Sushmita Srivastava

TECHNICAL/FUNCTIONAL COMPETENCY MAPPING

Sushmita Srivastava

Sushmita Srivastava

TWO MAIN TYPES OF COMPETENCY MODELS

• TECHNICAL/ FUNCTIONAL COMPETENCIES/BEHAVIOURS REQUIRED FOR SUCCESS IN the job

• BEHAVIOURAL: COMPETENCIES/BEHAVIOURS REQUIRED FOR SUCCESS IN GROUPS

Sushmita Srivastava

Outline

• a) An introduction to functional competency modeling & mapping ?

• b) Evolving a Framework.• b) Elements of functional competency• c) Assessing functional knowledge & functional

orientation• d) Developing proficiency scales• d) Steps in functional competency modeling & mapping • e) Best Practices & key learning in implementing the

process.

Sushmita Srivastava

Why do we need to do it ?Primarily for People Development…

CAPACITY BUILDINGTECHNOLOGICAL LEADERSHIP

Sushmita Srivastava

Competency Clusters

A Typical Competency Framework structure

CCI

C1 C2 C3

CC2 CC3

etc etc etc etc etc etc

Closely related competencies (without levels- frameworks covering a limited range of roles or with levels- framework covering a number of diverse roles)

Behavioral indicator related groups

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Typical Content Of A Competency Framework

Competency Cluster Working with people

Competencies with levels

• Managing relationships

Level 1 : Builds relationships internally

Level 2 : Builds relationships externally

Level 3 : Maintains external networks

• Teamworking

Level 1 : Is a team member

Level 2 : Supports team members

Level 3 : Provides direction for the team

• Influencing

• Level 1 : Project a positive image

• Level 2 : Influences the thinking of others

• Level 3 : Changes the opinions of others

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Behavioral Indicators(for Managing Relationships)

Level 1:

Builds relationships internally

• Adapts personal style to develop relationships with colleagues.

•Adapts form and presentation of information to meet needs of the audience.

• Identifies and maintains regular contact with individuals who depend on or who influence own work.

Level 2 :

Builds relationships externally

•Takes account of the impact of own role on the needs of external contacts.

• Maintains regular two-way communication with external contacts.

• Identifies and nurtures external contacts who can contribute to the business.

Level 3 :

Maintains external networks

• Takes account of different cultural styles and values when dealing with external organizations.

• Actively manages external contacts as a business network.

• Identifies and makes use of events for developing external network.

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The Level of data-gathering required when describing behavioral indicators

APPLICATION

Specific GeneralJ

O

BSpecific

Eg. recruitment for all team leaders

Gather data :

•Specific to the application

•Within the identified jobs/roles

•From the relevant business unit (s)

Eg. all applications, for all team leaders

Gather data :

•Relevant to all applications

•Within the identified jobs/roles

•From the relevant business unit (s).

ROLE

Generic

Eg. recruitment for all jobs

Gather data :

•Specific to the application

•Across all jobs/roles

•Across the whole organization

Eg. Application, for all jobs

Gather data :

•Relevant to all applications

•Across all jobs/roles

•Across the whole organization

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Example of sampling methodology for data-gathering in a large organisation

Marketing Sales Prodn. Distr. Packaging Personnel Finance

Senior managers

Middle managers

Junior managers

Team leaders

Administrative staff

Operational staff

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Functional Competency - knowledge

The knowledge or understanding possessed by an individual in the context of the job. Knowledge of “What & How” of the job.

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Functional Competency - knowledge

Unable to apply knowledge on routine

1 Has basic knowledge & understanding but unable to apply it to perform routine tasks

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Functional Competency - knowledge

Able to apply knowledge on routine

2 Is able to apply knowledge & understanding on simple repetitive / routine tasks. Is able to identify basic issues under guidance of a superior.

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Functional Competency - knowledgeApplies knowledge to

Analyze situation in own area. Supervision required for related areas

3 Is able to apply knowledge of work-process, equipment & techniques to analyze simple cause and effect relationship in own area of work. With support is able to go beyond the immediate and correlate to other related areas.

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Functional Competency - knowledgeAnalyses situation in own and related area in applies knowledge – under guidance

4 Is able to apply knowledge of work-processes, equipment and techniques to analyze and correlated data from multiple sources in own area. With guidance, is able to apply knowledge to analyze problems that are not routine or are in related areas.

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Functional Competency - knowledgeHas in-depth knowledge in own and related areas independently analyses complex issues

5 Has in-depth knowledge of work processes and their inter-linkages with other processes, equipment, tools and techniques in his work area and related areas. Is able to apply such knowledge to independently and analyze and correlate complex issues related to different areas that impact own network.

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Functional Competency - Orientation

The attitude displayed towards learning new things in functional areas. Curiosity shown in trying out new things; having a “Flair for technical / functional matters”. Attempting to understand the “why” in order to improve the current situation.

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Functional Competency - Orientation

Not keen to add functional knowledge

1 Does not show keenness to add functional knowledge through observation, questioning etc.

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Functional Competency - Orientation

Pick’s-up the basic functional aspects in own area

2 Is curious to know about work processes etc and their flows in his work area. Tries to keep self updated in his area. .

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Functional Competency - Orientation

Gets involved and applies improvement activities in own area.

3 Takes initiative and gets involved in problem solving / improvement activities in related area. Attempts to understands the rationale and principle behind the operations.

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Functional Competency - Orientation

Learns things outside own field, challenges existing practices for improvements

4 Is curious to discover new things, explores beyond own field, challenges existing practices and attempts to improve his/her understanding on the principles and assumptions behind operational frameworks.

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Functional Competency - OrientationAcquires and applies new knowledge in own and related areas

5 Acquires new knowledge in his own and related areas and does simple new things. Seeks out experts to advance personal knowledge. Identifies patterns in operational data and correlated with concepts and frameworks and analyses the problems using such correlation’s.

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CLASSIFICATION OF PEOPLE PROCESSES INTO 3 TYPES

• PREDICTING SUCCESS

• REWARDING SUCCESS

• DEVELOPING SUCCESS

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CLASSIFICATION OF PEOPLE PROCESSES INTO 3 TYPES

• PREDICTING SUCCESS : SELECTION,PROGRESSION & SUCCESSION PLANNING.

• REWARDING SUCCESS :

COMPENSATION, BONUS & REWARDS

• DEVELOPING SUCCESS: TRAINING & DEVELOPMENT

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WHAT ARE COMPETENCIES –AN OPERATIONAL DEFINITION IT IS FINDING OUT A BASIS FOR CREATING

A UNIFORM,SPECIFIC & OBJECTIVE MEASURE

FOR

PREDICTING

REWARDING &

DEVELOPING

SUCCESS

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FUNCTIONAL CLUSTERS

• OPERATIONS

• MAINTAINENCE

• MARKETING & SALES

• MINING OPERATIONS

• TECHNICAL SERVICES

FUNCTIONS

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FUNCTIONAL CLUSTERS

• OPERATIONS --- HOT ROLLING

--- COLD ROLLING

----IRON MAKING

----- STEEL MAKING

MAINTAINENCE ---ELECTRICAL

---- MECHANICAL

----- REFRACTORIES

CLUSTERS

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FUNCTIONAL CLUSTERS & JOBS

• STEEL MAKING ----- PRIMARY

----- SECONDARY

---- CONTINUOUS

CASTING

COKE OPERATIONS ---- STAMP CHARGING

TOP CHARGING

JOBS IN THE CLUSTERS

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FUNCTIONAL JOBS & SKILLS

• HOT ROLLING --- STEEL GRADES

--- SURFACE CLEANING

JOBS & SKILLS

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Functional Skill Inventory

Job Code Job Description Pos. Code Position Description Department

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Development Process : Best practices

Findings from : HLL GE TATA MOTORS

Managers are assessed against position’s requirements on three counts :

1.   Performance in terms of delivery of targets

2.   Assessment on professional skills, based on the function in which you work

( HR/ Technical/ Commercial/ Sales/ Marketing etc)

3.   Assessment on competencies. These companies have their own set of

managerial generic competencies which all managers are supposed to have in

good measure

Assessment results lead to certain development decisions like rotation, succession, individual development plan, rewards etc.

Sushmita Srivastava

Personal Development Plan : As part of PDP, skill gaps are identified, for which individual development action plans are made and reviewed along with targets. Here it is ensured that the development plan should not have more than 2 skill.  Recruitment : It also ties up with Recruitment, companies have started moving to Competency based recruitment.

Career Planning : It ties up with Career Planning, as Potential candidates are identified more on the basis of potential assessment done through competency profiling.  Training : It ties up with Training as the training needs are identified through annually assessment of competency gaps, which is fed into training for customising Training and Development efforts.  

To reward : based on delivery of target & sustained delivery over a period of time

Use of “Assessments results”

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Individual Development Plan through profile match up

Position Person (Holder)

Requirements Qualification

Profile Match upRequirement Vs Qualification

Individual Development Plan

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Functional knowledge & skill mapping process

Listing of all positions in each function clusters

Preparation of cluster wise knowledge & skill directory

Workshop Preparation

Step 1: Grouping similar positions to form unique jobs

Step 2: Job Description is to be prepared for each unique job

Step 3: Identification of functional knowledge and skill required for performing the job

Step 4: Ascertaining proficiency level required for the job on a 5 point scale

Validation of job requirements (functional knowledge & skill) by Senior Management

Workshop Steps : Organise a workshop by inviting functional experts

Validation & Approval

Finalisation of broad functional clusters

Sushmita Srivastava

• List of Officers from F&A functional cluster across the departments was generated from database

• Old work on Functional Knowledge & Skill checklist was collected for reference

• A workshop was organised by inviting functional experts from F&A

Functional cluster mapping exercise (Pilot project at F&A)

Sushmita Srivastava

Step 1 : Grouping similar positions to form unique jobs

JOB NAME LVL DESGN DEPTHead F&A Mr. Rajan Baboo IL3 Head (A/C - WB) Finance & AccountsHead F&A Mr. Rakesh Chandra IL3 Financial Controller Finance & Accounts Finance, Bearings DivisionHead F&A Mr. J. S. Shastry IL3 Financial Controller Finance & Accounts Finance, Growth ShopHead F&A Mr. Sanjiv Verma IL3 Financial Controller Finance & Accounts Wire DivisionAUDIT Ms. Ankita Verma IL5 Manager (Finance & Commercial Audit) - CRC (West)Corporate AuditAUDIT Mr. S. N. Jha IL5 Manager Finance & Commercial AuditCorporate AuditCapital accounting Mr. A K Mundhra IL5 Manager Accounts Finance & Accounts Purchase & CapitalCapital accounting Mr. Manish Kumar Agarwal IL5 Manager Accounts Finance & Accounts Purchase & CapitalCash and Bank operation Mr. Manoj Kumar Gupta IL4 Unit Leader - Cash Finance & Accounts Payroll & CashCash and Bank operation Mr. H D Tailor IL5 Manager Cash Finance & Accounts Wire DivisionCosting Mr. Rajeev Kumar Choudhary IL5 Manager - Accounts Finance & Accounts Cost & FinanceCosting Ms. Priya Anand IL5 Manager Cost Borivli Finance & Accounts Wire DivisionFinancial Analyst or MIS / D S S (FA & FC)Mr. Rajesh Daga IL4 Financial Controller Rings & AgricoFinance & Accounts Finance, Rings & AgricoFinancial Analyst or MIS / D S S (FA & FC)Mr. Rajendra Pathak IL4 Financial Controller Secondary ProductsFinance & Accounts Finance, Secondary ProductsEXEC Mr. Sanjay Gattani IL4 Manager Cost & Finance Finance & Accounts Cost & FinanceEXEC Mr. Sanjay Khattry IL4 Manager Corporate H. O. MumbaiFinancial accounts Mr. Satish Kumar Agarwal IL5 Manager Cost & Finance Finance & Accounts Cost & FinanceFinancial accounts Mr. Umanath Mishra IL4 Head Accounts Tubes Finance & Accounts Finance, Tubes Division

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Outcome of Step 1 : List of Jobs in F&A

Sl. No. Job1 Cash and Bank operation2 Payroll3 Purchase Accounting4 Capital accounting5 Costing6 Financial accounts7 Sales Accounting8 Mktg Finance9 Direct Taxation

10 Indirect taxation11 Administration & Systems12 MIS / D S S (FA & FC)13 Capital Planning & Budgeting14 Treasury & Finance function15 Strategic Finance

Jobs at IL5 level

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Step 2 : Job Description

JOB - Capital accounts (IL 5) :

Maintenance of Fixed Asset InventoryConsolidation of Fixed Asset schedule for Steel divisionTracking & Monitoring capital expenditure on a monthly basisAccounting reviewsCompilation of Schedule VI informationVariation analysis

JOB - Capital accounts (IL 4) :

Maintenance of Fixed Asset InventoryConsolidation of Fixed Asset schedule for entire companyTracking & Monitoring capital expenditure on a monthly basisAccounting reviewsCompilation of Schedule VI information for entire companyVariation analysisSupport to capital planning & budgeting process of other dept.Outside interaction facilitating process of other dept.

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Step 3 : Functional Knowledge and Skills for a Job

Srl Job - Knowledge & Skill checklist

4 Capital accountingLeading

Edge Fully

Operational Working

KnowledgeBasic

KnowledgeNot

available

Company Law XExcise XCustoms XSales Tax XService Tax XIndian GaaP XMS Office XK of delegation of power XForeign Exchange dealings XForex Laws XCorporate Tax XERP XKnowledge of Mfg Process XCapital Scheme Evaluation X

PROFICIENCY LEVEL

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Proficiency Scale

Proficiency Scale**

1 Inadequate

2 Basic Knowledge

3 Working Knowledge

4 Fully Operational

5 Leading Edge

** HLL follows the above proficiency scale for functional competence assessment

Proficiency scale finally use by us is given below

Sushmita Srivastava

Srl Job - Knowledge & Skill checklist

4 Capital accountingLeading

Edge Fully

Operational Working

KnowledgeBasic

KnowledgeNot

available

Company Law XExcise XCustoms XSales Tax XService Tax XIndian GaaP XMS Office XK of delegation of power XForeign Exchange dealings XForex Laws XCorporate Tax XERP XKnowledge of Mfg Process XCapital Scheme Evaluation X

PROFICIENCY LEVEL

Step 4 : Proficiency level required for the job

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Matrix approach for step 3 & 4

Cash a

nd B

ank o

pera

tion

Payro

ll

Purc

hase A

ccounti

ng

Capit

al accounti

ng

Costi

ng

Fin

ancia

l accounts

Sale

s A

ccounti

ng

Mktg

Fin

ance

Dir

ect

Taxati

on

Indir

ect

taxati

on

Adm

inis

trati

on &

Syste

ms

MIS

/ D

S S

(FA

& F

C)

Str

ate

gic

Fin

ance

Capit

al Pla

nnin

g &

Budgeti

ng

Tre

asury

& fi

nance f

uncti

on

Merg

er

& a

ccquis

itio

n

StatutesBanking Laws 4 2 2 4 2Forex Laws 2 2 2 4 2Company Law 2 3 2 4 2 2 2 2 2 2 3 4SEBI Laws 3 2 2 3 3Excise 3 3 2 2 3 3 4 2 2 2Customs 3 3 2 3 2 2 2 2 2Sales Tax 3 3 2 3 3 4 2 2 2Corporate Tax 2 3 4 2 2 4 3Personal Income Tax 2 4 4Service Tax 3 3 2 2 3 3 4 2 2 2Labour laws 4 2 2

Accounting StandardsIndian GaaP 2 2 2 3 3 4 2 2 2 2 2 2 2 3Foreign GaaP 4

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ENGINEERING & PROJECTS

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Proficiency Level

Job Code Job Skill IL3 IL4 IL5

P_E&P_1

Engg. & Projects. Comnmercial

1 2 3 4 5 1 2 3 4 5 1 2 3 4 5

Project Planning

Project mgmt modules

Cost benefit analysis

Import duty calculations

Construction safety

IT Skills

Inspection

Budget control

Material mgmt

Commercial contracting

Proj mgmt tools

MS Porject

Critical Chain concept

SAP PS System

Status & Acts

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FUNCTIONAL COMPETENCY MAPPING OF TRAINING PROFESSIONAL

• Best Practices in management development

• Learning Events Scheduling

• Learning Products & Services

• Specialty in Branch of managements

• Training methodology/ Technologies

• Working with specialists & External consultants

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FUNCTIONAL COMPETENCY MAPPING OF TRAINING

PROFESSIONAL

Leader LeaderLeaderLearnerLearnerProficient

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Individual assessment process for function knowledge & skills

Against the requirements (knowledge & skills) of the position, immediate superior will appraise the incumbent on a 5 point scale on annual basis

- HLL practice

Mid year if an officer acquires any competence on completion of a project, may add the competence to his qualification profile. Which again will be appraised by the superior on 5 point scale

- TCS practice

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THANK YOU

sushmita@tatasteel.com