Competency Mapping , Competency Mapping , Assessment & ManagementAssessment & Management

Competency MappingCompetency Mapping Research indicates that Research indicates that

Source of 50% of job performance problems is that people Source of 50% of job performance problems is that people are in the wrong job. are in the wrong job.

25% of on-the-job performance problems is the inability to 25% of on-the-job performance problems is the inability to identify the ‘gaps’ between the competencies of the identify the ‘gaps’ between the competencies of the person and the requirements of the job. person and the requirements of the job.

CONCEPT OF ROLECONCEPT OF ROLE Expectations of significant others and selfExpectations of significant others and self Linking conceptLinking concept

IndividualIndividual TeamTeam organizationorganization

Different from positionDifferent from position

Dr. MG Jomon, XIMB

CONCEPT OF COMPETENCYCONCEPT OF COMPETENCY

Skill:Skill: Ability accomplishAbility accomplish

Talent:Talent: Inherent abilityInherent ability

Competency:Competency: Underline characteristics that give rise to skill Underline characteristics that give rise to skill

accomplishmentaccomplishment Knowledge, skill and attitudeKnowledge, skill and attitude

Dr. MG Jomon, XIMB

DEFINITIONDEFINITION

First popularized by Boyatzis (1982) with Research First popularized by Boyatzis (1982) with Research result on clusters of competencies:result on clusters of competencies:

“ “A capacity that exists in a person that leads to A capacity that exists in a person that leads to behaviour that meets the job demands within behaviour that meets the job demands within parameters of organizational environment, and that, in parameters of organizational environment, and that, in turn brings about desired results” turn brings about desired results”

Dr. MG Jomon, XIMB

COMPETENCY Vs. COMPETENCECOMPETENCY Vs. COMPETENCE Competency: A person- related concept that refers to Competency: A person- related concept that refers to

the dimensions of behaviour lying behind competent the dimensions of behaviour lying behind competent performer.performer.

Competence: A work- related concept that refers to Competence: A work- related concept that refers to areas of work at which the person is competent areas of work at which the person is competent

Competencies: Often referred as the combination of the Competencies: Often referred as the combination of the above two. above two.

TYPES OF COMPETENCIESTYPES OF COMPETENCIES Generic or specific: Generic or specific: Threshold or performance: Threshold or performance:

Basic competencies required to do the job, which do not Basic competencies required to do the job, which do not differentiate between high and low performersdifferentiate between high and low performers

Performance competencies are those that differentiate Performance competencies are those that differentiate between high and low performersbetween high and low performers

Differentiating Competencies: Differentiating Competencies: Behavioral characteristics that high performers displayBehavioral characteristics that high performers display

Dr. MG Jomon, XIMB

COMPETENCIES APPLICATIONSCOMPETENCIES APPLICATIONS Competency frameworks: Define the competency Competency frameworks: Define the competency

requirements that cover all the key jobs in an requirements that cover all the key jobs in an organization. This consists of generic competencies.organization. This consists of generic competencies.

Competency maps: Describe the different aspects of Competency maps: Describe the different aspects of competent behaviour in an occupation against competent behaviour in an occupation against competency dimensions such as strategic capability, competency dimensions such as strategic capability, resource management and quality.resource management and quality.

Competency profiles: A set of competencies that are Competency profiles: A set of competencies that are require to perform a specified role.require to perform a specified role.

Dr. MG Jomon, XIMB

MACRO COMPETENCY MACRO COMPETENCY MANAGEMENTMANAGEMENT

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 PROGRAM DESIGN AND IMPLEMENTATION IMPLEMENTATION

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 BenchmarkCOMPETENCY

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

ROLE COMPETENCIESROLE COMPETENCIES A set of competencies required to perform a given role A set of competencies required to perform a given role Each competency has a skill setEach competency has a skill set

Dr. MG Jomon, XIMB

IDENTIFICATION OF ROLE IDENTIFICATION OF ROLE COMPETENCIESCOMPETENCIES

Structure and list of rolesStructure and list of roles Definition of rolesDefinition of roles Job descriptionJob description Competency requirementCompetency requirement

Dr. MG Jomon, XIMB

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

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

Dr. MG Jomon, XIMB

DEFINITION OF ROLE: STEPSDEFINITION OF ROLE: STEPS

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

Dr. MG Jomon, XIMB

JOB DESCRIPTION: STEPSJOB DESCRIPTION: STEPS

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

Categorize activities under major headsCategorize activities under major heads

Dr. MG Jomon, XIMB

COMPETECNY IDENTIFICATION: COMPETECNY IDENTIFICATION: STEPSSTEPS

Identify against each activity the following:Identify against each activity the following: Role holder interview and listingRole holder interview and listing Day in the Life of StudyDay in the Life of Study Internal/External customer interview and listingInternal/External customer interview and listing Star performer interview and listingStar performer interview and listing Role holder critical incident analysisRole holder critical incident analysis Management Climate StudyManagement Climate Study BenchmarkingBenchmarking

Consolidate the above and make a checklist of Consolidate the above and make a checklist of competenciescompetencies

Rank- order and finalize on 5/6 competencies critical to Rank- order and finalize on 5/6 competencies critical to the rolethe role

Dr. MG Jomon, XIMB

COMPETENCY IDENTIFICATION COMPETENCY IDENTIFICATION TOOLSTOOLS

Behaviour & SkillsBehaviour & Skills Benchmark Job RequirementsBenchmark Job Requirements

Café Coffee Day Requirements for a Unit Manager , Area Manager Café Coffee Day Requirements for a Unit Manager , Area Manager against a Key Competitor : Pizza Hutagainst a Key Competitor : Pizza Hut

Key skill requirements of other service organizations like Key skill requirements of other service organizations like ICICI BankICICI Bank Outcomes : Organizational, Team & Individual RequirementsOutcomes : Organizational, Team & Individual Requirements

PerformancePerformance Benchmark Performance MeasuresBenchmark Performance Measures

Café Coffee Day Requirements for a Unit Manager , Area Manager Café Coffee Day Requirements for a Unit Manager , Area Manager against a Key Competitor : Pizza Hutagainst a Key Competitor : Pizza Hut

Outcomes : Organizational, Team & Individual RequirementsOutcomes : Organizational, Team & Individual Requirements

Benchmarking Customer ExpectationsBenchmarking Customer Expectations Quantitative Questionnaire comparing Café Coffee Day , Barista & Pizza Quantitative Questionnaire comparing Café Coffee Day , Barista & Pizza

Hut in Mumbai market with a valid sample sizeHut in Mumbai market with a valid sample size Outcomes : Organizational, Team & Individual Requirements & Outcomes : Organizational, Team & Individual Requirements &

GapsGaps

Example : Benchmarking Job Example : Benchmarking Job RequirementsRequirements

Example : Benchmarking Example : Benchmarking Customer ExpectationsCustomer Expectations

RELATIVE DISTANCE FROM RELATIVE DISTANCE FROM AVGAVG

IMP.IMP.AVG AVG PERPERFF

ICICI ICICI BANKBANK

HDFC HDFC BANKBANK

CitibaCitibanknk

HIGH IMPORTANCE - LOW HIGH IMPORTANCE - LOW PERFORMANCEPERFORMANCE

Phone Banking -PBO CompetencePhone Banking -PBO Competence 5.255.25 5151 -12-12 1111 11

Phone Banking - Call transfer and Phone Banking - Call transfer and hold experiencehold experience 5.205.20 2121 -26-26 1515 1111

Servicing - Time of receiving the Servicing - Time of receiving the statementstatement 5.185.18 6060 -14-14 22 1111

Phone Banking -PBO Impression Phone Banking -PBO Impression 5.155.15 6363 -8-8 99 -1-1

Phone Banking- Time taken to Phone Banking- Time taken to connect to PBOconnect to PBO 5.135.13 2323 -22-22 1111 1111

Servicing - Product related featuresServicing - Product related features 5.105.10 4848 -6-6 -4-4 1111

Servicing – Special RequestServicing – Special Request 5.085.08 3535 -15-15 99 66

HIGH IMPORTANCE - HIGH HIGH IMPORTANCE - HIGH PERFORMANCEPERFORMANCE

Servicing-Accuracy and Ease of Servicing-Accuracy and Ease of understanding the statementunderstanding the statement 5.265.26 7171 -10-10 22 88

Internet Banking – Access & Internet Banking – Access & BrowsingBrowsing 5.075.07 6969 77 77 -14-14

COMPETENCY IDENTIFICATION COMPETENCY IDENTIFICATION TOOLSTOOLS

Attitude – Management Climate & Attitudinal StudyAttitude – Management Climate & Attitudinal Study Set of Questions measuring 8 characteristics of Attitudinal Set of Questions measuring 8 characteristics of Attitudinal

Capability Capability Measures & identifies gapsMeasures & identifies gaps

Management StyleManagement Style System OrientationSystem Orientation Organisation Culture/Decision MakingOrganisation Culture/Decision Making QualityQuality Customer ServiceCustomer Service ChangeChange CommunicationCommunication AccountabilityAccountability

Also looks at perceived performance & opportunities for Also looks at perceived performance & opportunities for improvementimprovement

Benchmarking against other capable organizationsBenchmarking against other capable organizations Outcomes : Organizational, Team & Individual GapsOutcomes : Organizational, Team & Individual Gaps

Example of Individual Attitudinal Example of Individual Attitudinal CapabilityCapability

System orientation, customer service, accountability are areasof concern

System orientation, customer service, accountability are areasof concern

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

ManagementStyle

SystemOrientation

Org Structure /Decision Making

Quality CustomerService

Change Communication Accountability

Example of Organizational Example of Organizational Attitudinal CapabilityAttitudinal Capability

Change orientation & management style more worrisome Change orientation & management style more worrisome

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

ManagementStyle

SystemOrientation

Org Structure /Decision Making

Quality CustomerService

Change Communication Accountability

COMPETENCY IDENTIFICATION COMPETENCY IDENTIFICATION TOOLSTOOLS

Behaviour & Skills- Day in the Life of Outlet ManagerBehaviour & Skills- Day in the Life of Outlet Manager Snapshot of Productivity & Effectiveness of Key ManagersSnapshot of Productivity & Effectiveness of Key Managers 4 -8 Hours observation of critical skills, behaviour & attitude 4 -8 Hours observation of critical skills, behaviour & attitude

to succeedto succeed Measurement of Measurement of AS-IS, DESIRED & SHOULD-BEAS-IS, DESIRED & SHOULD-BE Outcomes : Organizational, Team & Individual GapsOutcomes : Organizational, Team & Individual Gaps

Behaviour & Skills- Top Performer SurveyBehaviour & Skills- Top Performer Survey 20 top performers of Café Coffee Day and let them calibrate 20 top performers of Café Coffee Day and let them calibrate

and rank the necessary competencies for superior and rank the necessary competencies for superior performance performance

Outcomes : Organizational, Team & Individual Outcomes : Organizational, Team & Individual RequirementsRequirements

Values : Top management interviewsValues : Top management interviews Outcomes : Key Values to UpholdOutcomes : Key Values to Uphold

Example of Day in the Life of Example of Day in the Life of StudyStudy

A full day in the life of a A full day in the life of a salesman studied & time salesman studied & time spent on spent on Active sellingActive selling Passive SellingPassive Selling AdministrationAdministration Delivery Order TakingDelivery Order Taking TravelingTraveling Available/FreeAvailable/Free

Comparison of Comparison of RealityReality PerceptionPerception IdealIdeal

Diagnosis of sales man’s Diagnosis of sales man’s productivity & alignment to productivity & alignment to business needsbusiness needs

How the salesman actually spent the day

7% 23% 7% 23% 39%1%

How the salesman thought he spent the day

55% 10% 10% 10%15%

How the salesman would like to spend the day

50% 10% 15% 15% 10%

Active Selling Delivery / Order TakingAdministration TravellingPassive Selling Available

Example of Day in the life of Example of Day in the life of StudyStudy

Pre-meeting, Meeting & Post-meeting issues analyzed onPre-meeting, Meeting & Post-meeting issues analyzed on Preparation, Building relationship, Identifying needs & objections, closing Preparation, Building relationship, Identifying needs & objections, closing

& administration& administration Diagnosis of sales man’s selling effectiveness & alignment to Diagnosis of sales man’s selling effectiveness & alignment to

business needsbusiness needs

67%

15%

69% 68%

100%

PREPARATION BUILDING THERELATIONSHIP

IDENTIFYING THE NEEDSAND OBJECTIONS

CLOSING THE DEAL ADMINISTRATION

Complied Not Complied

COMPETENCY ASESSMENTCOMPETENCY ASESSMENT Following methods are used:Following methods are used:

Assessment/Development CentreAssessment/Development Centre 360 Degree feedback360 Degree feedback Role playsRole plays Case studyCase study Structured ExperiencesStructured Experiences SimulationsSimulations Business GamesBusiness Games

Dr. MG Jomon, XIMB

COMPETENCY ASESSMENTCOMPETENCY ASESSMENT Following methods are used:Following methods are used:

360 Degree feedback360 Degree feedback Role playsRole plays Benchmarking & Case studyBenchmarking & Case study Management Climate StudyManagement Climate Study Structured Experiences/Simulations/Business GamesStructured Experiences/Simulations/Business Games Top Performer SurveyTop Performer Survey

Dr. MG Jomon, XIMB

COMPTENCY DEVELOPMENTCOMPTENCY DEVELOPMENT

RoleRoleIdentified Identified

competenciescompetenciesAssessment Assessment

resultresultAreas of Areas of

improvementimprovement Action planAction plan

Dr. MG Jomon, XIMB

COMPETENCY MAPPINGCOMPETENCY MAPPING

Strategy structure congruenceStrategy structure congruence Structure Role congruenceStructure Role congruence

Each role to be uniqueEach role to be unique Non-RepetitiveNon-Repetitive Value addingValue adding

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

advantageadvantage

Dr. MG Jomon, XIMB

DELIVERABLESDELIVERABLES Role Directory Role Directory Competency profiles Competency profiles Competency MapCompetency Map Competency based HR systems Competency based HR systems Recommendations: Rationalization of structure and Recommendations: Rationalization of structure and

manpowermanpower Institutionalization of interventions Institutionalization of interventions Organization Diagnosis ReportOrganization 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

DevelopmentCompetency requirementCompetency availability

Competency acquisition/

Development

Succession plans &

Succession Developme

nt

Training /developmen

t Plans & Programmes

CONCLUSIONCONCLUSION

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

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

Dr. MG Jomon, XIMB

““You see, all the right things are written in books You see, all the right things are written in books and research papers.and research papers.

The trick is to ensure that there is no gap The trick is to ensure that there is no gap between what is written in the books and your between what is written in the books and your vision; from what is happening on the shop-floor vision; from what is happening on the shop-floor and what is going on in the marketplace.and what is going on in the marketplace.

That is execution. That is what makes the That is execution. That is what makes the difference”difference”

Mukesh AmbaniMukesh Ambani

www.mastersungroup.comhttp://strategy-execution.blogspot.com

chandra@mastersunindia.comSarvajeet Chandra: +91 9920803060

Jasravee Kaur : +91 9892301590