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Competency MappingCompetency Mapping

INTRODUCTIONINTRODUCTION

Competence

Performance

Managing Change

Competency Mapping: A tool

SUMMARYSUMMARY

CONCEPT OF ROLE AND COMPETENCIESCOMPETENCY MANAGEMENT FRAMEWORKCOMPETENCY IDENTIFICATIONCOMPETENCY ASSESSMENTCOMPETENCY DEVELOPMENT

CONCEPT OF ROLECONCEPT OF ROLE

Expectations of significant others and selfLinking concept

•Individual•Team•organization

Different from position

CONCEPT OF COMPETENCYCONCEPT OF COMPETENCY

Skill:•Ability accomplish

Talent:•Inherent ability

Competency:•Underline characteristics that give rise to skill

accomplishment•Knowledge, skill and attitude

DEFINITIONDEFINITION

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”

COMPETENCY Vs. COMPETENCECOMPETENCY 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)

TYPES OF COMPETENCIESTYPES 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

COMPETENCIES APPLICATIONSCOMPETENCIES 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)

MACRO VIEW OF COMPETENCY MANAGEMENTMACRO VIEW OF COMPETENCY MANAGEMENT

Organizational Strategy

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

Business Strategy

Business Plan & Goals, CulturePeople, Technology

Teamwork Strategy

Leadership, CommunicationConflict Management, InterpersonalSkills, Project Orientation, Self Managed Teams (SMT)

Role Strategy

Ability, Autonomy, Multiskilling,Task identity, PerformanceEvaluation & rewards and performance development

Core Competencies(Organizational wide)

Business Competencies(SBU specific)

Team Competencies(Project driven)

Role Competencies(Role wise)

Stakeholder Interest

Market Positioning

Achieving Business Targets

Employee Satisfaction

Profit Center Orientations

Team Development & Synergy

Performance Accomplishment

Individual Development

STRATEGIC FRAMEWORK COMPETENCY FRAMEWORK COMPETENCY MODELING FRAMEWORK

PROGRAM DESIGN AND IMPLEMENTATION : THE MODELPROGRAM DESIGN AND IMPLEMENTATION : THE MODEL

COMPETENCY FRAMEWORK

1. Core competencies (Organization wide

2. Business competencies (SBU specific)

3. Team Competencies (project driven)

4. Role competencies (Role wise)

COMPETENCY IDENTIFICATION

1. Identification process (4 steps)

2. Consolidation of checklist

3. Rank Order and finalization

4. Validation and Benchmark

COMPETENCY ASSESSMENT

1. Psycho-metric tool

2. 360 Degree approach

COMPETENCY DEVELOPMENT

1. Maturity framework & matrix

2. Areas of improvement

3. Action Plan

COMPETENCY MAPPING

1. Strategy-Structure Congruence

2. Structure Role Congruence

3. Vertical & horizontal Role linkages

4. Positioning to bring in competitive advantage

INTEGRATION OF HR FUNCTION

1. PMS 5. R&S

2. CP & CD 6. RS

3. SP & SD

4. T&D

COMPETENCY MODELINGCOMPETENCY MODELING

Less rigour More rigour

CO

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CRITERIA: Validity, Applicability, Speed, Satisfaction

ROLE COMPETENCIESROLE COMPETENCIESA set of competencies required to perform a

given role Each competency has a skill set

IDENTIFICATION OF ROLE IDENTIFICATION OF ROLE COMPETENCIESCOMPETENCIES

Structure and list of rolesDefinition of rolesJob descriptionCompetency requirement

STRUCTURE AND LIST OF ROLES: STRUCTURE AND LIST OF ROLES: STEPSSTEPS

Organizational structure study and examinationList all the roles in the structureIdentify redundant and overlapping rolesFinal list of roles

DEFINITION OF ROLE: STEPSDEFINITION OF ROLE: STEPS

Identify KPAs of the roleLink the KPAs with Dept. and Organizational

goalsState the content of the above in one or two

sentencesPosition the role in perspective with that of

others

JOB DESCRIPTION: STEPSJOB DESCRIPTION: STEPS

List down all the activities/tasks •small and big•Routine and Creative

Categorize activities under major heads

COMPETECNY IDENTIFICATION: COMPETECNY IDENTIFICATION: STEPSSTEPS

Identify against each activity the following:Role holder interview and listingInternal/External customer interview and listingStar performer interview and listingRole 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

COMPETENCY ASESSMENTCOMPETENCY ASESSMENT

Following methods are used:Assessment/Development Centre360 Degree feedbackRole playsCase studyStructured ExperiencesSimulationsBusiness Games

COMPETENCY ASESSMENTCOMPETENCY ASESSMENT

360 degree approach:Selfothers

•Internal/External Customers•Boss/peers/Subordinate

COMPTENCY DEVELOPMENTCOMPTENCY DEVELOPMENT

RoleRoleIdentified Identified

competenciescompetenciesAssessment Assessment

resultresultAreas of Areas of

improvementimprovement Action planAction plan

COMPETENCY MAPPINGCOMPETENCY MAPPING

Strategy structure congruenceStructure Role congruence

Each role to be uniqueNon-RepetitiveValue adding

Vertical and horizontal role congruenceEnsure non repetitive tasks in two different

rolesEnsure core competencies for each taskLink all the above and position to bring in

competitive advantage

DELIVERABLESDELIVERABLES

1. Role Directory 2. Competency profiles 3. Competency Map4. Competency based HR systems t5. Recommendations: Rationalization of

structure and manpower6. Institutionalization of interventions 7. Organization Diagnosis Report

INTEGRATION OF HR SYSTEMSINTEGRATION OF HR SYSTEMS(Competency based HR practices(Competency based HR practices

Reward System

Performance Management System

Recruitment & Selections

Career Plan & Career Development

Competency requirementCompetency availabilityCompetency acquisition/

Development

Succession plans &Succession

DevelopmentTraining

/development Plans & Programmes

CONCLUSIONCONCLUSION

Inadequate Role Competencies -Two options:Develop the competencies within a timeframe Quit the Role

No option other than to performHRD function to ensure competencies in each

role