategy
Leadership, Communication Conflict Management, Interpersonal Skills, Project Orientation, Self Managed Teams (SMT)
Team Competencies (Project driven)
Profit Center Orientations Team Development & Synergy
Role Strategy
Ability, Autonomy, Multiskilling, Task identity, Performance Evaluation & rewards and performance development
Role Competencies (Role wise)
Performance Accomplishment Individual Development
MG Jomon.(2004). Unpublished
PROGRAM DESIGN AND IMPLEMENTATION : THE MODEL
COMPETENCY IDENTIFICATION COMPETENCY FRAMEWORK 1. 2. 3. 4. Core competencies (Organization wide Business competencies (SBU specific) Team Competencies (project driven) Role competencies (Role wise) COMPETENCY ASSESSMENT 1. 2. Psycho-metric tool 360 Degree approach 4. 1. 2. 3. 4. Identification process (4 steps) Consolidation of checklist Rank Order and finalization Validation and Benchmark COMPETENCY MAPPING 1. 2. 3. Strategy-Structure Congruence Structure Role Congruence Vertical & horizontal Role linkages Positioning to bring in competitive advantage
COMPETENCY DEVELOPMENT 1. 2. 3. Maturity framework & matrix Areas of improvement Action Plan
INTEGRATION OF HR FUNCTION 1. 2. 3. 4. PMS CP & CD SP & SD T&D 5. R&S 6. RS
MG Jomon.(2003). Unpublished
COMPETENCY MODELING
Less rigour
More rigour
CRITERIA: Validity, Applicability, Speed, Satisfaction
MG Jomon.(2004). Unpublished
ROLE COMPETENCIES
A 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 roles Definition of roles Job description Competency requirement
Dr. MG Jomon, XIMB
STRUCTURE AND LIST OF ROLES: STEPS
Organizational structure study and examination List all the roles in the structure Identify redundant and overlapping roles Final list of roles
Dr. MG Jomon, XIMB
DEFINITION OF ROLE: STEPS
Identify KPAs of the role Link the KPAs with Dept. and Organizational goals State the content of the above in one or two sentences Position the role in perspective with that of others
Dr. MG Jomon, XIMB
JOB DESCRIPTION: STEPS
List down all the activities/tasks
small and big Routine and Creative
Categorize activities under major heads
Dr. MG Jomon, XIMB
COMPETECNY IDENTIFICATION: STEPS
Identify against each activity the following:
Role holder interview and listing Internal/External customer interview and listing Star performer interview and listing Role holder critical incident analysis
Consolidate the above and make a checklist of competencies RankRank- order and finalize on 5/6 competencies critical to the role
Dr. MG Jomon, XIMB
COMPETENCY ASESSMENT
Following methods are used:
Assessment/Development Centre 360 Degree feedback Role plays Case study Structured Experiences Simulations Business Games
Dr. MG Jomon, XIMB
COMPETENCY ASESSMENT
360 degree approach:
Self others
Internal/External Customers Boss/peers/Subordinate
Dr. MG Jomon, XIMB
COMPTENCY DEVELOPMENT
Role Identified competencies Assessment result Areas of improvement Action plan
Dr. MG Jomon, XIMB
COMPETENCY MAPPING
Strategy structure congruence Structure Role congruence
Each role to be unique NonNon-Repetitive Value adding
Vertical and horizontal role congruence Ensure non repetitive tasks in two different roles Ensure core competencies for each task Link all the above and position to bring in competitive advantage
Dr. MG Jomon, XIMB
DELIVERABLES
1. 2. 3. 4. 5. 6. 7.
Role Directory Competency profiles Competency Map Competency based HR systems t Recommendations: Rationalization of structure and manpower Institutionalization of interventions Organization Diagnosis Report
INTEGRATION OF HR SYSTEMS (Competency based HR practices
Performance Management System Reward System
Career Plan & Career Development Competency requirement Competency availability Competency acquisition/ Development
Recruitment & Selections
Succession plans & Succession Development
Training /development Plans & Programmes
CONCLUSION
Inadequate Role Competencies -Two options:
Develop the competencies within a timeframe Quit the Role
No option other than to perform HRD function to ensure competencies in each role
Dr. MG Jomon, XIMB