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Dr. MG Jomon, XIMB


Competence Performance Managing Change Competency Mapping: A tool


CONCEPT OF ROLE   Expectations of significant others and self Linking concept ‡ ‡ ‡ Individual Team organization  Different from position Dr. MG Jomon. XIMB .

MG Jomon. XIMB . skill and attitude Talent: ‡ Competency: ‡ ‡ Dr.CONCEPT OF COMPETENCY    Skill: ‡ Ability accomplish Inherent ability Underline characteristics that give rise to skill accomplishment Knowledge.

XIMB . and that.DEFINITION  First popularized by Boyatzis (1982) with Research result on clusters of competencies: ³A capacity that exists in a person that leads to behaviour that meets the job demands within parameters of organizational environment. in turn brings about desired results´ Dr. MG Jomon.

COMPETENCE    Competency: A person. Competence: A work. Ex: UK organizations Woodruffe (1991) Dr.COMPETENCY Vs.related concept that refers personto the dimensions of behaviour lying behind competent performer. MG Jomon. XIMB .related concept that refers to workareas of work at which the person is competent Competencies: Often referred as the combination of the above two.

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 Dr.TYPES OF COMPETENCIES   Generic or specific: Threshold or performance:   Basic competencies required to do the job. MG Jomon. XIMB .

Competency maps: Describe the different aspects of competent behaviour in an occupation against competency dimensions such as strategic capability. MG Jomon.  Competency profiles: A set of competencies that are require to perform a specified role. This consists of generic competencies. Armstrong (1999) Dr. resource management and quality.COMPETENCIES APPLICATIONS  Competency frameworks: Define the competency frameworks: requirements that cover all the key jobs in an organization. XIMB  .

Corporate Social Responsibility & Ethics Core Competencies (Organizational wide) Stakeholder Interest Market Positioning Business Strategy Business Plan & Goals. Multiskilling. Communication Conflict Management. Task identity. Values. Unpublished . Project Orientation.(2004). Technology Business Competencies (SBU specific) Achieving Business Targets Employee Satisfaction Teamwork Strategy Leadership. Intent. Mission.MACRO VIEW OF COMPETENCY MANAGEMENT STRATEGIC FRAMEWORK COMPETENCY FRAMEWORK COMPETENCY MODELING FRAMEWORK Organizational Strategy Vision. Self Managed Teams (SMT) Team Competencies (Project driven) Profit Center Orientations Team Development & Synergy Role Strategy Ability. Autonomy. Corporate Governance. Culture People. Performance Evaluation & rewards and performance development Role Competencies (Role wise) Performance Accomplishment Individual Development MG Jomon. Strategic. Interpersonal Skills.

Psycho-metric tool 360 Degree approach 4. 3. RS MG Jomon.PROGRAM DESIGN AND IMPLEMENTATION : THE MODEL COMPETENCY IDENTIFICATION COMPETENCY FRAMEWORK 1. 1. 3. PMS CP & CD SP & SD T&D 5. 3. 4. 2.(2003). Core competencies (Organization wide Business competencies (SBU specific) Team Competencies (project driven) Role competencies (Role wise) COMPETENCY ASSESSMENT 1. Strategy-Structure Congruence Structure Role Congruence Vertical & horizontal Role linkages Positioning to bring in competitive advantage COMPETENCY DEVELOPMENT 1. 2. 3. Unpublished . Identification process (4 steps) Consolidation of checklist Rank Order and finalization Validation and Benchmark COMPETENCY MAPPING 1. R&S 6. 2. 3. 2. 4. Maturity framework & matrix Areas of improvement Action Plan INTEGRATION OF HR FUNCTION 1. 4. 2. 2.

Unpublished . Applicability.(2004). Speed. Satisfaction MG Jomon.COMPETENCY MODELING Less rigour More rigour CRITERIA: Validity.

ROLE COMPETENCIES   A set of competencies required to perform a given role Each competency has a skill set Dr. MG Jomon. XIMB .

IDENTIFICATION OF ROLE COMPETENCIES     Structure and list of roles Definition of roles Job description Competency requirement Dr. MG Jomon. XIMB .

XIMB .STRUCTURE AND LIST OF ROLES: STEPS     Organizational structure study and examination List all the roles in the structure Identify redundant and overlapping roles Final list of roles Dr. MG Jomon.

MG Jomon. XIMB .DEFINITION OF ROLE: STEPS     Identify KPAs of the role Link the KPAs with Dept. and Organizational goals State the content of the above in one or two sentences Position the role in perspective with that of others Dr.

MG Jomon. XIMB .JOB DESCRIPTION: STEPS  List down all the activities/tasks ‡ ‡ small and big Routine and Creative  Categorize activities under major heads Dr.

order and finalize on 5/6 competencies critical to the role Dr. XIMB .COMPETECNY IDENTIFICATION: STEPS  Identify against each activity the following:     Role holder interview and listing Internal/External customer interview and listing Star performer interview and listing Role holder critical incident analysis   Consolidate the above and make a checklist of competencies RankRank. MG Jomon.

COMPETENCY ASESSMENT  Following methods are used: Assessment/Development Centre  360 Degree feedback  Role plays  Case study  Structured Experiences  Simulations  Business Games  Dr. MG Jomon. XIMB .

MG Jomon.COMPETENCY ASESSMENT  360 degree approach: Self  others  ‡ ‡ Internal/External Customers Boss/peers/Subordinate Dr. XIMB .

XIMB .COMPTENCY DEVELOPMENT Role Identified competencies Assessment result Areas of improvement Action plan Dr. MG Jomon.

MG Jomon.COMPETENCY MAPPING   Strategy structure congruence Structure Role congruence    Each role to be unique NonNon-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. XIMB .

5.DELIVERABLES 1. Role Directory Competency profiles Competency Map Competency based HR systems t Recommendations: Rationalization of structure and manpower Institutionalization of interventions Organization Diagnosis Report . 6. 4. 2. 3. 7.

INTEGRATION OF HR SYSTEMS (Competency based HR practices Performance Management System Reward System Career Plan & Career Development Competency requirement Competency availability Competency acquisition/ Development Recruitment & Selections Succession plans & Succession Development Training /development Plans & Programmes .

XIMB .CONCLUSION  Inadequate Role Competencies -Two options: Develop the competencies within a timeframe  Quit the Role    No option other than to perform HRD function to ensure competencies in each role Dr. MG Jomon.

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