Post on 16-Jan-2016
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An Introduction to Competency An Introduction to Competency Management Management
A Presentation to the MBA Students of A Presentation to the MBA Students of ABSABSBY BY
Dr Pallab BandyopadhyayDr Pallab BandyopadhyayVice President and Head- HR Asia PacificVice President and Head- HR Asia Pacific
2323rdrd August, Bangalore August, Bangalore
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What is a competency?What is a competency?It is an underlying characteristic of an individual that is causally related to criterion referenced effective and/or superior performance in a job or situation
William Lyle Spencer
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What is a competency?What is a competency?
Refers to the individual’s knowledge,skills, abilities or personality characteristics that directly influence his/her job performance
Dave Ulrich
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What is a competency?What is a competency?
Competency is an underlying characteristic of a person that leads to or calls superior or effective performance
Richard E Boyatzis
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What is a competency?What is a competency?PCMM Model
Version 1– Knowledge– Skills
Version 2– Knowledge– Skills– Process Ability
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What is competency?What is competency?Competency is defined as a set of attributes that are required for superior performance in a specific role. These attributes could be knowledge, skill, attitude, ability or any other attribute
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Knowledge
Skills
Attitude
Ability
Context
Role & Band
What is competency at?What is competency at?
AAttttrriibbuuttees s
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• Competence concentrates on the outcomes of job performance. (WHAT has been achieved)
Competence Vs CompetencyCompetence Vs Competency
• Competency focuses on the behaviors that cause that outcome. (HOW was it achieved)
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Why Competencies ?Why Competencies ?
• If people know what the success factors are, they attempt to develop them
• Competencies offer a more specific and objective basis to define personal factors.
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Diagnostic workshop May 1999
Interviews with MCM and Senior Mgrs.August 1999
Validation of Competencies through in-depth interviews & survey - 1999- 2001
Methodology,an exampleMethodology,an example
Identification of competencies September 1999
Validation of competencies through focus groups – May 2000
Validation from experts – November 2001
Source -Sasken
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Defining CompetenciesDefining Competencies• Job analysis
Source-SHL
• Identifying high performers
• Identifying competencies
• Defining competencies
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Job analysis….Job analysis….
• Seeks to identify what is required for effective performance in a role
Source-SHL
• Is at the root of any competency modeling exercise
• Should always be a multi-method approach
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Job analysis methods: Job analysis methods: 11 The visionary interview
Target level of job analysis
Inputs gathered from
Source-SHL
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Job analysis methods: 1Job analysis methods: 1
• Typical questions:–What aspects of the role are this group currently strong/weak
on?
–How is this role likely to change in the future?
• Advantages:– Incorporates breadth of perspective and future issues
• Limitations:– Distant from actual job
The visionary interview
Source-SHL
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Job analysis methods: Job analysis methods: 22 The repertory grid interview
Target level of job analysis
Inputs gathered from
Source-SHL
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Job analysis methods: 2Job analysis methods: 2
• Typical questions:– In what way is this (good performer) employee’s style different
from this (poor performer) employee’s style?
• Advantages:– Incorporates the manager’s immediate top-down focus
• Limitations:– Distance from actual job/selective focus
The repertory grid interview
Source-SHL
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Job analysis methods: 3Job analysis methods: 3
The critical incident interview
Target level of job analysis
Inputs gathered from
Source-SHL
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Job analysis methods: 3Job analysis methods: 3
• Typical questions:– Tell me about the most difficult situation you have had to handle in
the job in the last six months
• Advantages:– ‘Live’ issues from the job-holder’s perspective
• Limitations:– Selective focus/personal agendas
The critical incident interview
Source-SHL
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Job analysis methods: 4Job analysis methods: 4
The card sort session
Target level of job analysis
Inputs gathered from
Source-SHL
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Job analysis methods: 4Job analysis methods: 4The card sort session
Taking Action
(A) Makes things happen
(B) Generates activity
(C) Takes action quickly
DECIDING AND INITIATING ACTION
Making an Impact
(A) Creates an immediate, positive and credible impression on others
(B) Makes an effort to present a positive physical image
PERSUADING AND INFLUENCING
(A) Identifies and organises resources needed to accomplish tasks
(B) Ensures availability of critical resources
(C) Effectively manages the deployment of people and equipment
PLANNING AND ORGANISING
Managing Resources
Source-SHL
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Job analysis methods: 4Job analysis methods: 4
• Typical process:– Sort these cards into those tasks fundamental to the role, those
relevant to the role and those irrelevant to the role
• Advantages:– Forces respondents to think about all aspects/comprehensive and
validated
• Limitations:– Language of description is imposed rather than emergent
The card-sort session
Source-SHL
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Card Sort Critical Incident
Visionary Repertory Grid
A complete job analysisA complete job analysis
Source-SHL
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Job analysis outputJob analysis output
• A series of behavioural statements or indicators defining what makes someone effective in that role in that organisation both now and in the foreseeable future
• The job analyst’s task is to take the total set of indicators and group related items into meaningful dimensions
Source-SHL
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An example of competency clustering: 1An example of competency clustering: 1
1. Is willing to take calculated risks and act on his/her analysis of the situation
4. Understands critical relationships, causes, effects and relevant factors
5. Analyses performance data to review how tasks could have been performed better
8. Quickly builds rapport and makes people feel at ease
2. Takes effective steps to reduce conflict or frustration among colleagues
9. Leads from the front, sets an example and gets the best out of people
3. Defines and reinforces standards for appropriate behaviour
6. Diagnoses training needs in his/her people and creates development opportunities
7. Standardises processes to ensure consistency of output
Source-SHL
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10. Consults widely and asks the right questions
15. Interacts with people in a balanced, transparent and non-abrasive manner
13. Adopts the most appropriate interpersonal style for different circumstances
12. Encourages discussion among his/her staff. Knows what they are thinking
14. Builds in checkpoints, milestones and controls
11. Continuously creates and updates contingency plans
16. Prioritizes effectively and allocates realistic timeframes for activities
An example of competency clustering: 1An example of competency clustering: 1
Source-SHL
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An example of competency clustering: 2An example of competency clustering: 2
1. Is willing to take calculated risks and act on his/her analysis of the situation
10. Consults widely and asks the right questions
4. Understands critical relationships, causes, effects and relevant factors
5. Analyses performance data to review how tasks could have been performed better
15. Interacts with people in a balanced, transparent and non-abrasive manner
13. Adopts the most appropriate interpersonal style for different circumstances
8. Quickly builds rapport and makes people feel at ease
2. Takes effective steps to reduce conflict or frustration among colleagues
Source-SHL
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9. Leads from the front, sets an example and gets the best out of people
3. Defines and reinforces standards for appropriate behaviour
6. Diagnoses training needs in his/her people and creates development opportunities
12. Encourages discussion among his/her staff. Knows what they are thinking
14. Builds in checkpoints, milestones and controls
11. Continuously creates and updates contingency plans
7. Standardises processes to ensure consistency of output
16. Prioritises effectively and allocates realistic timeframes for activities
An example of competency clustering: 2An example of competency clustering: 2
Source-SHL
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An example of competency clustering: 3An example of competency clustering: 3
1. Is willing to take calculated risks and act on his/her analysis of the situation
10. Consults widely and asks the right questions
4. Understands critical relationships, causes, effects and relevant factors
5. Analyses performance data to review how tasks could have been performed better
Title Judgement, Analysis and Decision Making
Definition Collects relevant and comprehensive information. Breaks the problem down and applies appropriate logic. Reaches balanced and rational decisions
Source-SHL
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Competency models: A definitionCompetency models: A definition
• A competency model is a structured way of describing effective job
behaviour
• Competencies provide a clear specification of individual knowledge, skill,
characteristics, attributes, values and culture-fit requirements
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Competency Model in Org. contextCompetency Model in Org. context
• A competency model is not an end in itself. It is a means of defining measurement parameters
• It typically provides the platform for one or more integrated HR tools
• Reduces a considerable amount of complex information to manageable ‘chunks’
• It provides a common language for talking about performance
Source-SHL
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Competency Model in Org.contextCompetency Model in Org.context
• A vast number of organisational processes - appraisal, performance management, selection, promotion and development - tend to happen with little consistency or replicability and on the basis of individual bias or selective focus
• The more senior or critical the position, the more dangerous it becomes for these processes to remain ad hoc and subjective
Source-SHL
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the impact of Competency Model is the impact of Competency Model is that...that...• They allow logic, transparency, consistency and a common vocabulary to dominate
these processes
• They represent a significant systemisation and maturation of processes (which is why competency based HR processes are an essential part of many quality initiatives such as PCMM)
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Criteria for an effective competency modelCriteria for an effective competency model
• Manageable number
• Relevant (gains buy-in within the organisation)
• Discrete• Comprehensive
• Expressed in a way that facilitates the process in focus
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McBer Generic Competencies( Also-Lyle Spencer)
Competency ModelsCompetency Models
• Achievement and action competencies
• Managerial competencies
• Influencing competencies
• Personal effectiveness competencies
• Cognitive competencies
• Helping and Human Service
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Ice-berg ModelIce-berg Model
Knowledge
Skills
Self Concept
Traits
Motives
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Competency ModelsCompetency Models
SHL Performance Area Model• Managing tasks
• Managing people
• Communicating
• Thinking creatively
• Working with information
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Dave Ulrich
Based on 10,000 individuals in 91 firms- HR Specific- usedby GE
Competency ModelCompetency Model
• Knowledge of Business
• Delivery of HR Practices
• Management of Change
• Management of Culture
• Personal Credibility
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Options for expressing competency models: 1Options for expressing competency models: 1
• Negative Indicators– Is slow to respond to
changes in conditions– Is suspicious and cynical
about the need to change– Clings to out-moded ideas or
work practices
• Positive Indicators– Easily switches from one
environment or issue to another– Supports and champions change
initiatives– Changes his/her views when
presented with compelling arguments
Adapting and Responding to Change
Demonstrates openness, flexibility and sensitivity to the environment. Is a force for change and fights inertia.
Source-SHL
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Shares information and encourages communication throughout the organisation Promotes and defends ideas effectively Clarifies and formalises agreements
Accurately identifies and presents the key points of an argument Projects personal credibility and expertise Promotes his or her ideas effectively
Options for expressing competency models: 2Options for expressing competency models: 2Communication and Presentation Skills: transition elements
Level 1
Level 2
Level 3
Level 4
Level 5
Demonstrates flexibility in presentation styles and adapts to suit the audience Explains concepts at the appropriate level of understanding Has good manners – is interpersonally ‘polished’
Shapes the agenda for discussions Guides discussion to a desired end point Promotes and defends own ideas and those of the team or organisation
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Components of competency frameworkComponents of competency framework
• Competency Definition
- General description of behaviors and activities that must be demonstrated by employee to achieve the desired objectives
• Proficiency level
- Proficiency level is the competency rating scale, which classifies observable & measurable behaviors in to various levels.
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Proficiency FrameworkProficiency Framework
Level 1 Beginner
Level 2Competent
Level 3Advanced
Level 4Expert
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An example ofAn example ofCompetency framework Competency framework
at Sasken at Sasken
Achievement Orientation
People Management
Strategic Orientation
Team Skills Adaptability
Communication
Self Management
Creativity
Customer Orientation
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Competencies
Resourcing
Recruitment Through Competency based Interviewing
Internal Transfers based on competency assessment
Career Management
Managerial /Technical Ladder
Horizontal Movements to manage career aspirations
Performance Management System
Role/Band based Technical & Behavioral Competency
Assessment/Development Centre
People Movement
Promotions and transitions Across Band & Grade
Onsite-Offshore Rotation
Learning & Development
Competency based training
Business aligned leadership development
Compensation and Benefits
Competency based pay
Reward for cross skilling/enhancement
Competency Based Management System
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Thank You Thank You
Questions ???????????????????????Questions ???????????????????????
pallab.b@ps.net