SEMINAR ON

Competency Mapping – Catch Word In Corporates

BUSINESS SCHOOL OF DELHIBUSINESS SCHOOL OF DELHIPGDM – 2007-09

PRESENTED BY –DEEPALI GOELKUMUD VATSMRIDULA KHANNASWATI ROY

OUTLINE

Introduction Key characteristics of CMCase studyAnalysis

What is “COMPETENCY” ?

Albanese (1989) – Competencies are personal characteristics that contribute to effective managerial performance

Competency Mapping-Ms.Seema Sanghi(Faculty mgmt)

Hayes (1979)

Competencies are generic knowledge, motive, trait, social role or a skill of a person linked to superior performance on the job

Competency Mapping-Ms.Seema Sanghi(Faculty mgmt)

COMPETENCY MAPPINGA process through which one assesses and determines one’s strengths as an individual worker and in some cases, as part of an organizationgenerally examines two areas: EQ Strengths of the individual in areas like working in teams, leadership, and decision-making

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

Competencies

Improve employee performance

Focus on organizational culture and values

Makes employees target oriented

KEY COMPETENCY RESEARCH FINDINGS

KEY CHARACTERISTICS OF COMPETENCIES

Knowledge, skills, and behaviors that contribute to success in a job

KNOWLEDGEThe technical or professional information Acquired through formal education training Personal experience needed to perform the job.

EXAMPLES

ERP( PEOPLESOFT,ORACLE,SAP)BUSINESS ENGLISHDEPARTMENT POLICIES

The proficient application of knowledge & behavior in completing job tasks or duties.

They describe actual physical or mental activities.

EXAMPLES TYPING OFFICE EQUIPMENT USE

(FAX) MS WORD MS POWER - POINT

SKILLS

BEHAVIORS

The observable actions an employee uses to achieve job-specific results.

EXAMPLESAligns own activities and priorities to meet organizational needs.Responds directly and thoroughly to questions.Adapt to changes in direction, priorities, responsibilities or relocate

A leading group that manufactures power steering for both commercial vehicles and passenger cars Was setup in 1987, merged with U.S. based company in 1995. Turnover of the company was Rs 161 crores in the last year30 middle level managers were assessed

CASE STUDY

PROBLEMS FACED BY THE COMPANY

No common guidelines.No common platform for integration of functions.HR functions were not integrated.

OBJECTIVES OF THE STUDY

To adopt competency based HRM, which integrate HR through competencies.To link organizational issues and HR functions through competency mapping process.To develop competencies model based on competency mapping process.To conduct a “PILOT STUDY” to verify the models feasibility.

DATA COLLECTION TOOLS

PRIMARY DATA :-Observation method.Interview method.Questionnaires.Content analysis.Focus groups.

SECONDARY DATA :-Job description.Training programmes.

INDIVIDUAL.GROUP OF INDIVIDUALS.POSITION.GROUP OF POSITIONS.ORGANIZATION.

LEVELS OF PROFILES STUDIED

LEVEL OF PROFILES IN THE COMPANY

TARGET T & D will exhibit a set of

desired competencies.

EXISTING Employee profile or

incumbent profile

INDIVIDUALS

GROUP OF INDIVIDUALS

A new team will conduct Strategic planning & policy review

High performing team’s competencies are made as standard(TEAM PROFILE) on which other teams are mapped

CONTD.

ORGANIZATIONTARGET EXISTING

Considering the future a 5 year organizational outlook profile can be made

Self – assessment snapshot of the organization as “a profile of the organization today”

PARAMETERS ON WHICH 30 MIDDLE MANAGERS WERE ASSESED

POKA- YOKESIX SIGMAKAIZENKANBAN5 S TECHNIQUES

ANALYSIS &INTERPRETATION (Of CASE STUDY)EXECUTIVES – Some of them can be promoted w/o training Training requirements Product quality Analysis and mapping techniques

ASSISTANT MANAGERSTraining requirementsProduct qualityImprovement techniquesProcess improvement

CONTD.

SENIOR EXECUTIVES Training requirementsAnalyzing and mapping skills

CONCLUSION

Competency mapping is not rocket science, but it can be as explosive in terms of re-energizing employees and building a dynamic organization. Competency model are not ends in themselves. Competency based HRM have the capacity to actually drive organizational change rather simply enabling change to take place.

BIBLIOGRAPHY

Internet (wikipedia)ICWAI Journal (the mangmt accntnt January,2008)

COMPETENCY MAPPING –Ms.Seema Sanghi(FACULTY FORE MGMT SCHOOL)

Competency Based HRM –by S.Ganesh

Assistance by MR.V Ravindran (Assistant Mgr HR)

Thank you

SPECIAL THANKS TO PROF.SACHIN BHARDWAJ FOR BEING SUCHA GREAT SUPPORT

QA&

Comments & Suggestions for Improvements