Beruflich Dokumente
Kultur Dokumente
Swati Singh
WHAT IS COMPETENCY?
A capacity that exists in a person that leads to behavior that meets the job demands within parameters of organizational environment, and that, in turn brings about desired results
KNOWLEDGE
Relates to information Cognitive Domain
Set of SKILLS
Relates to the ability to do, Physical domain
Attribute
Relates to qualitative aspects
COMPETENCY
Categories of Competencies
Two major categories of competencies: Threshold competencies They are the characteristics, which any job holder needs to have to do that job effectively but do not distinguish the average from superior performer. Differentiating competencies: They are the characteristics, which superior performers have but are not present in average performers.
Good rating
What does an organisation do?
Competence mapping
Competency mapping is the process of identification of the competencies required to perform successfully a given job or role or a set of tasks at a given point of time.
It consists of breaking a given role or job into its constituent tasks or activities and identifying the competencies (technical, managerial, behavioral, conceptual knowledge, an attitudes, skills, etc.) Needed to perform the same successfully.
Recognition that technology, finances, customers and markets, systems and processes can all be set right or managed effectively if we have the right kind of human resources.
The need for focus in performing rolesneed for time management, nurturing of competence increased emphasis on performance management systems. And recognition of the strategic advantage given by employee competencies in building the core competencies of the organisation.
Entree level
Junior level Middle level
A detailed approach
TRANSLATING THEM INTO ACTIONS FOR ACTUALISATION THROUGH ORGANISATION STRUCTURE ROLES, POSITIONS, JOBS
ROLE COMPETENCY
COMPETENCY FRAMEWORK Core competencies (Organization wide Business competencies (SBU specific) Team Competencies (project driven)
COMPETENCY IDENTIFICATION Identification process (4 steps) Consolidation of checklist Rank Order and finalization Validation and Benchmark
ROLE COMPETENCIES
A set of competencies required to perform a given role Each competency has a skill set
Definition of roles
Job description Competency requirement
Dr. MG Jomon, XIMB
Consolidate the above and make a checklist of competencies Rank- order and finalize on 5/6 competencies critical to the role
Set of Questions measuring 8 characteristics of Attitudinal Capability Measures & identifies gaps
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
COMPETENCY ASESSMENT
Following methods are used:
Assessment/Development Centre
360 Degree feedback Role plays Case study Structured Experiences Simulations Business Games
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.
Competency models
Individualistic Models
Organizational Approaches
Elliot Jaques provides a normative model of effective hierarchical organizations with an emphasis on competencies. The elements include the present and potential competencies of individuals along the dimensions of cognitive capacity, valuing the work, and non-disruptive personality. Peter Senges approach to a whole organization competency model is captured in his notion of the "learning organization." Its essential characteristics include nurturing the growth of new capabilities, transformational learning for survival, learning through performance and practice, and the inseparability of process and content.
HR Systems Approaches
Dubois focuses on the whole human resources system, but emphasizes competency improvements through training and development strategies and programming: the contingencies are driven by organizational strategy but outcomes are focused on individual employees competency enhancement. Charles Snows contingency model links organizational performance to HRM and competency. Strategies depend on extent to which cause-effect relations affecting organizational performance are known and degree of formalized standards of desirable performance.
Team Approaches
Campions model, which applies to professional work, suggests that teams composed of individuals with complementary competencies are more effective and have higher levels of job satisfaction than teams whose members have the same competency sets. This is especially true for work that is complex and varied in scope.
Individualistic Models
Traditional Person-Job Match Model This model assumes that employees have jobs with specific and identifiable tasks. Work is generally standardized and repetitive in an organizational hierarchy. Job performance is readily verifiable. This model works best with organizations defined by stable environments
Individualistic Models (contd) The Strategy Development Model This model assumes that employees with broad, strategic attributes will create their own roles which interact to produce the organizations strategy. Work is constantly evolving within a network of organizational relationships. This model is described in terms of organizations in chaotic, unpredictable, or very rapidly changing environments. Intellectual Capital Model These models emphasize the linkages and dynamic interaction among human capital, structural capital, and customer (client) capital. These models stress the knowledge that resides in employees and strategies to use it and value it differently.