competency architecture talk at shrm

7/31/2019 Competency Architecture Talk at SHRM

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The Five Parts of EI

SelfSelf

MotivationMotivation

EmpathyEmpathy

ManagingManaging

RelationshipsRelationships

33

44

55

Know whatKnow whatyou are feelingyou are feeling

Self Awareness

ManageManage

your feelingyour feeling

Self Regulation

11 22


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PersonPerson

PeoplePeople

PurposePurpose

ofCompe

tencies

ofCompe

tencies

Behavioral

Interviewing

Building

Mission and

Vision

Managing

Results

Managing

Emotions

Leadership

Excellence

Values

Workshop

Setting

SMART

Goals

Building

Execution

Competencies

Communi-

Cation

Excellence

Change

Leadership

Coaching

And

Mentoring

The

Excellence

Model

ProcessProcess

PerfectionPerfectionDimensions

Dimensions

Developing

Competencies

Competency

Modeling

Competency

Mapping

Performance

Excellence

HR

Policies &

Systems

Personal

Excellence

Business

Ethics

CompetencyBased

HR Practices


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EOPLE

People

developme

nt,

training,

coachingand

mentoring

1 Handled people issues inappropriately resulting in employee turnover and low morale2 Did not handle people development issues properly to realize business results3 Handled the people development issues properly in some cases but not in all4 Identified potential people and developed them by training, coaching and mentoring to improve

efficiency5 Aligned people development needs with business goals resulting in outstanding performance.

Delegation

and

Empower

ment

1 Controlled the subordinates by reducing their autonomy2 Maintained status quo without delegating power to employees3 Delegated responsibilities (duties)to subordinates without delegating authority(official power)4 Delegated responsibilities and authority to subordinates without developing them5 Identified potential people from among the subordinates and delegated responsibility and authority

after developing their capabilities

Managing

Succession

Planning

1 Did not take any initiative to develop subordinates for higher positions2 Encouraged people development in some cases but not in all cases3 People are not developed in accordance with succession plan/ company vision4 People development initiatives were not sufficient to meet succession plan5 Aligned people development efforts with succession plan resulting in effective second line leadership

Team

playing

and Team

Building

1 Avoided working in teams2 Worked in teams to achieve his individual goals3 Worked in teams in some situations but not in all4 Participated as a member of team to work for team goals5 Brought people together and led them to work as a team resulting in enhanced results

People

developme

nt,training,

coaching

and

mentoring

1 Handled people issues inappropriately resulting in employee turnover and low morale2 Did not handle people development issues properly to realize business results

3 Handled the people development issues properly in some cases but not in all4 Identified potential people and developed them by training, coaching and mentoring to improve

efficiency5 Aligned people development needs with business goals resulting in outstanding performance.


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Ability to continuously identify and meet the needsAbility to continuously identify and meet the needs

of internal and external customers by gaining theirof internal and external customers by gaining their

trust and respect through listening andtrust and respect through listening and

understanding customers base objectives and itsunderstanding customers base objectives and itsinterlink with own actions of organisation and beinginterlink with own actions of organisation and being

sensitive to create best value to organisation insensitive to create best value to organisation in

terms of quality, cost and delivery that makes aterms of quality, cost and delivery that makes a

difference.difference.


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AbilityAbility toto continuouslycontinuously identifyidentify andand meetmeet thethe needsneeds ofof

internalinternal andand externalexternal customerscustomers bybygaininggaining theirtheir trusttrustandand

respectrespect throughthrough listeninglistening andand understandingunderstanding customerscustomers

basebase objectivesobjectives andand itsits interlinkinterlink withwith ownown actionsactions ofoforganisationorganisation andand beingbeing sensitivesensitive toto createcreate bestbest valuevalue toto

organisationorganisation inin termsterms ofof quality,quality, costcost andand deliverydelivery thatthat

makesmakes aa differencedifference..

Skill Knowledge AttitudeAttitude Attribute ValuesValues MotivesMotives


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DEFINITIONDEFINITIONThe ability to notice, interpret, and anticipate others concerns and

feelings, and to communicate this awareness empathetically to

others.a) Understands the interests and important concerns of others.

b) Notices and accurately interprets what others are feeling, based on their choice

, , , .

c) Anticipates how others will react to a situation.

d) Listens attentively to peoples ideas and concerns.

e) Understands both the strengths and weaknesses of others.

f) Understands the unspoken meaning in a situation.

g) Says or does things to address others concerns.

h) Finds non-threatening ways to approach others about sensitive issues.

BEHAVIOURAL

INDICATORS


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Maintains

effectiverelations

Follows

Owns

responsibilityto deal withcustomerissues /expectation

Beginner Executive Manager HODAssociate

Looks outforunderlyingneeds ofothers

Continuousl

Makes business

judgmentsconsideringimpact oncustomers

Links

organisationalperformanceevaluation withcustomer trustand delight

requirements, requestsandcomplaints

Understandsprinciples ofbusiness

y strives forefficientservices byminimizingprocedures

Developsinnovativesolutionsthinking beyondcustomer needs

Looks out for longterm benefits anddirects organisationaccordingly


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VALUE BASED COMPETENCIESEliciting commitment

Research* shows thatthe prime factor forincreasingcommitment to work is

High

CLARITY OF 4.9/7.0 6.3/7.0

COMPANY

VALUES 4.9/7.0 6.1/7.0

values,not awareness oforganization values

* by Barry Posner, DeanSanta Clara University

Business School USA

Low

from research by BarryPosner

Low HighCLARITY OF

PERSONAL VALUES

(Numbers refer tolevel of commitment to work

based on a 7-point scale)


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nt us ast c Being enthusiastic is a visible demonstration of energy in every responsibility undertaken. In displaying this value, an enthusiastic

employee -isenergeticand eager about every task undertaken, has thedriveto complete the task against all odds , isperseveranttill the goal is accomplished andinspiresothers to make things happen

Reflects zeal and avid interest in undertaking any responsibility

Shows an urgency in completing tasks as committed

Has a penchant for quality and perfection in all aspects in completing tasks undertaken

Enjoys what one does , is dedicated

Communicates and transmits the zest with concern, empathy and a positive energy

Aware of how ones energy and enthusiasm would impact the environment and generates a positive force in the

community.

Retains the focus on the task at hand and steers the stakeholders towards achievement of the goals

Pushes forward alternatives when encountered with challenges

Demonstrates a sense of responsibility

Energetic

Takes onresponsibility with

zeal and fervor

Drive

Propels with a

positive energyand force

Does not give up under pressure and committed to see the end through Resolves to finding a solution when encountered with challenges or problems

Explores and works with alternatives when met with challenges

Demonstrates determination in the face of odds and does not let the stress of the situation get the better of him/her

Enlists support and help of others when in a crisis

Arouses a sense of interest and enthusiasm in the activities undertaken

Creates and communicates the sense purpose

Encourages divergent views, alternatives and explores the feasibility of the same

Motivates and provides guidance to the stakeholders in achieving the goals

Effectively creates a positive environment for all to function

Perseverant

Determined andconsistently tries

all options

Inspires

Is a source ofmotivation to

others


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Have Employees executedand accomplished

strategic objectives?

Are Behaviours of Leaders

and Employeesconsistent to achieve

Strategic Objectives

What specific

Internal Processesto be optimized?

Customerdesires to be met

Financialcommitments to be met

HR Scorecard Balanced Scorecard

Kaplan and Norton

David Ulrich, Mark and Brian Based on Workforce Scorecard

HR Competencesfor its roles of

Strategic partner,

Change agent,

Employee advocate and

Administrative expert

HR Practices(Work design, Staffing,

Development, PMS,

Rewards and

Communication)

HR Systemsof aligning, integrating and

differentiating

Is there a

Mind-set and Cultureto embrace the strategy

supporting execution?

Do employees have required

Competenciesto execute

strategic objectives?


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Mana ers

Sr Managers

GM/VP

Building Team Spirit

Decision Quality

Dealing With Paradox

Strategic Agility

Asst Mgrs

Executive

Personal Learning

Total Quality Management

Action Oriented

Peer Relationships

Conflict Management

Priority Setting


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Mapping Flow Chart

Job Description

Role Clarification

Competencies needed for

Job

Competencies job holderhas

Competency Mapping

Bridging Competency Gap


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CC Based Performance EvaluationBased Performance Evaluation

ScoreScore

ScoreScore

ScoreScoreverallS

core

verallS

core

RewardReward

DevelopmentDevelopment

PlanPlan

CareerCareer

MovementMovement

1. Performance Results: Quantitative

outcome Goals

2. Competencies: Qualitative

aspects of performance

3. Vision / Values: Operating

Princi les Dis la ed

WhatWhat?

How?How?

Why?Why?

Performance Targets : SMART, Stretched ,

Aligned , reviewed and Documented

Competencies : Levels: Basic, Intermediate, Advanced, Expert

New Competencies Learnt, Displayed Behaviours? Dev. Plan

Vision / Values : Out of 360

Degree Feed back on Organisational Values


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Competency AssessmentCompetency AssessmentAssessment Center Characteristics:Assessment Center Characteristics:

A standardized evaluation of behavior based on multiple inputs.

Multiple trained observers and techniques.

Judgments on behaviors are made from assessment simulations.

Judgments are pooled in using statistical integration process

Reach a decision from partial

information and decide additional

information required...

Fact-FindingExercise

In-BasketExercise

to deal with in-tray and make

decisions, balancing the volume of

work against a tight schedule.

Role

Simulation

Dealing with other role player for

a certain task

Presentation

Present a given case, interpret and

analyse to support a decision.

Group

Discussion

Tackle a work-related problem - sometimes with a

role within a team. Assessors doesnt look right or

wrong answers, but for behavior of interaction


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ThanksThanks

ChandramowlyCompetency Architect, HRD Dimensions

c m o w l y @ g m a i l . c o m

9 00 8989 046

competency architecture talk at shrm

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