QuickTime and a H .263 decompressor are needed to see this picture.

HRD
SESSION 4

COMPETENCY MAPPING

Dr. MG Jomon, XIMB

INTRODUCTION

Competence Performance Managing Change Competency Mapping: A tool

SUMMARY

CONCEPT OF ROLE AND COMPETENCIES COMPETENCY MANAGEMENT FRAMEWORK COMPETENCY IDENTIFICATION COMPETENCY ASSESSMENT COMPETENCY DEVELOPMENT

Dr. MG Jomon, XIMB

CONCEPT OF ROLE

Expectations of significant others and self Linking concept

Individual Team organization

Different from position

Dr. MG Jomon, XIMB

CONCEPT OF COMPETENCY

Skill:

Ability accomplish Inherent ability Underline characteristics that give rise to skill accomplishment Knowledge, skill and attitude

Talent:

Competency:

Dr. MG Jomon, XIMB

DEFINITION

First popularized by Boyatzis (1982) with Research result on clusters of competencies: A capacity that exists in a person that leads to behaviour that meets the job demands within parameters of organizational environment, and that, in turn brings about desired results

Dr. MG Jomon, XIMB

COMPETENCY Vs. COMPETENCE

Competency: A person- related concept that refers to the dimensions of behaviour lying behind competent performer. Competence: A work- related concept that refers to areas of work at which the person is competent Competencies: Often referred as the combination of the above two. Ex: UK organizations Woodruffe (1991)

Dr. MG Jomon, XIMB

TYPES OF COMPETENCIES

Generic or specific: Threshold or performance:

Basic competencies required to do the job, which do not differentiate between high and low performers Performance competencies are those that differentiate between high and low performers

Differentiating Competencies:

Behavioral characteristics that high performers display

Dr. MG Jomon, XIMB

COMPETENCIES APPLICATIONS

Competency frameworks: Define the competency requirements that cover all the key jobs in an organization. This consists of generic competencies. Competency maps: Describe the different aspects of competent behaviour in an occupation against competency dimensions such as strategic capability, resource management and quality.

Competency profiles: A set of competencies that are require to perform a specified role. Armstrong (1999) Dr. MG Jomon, XIMB

MACRO VIEW OF COMPETENCY MANAGEMENT

STRATEGIC FRAMEWORK
COMPETENCY FRAMEWORK COMPETENCY MODELING FRAMEWORK

Organizational Strategy
Vision, Mission, Values, Strategic, Intent, Corporate Governance, Corporate Social Responsibility & Ethics

Core Competencies (Organizational wide)

Stakeholder Interest Market Positioning

Business Strategy
Business Plan & Goals, Culture People, Technology

Business Competencies (SBU specific)

Achieving Business Targets Employee Satisfaction

Teamwork Strategy
Leadership, Communication Conflict Management, Interpersonal Skills, Project Orientation, Self Managed Teams (SMT)

Team Competencies (Project driven)

Profit Center Orientations Team Development & Synergy

Role Strategy
Ability, Autonomy, Multiskilling, Task identity, Performance Evaluation & rewards and performance development

Role Competencies (Role wise)

Performance Accomplishment Individual Development

MG Jomon.(2004). Unpublished

PROGRAM DESIGN AND IMPLEMENTATION : THE MODEL

COMPETENCY IDENTIFICATION COMPETENCY FRAMEWORK 1. 2. 3. 4. Core competencies (Organization wide Business competencies (SBU specific) Team Competencies (project driven) Role competencies (Role wise) COMPETENCY ASSESSMENT 1. Psycho-metric tool 1. 2. 3. 4. Identification process (4 steps) Consolidation of checklist Rank Order and finalization Validation and Benchmark COMPETENCY MAPPING

1.
2. 3.

Strategy-Structure Congruence
Structure Role Congruence Vertical & horizontal Role linkages

4.

2.

360 Degree approach

Positioning to bring in competitive advantage

COMPETENCY DEVELOPMENT 1. 2. 3. Maturity framework & matrix Areas of improvement Action Plan

INTEGRATION OF HR FUNCTION 1. 2. PMS CP & CD 5. R&S 6. RS

3.
4.

SP & SD
T&D

MG Jomon.(2003). Unpublished

COMPETENCY MODELING

Less rigour

More rigour
CRITERIA: Validity, Applicability, Speed, Satisfaction

MG Jomon.(2004). Unpublished

ROLE COMPETENCIES

A set of competencies required to perform a given role Each competency has a skill set

Dr. MG Jomon, XIMB

IDENTIFICATION OF ROLE COMPETENCIES

Structure and list of roles Definition of roles Job description Competency requirement

Dr. MG Jomon, XIMB

STRUCTURE AND LIST OF ROLES: STEPS

Organizational structure study and examination List all the roles in the structure Identify redundant and overlapping roles Final list of roles

Dr. MG Jomon, XIMB

DEFINITION OF ROLE: STEPS

Identify KPAs of the role Link the KPAs with Dept. and Organizational goals State the content of the above in one or two sentences Position the role in perspective with that of others

Dr. MG Jomon, XIMB

JOB DESCRIPTION: STEPS

List down all the activities/tasks

small and big Routine and Creative

Categorize activities under major heads

Dr. MG Jomon, XIMB

COMPETECNY IDENTIFICATION: STEPS

Identify against each activity the following:

Role holder interview and listing Internal/External customer interview and listing Star performer interview and listing Role holder critical incident analysis

Consolidate the above and make a checklist of competencies Rank- order and finalize on 5/6 competencies critical to the role

Dr. MG Jomon, XIMB

COMPETENCY ASESSMENT

Following methods are used:

Assessment/Development Centre 360 Degree feedback Role plays Case study Structured Experiences Simulations Business Games

Dr. MG Jomon, XIMB

COMPETENCY ASESSMENT

360 degree approach:

Self others

Internal/External Customers Boss/peers/Subordinate

Dr. MG Jomon, XIMB

COMPTENCY DEVELOPMENT
Role Identified competencies Assessment result Areas of improvement Action plan

Dr. MG Jomon, XIMB

COMPETENCY MAPPING

Strategy structure congruence Structure Role congruence

Each role to be unique Non-Repetitive Value adding

Vertical and horizontal role congruence Ensure non repetitive tasks in two different roles Ensure core competencies for each task Link all the above and position to bring in competitive advantage

Dr. MG Jomon, XIMB

DELIVERABLES
1.

2.
3. 4.

5.
6. 7.

Role Directory Competency profiles Competency Map Competency based HR systems t Recommendations: Rationalization of structure and manpower Institutionalization of interventions Organization Diagnosis Report

INTEGRATION OF HR SYSTEMS (Competency based HR practices

Performance Management System Reward System

Career Plan & Career Development Competency requirement Competency availability Competency acquisition/ Development

Recruitment & Selections

Succession plans & Succession Development

Training /development Plans & Programmes

CONCLUSION

Inadequate Role Competencies -Two options:

Develop the competencies within a timeframe Quit the Role

No option other than to perform HRD function to ensure competencies in each role

Dr. MG Jomon, XIMB