Competency Mapping 160

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QuickTime™ and a H.263 decompressor are needed to see this pi HRD HRD SESSION 4 SESSION 4 COMPETENCY COMPETENCY MAPPING MAPPING Dr. MG Jomon, XIMB

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Competency mapping

Transcript of Competency Mapping 160

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HRDHRD

SESSION 4SESSION 4

COMPETENCY MAPPINGCOMPETENCY MAPPING

Dr. MG Jomon, XIMB

INTRODUCTIONINTRODUCTION

CompetenceCompetence

PerformancePerformance

Managing ChangeManaging Change

Competency Mapping: A toolCompetency Mapping: A tool

SUMMARYSUMMARY

CONCEPT OF ROLE AND COMPETENCIESCONCEPT OF ROLE AND COMPETENCIES COMPETENCY MANAGEMENT FRAMEWORKCOMPETENCY MANAGEMENT FRAMEWORK COMPETENCY IDENTIFICATIONCOMPETENCY IDENTIFICATION COMPETENCY ASSESSMENTCOMPETENCY ASSESSMENT COMPETENCY DEVELOPMENTCOMPETENCY DEVELOPMENT

Dr. MG Jomon, XIMB

CONCEPT OF ROLECONCEPT OF ROLE

Expectations of significant others and selfExpectations of significant others and self Linking conceptLinking concept

• IndividualIndividual• TeamTeam• organizationorganization

Different from positionDifferent from position

Dr. MG Jomon, XIMB

CONCEPT OF COMPETENCYCONCEPT OF COMPETENCY

Skill:Skill:• Ability accomplishAbility accomplish

Talent:Talent:• Inherent abilityInherent ability

Competency:Competency:• Underline characteristics that give rise to skill accomplishmentUnderline characteristics that give rise to skill accomplishment• Knowledge, skill and attitudeKnowledge, skill and attitude

Dr. MG Jomon, XIMB

DEFINITIONDEFINITION

First popularized by Boyatzis (1982) with Research First popularized by Boyatzis (1982) with Research result on clusters of competencies:result on clusters of competencies:

“ “A capacity that exists in a person that leads to A capacity that exists in a person that leads to behaviour that meets the job demands within behaviour that meets the job demands within parameters of organizational environment, and that, parameters of organizational environment, and that, in turn brings about desired results” in turn brings about desired results”

Dr. MG Jomon, XIMB

COMPETENCY Vs. COMPETENCECOMPETENCY Vs. COMPETENCE

Competency:Competency: A person- related concept that refers A person- related concept that refers to the dimensions of behaviour lying behind to the dimensions of behaviour lying behind competent performer.competent performer.

Competence:Competence: A work- related concept that refers to A work- related concept that refers to areas of work at which the person is competent areas of work at which the person is competent

Competencies:Competencies: Often referred as the combination Often referred as the combination of the above two. Ex: UK organizationsof the above two. Ex: UK organizations

Woodruffe (1991)Woodruffe (1991)

Dr. MG Jomon, XIMB

TYPES OF COMPETENCIESTYPES OF COMPETENCIES

Generic or specific:Generic or specific: Threshold or performance:Threshold or performance:

Basic competencies required to do the job, which do not Basic competencies required to do the job, which do not differentiate between high and low performersdifferentiate between high and low performers

Performance competencies are those that differentiate Performance competencies are those that differentiate between high and low performersbetween high and low performers

Differentiating Competencies:Differentiating Competencies: Behavioral characteristics that high performers displayBehavioral characteristics that high performers display

Dr. MG Jomon, XIMB

COMPETENCIES APPLICATIONSCOMPETENCIES APPLICATIONS Competency frameworksCompetency frameworks: Define the competency : Define the competency

requirements that cover all the key jobs in an organization. requirements that cover all the key jobs in an organization. This consists of generic competencies.This consists of generic competencies.

Competency maps:Competency maps: Describe the different aspects of Describe the different aspects of competent behaviour in an occupation against competency competent behaviour in an occupation against competency dimensions such as strategic capability, resource dimensions such as strategic capability, resource management and quality.management and quality.

Competency profiles:Competency profiles: A set of competencies that are require A set of competencies that are require to perform a specified role.to perform a specified role.

Armstrong (1999)Armstrong (1999)

Dr. MG Jomon, XIMB

MACRO VIEW OF COMPETENCY MANAGEMENTMACRO VIEW OF COMPETENCY MANAGEMENT

Organizational Strategy

Vision, Mission, Values, Strategic,Intent, Corporate Governance, Corporate Social Responsibility & Ethics

Business Strategy

Business Plan & Goals, CulturePeople, Technology

Teamwork Strategy

Leadership, CommunicationConflict Management, InterpersonalSkills, Project Orientation, Self Managed Teams (SMT)

Role Strategy

Ability, Autonomy, Multiskilling,Task identity, PerformanceEvaluation & rewards and performance development

Core Competencies(Organizational wide)

Business Competencies(SBU specific)

Team Competencies(Project driven)

Role Competencies(Role wise)

Stakeholder Interest

Market Positioning

Achieving Business Targets

Employee Satisfaction

Profit Center Orientations

Team Development & Synergy

Performance Accomplishment

Individual Development

STRATEGIC FRAMEWORK COMPETENCY FRAMEWORK COMPETENCY MODELING FRAMEWORK

MG Jomon.(2004). Unpublished

PROGRAM DESIGN AND IMPLEMENTATION : THE MODELPROGRAM DESIGN AND IMPLEMENTATION : THE MODEL

COMPETENCY FRAMEWORK

1. Core competencies (Organization wide

2. Business competencies (SBU specific)

3. Team Competencies (project driven)

4. Role competencies (Role wise)

COMPETENCY IDENTIFICATION

1. Identification process (4 steps)

2. Consolidation of checklist

3. Rank Order and finalization

4. Validation and Benchmark

COMPETENCY ASSESSMENT

1. Psycho-metric tool

2. 360 Degree approach

COMPETENCY DEVELOPMENT

1. Maturity framework & matrix

2. Areas of improvement

3. Action Plan

COMPETENCY MAPPING

1. Strategy-Structure Congruence

2. Structure Role Congruence

3. Vertical & horizontal Role linkages

4. Positioning to bring in competitive advantage

INTEGRATION OF HR FUNCTION

1. PMS 5. R&S

2. CP & CD 6. RS

3. SP & SD

4. T&D

MG Jomon.(2003). Unpublished

COMPETENCY MODELINGCOMPETENCY MODELING

Less rigour More rigour

CO

MPE

TE

NC

IES

: (C

ore ,

Bus

ines

s, T

e am

, Rol

e)

CRITERIA: Validity, Applicability, Speed, Satisfaction

MG Jomon.(2004). Unpublished

ROLE COMPETENCIESROLE COMPETENCIES

A set of competencies required to perform a given role A set of competencies required to perform a given role Each competency has a skill setEach competency has a skill set

Dr. MG Jomon, XIMB

IDENTIFICATION OF ROLE COMPETENCIESIDENTIFICATION OF ROLE COMPETENCIES

Structure and list of rolesStructure and list of roles Definition of rolesDefinition of roles Job descriptionJob description Competency requirementCompetency requirement

Dr. MG Jomon, XIMB

STRUCTURE AND LIST OF ROLES: STEPSSTRUCTURE AND LIST OF ROLES: STEPS

Organizational structure study and examinationOrganizational structure study and examination List all the roles in the structureList all the roles in the structure Identify redundant and overlapping rolesIdentify redundant and overlapping roles Final list of rolesFinal list of roles

Dr. MG Jomon, XIMB

DEFINITION OF ROLE: STEPSDEFINITION OF ROLE: STEPS

Identify KPAs of the roleIdentify KPAs of the role Link the KPAs with Dept. and Organizational goalsLink the KPAs with Dept. and Organizational goals State the content of the above in one or two sentencesState the content of the above in one or two sentences Position the role in perspective with that of othersPosition the role in perspective with that of others

Dr. MG Jomon, XIMB

JOB DESCRIPTION: STEPSJOB DESCRIPTION: STEPS

List down all the activities/tasks List down all the activities/tasks • small and bigsmall and big• Routine and CreativeRoutine and Creative

Categorize activities under major headsCategorize activities under major heads

Dr. MG Jomon, XIMB

COMPETECNY IDENTIFICATION: STEPSCOMPETECNY IDENTIFICATION: STEPS

Identify against each activity the following:Identify against each activity the following: Role holder interview and listingRole holder interview and listing Internal/External customer interview and listingInternal/External customer interview and listing Star performer interview and listingStar performer interview and listing Role holder critical incident analysisRole holder critical incident analysis

Consolidate the above and make a checklist of competenciesConsolidate the above and make a checklist of competencies Rank- order and finalize on 5/6 competencies critical to the Rank- order and finalize on 5/6 competencies critical to the

rolerole

Dr. MG Jomon, XIMB

COMPETENCY ASESSMENTCOMPETENCY ASESSMENT

Following methods are used:Following methods are used: Assessment/Development CentreAssessment/Development Centre 360 Degree feedback360 Degree feedback Role playsRole plays Case studyCase study Structured ExperiencesStructured Experiences SimulationsSimulations Business GamesBusiness Games

Dr. MG Jomon, XIMB

COMPETENCY ASESSMENTCOMPETENCY ASESSMENT

360 degree approach:360 degree approach: SelfSelf othersothers

• Internal/External CustomersInternal/External Customers• Boss/peers/SubordinateBoss/peers/Subordinate

Dr. MG Jomon, XIMB

COMPTENCY DEVELOPMENTCOMPTENCY DEVELOPMENT

RoleRoleIdentified Identified

competenciescompetenciesAssessment Assessment

resultresultAreas of Areas of

improvementimprovement Action planAction plan

Dr. MG Jomon, XIMB

COMPETENCY MAPPINGCOMPETENCY MAPPING

Strategy structure congruenceStrategy structure congruence Structure Role congruenceStructure Role congruence

Each role to be uniqueEach role to be unique Non-RepetitiveNon-Repetitive Value addingValue adding

Vertical and horizontal role congruenceVertical and horizontal role congruence Ensure non repetitive tasks in two different rolesEnsure non repetitive tasks in two different roles Ensure core competencies for each taskEnsure core competencies for each task Link all the above and position to bring in competitive advantageLink all the above and position to bring in competitive advantage

Dr. MG Jomon, XIMB

DELIVERABLESDELIVERABLES

1.1. Role Directory Role Directory

2.2. Competency profiles Competency profiles

3.3. Competency MapCompetency Map

4.4. Competency based HR systems tCompetency based HR systems t

5.5. Recommendations: Rationalization of structure and manpowerRecommendations: Rationalization of structure and manpower

6.6. Institutionalization of interventions Institutionalization of interventions

7.7. Organization Diagnosis ReportOrganization Diagnosis Report

INTEGRATION OF HR SYSTEMSINTEGRATION OF HR SYSTEMS(Competency based HR practices(Competency based HR practices

Reward System

Performance Management System

Recruitment & Selections

Career Plan & Career Development

Competency requirementCompetency availabilityCompetency acquisition/

Development

Succession plans &Succession

DevelopmentTraining

/development Plans & Programmes

CONCLUSIONCONCLUSION

Inadequate Role Competencies -Two options:Inadequate Role Competencies -Two options: Develop the competencies within a timeframe Develop the competencies within a timeframe Quit the Role Quit the Role

No option other than to performNo option other than to perform HRD function to ensure competencies in each roleHRD function to ensure competencies in each role

Dr. MG Jomon, XIMB