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COMPETENCY MAPPINGCOMPETENCY MAPPING
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
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
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
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”
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)
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
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)
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
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
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
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
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
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
COMPETENCY ASESSMENTCOMPETENCY ASESSMENT
360 degree approach:360 degree approach: SelfSelf othersothers
• Internal/External CustomersInternal/External Customers• Boss/peers/SubordinateBoss/peers/Subordinate
COMPTENCY DEVELOPMENTCOMPTENCY DEVELOPMENT
RoleRoleIdentified Identified
competenciescompetenciesAssessment Assessment
resultresultAreas of Areas of
improvementimprovement Action planAction plan
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
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
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