Competency Mapping Study

8/8/2019 Competency Mapping Study

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COMPETENCY MODEL

A competency can be defined as the underlying sets of

skills, knowledge, personal characteristics and abilities

needed to effectively perform a role in the organization

and help the business to meet its strategic objective.

The roots of competency modeling date as far back as

the early 1900s but these models have become widely

popular these days.


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Skills + Knowledge + Ability

=

Competency

=

Observable Behavior

=

Effective Outcomes[Performance on Job]

=

Strategic Success Modeling A Competency Model

WHAT IS COMPETENCY MODEL


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WHAT IS COMPETENCY MODEL


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ASSESS is a state-ofart windows, internet based expert

system that produces psychological evaluations for use in

the business environment. These judgments have been developed by Bigby, Havis &

Associates (BHA) experience in assessing over 35,000

managerial and professional candidates The ASSESS Personality Battery contains 350 items

measuring more than 20 personality attributes

Base ofSimbhaoli Competency Model-ASSESS


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The ASSESS PersonalitySurvey measuresa numberof personality

traitsand characteristics which can impacta person'sjob performance.

Providesdescription on 3 characteristics ofa candidates :

ThinkingStyle

WorkingStyle

RelatingStyle

(Refer SSM Competency Library on next page)

Keep in mindthat forpersonality characteristicslow scoresare not

necessarily badandhighscoresare not necessarilygood. The

significance ofthescore depends on what is needed in the job.

THE ASSESS PERSONALITY SURVEY


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The ASSESS SSM Competency Library

The ASSESS Strategic Success Model Builder uses 38 competencies grouped into threegeneral areas: Thinking, Working and Relating. Company-specific success models or

success models tailored to a job or job class are usually constructed from 5-10 of these

competencies with some drawn from each general area.

Thinking Working Relating

Visioning orInnovation*

In-Depth Problem

Solving And Analysis

or

Decisive Judgment*

Championing Change

or

Adapting to Change*

Planning And OrganizingDriving For Results

Or

Delivering Results*

Quality Focus

or

Continuous Improvement

Or

Policies, Processes and Procedures*Safety

Customer Focus

Or

Customer Service*

Resilience

Teamwork andCollaboration

Influencing And Persuading

Or

Persuading to Buy*

Managing Others or

Team Leadership*

Coaching And Developing

OthersMotivating Others

Organizational Savvy or

Relationship

Management*

Negotiation or

Conflict Management*

Interpersonal

Communication


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Theyare observable ormeasurable skills,knowledge,and

abilities.

TheseSKAs(skills,knowledge,attitude) mustdistinguish

between superior/highand otherperformers.

MAJOR COMPONENTS


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Itsendsastrong messageaboutthe

- specific knowledge,

- skills,

- capabilities,- attitudesand behaviorsthatareimportant.

Suchan organization recognizesthat buildingintellectual capitaland

maintaining core competenciesarekeyto achievingsustained

success,anditis willingto maketheinvestmentrequiredto supportcontinuouslearninganddevelopmentasa businessstrategy

FOR AN ORGANISATION


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WHAT COMPETENCIES CAN DO

Translatestrategic direction into action

Clarify behaviorsthatsupportimportantvaluesand principles

Establishstandards ofexcellencethataresharedacross functionsand boundaries

Focuslearninganddevelopment on theachievement of business outcomes

Providea basis forongoing performance feedbackanddevelopment

Identifyemergingvs.decliningskillsetsto help facilitate organizationaltransitions

Acceleratedevelopment ofalearning culture

Facilitateself-directedlearningand careerdevelopment forenhancedemployability

Identifyandleveragehigh performers or"competency carriers"


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WHAT COMPETENCIES CAN'T DO

Describeeverytechnicalskillin detail

Reduce performance feedbackto numbers

Replacethe need forperformance feedbackand

coaching

Serveasajob description


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SIMBHAOLI SUGARS COMPETENCY MODEL

A two day workshop on Strategic Success Modeling from 25th 26th

April 2005 was conducted. The participants of the workshop were the

Senior & Middle Level Managers from the two Sugar units

Simbhaoli and Chilwaria and from the Simbhaoli Distillery unit. In all

28 executives participated during the two days.

M/s Lakshya HRITSS Pvt, Ltd Chennai along with their Strategic

Partners M/s CareersIndia Pvt Ltd, Chennai, facilitated the workshop.

Cluster of jobs in the organization were identified


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JOB CLUSTERS & GROUP PARTICPANTS

Engineering

K Suresh Babu

US Mishra

HK Dubey

Pritpal Singh

Finance & Sales

AK Agarwal

SM Shastri

Sanjay Kulshrestha

KN Singh

Ved Prakash

Process

AK Srivastava

P.RangaRao

NK Jha

DK Chaturvedi

Gopalkrishnan Iyer

Support Services

SN Mishra

A.K. Dua

IS Bhaita

SudhirKumar

PN Singh

Parminder Singh

VK Teotia

KKTyagi

Distillery

SM Tomar

PS Chauhan

Rajesh Kumar

Neeraj Mehrish

Senior Management

Dr GSC Rao

Sanjay Tapariya


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Job Outcomes for the various jobs in the Organization were

identified these were identified through an open house

process.

This approach was adopted to involve participation of

all executives, healthy debates, and arriving at mutual

consensus. The final job outcomes were displayed acrossthe boardroom.

Formation of job groups to identify the behavioral competencies

Sorting Exercise Based on the 38 competencies a minimum of 6and a maximum 8 competencies were identified for each Job

group by group consensus.

Revalidation of the identified 8 competencies by the cross

functional team.


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Simbhaoli Competency Development Model defined. The

competency model was created and uploaded by M/s Lakshya

HRITSS and M/s Careers India.

Current incumbent were assesses against the SimbhaoliCompetency Development Model. All the participants took the

online ASSESS test.

Following the two-day workshop M/s Lakshya HRITSS

representatives generated the report for each participant. Following

this the report was interpreted for each participant.

Area of executive development were identified.

Individual development action plan drawn up.


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Attitudinal and behavioral programs initiated.

Followed up on the individual progress as per the development

plan

Workshop again conducted next year (March 2006) for Middle

Level Managers. In all 24 executives participated in this workshop.

The session main focus was to brief the potential middle levelmanagers on The Simbhaoli Competency Model which was

framed during 2005 by the senior managers of the group.



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Engineering First Cut

The Simbhaoli CompetencySuccess Model

1. Minimizethestoppages/downtime

2. Smooth functioning ofequipments- Best maintenance by optimizing costand minimum inventory

3. Capacity utilization

4. Minimize Losses/ wastages

5. Optimizeinputs energy conservation, fueleconomy

6. Manpowerutilization (productivity)

7. Safety ofequipment

8. Quality steam, flyash

9. Adoption of new technology/systems/automation

10. Expansion of plant Engg

11. Safety, Environment&Housekeeping

Example


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Minimize the stoppage / down time

Optimum maintenance with minimum cost & inventory

Best (maximize / optimum) capacity utilization (incl: resources,manpower, etc) with minimum losses / wastages

Adoption of new Technology / systems / automation

SHE safety, housekeeping & environment

Back

Engineering Final


Example


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1. Adapting to Change

2. Planning & Organizing

3. Resilience4. Teamwork & Collaboration

5. Motivating Others

6. Safety

7. FunctionalAcumen

8. Interpersonal Communication

6- 8 cannot be measurable in the test

Engineering Final Competencies


Example


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Outcomes- Process

First Cut1. Quality of final product

2. Maximizingthe output

3. Minimizinglosses

4. Optimizinginput

5. Convertingsugarinto valueadded products/ productdevelopment6. Adding new technologyto the process

7. Expandingthescale of operations

8. Optimizing/ minimizingtheenergyrequirements

9. Final productsdoubleto the marketrequirement flexibilityas permarketrequirements

10. R&D relatedto processtechnical

11. Housekeeping(Hygiene) &Safety

12. Customersatisfaction

13. Scaling up operations

Example


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Outcomes- Process

Quality ofFinal Product withvalueaddition (incl: R&D

and Technology)

Maximizethe output

Optimizingtheinput

CustomerSatisfaction

SHE safety,housekeeping&environment

Example


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Competencies Identified- Process

1. Innovation

2. In-depth problem solvingandanalysis

3. Planning& Organizing

4. Driving forResults

5. Continuous Improvement

6. CustomerService7. Team Work& Collaboration


Example


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Outcomes Distillery

First Cut

1. Maximum Recovery

2. Quality& cost

3. Input/ output

4. Minimum utilization of fuel/losses

5. Hygiene,Safety, Environment Pollution / waste

6. New Technology/ upgradations

7. MarketReach

8. Expanding

9. CustomerSatisfaction

Example


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Outcomes- Distillery

Plant Efficiency(incl: production parameters,input/

outputandrecovery) Quality of products/ new products/ product

development

Market Expansion

SHE safety,housekeeping&environment

Example


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Competencies Identified- Distillery

1. Innovation

2. Decisive Judgment

3. Adaptingto Change


5. Continuous Improvement

6. Persuadingto Buy


8. Safety

8 cannot be measurable in the test

Example


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Outcomes Finance&Sales

First Cut

FINANCE

Fund management

Bookkeeping MIS/Statutory

Compliance/ Asset

Management

Budgetary Control

Cost Control

Management Accounting

SALES

Specific product focus

Bulk Markets

Maximizingrealization

Example


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Outcomes Finance&Sales

FINANCE

Fund Management

Management Accounting

Statutory/ MIS/ Asset Management

Cost Control

SALES

Sales(MarketRealization,etc)

Market(Research/ Expansion / Positioning/ New Markets,etc)

Example


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Competencies Identified Finance&Sales

1. Visioning


3. CustomerFocus


5. Negotiation

6. Relationship Management

7. Interpersonal Communication

8. Integrity8 cannot be measurable in the test

Example


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- Materials

- Cane- IT

- Legal

- Administration

- Human Resources

SupportServices


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Outcomes SupportServices

First Cut

MATERIALS

1. On timegoodquality

material with minimumcost

2. Material procurementat

therighttimeandright

cost

3. Internal customer

satisfaction

CANE

1. Quality/Variety/Quantity of

raw material

2. Supplierrelationship(farmers)

3. Cost of procurement

transport,labour, cutto crush

4. TimelySupply/arrival

Example


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First Cut

IT

1. Integratedsystem ERP

2. Networking/ PC Mgt

LEGAL

1. Standardization oflegal

formats

2. Interface oflegalexperts

3. Soundlegal practices within

the organisation

4. Continuous pursuance of

legalissues

Example


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- First Cut

ADMINSTRATION

1. Effective Mgt of Internal/

Externalinterfaces

HR

1. Align peopleto business

strategy

2. Organisation Development

3. Implementation of bestHR

practices&systems

Example


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MATERIALS

Timely procurement of material (incl: internal customer satisfaction)

CANE Cost procurement (i.e. all types of costs transport, labour, etc incurred)

Quantity / Quality - Cane Management System (Computerization payment tofarmers)

Relationships

Cane Development Strategy

Example


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IT

Integrated system ERP solution

Networking / PC Management

LEGAL

Sound legal practices within the organisation

Continuous pursuance of Legal Issues

Example


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ADMINISTRATION

Effective management of internal and external

interfaces

HR

Organisation Development (OD) Implementation of best HR practices & systems

Example


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Competencies Identified SupportServices


2. Adaptingto Change

3. Planning& Organizing4. Continuous Improvement

5. Resilience

6. Team Work& Collaboration7. Managing Others

8. Coaching& Developing Others

Example

Competency Mapping Study

Documents

Transcript of Competency Mapping Study