Sie sind auf Seite 1von 19

m m


m m
„First Step:
A job analysis is carried out by asking
employees to fill in a questionnaire that
asks them to describe what they are
doing, and what skills, attitudes and
abilities they need to have to perform it
well. There would be a bit that requests
them to list down attributes needed to
make it up to the next level, thus making
it behavioural as well as skill-based.
m m
„Second Step:
Having discovered the similarities in the
questionnaires, a competency-based job
description is crafted and presented to the
personnel department for their agreement
and additions if any.
m m
„Third Step:
Having agreed on the job requirements
and the skills and attitudes needed to
progress within it and become more
productive, one starts mapping the
capability of the employees to the
benchmarks. An almost (but not quite)
arbitrary level of attainment is noted
against each benchmark indicating the
areas where the assessee is in terms of
personal development and achievement.
m m
„ These give HR manager a fairly good
picture of the employee to see whether he
(or she) needs to perform better or to move
up a notch on the scale. Once the
employee `tops' every indicator at his
level, he moves on to the next and begins
there at the bottom - in short, he is
„ It helps in determining the training and
development needs and importantly it
helps to encourage the best and develop
the rest. A win-win situation for everyone.
 m m 

„ Gehavioral events interview.

„ Expert panels.
„ Surveys.
„ Expert systems.
„ Job analysis.
„ Role analysis.
„ Direct observation.

    m m

 ! %
 "#$$ " 

-."$ ' -" 
'( )$ + *+$ $$$ 

' +
m *+#
+ $ ' ++"
$,""$ + *+#
'# $$
 ))"  '++# + *+#
+ *+$ "-"$ ' $
Review list of competencies:
„ Review the competencies that are
identified, to check if they fulfill the
purpose or objective of the job.
„ Competencies are finalized for each job
„ Identify and list meta competencies.

„ Have it agreed with the management

„ Each role profile in turn would now have a
detailed set meta and sub competencies.
„ Construct competency definitions:
^ )'*"#  ,$ "$  &+  $&
* * *

m *+  )"* "$' + m '"+  +$

# $ "- ** **

m *+ m '"+ m" +$  $$&

#! ** *$ *, **

m *+ /&"#   )"* 

#% **  $ "- 

„ Each of the competencies are now defined
in the context of the role profile.

Assign proficiency level:

„ Define what proficiency means to the
organization and what use would it be put
to within the organization.
„ Define levels and differentiate between
appraisal ranking and proficiency levels.
m m  
›alidation can be done in three
„ Content validation session.
„ Reinforce proficiency of critical
„ Refine competency definitions, if
m m  
Content validation session:
„ Gring together an appropriate focus group
consisting of top management, cross
section managers and typical role profile
„ ›alidate the skills identified and
competencies profiled.
„ Conduct a validation exercise to check for
the ease of understanding,
implementation possibility, time and the
process involved to roll it out through the
m m  
„ Define milestones for such an
implementation work.
„ Tabulate the learning process.

„ Evaluate whether the exercise has

generated adequate data and information
to progress with the competency definition
and proficiency mapping exercise.
„ Reestablish the business case for
implementing a competency development
work process.
„ Run pilot workshops where ever
m m  
Reinforce proficiency of critical
„ At this stage, proficiency analysis and validation
is essential to be conducted through similar cross
management focus groups.
„ Illustrate with examples how proficiency levels
have been articulated, valued and how they
would be used.
„ Handle insecurities and threat perceptions in the
usage of proficiency levels.
„ Run pilot workshops where necessary.
m m  
Refine competency definitions, if
„ Focus on the competency definitions
obtained through the validation exercise.
„ Conduct a top management workshop and
finalize the definitions.
„ Run a pilot focus group, if necessary.
m m 

„ Competencies are the combination of
Knowledge, Abilities, and Skills that
contribute to individual and
organizational performance.

1 ."


$ ")&$
m m 

„ Competency profiling aims to identify all
of these KAPS in order to help create a
real and sustainable change in behavior.
„ Knowledge: Information that is organized,
learned and applied through experience,
study, or investigation.
„ Ability: Innate potential to perform
mental and physical actions.
m m 

„ Personal Attributes: Individual
traits, values, motives that indicate
employee·s behavior.
„ Skills: Result of repeatedly applying
knowledge or an ability.