Competency Mapping for HR Training Manager

Assessment Centers

Is a mean of helping an organisation to identify the

potential development areas of its staff in relation to a

particular job or role.

Its an approach.

Specially developed assessment simulations of future job situations

Designed to measure dimensions/Compete ncies req to deliver effective performance in a given job

Pooling of judgement through statistical integration process

Used for a variety of HR decisions

AC

Evaluation of candidates behav/skills/knowledg e

Standardized procedure of evaluation

Series of exercises (Situational & job simulations)

Allows candidate to demonstrate behavior/skill/kn owledge

Assessment Centers

Have a pass/fail criteria Are geared towards filling job vacancies or selection Address an immediate organisational need Tend to be used with external and/or internal candidates May have fewer assessors and more participants Involve line managers as assessors Place less emphasis on self-assessment Focus on what the individual can do now Are geared to meet the needs of the organisation Assign the role of judge to assessors May give no feedback to the individual Retain ownership of outcome/feedback within the organisation Hold very little pre-event briefing

Development Centers

Do not have a pass/fail criteria Are geared towards developing the individual Address a longer term organisational need Tend to be used with internal candidates Can have a 1:1 ratio of assessor to participant May not involve line managers as assessors (possibly all external) Place more emphasis on self assessment Focus on the individuals potential Are geared to meet needs of the individuals well as the organisation Assign the role of facilitator to assessors Always give detailed feedback to the individual Pass to or share ownership of outcome/feedback with the individual Hold a detailed pre-event orientation briefing

What are Competencies

Competencies are the human capabilities and work-related behaviours that provide a competitive advantage to an organisation
Any quality or characteristics of a person which underpins successful performance

The Behavioral Iceberg

Observable Behavior Aptitudes Competencies Attitudes / Traits

Skills
Knowledge

Types of Competencies
Aptitudes Natural ability that prepares the person to fulfill the responsibilities Way of thinking or behaving needed to fulfill the responsibilities Acquired ability or experience needed to fulfill the responsibilities Information and understanding needed to fulfill the responsibilities

Attitudes

Skills

Knowledge

Competency Clusters

Business Knowledge Customer Focus Communication

Result Focus
Leadership Proactivity Innovation Collaboration

Stamina & Adaptability

Conceptual Thinking

Benefits of Competency Framework

Recruitment & Selection

Job Design & Grading

Performance Management

Career Pathing

Succession Planning

Potential Assessment

Reward Management

Training & Development

Competency Mapping : Flow Chart

Job Description Role Clarification Competencies reqd. for the Job Competencies a Job Holder has Competency Mapping Bridging the Competency Gap

Methods to Identify Competencies

In Basket Exercises

Stress Interviews
Focussed Behavioral Event Interview Presentation Vision / Strategy Speeches

Leaderless Group Exercises

Role Play Business Games

Structured Group Discussion

Psychometric Tests Case Studies

Peer Coaching & Counseling Exercises

Competency Mapping : Competency Identification Worksheet

Role: HR Training Manager

Goal
Bridge Skill gaps of operators in the plant through training

Role
Conduct skill mapping exercise. Organize technical multi-skills training. Measure the impact of training.

Business Knowledge

Understands the Industry Financial acumen Knowledge of company products Overview of business

Leadership
Sets out clear standards and goals Motivates others to achieve and maintain high standards

Works to reach consensus and agreement wherever possible Welcomes constructive criticism
Identifies and shares success stories

Result Focus
Takes on challenging but achievable goals Identifies gaps and seeks to overcome them Sets targets, monitors efficiency and effectiveness Decides on optimum work approach Maximises use of available technology

Collaboration

Builds

effective

relations

with

other

departments/Functions Encourages and supports colleagues to achieve goals Develops information-sharing networks Creates team effectiveness using people skills

Training Skills
Communicate effectively in visual, oral and written form.

Possesses good working knowledge on training process

and skill mapping exercise. Thorough knowledge on skill and its significance to the job. Ability to measure effectiveness on training and Return on investment. Ability to identify internal trainer based upon requirement.

Innovation
Adapts and applies different new approaches to train Modifies standard approaches for more effective outcomes Develops original approaches to non-routine situations Encourages innovation and creativity in others, supports new ideas

Communication
Listens carefully to others, tries to help people with problem Adapts language and style to be able to connect with the audience. Structures information in a way that addresses others issues Encourages open discussions through questioning

Analytical Thinking

Ability to analyze skill gaps. Analyze cost benefit ratio.

Administration

Apply leadership skills to the training function. Apply management skills to the training function. Apply business skills to the training function.

Implement knowledge management solutions.

Interpersonal Skills

Consider and responds appropriately to the needs,

feelings and capabilities of different situation.

Relate well with others.

Competency Mapping : Competency Identification Worksheet

Match Person / Position Position : HR Training Manager Person Competencies 1 2 3
Business Knowledge Leadership Result Focus Collaboration Continuous Learning Training Skills Innovation(Desgn/Dev) Communication Analytical Thinking Administartion Interpersonal Skills

Position 1 2

Person

Position

Score Competency Ratio

Steps in Competency Study Design

Competency Study development followed the below mentioned steps: Step 1: Define performance effectiveness criteria

Step 2: Identify a criterion sample

Step 3: Collect data Step 4: Analyze data and develop a competency model Step 5: Validate the Competency model

Step 1: Define performance effectiveness criteria

Identify criterion(Hard outcomes) or measured that defines effective or superior performance in job.

Step 2: Identify a criterion sample

Identify a clear group of superstars and a comparison group of average performers.

Step 3: Collect data

Data collection varies according to the style of competency model

being used. Six data collection methods are used generally in

competency models:

BEI

Expert panels
Surveys Expert system Job function/task analysis Direct observation

 Behavioral

depth interview technique to assess competencies actually demonstrated by the individuals in their work life against a

Event Interview (BEI) is an in-

specific competency profile

A Behavioral Event is an individuals detailed description of a past event which was important to him/her. It provides evidence of skills, behaviors, or characteristics of the person that have led to success on the
job

Advantages of using BEIs for competency modeling

Gets beyond espoused theories or speculation on what is required

for successful performance in an area of work

Takes into account the organizational and cultural context within which the work is performed

Provides specific, detailed examples of behaviors demonstrated by

outstanding and more effective performers at key moments in their work

Provides material which can be adapted for case studies to be used

in personal development guides and coaching sessions

Steps in a BEI
State the objective Describe what Solicit the appropriate events Obtain an overview of the event Track the events in sequence

information is
sought

Information required
Feelings Behaviors

Information needed What they said or did Sequence of events

Thoughts

BEI Guidelines

Identify a past event and get an overview with key steps and timeline

Five basic questions

What did you do? What did you say? What did you think? What did you feel? Can you give me an example?

Investigate generalities and summary statements by asking for detailed examples Use the past tense in your questions, it helps anchor the event in a particular past time Focus on the interviewees actions and thoughts

Clarify statements using We. Ask who did what, specifically

Take notes to help guide the interview and to capture specific examples

How to Probe
I am interested in that meeting. Where did it take place? Who was present?

What did you say at that meeting?

Just before the meeting, what went through through your mind?

What was the response?

What were you thinking

What was the outcome of the meeting?

What else did you say?

What to avoid in a BEI

Leading questions

Questions beginning with a why

Questions that can be

answered with a yes or no

Judgmental questions

Step 4: Analyse data and develop a competency model

Identify the personality and skill competencies to

distinguish superiors from average performers:

Hypothesis generation, thematic analysis or concept formation.

Step5: How to Validate Identified competencies

Three ways to do it :
I.

Concurrent cross-validation : Collect the sample of superstar and average performers on 2 different criterion and then compare to check.

II.

Concurrent construct validation:

Competency Matrix
H

Search for alternative position

Consider for transfer or promotion

YEARS IN POSITION

Pay below Reference Salary Train for current position

Pay at Reference Salary High flyer - Develop Career Plan Pay at Ref. Salary Consider market premium
H

Pay below
L

Reference Salary
L

COMPETENCY

THANK YOU !!!