Conceptual Framework for

National Conference on Competency Mapping, Assessment & Development, Bangalore July 23-24

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The Wisdom of the Ancients
North
Power Presence Right Action Responsibility Wisdom Clarity, Objectivity Discernment Detachment Emotion Attending to that which has heart and meaning Impact on others Vision Insight, Truth Creativity Spirit

West

East

South
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HR – Competency Key Events
• 1929 Scientific Mgmt … FW Taylor rise of Human Relations Era of psychological motivation • 1932 The Hawthorne Studies by Elton Mayo – Importance of human factors over physical conditions • 1954 – Maslow hierarchy needs provided a framework for gaining employee’s commitment • 1964 – JRD Tata’s Tata Mgmt Training Center • 1969 – The Peter Principle- Peter and Hull satirize promotion to the level of incompetence • 1973 – David McClelland, a Harvard psychologist writes “Testing for Competence Rather than for Intelligence” • 1980s – QCs, Attitude Surveys, Team-building pgms, Japanese Style of Management.
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HR – Competency Key Events - 2
• 1982 – Boyatzis’s book ‘ The Competent Manger…’, popularised the term Competency • • • • 1984 - Raven publishes ‘ Competence in Modern Society extending competency from academics to practitioners 1987 - Stephen Covey’s 7 HHEP – 7 universal competencies. 1990 - C.K. Prahlad’s “Core Competencies” HBR 1991 - UK NVQ Movement. ‘core skills’

• 1993 - ‘ Competence at Work’ a land mark book by Lyle M.Spencer and Signe M. Spencer. Use of competencies in 57 federal organisations,- Peter and Hull satirize promotion to the level of incompetence • 1994 – Australian National Training Board • 1995 - Daniel Goleman’s Emotional Intelligence based on Competency NeResearch.
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David C. McClelland

What Predicts Success in Life or Job?
(1917-1998)

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David McClelland –
Where are the roots of excellence?

• What predicts success in life or job? Academic/test grades ? or something else? • What are those variables which would predict job performance ? • Criterion samples of HIGHLY SUCCESSFUL with LESS SUCCESSFUL • Identified those ‘ characters’ associated with success • Identified ‘thoughts’ and ‘behaviours’ that predict success

• 1970 The First model of McBer :Foreign Service
Information Officers
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Competency Framework – Business Model
Develop Employee Competencies
Desired Objectives

Develop Competency Model

Assess Employee Competencies

Execute Actions Implement Strategies

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Competency Framework - overview
DEVELOPMENT DEFINITION DICTIONARY
COMPETENCIES

MAPPING AND MODEL

COMPETENCY BUILDING AND ASESSMENT

EXECUTION THROUGH INTEGRATED HRS

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The Making of a President/CEO
Competencies
Self-Control Empathy
Teamwork Self-confidence Achievement Orientation

Frequency Shown 7X 3X
2.5X 2x 2x

Number of times those who became president/CEO displayed competency compared with those passed over

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Skill Knowledge Attitude Attributes Values Motives
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Skill Knowledge Attitude Attributes Values Motives
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What is Competency?
Competencies encompass

….Uses MS office Ability to perform a ….PhD. In C.S physical or intellectual or Information a person has in emotional task specific context areas ..Experience /Exposure base Predictable… ….Controls Emotions Characteristics and consistent Interplay of a person’s responses to situations, Main feelings, cognitions and frame req. Storage Memory, behavioral tendencies Physical Traits, Emotion, Stress, Bio-chemical, Built-in.. towards ….

that promote higher performance in individuals and organizations
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Defining Competencies
Clear Definitions are key because competencies are used for:
• People Evaluation and Selection • Diagnose Training and Development Needs • Guide Career Planning Decisions • Design Training and Dev Programs • Decide Compensation • Provide feedback • Set a common language for HR systems
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Defining Competencies
RESULTS
JOB PERFORMANCE

KNOWLEDGE SKILL
What one knows Facts, Tech, Process Credentials

BEHAVIORAL
What one says & does resulting In G/P Performance

MOTIVATIONAL
How one feels about Job, Orgn. G-Locn

COMPETENCIES
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Developing Definition
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Enhance group performance. Establish challenging SMART goals Dev Tracking Sys to monitor Per Provide effective FB on progress

2 Key Competencies of

Develop Selling Skills

Sales Supervisor

Manage Subordinate Performance

Est. +ve Rel. with Team Dev. through coaching skills Teach Key phases of Model Improve team performance Achieve group objective
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Manage Subordinate Performance
The ability to enhance group performance by setting SMART goals, develop tracking systems that objectively monitor performance, and provide effective feedback to employees on goal process and accomplishment

Develop Selling Skills
The capacity to establish positive relationship with subordinates and develop them through application of coaching skills, teach subordinates how to apply the key phases of consultative selling model and improve individual performance through their use of consultative skills
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Behavioral indicators of level of proficiency are:

Strategic Thinking for each

Superior • Critically evaluates strategies for profit growth and increased revenues Average • Assesses problems in context of organizational strategies Marginal • Considers only immediate issues when making decisions at the expense of long-term issues. Medha

MAPPING AND MODEL

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Conceptual Thinking Ability to understand complex situations and see the relationships between situations that are not obvious. It also involves seeing complex underlying relationships within situations and the use of creative, conceptual, or inductive reasoning.

1. Relies on past experience: 2. Analyzes patterns: 3. Applies theories: 4. Integrates complex data or situations: 5. Creates new concepts for complex issues: 6. Creates new theories:
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Competency grouping
• Functional/Technical, Core, Leadership • Core, Job, Personal • Personal, Team, Operational • Behavioral, Functional, Core, Role • Threshold, Differentiating
Source: B.T.Novations
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Assumptions
Competencies result from collaboration among different parts of an organization. Usually these resources must be integrated with other resources in order to form a capability. Typically, competencies reside in a company’s people, not in its assets on the balance sheet. A competency model is a blueprint of company’s potentially valuable competitive capability.
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Generic Competency Models
• Customisable Dictionaries and Database offered by consulting firms reduce the cost of research and time.
• Generic model are not been developed for your company and may lose precision in describing behavioural indictors in business context. • It will lack the language and vocabulary common to the orgnisation. • The models will be in the ballpark, but not a home run.
Source: Susan Ennis – Leadership Communication Inc

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Competency Models
• Models developed for services (Public Service, Education..) of most of the States of the US, Canada, Australia…
• 1980 –95 Models developed for most of the fortune 500 companies. AT&T studies, CCL, DDI, Lominger, SHL…. • 1995 –2000 onwards… Models adapted in Indian MNCs and others • 2000 onwards Competency Vendors, Consultants, Competency Dictionaries, Libraries..
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SHL Competency Map

Role
Director/ Senior Manager Business Leading

Individual Specific

Culture Specific

Aligning Organisation Manager Organising People and Tasks Supervisor Technical and Professional Staff

(After Farrell C and Thomson N, Competency Mapping™, 1997)
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The Hay EQ Competency Framework
Self Awareness
• Emotional Self-Awareness • Accurate Self-Assessment • Self-Confidence

Social Awareness
• Empathy • Organisational Awareness • Service Orientation

Self Management
• • • • • • Self-Control Trustworthiness Conscientiousness Adaptability Achievement Orientation Initiative

• • • • • • • •
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Developing others Leadership Influence Communication Change Catalyst Conflict Management Building Bonds Teamwork &Collaboration

Social Skills

Steps in developing a Competency Model
Create a Competency Systems Team Identify Performance Measures and Validation Sample Develop a List of Tentative Competencies Define Competencies and Behavioral Indicators Develop an Initial Competency Model Cross-Check The Initial Model Refine the Model Validate the Model
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INTEGRATED HRM
BUSINESS VISION / GOALS
Drives change strategy, Defines organizational needs, Provides model context to Mission
Selection: JD, BEI PMP: Measures, T&D: Curriculum Demand Prediction Career Dev, SP, Individual Feedback

DRAFT COMPETENCY MODEL

List of Competencies, Human Values, Comprehensive Definitions for levels, Execute Actions and Implement Strategies Behavioral Indictors, Dictionary

OBJECTIVE

Evaluate Results with Planning and Strategies

PILOT - DATA
Pilot group / work unit Star PerformersSuccess Factors, DATA main themes/patterns, Define competencies, Draft model

Develop Competency Model, Map across, aligning HRS to enhance Organisational and People Effectiveness

AWARENESS WORKSHOP
Awareness Workshop For Leaders and Managers Introductory Workshop For cross section, Best Practices, Consultation & BEI

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EXECUTION THROGH INTEGRATED HRS
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Individual development Behavioral data around each of the competencies collected on an ongoing basis enhances the specificity and effectiveness of feedback for individual development. Pinpoint Organisational Strengths and Gaps Simply compare the collective Competency levels against the competencies in the defined model. Plan for future talent requirements. Determine which roles, areas of expertise, and competencies are likely to be the most critical for immediate future Job Banding Competencies and areas of expertise can be used as the basis for job descriptions and Band Profile Levels for Organisation and Groups Identify Work Expectations :The most effective performance management process uses both quantitative goals ( “what” and “how many”) and behavioral competencies (“how”).

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Competency Modeling Engine Driving HR Systems

Selection Development Process Categorisation Beh. Promotion Plans Self-Dev Planning BEI – S T A R -Criteria for elevation Competency Recruitment- Linked to level Based Selection & of proficiency Key Positions & Training Define levels Promotion -Pay Integrated Development for Knowledge HRS Assess degree of strategies And Skill Match Target gaps for Compensation Dev

Individual Dev. Achievement objective Areas 360 DFB, Dev Indl. Dev demonstrated Plan Needs Job Profile Competencies Changed Training Curriculum Performance Tests Results Employee Behaviours Group Trg Needs Management

`

and Benefits

Succession Planning

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CUSTOMER FOCUS
Is dedicated to meeting the expectations and requirements of internal and external customers; gets first-hand customer information and uses it for improvements in products and services; talks and acts with customers in mind; establishes and maintains effective relationships with customers and gains their trust and respect.

Sample Questions :
Tell me about when you lost an internal/external customer. Who are your internal customers? What’s different about dealing with them than external? When are exceptions to customers warranted and not warranted?

Observations :
Investigation of root causes/understands principles of business Understands customer policies, problems – has a framework rather than a one at a time approach Learning from other organizations Likes talking with/listening to people Can deal with conflicts – irate customers, sales objections, etc. Going out of one’s way customer service

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The organization shall…
Determine the necessary competence for personnel performing work affecting quality Provide training or take other actions to satisfy those needs Evaluate the effectiveness of the action taken Maintain appropriate records of the training, skills and experience
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COMPETENCY BUILDING & ASESSMENT
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HR Generalist Competencies

Developmental Stages
4.LEAD/ STRATEGIZE

1. LEARN

2. APPLY

3. MASTER

Focus of Stage Some Key Behaviors/ Milestones

Learning related
Learns activities/tasks associated with competency related to own work/role. Learns to work/cooperate with colleagues in this competency. Depends on others for instructions, guidance, and direction.

Technical and operational

Human Relationship oriented Demonstrates full mastery of competency. Shares own expertise in this competency for the good of the organization. Develops, mentors, and coaches others.

Conceptual and business related
Provides strategic leadership and vision related to this competency to the organization. Promotes growth and development of the organization.

Demonstrates understanding of competency in own areas of work Makes significant contribution in this competency to the work team. Is independent; works without significant guidance.

Primary Focus
Direction of Influence Psychological Issues

Operational
The organization influences the Individual.
Learning how to work.

Tactical
The organization influences the Individual.

Tactical
The Individual influences the Organization.

Strategic
The Individual influences the Organization.
Coping with the unknown.

Applying and further developing skills in competency area.

Empowering others and "letting go" of hands on delivery.

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1: My Ideal SelfWho do
Practicing the new behaviour Building new neural pathWays through to mastery

I want to be?

2: My Real SelfWho am I?
5. Developing Trusting relationships That help, support and Encourage each Step in the process

4. Experimenting With new behaviour, thoughts and feelings

My Strengthswhere my Ideal & Real Self are Similar

3. My Learning Agenda- Building on my Strengths while reducing Gaps

My Gapswhere my Ideal and Real Self differ

5 Discoveries
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1: My Ideal SelfWho do
Practicing the new behaviour Building new neural pathWays through to mastery

I want to be?

2: My Real SelfWho am I?
5. Developing Trusting relationships That help, support and Encourage each Step in the process

4. Experimenting With new behaviour, thoughts and feelings

My Strengthswhere my Ideal & Real Self are Similar

3. My Learning Agenda- Building on my Strengths while reducing Gaps
Source: The New Leaders – Goleman & Boyatzis

My Gapswhere my Ideal and Real Self differ

5 Discoveries
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States of Career Growth
Defining Career Path Stages for an individual

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Four States of Career Growth
• Stage 1 – Depending on others • State 2 – Contributing independently • Stage 3 - Contributing through others • Stage 4 - Organisational Leadership

Source: B.T.Novations
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Development Activities: How do we
make it happen?

• New leader who is still becoming acquainted with his team determines that two of his direct reports inefficiently manage their time. • Instead of focusing on addressing the specific needs of the two individuals, he sends his entire team through a time-management course.

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Development Activities: How do we
select Participants?

• A company sends all of its leaders through a multiple-course leadership development program. Higher-Level leaders, who have been in leadership positions for some time, gain little in the way of new skills they actually can use. They view their time spent in training as wasted time. Training Effectiveness is Last
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Development Activities: How do we
make it interesting?

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“I’m going to spend the next three days d h a M e teaching you things that you already know.”

Competency Based Workshop Modules
Execution –

Competencies for Getting things done Competencies

Developing Emotional Intelligence

Developing Leadership and Managerial Competencies Building Competencies

for success

Building Value Based Competencies Building a Competency model

Competency Competency

based Performance Management Process Based Selection (BEI)

Coaching Pilot - Building coaches to develop

Competencies

Team Building and Team Fitness Competencies Cutting Edge -Competency based 5 P model
1997..2004

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The 5 Competency Layers
Skill

Knowledge

Attitude

Attributes/Values

Motives
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The 5 Sheaths
Material (Anna)

Vital (PrAna)

Mental (ManO) Wisdom(VijnAna) Bliss (Aananda)
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cm o w l y @ gmail.com
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