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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:
CONCEPT OF COMPETENCY
Skill: Ability accomplish Talent: Inherent ability Competency: Underline characteristics that give rise to skill accomplishment Knowledge, skill and attitude
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
Competencies are generic knowledge, motive, trait, social role or a skill of a person linked to superior performance on the job. Hayes 1979 Competencies are personal characteristics that contribute to effective managerial performance. Albanese 1989
WHAT IS COMPETENCY?
A competency is defined as a behavior or set of behaviors that describes excellent performance in a particular work context
THE ICEBERG
ONLY 10% OF ANY ICEBERG IS VISIBLE. THE REMAINING 90% IS BELOW SEA LEVEL.
THE ICEBERG
The Iceberg phenomena Is also applicable on human beings
A competency is an underlying characteristic of a person which enables him/her to deliver superior performance in a given job, role or situation.
Components of Competency
Skill capabilities acquired through practice. Knowledge understanding acquired through learning. Personal attributes inherent characteristics which are brought to the job Behavior The observable demonstration of some competency, skill, knowledge and personal attributes attributed to excellent performance
Underlying characteristic of a persons inputs. Cluster of knowledge, attitude and skill. Generic knowledge,motive,trait,role or a skill. Personal charcteristics,set of skills,related knowledge and attributes.
Superior performance in a given job , role or situation. Individuals ability to perform Linked to superior performance on the job Contribute to effective managerial performance Succeddfully perform a task or an activity within a specific function or job
In contrast to a job description, which typically lists the tasks or functions and responsibilities for a particular role, a set of competencies (or competency profile) lists the abilities needed to conduct those tasks or functions. Too often job descriptions are not worded in a manner that enables an employee's performance to be effectively measured. Competencies on the other hand are described in terms such that they can be observed, measured and rated against criteria that are standardized and required to do the job effectively
KNOWLEDGE RELATED TO INFORMATION COGNITIVE DOMAIN ATTRIBUTE SET OF SKILLS RELATES TO THE ABILITY TO DO. PHYSICAL DOMAIN RELATES TO QUALITATIVE ASPECTS , PERSONAL CHARACTERISTICS OR TRAITS
COMPETENCY
Competencies
Distinguish Exemplary Performers from Average Performers
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
Attention to communication Oral communication Written communication Persuasive communication Interpersonal awareness Influencing others Building collaborative relationship
Diagnostic information gathering Analytical thinking Forward thinking Coceptual thinking Strategic thinking Technical expertise
ACHIEVING RESULTS Initiative Enterpreneurial orientation Fostering innovation Result orientation Thoroughness Decisiveness Business acumen Global prospective
Business Strategy
Competency Requirements
Skill SuccessFactors
Behaviours Knpwledge Attributes
COMPETENCY MAPPING
Competency mapping is a process of identifying key competencies for a particular position in an organisation, and then using it for job-evaluation, recruitment, training and development, performance management, succession planning, etc.
ESTABLISHING FOCUS
The ability to develop and communicate goals in support of the business mission. a) Acts to align own units goals with the strategic direction of the business b) Ensures that people in the unit understand how their work relates to the businesss mission c) Ensures that everyone understands and identifies with the units mission d) Ensures that the unit develops goals and a plan to help fulfill the businesss mission
Skill at enhancing others commitment to their work. a) Recognizes and rewards people for their achievements b) Acknowledges and thanks people for their contributions c) Expresses pride in the group and encourages people to feel good about their accomplishments d) Finds creative ways to make peoples work rewarding e) Signals own commitment to a process by being personally present and involved at key events f) Identifies and promptly tackles morale problems g) Gives talks or presentations that energize groups
ORAL COMMUNICATION
Expressing oneself clearly in conversations and interactions with others. 1. 2. 3. 4. 5. 6. 7. Speaks clearly and can be easily understood Tailors the content of speech to the level and experience of the audience Uses appropriate grammar and choice of words in 0ral speech Organizes ideas clearly in oral speech Expresses ideas concisely in oral speech Maintains eye contact when speaking with others Summarizes or paraphrases his/her understanding of what others have said to verify understanding and prevent miscommunication
Stage 2a: Identifying Employee Core Competencies possessed by all employees regardless of their functions. Review business vision and strategy Identify Employee Core Competencies (behaviors) to achieve strategy Stage 2b: Identifying Job Relevant Competencies Relevant to each existing function/job/role. Determine and understand the nature of the job/role/position to be analyzed. Conduct focus group discussion
Conduct behavioral event interview to identify behavior indicators. Define the competency with a description which includes the previously identified behavior indicators Scale each identified behavior indicator from lower to higher levels of performance. Validate and confirm the matrix of competency catalogue with key stakeholders
Define number of positions to be reviewed Identify roles and responsibilities of each position (JD or JA) Establish competency matrix: match the roles and responsibilities with the competencies Analyze the weight of the roles and responsibilities as a basis to decide the level of proficiencies
COMPETENCY FRAMEWORK Core competencies (Organization wide Business competencies (SBU specific) Team Competencies (project driven) Role competencies (Role wise)
COMPETENCY IDENTIFICATION
Identification process (4 steps) Consolidation of checklist Rank Order and finalization Validation and Benchmark
COMPETENCY MAPPING Strategy-Structure Congruence Structure Role Congruence Vertical & horizontal Role linkages Positioning to bring in competitive advantage
ROLE COMPETENCIES
A set of competencies required to perform a given role Each competency has a skill set
Organizational structure study and examination List all the roles in the structure Identify redundant and overlapping roles Final list of roles
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
Management Style System Orientation Organisation Culture/Decision Making Quality Customer Service Change Communication Accountability
Also looks at perceived performance & opportunities for improvement Benchmarking against other capable organizations Outcomes : Organizational, Team & Individual Gaps
PREPARATION
ADMINISTRATION
Complied
Not Complied
COMPETENCY ASESSMENT
Following methods are used:
Assessment/Development Centre 360 Degree feedback Role plays Case study Structured Experiences Simulations Business Games
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
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.
Dr. MG Jomon, XIMB
COMPETENCY
OBSERVABLE BEHAVIOURS
JOB PERFORMANCE
Competencies are to performance what DNA is to people
Procter & Gamble Co.: honesty and fairness,respect for individual 3M Corp.: innovation, initiative and personal growth, Wal-Mart Stores Inc.: commitment, enthusiasm; Walt Disney Co.: creativity, dreams, imagination
For the Associates, competency-based practices: Identify the success criteria (i.e., behavioral standards of performance excellence) required to be successful in their role. Provide a more specific and objective assessment of their strengths and specify targeted areas for professional development. Provide development tools and methods for enhancing their skills. Provide the basis for a more objective dialogue with their manager or team about performance, development, and career related issues.
For Managers
Identify performance criteria to improve the accuracy and ease of the hiring and selection process. Provide more objective performance standards. Clarify standards of excellence for easier communication of performance expectations to direct reports. Provide a clear foundation for dialogue to occur between the manager and employee about performance, development, and career-related issues
5-10% in rate of hiring successful candidates. 15-20% in retention of desired employees. 15-25% in morale as measured in employee surveys. 20% in goal completion by individuals and teams
How will Career Development Framework benefit the company in terms of training?
Training and development will be more focused, as it will address specific gaps in competencies. It will no longer be based on qualitative justifications. Though in the initial period, training expenditure may increase, depending on the number of competency gaps, in the long term, the return on training expenditure may is justifiable when competencies gaps are addressed and employees perform to expectations.