Competency Based Pms Some Workshop Slides Chandramowly Copy

H R D H R D DimensionsDimensions [email protected]@gmail.com

H R DH R D

DIMENSIONSDIMENSIONS


Competency Based PMSCompetency Based PMS

Business Life Cycle

Growth Phase

Matured PhaseDecline

Phase


Start Phase

Growth Phase

Renewal

Phase

Era of strategic initiatives

Customer Imperatives

VBMQualityDelivery

Globalisation EVA focus

P S E T Factors

Current Market

CorporateCompetencies


Era of strategic initiatives

Inherent strength

To discriminateothers

Influence ofKey

Executives

SharedVisionValues

FutureOpportunity

2 challenges for Business Strategy

1. Competing with current


1. Competing with current

market challenges.

2. Creating future markets

IHRD – Day 1

Conceptual framework for building Competencies.


Defining competencies & Behavioral Indicators.

Developing customized competency models.

Effective competency Mapping

COMPETENCY AGENDA

• Background

• Definition

• Mapping

• PMP Linkage


• Definition

• Types

• Application

• Modeling

• PMP Linkage

• HRDD Study

• Development

• Assessment

Competency Based Culture

ContextContext

ContentContent


ContentContent

ControlsControls

Competency Practices -IBM


Competency Practices -IBM

Best Practices - UNILIVER


Competency Context

• Ability to perform effectively in relevant job areas.

Degree to which an individual does – what is important for the job


in relevant job areas.

• Defining what is required for effective performance

Defining what is important to be successful in job

Job Competency Survey

• 2/3ds use for over 8 years

• 85% managers involve in identifying competencies. 70% Senior Leaders are involved

• 65% of PMS linked to Competencies

• 50% support Succession Planning


• 50% support Succession Planning

• 86% define competencies from> 4 sources

• 80% - BEI, 68% Group Discussions, 61% surveys

• 75% use Competencies for selection and promotion

• 65% use it for PMP l

• 91% report improved selection process and training program design

COMPETENCY

Competence

Individual

Competencies

Leadership

CompetenciesCompetent

Managerial

CompetenciesBehavioural

Competencies


Competency means only what the definer wants them to mean…ZemkeCompetency means only what the definer wants them to mean…Zemke

Competency

Core

Competence

Functional

Competencies

Essential

Competencies

Behavioural

Competencies

Role

Competency

Competent

Competency

Competency Competency

is “ anis “ an

underlying underlying


characteristiccharacteristic

of a personof a person

which results inwhich results in

Effective Performance”Effective Performance”

Basic Communication

Personal Effectiveness

Relating to People

Collaborating & Leading


Collaborating & Leading

Action & Results

Analytical & Conceptual

Environmental Acumen

Specialized Knowledge

Competency Dictionary provides a definitions each

Competency (customised for SEPL), Behavioural

Indicators and 4 to 5 Levels.

Each SEPL Competency is defined with theses 3

dimensions


� DEFINITON

� BEHAVIOURAL DESCRIPTORS

� LEVELS

dimensions

TEAM WORK

Definition

The intention to work cooperatively and productively with others, to be

part of a team and to work together as opposed to separately or

competitively.

Displaying a collaborative approach that places the needs of the


Displaying a collaborative approach that places the needs of the

organization ahead of the interest of their own unit's interest and

assignments.

Develop and maintain respect for cooperative working relationships to

contribute to the integrated and seamless delivery of products to the

customers.

It is about building effective teams of people with diverse talent and

tolerant of differing needs and viewpoints, and reinforce effort towards

common goal.

TEAM WORK

Behavioural Descriptors

� is able to work in and lead a range of different teams to achieve a desired outcome;

� recognises the opportunity for team working and building teams;


� develops individuals as team members, identifying team strengths and weaknesses;

� able to work with others to ensure cumulative contributions and enable teams to manage themselves effectively;

� acts as an advisor to teams, often mentoring the team leader if required;

� recognises the value of the diversity within teams and how that can be captured to achieve best results.

TEAM WORK

LevelsLevelsLevelsLevels1. Cooperates: Respects others, does his/her share of the work. Supports team decisions. As a member of

the team, keeps other team members informed and up-to-date about the group process, individual

actions, or influencing events. Shares all relevant or useful information as required

2. Actively Participates: Contributes positively by actively sharing information, listening, and accepting

others' points of view. Shares the workload with others, and contributes by being prepared and

completing assigned tasks. Maintains a positive outlook and shows flexibility to new approaches and

ideas.

3. Involves other team members: Solicits ideas and opinions to help form specific decisions or plans.

Demonstrates genuinely valuing others' input and expertise and is willing to learn from others.


Demonstrates genuinely valuing others' input and expertise and is willing to learn from others.

Contributes own expertise to the team. Able to give and receive constructive criticism. Promotes team

cooperation (even during heated discussions). Is willing to set aside personal agenda in order to

support the team consensus.

4. Encourages others and facilitates effective outcomes: Publicly credits others who have performed

well. Encourages and empowers others, making them feel valued and important. Gets the talent of the

team recognized outside of the team. Facilitates and influences positive outcomes that support team

goals. Assists in mediating between team members to resolve conflict. Assists team members through

mentoring and longer-term assistance.

5. Builds cohesive Teams: Acts to promote a welcoming, productive climate, good morale and

cooperation. Protects and promotes the group reputation with outsiders. May involve team in diagnosis

of problems and in developing solutions to effectively transfer knowledge within the organization

Defining JobDefining Job


Defining JobDefining Job

CompetencyCompetency

Competencies – Three Streams

• ORGNISATIONAL

• JOB


• JOB

• INDIVIDUAL

Competencies – 4 Types

• Behavioural

• Functional


• Functional

• Role

• Core

Organisational or Core

SONY

PHILIPS

HONDA


HONDA

CANON

3M

INTEL

NEC

INDIVIDUAL COMPETENCIES

LEADERSHIP SUCCESSLEADERSHIP SUCCESS

MANAGERIAL SUCCESS

INDIVIDUAL SUCCESS

SUCCESS DIFFERENTIATORS

Mission

Vision - Values

Business Strategies

Objectives - Sector

Goals – Department


Execution

Results

Goals – Department

KPI s - Individuals

Challenges, Demands, Tasks

COMPETENCIESKnowledge Skill Behaviour Traits/Motives

Co

mp

ete

ncy b

ase

d P

ractic

es

Connection

Performance Mgmt

Based Interview

Succession Planning

Level 3

Job Profile

Balance Score Card

Career Management

Prescription

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H R D Dim

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Dim

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[email protected]

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Co

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ete

ncie

sC

om

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s

C - Connection

Performance Mgmt

C – Based Interview

Succession Planning

PCMM – Level 3

Job Profile

Balance Score Card

Career Management

ISO - Prescription

Resolving Performance

IssuesIssues

Exercise using PAQ tool

Perfo

rmance A

naly

sis

Quadra

nt(P

AQ

)

0 1 2 3 4 5 6 7 8 9 10

Does the Employee have adequate job Knowledge ?

H R D

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Dim

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[email protected]

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[email protected]

om

0 1

2 3

4 5

6 7

8 9

10

0 1 2 3 4 5 6 7 8 9

Does the em

ployee have the proper attitude (desire) to perform

the job?

Does the Employee have adequate job Knowledge ?

Performance Analysis Quadrant (PAQ)

0

1

2

3

4

5

6

7

8

9

1

0

KNW


0 1 2 3 4 5 6 7 8 9 10

0

1

2

3

4

5

6

7

8

9

ATTD

P A QP A Q


P A QP A Q


0

1

2

3

4

5

6

7

8

9

1

0

A B

MotivationResource /

Environment

KNW


0 1 2 3 4 5 6 7 8 9 10

0

1

2

3

4

5

6

7

8

9

DC

TrainingSelection

ATTD


Sufficient KW

insufficient ATT

Adjust

Consequences

(Rewards)

0

1

2

3

4

5

6

7

8

9

1

0

A BMotivation Resource / Environment

KNW

Sufficient KW and ATT

but low performance

No fault of employee

Lace of Resource Work

atmosphere issues


0 1 2 3 4 5 6 7 8 9 10

0

1

2

3

4

5

6

7

8

9

DC TrainingSelection

ATTD

Insufficient KW and

ATTD

Selection / fitment

issue

Transfer / Discharge

Interviewing skills?

Insufficient KW but

Sufficient ATTD

Training

Performance Links to Leadership Competencies

Performance Expectations

Improvement Opportunities

Performance Challenges

Related Competencies

•Consistent Customer Satisfaction

•Penetrate with

•Accurate Timely Action

•Reliable Systems and Behaviours

•Target Right

•Passion for service Excellence

•Strategic


•Penetrate with new products of high margin

•High utilisation of Operating capacity

•Launch New target segment product lines

•Cost effective procurement

•Target Right market, leveraging band strengths

•Secure reliable /cost effective supply chain relationship

•Strategic Market perspective

•Change leadership

HUMAN VALUES

1 ABANDONMENT OF 'I' 21 GIVING 41 QUIETUDE

2 ABSENCE OF PRIDE 22 GRATITUDE 42 RESPECT FOR OTHERS

3 ABUNDANT MENTAILITY 23 HARMONY 43 RESPECT TO INDIVIDUAL

4 BLISS 24 HUMILITY 44 RIGHTEOUSNESS

5 COMPASSION 25 INTEGRITY 45 SELF CONTROL

6 CONSISTENCY 26 LOVE 46 SELF DISCIPLINE

7 CONSTANT SELF KNOWLEDGE 27 MODESTY 47 SELF KNOWLEDGE

8 CONTENTMENT 28 NOBILITY 48 SELF RESTRAINT


8 CONTENTMENT 28 NOBILITY 48 SELF RESTRAINT

9 COOPERATION 29 NON HATRED 49 SELF SUFFICIENCY

10 COURTESY 30 NON-ATTACHMENT 50 SELFLESSNESS

11 CREATIVITY 31 NON-EGOISM 51 SERVICE

12 DIGNITY 32 NON-VIOLENCE 52 SIMPLICITY

13 DISPASSION 33 OPENNESS 53 STEADINESS

14 ENDURANCE 34 PATIENCE 54 TRUST

15 EQUALITY 35 PEACEFULNESS 55 TRUTHFULNESS

16 EVEN MINDEDNESS 36 PERCPTION OF ULTIMATE 56 UNDERSTANDING

17 EVEN TEMPER 37 POLITENESS 57 UNITY

18 FAIRNESS 38 POSITIVE ATTITUDE 58 UNMALICIOUS TONGUE

19 FORTITUDE 39 PURIFIED MIND 59 UNPRETENTIOUSNESS

20 GENTLENESS 40 QUALITY 60 UPRIGHTNESS

Purpose 1 ACCOUNTABILITY

Purpose 2 MISSION AND VISION BUILDING

Progression 3 ACHIEVEMENT ORIENTATION

Planning 4 ANALYTICAL THINKING

Planning 5 BUILDING COMPETENCIES

People 6 BUILDING TRUST

Peformance 7 BUSINESS ALIGNMENT

Perfection 8 COACHING AND MENTORING

Performance 9 COLLABORATION

Personal 10 COMMANDING

Progression 11 COMMITMENT TO LEARNING

Process 12 COMMUNICATION

Problem Solving 13 CONCEPTUAL THINKING

Peformance 14 CONCERN FOR QUALITY

Personal 15 CONFIDENCE AND BRAVERY

Perfection 16 CONFLICT MANAGEMENT

Problem Solving 17 CRITICAL THINKING

People 18 CULTURAL SENSITIVITY

Process 36 KNOWLEDGE SHARING

Partership 37 LEADING AND MANAGING CHANGE

Personal 38 LISTENING, UNDERSTANDING AND RESPONDING

Performance 39 MANAGING AND MEASURING PEFORMANCE

Peformance 40 MANAGING BUSINESS

Planning 41 MANAGING FINANCE

Performance 42 MANAGING HUMAN CAPITAL

Purpose 43 MANAGING RELATIONS

Process 44 MARKETING

Process 45 MEDIATION AND NEGOTIATION

Progression 46 MOTIVATING AND INSPIRING

People 47 NETWORKING

Process 48 ORGANISATIONAL AWARENESS

Perfection 49 ORGANISATIONAL COMMITMENT

Personal 50 PERSONAL MOTIVATION

Planning 51 PLANNING, PRIORITISING AND INITIATIVE

Process 52 POLITICAL SAVVY

Perfection 53 PRAGMATIC CONTINUOUS IMPROVEMENT


People 18 CULTURAL SENSITIVITY

Purpose 19 CUSTOMER ORIENTATION

Problem Solving 20 DEALING WITH AMBIGUITY

Perfection 21 DECISION MAKING

Perfection 22 DEVELOPING SELF AND OTHERS

Personal 23 EMOTIONAL INTELLIGENCE

Planning 24 EMPOWERING OTHERS

People 25 ENERGIZING OTHERS

Process 26 FACILITATION AND GROUP MODERATION

Personal 27 FLEXIBILITY / ADAPTABILITY

Purpose 28 HEALTH AND SAFETY

Performance 29 IMPACT AND INFLUENCE

Process 30 INFORMING AND SEAKING INFORMATION

Personal 31 INITIATIVE

Progression 32 INNOVATIVE THINKING

Personal 33 INTEGRITY AND ETHICS

People 34 INTERPERSONAL UNDERSTANDING

Process 35 INTERVIEWING SKILLS

Perfection 53 PRAGMATIC CONTINUOUS IMPROVEMENT

Planning 54 PRESENTATION AND PUBLIC SPEAKING

Perfection 55 PROACTIVE POWER

Perfection 56 PROBLEM SOLVING AND DECISION QUALITY

Performance 57 PROFESSIONALISM

Perfection 58 RESILIENCE

Perforamance 59 RESULTS ORIENTATION

Personal 60 SELF CONTROL

Personal 61 SELF-CONFIDENCE

Parnership 62 SHARING RESPONSIBILITIES

Personal 63 STAMINA/STRESS RESISTANT

Performance 64 STRATEGIC AGILITY

Performance 65 STRATEGIC ORIENTATION

Partership 66 SYNERGISING AND VALUING DIFFERENCES

Process 67 SYSTEMS THINKING

Partership 68 TEAM LEADERSHIP

Partership 69 VALUING DIVERSITY

People 70 WARMTH AND SOCIABILITY

Purpose

Personal

Planning

People


People

Process

Partnership

Peformance

Progression

Perfection

BodyBody

OrgansOrgans

A A -- SS

IntInt

ChoicesChoices

DescriDescri--

MindMind

EmotionsEmotions

FeelingFeeling

UniversalUniversal

PrinciplesPrinciples

Effort &Effort &

BalanceBalance


ConsConsValuesValues

MissionMission

EgoEgoDesire Desire ––

DislikeDislike

DescriDescri--

minationminationPrinciplesPrinciples

WorldWorld

OutsideOutside

Competency Acquisition Process

Developing New competency

Application/Practice using the competency

Co

mp

ete

ncy


Recognition of the competency

Understanding the competency

Competency Gap scoring

Developing New competency

Co

mp

ete

ncy

Str

en

gth

Time

Assessment of individuals on

key

Feedback toindividuals

Training /Development

planning

Implementationof training /Dev.plans

Feedback toindividuals

Reassessment

of


key competencies

Analysisof training

effectiveness

Analysisof group results

Identificationof common

training needs

Developmentof trainingcurriculum

Implementation

of trainingcurriculum

of individual

Levels : Complexity and Impact

Level 3

Level 4HC

om

ple

xity


Level 2

Level 1

Level 3

HL

Co

mp

lexity

Impact

Fix Fix DesiredDesired

Ratings forRatings for

JOBSJOBSIndl. GoalsIndl. GoalsProductsProductsServicesServices

MarketMarketTrendsTrendsSpecificSpecificCustomerCustomerNeedsNeeds

••CompetitorsCompetitors•• Group Group specificspecificGoalsGoals

IndividualIndividualinterviewsinterviewsfocussingfocussing

••Paired Paired comparisoncomparison

by by superiorssuperiors

BUSINESSBUSINESSGOALS OF GOALS OF ORGANISAORGANISA--

TIONTION

IdentifyIdentifyNeeded Needed

CompetenciesCompetenciesforfor

Group SuccessGroup Success

DevelopDevelopDesired Desired RatingsRatingsfor for

Competencies Competencies for each Groupfor each Group

IndividualIndividualassessmentassessment

of of CompetenciesCompetencies

Identify 3Identify 3--4 top compete4 top compete--ncy gaps for each business ncy gaps for each business Group by Pareto AnalysisGroup by Pareto Analysis

Identify 3Identify 3--4 top compete4 top compete--ncy gaps for each individualncy gaps for each individual

for developmentfor development

Align SMART goals withAlign SMART goals withGroup Sales plan andGroup Sales plan and

Business PlanBusiness Plan

Identify 3Identify 3--4 key parts of4 key parts ofeach competency for each competency for

Ratings forRatings forfor for BandBandLevelsLevels

ServicesServiceson perceptionon perception

of needsof needs

COMPETENCYCOMPETENCY

GAPSGAPS

each competency for each competency for dev. for each individualdev. for each individual

Development ProcessDevelopment ProcessUse CompetencyUse Competency

Development PlannerDevelopment Planner

••Training Training ••CoachingCoaching•• Feed backFeed back

Assessment of ‘ Gap filled’ Assessment of ‘ Gap filled’ CompetenciesCompetencies

Match and recycleExtend to other BUs

Identifying,

Developing and

Assessing

CompetenciesMowly / vbc / hr

Lominger’s 6Lominger’s 6--Step Step

Development ModelDevelopment Model

A B C3 2 1

4. Build4. Build

5. Blend5. Blend

6. Consequences6. Consequences


1. Aware1. Aware

2. Accept2. Accept

3. Act3. Act

THE COMPETENCY CONE THE COMPETENCY CONE

CC


CC

THE COMPETENCY CONE

CC


CC

Leadership Mastery

SOFTSOFT HARDHARDPerfect

Balance


Attitude, Feeling SKILL

Balance

Leadership Mastery

InfluenceInfluence ActionAction


To do wellTo do wellTo do willinglyTo do willingly

BLOCKAGEBLOCKAGE


BLOCKAGEBLOCKAGE

SURVEYSURVEY

The Blockage Survey

1 2 4 2 5 4 8 4 9

1

2 2 3 2 6 4 7 5 0

2

3 2 2 2 7 4 6 5 1

3

4 2 1 2 8 4 5 5 2

4

5 2 0 2 9 4 4 5 3

Your totals Grid No.


5 2 0 2 9 4 4 5 3

5

6 1 9 3 0 4 3 5 4

6

7 1 8 3 1 4 2 5 5

7

8 1 7 3 2 4 1 5 6

8

9 1 6 3 3 4 0 5 7

9

1 0 1 5 3 4 3 9 5 8

1 0

1 1 1 4 3 5 3 8 5 9

1 1

1 2 1 3 3 6 3 7 6 0

1 2

HOW COMPETENCY DEVELOPMENT TAKES PLACE?


An off-the-shelf approach to predicting competencies through internal feedback and assessment

Personal Qualities

��

�

�

�

Is highly supportive and sympathetic to colleagues in need.

Consults others and encourages them to contribute.

As willing as most to express views.

May enjoy winning but perhaps not against colleagues.

1 2 3 4 5

Interpersonal Sensitivity


�

��

�

�

Enjoys variety and change.

Adjusts behaviour very readily to new circumstances.

Prepared to follow the consensus decision most of the time.

Is fairly optimistic when faced with change.

1 2 3 4 5

Flexibility

�

��

�

�

Finds it difficult to relax.

Is highly sensitive to criticism or negative feedback.

Will retain a moderate degree of control over emotions.

Is fairly likely to take an optimistic and positive view.

1 2 3 4 5

Resilience

�

�

�

Has considerable energy and likes to keep busy.

Unlikely to be highly driven by career ambition.

Is likely to demonstrate moderate competitive drive.

1 2 3 4 5

Personal Motivation

Cannot beCannot beOutsourcedOutsourced

copiedcopied

ORGANIORGANI--SATIONALSATIONALCAPABILITYCAPABILITY

PCMMPCMM

Dev.Dev.CapabilitiesCapabilitiesIn CoreIn Core

CompetenceCompetence

IndividualIndividualAbility toAbility toPerform anPerform anActivity toActivity to

Aspects /Aspects /DifferenDifferen--tiatorstiators

Sony…Sony…Honda…Honda…Intel…Intel…

ORGANISA ORGANISA ––TIONALTIONALCOMPTECOMPTE--TENCIESTENCIES

JOBJOBCOMPECOMPE--TENCIESTENCIES

PERSONALPERSONALCOMPECOMPE--TENCIESTENCIES

Identify 3Identify 3--4 top compete4 top compete--ncy gapsncy gaps

Identify 3Identify 3--4 Human4 HumanValues that supportValues that supportThose competenciesThose competencies

Identify the elements of Identify the elements of Selected competencySelected competency

Decide the developmentalDecide the developmental

HRHRSystemsSystems

Built aroundBuilt around


copiedcopiedActivity toActivity tostandardstandard

COMPETENCYCOMPETENCY

GAPSGAPS

Decide the developmentalDecide the developmentalActivityActivity

Obtain commitmentObtain commitmentSupport and decide measuresSupport and decide measures

••Training Training ••CoachingCoaching•• Feed backFeed back

Assessment of ‘ Gap filled’ Assessment of ‘ Gap filled’ CompetenciesCompetencies

Match and recycleExtend to other BUs

Mowly / vbc / hr

Built aroundBuilt aroundJob CsJob Cs

Assessing competence via personality questionnaires

mapping scales to competencies

Is patient, sensitive and diplomatic in his/her interactions. Reads others

well and builds rapport quickly. Resolves conflicts and encourages others

to share their views.

Empathy and Interpersonal skills

Competency


Competency Definition

Outgoing

Behavioural

Democratic

Affiliative

Designated Scales

assessing competence via personality questionnaires

Is patient, sensitive and diplomatic in his interactions. Reads others well

and builds rapport quickly. Resolves conflicts and encourages others to

share their views.

Empathy and Interpersonal skills

personality profiling


Outgoing

Behavioural

Democratic

Affiliative

Candidate is assessed and profiled

Specimen Assessment FormatFormat

Competency:

Manage objectives by Aligning Goals and KPIs

Behavioural Descriptors

Knowledge Understanding Skills AttitudeProduct knowledge Client needs &

That there are choices

Critical thinking Evaluation

Client-centered Proactive

- Develops strategic and business plans that support the organization’s goals.

- Inspires a shared vision and creates a compelling mission for the organization - Establishes strong relationships with colleagues across the organization

What is this Competency?


Client needs & preferences The organization The industry…

choices Biases of clients……..

Evaluation Communication Keeping up………..

Proactive Inquisitive Professional Objective Committed Seeks challenges

What do you do that applies to this competency?

1. - Excels at this - it is one the strengths. 2 - Level of knowledge or ability is adequate, needs to excel. 3 - Level of knowledge or ability is adequate in meeting this. 4 - Need to improve in this.

5 - Has little or no training towards this, and needs it

Rating:By Self

By Superior

Records:

Incidents

Instances

Peer rating

360

T & D

Subsystems

for a Middle

Manageme

nt Position.

Here

Training

Assess-

ment

Center

BEI or

360

Outside

Pgms

Mg

mt S

up

po

rt, C

oa

ch

ing

, F

ee

db

ack


Training

Programs

are targeted

to specific

compe –

tencies

Source: DDI Monograph

360

Inside

Pgms

Pgms

Mg

mt S

up

po

rt, C

oa

ch

ing

, F

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db

ack

Competency Based Pms Some Workshop Slides Chandramowly Copy

Education

Transcript of Competency Based Pms Some Workshop Slides Chandramowly Copy