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H R D Dimensions

Overview
• Competency - Business Linkage
• Strategy - Bifocal Challenges
• What is Competency?
• Competency Modeling / Mapping-Benefits
• Competency Based HRM

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Business Life Cycle

Matured Phase
Decline
Phase
Growth Phase
Renewal
Phase

Start Phase

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Readiness
Re-engg
Re-structure

Focus on
Era of strategic initiatives Current
Market

Create
Future
Opportu-
nities

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Political Have inherent
Social strength
Economic to discriminate
Factors Others?

Do you have a
Industrial and
Shared Vision
Technological
and Values
Factors

Global
Organisation Can you
Competition influence
Local and drive
Leverages your Key
Executives?

Customer Do you have


Imperatives a framework
Quality to measure
Cost Performance?
Delivery

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2 challenges for
Business Strategy

1. Competing with current


market challenges.
2. Creating future markets

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Defining the critical skills,
behaviors and attributes
that are essential for
ongoing and long-term
organizational success.

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David C. McClelland

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

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Research on ‘self – concept’

Three basic motivational needs of people


1. ACHIEVMENT
2. AFFILICATION
3. POWER

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Competency Based Culture

Context Mission, Vision, Values,


Strategy, Culture, Style,
Structure
Content Procedure clarity, guidelines,
Documentation, Performance
Plan
Controls Objective setting, alignment,
feedback, perf-review, dev-opprty
Counseling, coaching

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Skill
Knowledge
Attitude

Attributes
Values

Motives

Core Personality
Difficult to develop
Surface Personality
Difficult to Assess
Easy to develop
East to Assess

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F
Products
Competencies Behaviours T Results
Services
A

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Competency Practices -
IBM
IBM’s local middle management
database track of 20 years
merged with global database
with 40,000 competencies world
wide

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Best Practices - UNILIVER
• Broader sweep for the past forty years
creating 5 talent pools, stretching
individual companies
• Targets for personal development is
given from day one.
• Those who show potential to move up
are in ‘Development’ list – guided by 3
levels above.
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Behavioural Indicators :
Decision Making
• Organise and present ideas effectively
• Effectively participate in group discussions
• Prepare concise and logically written materials
• Listen carefully and respond to verbal and non-
verbal messages
• Respond appropriately to positive and negative
feedback
• Debate issue without being abrasive to others

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Competency
Development
Levels Development Stages
1. Know, aware of, acquire 1. Develop an idea, concept,
insight
2. Apply, check relevance
2. Investigate idea, collect
3. Reflect on actions and data
outcomes 3. Figure, analyse & decide

4. Individual and collective 4. Plan for action, set time


transformation 5. Act upon idea plan – apply
5. More learning 6. Transfer learning to others

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Competency Enablers

Change as Judgment Managing


opportunity uncertainty

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Competency Enablers
Bigger, broader Managing
Knowledge Competition
picture
Balance of Conceptualisa Managing
contradictions tion Complexity

Process Managing
Flexibility adaptability
Diverse
teamwork Sensitivity Managing Teams

Change as Managing
Judgment uncertainty
opportunity
Openness to Reflection Managing
surprises learning
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Competency Framework

• M V V connection • Org Structure • ST – LT Dev.


Plans
• Strategy articulation • Band matrix,
career maps,Role • Dev Plan
• Core profiles, level
variation integration
competencies
• Development • Analysis of
• Competency Center Assmt. Data
Dictionary
• Assessment • Assessment
• C-based People criteria Technics
processes
• Assessment
templates

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Strategy to Build
Competencies
• Organisation – What knowledge? Strength?
• Vision – Be at top 2 and drop the product line
• Perspective of stake holders
• Evolve strategy, communicate, align systems
• What competencies needed to build specific
situation? Define
• Articulate with BI Co – Jo – Be – Te competencies
• Evaluate – Measure - Reward
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Why building Competency
Model?
Research and experience of other organisations:

• Competency titles with definitions and BIs


• Able to recognise demonstrated competencies Develop
People Excellence -pipe line of talents
• Link M V V S to executable critical objectives
• Aims at PMS - what is critical for success?
• Know what constitutes superior performance
• Set framework for continuous improvement
• Establish measures that makes a difference

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Trends in Building
Competencies
• New generation of Leadership Development
• Competency Models have become Global
standards for people development
• All most all F500 companies use Competency
Model
• Most of of the Indian Companies have started
adapting
• PCMM, ISO 9000 makes Competency based
people development mandatory
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What does it do for
Organisation?
• Unifies framework among different People
Processes
• Broad overview of the capabilities required to
perform successfully within an orgn.
• Solid foundation upon which various human
capital programs can be based.
• Use of extensive experience in developing
competency model tailored to the Organisation
needs and goals
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5 P Competency Model ©

Person Purpose

Perfection

People Process

© Chandramowly H R D Dimensions
5 P Dimensions

Person Purpose
Who am I? Self My life roles
knowledge - and goals
Management Ensuring right
track, 360dfb
Perfection
Learning log
How do I relate Cont.Imp PMS, BEI, Six
world? EI, Commn., sigma Corp.
Inspiring systems

People Process

© Chandramowly H R D Dimensions
1. Employee job specification – broad banding
2. Average to superior – simpler level identification
3. Constant up gradation to win extl. challenges
4. Common language for people processes
5. Employee career planning
6. Employee development
7. Moving up on the dual ladders
8. Training areas and budget
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9. Competency dictionary and employee dev.
10. Target hiring - selection process
11. Model provides roadmap to organl. success
12. Competency based P M S leverages dev.
13. Competency practices promote employee
coaching
14. Leadership development through 360 DFB
15. Validates for ISO process requirements
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Broad Band 1 – GM/VP
Dealing With Paradox
Banding Learning on the Fly
Interpersonal Savvy
Perspective Range/Interests
Strategic Agility
Band 2
Building Team Spirit
Composure
Decision Quality
Innovation Management
Band 3 Motivating Subs. & Others

Developing Subordinates
Conflict Management
Priority Setting
Process Management
Band 4 Timely Decision making
Action Oriented
Listening
Peer Relationships
Problem Solving
Results
Band 5
Functional/Technical Skills
Perseverance
Personal Learning
Planning
Total Quality Management

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Defining Levels of
performance

1. Exposure
2. Development
3. Proficient
4. Master
5. Expert

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Competency BARS of
“Interpersonal Relations”
Shows respect and tolerance for each; relates well to others,
possesses good listening skills, and demonstrates trust,
sensitivity, and mutual respect; recognizes the contributions
diversity brings to job performance and creativity.
01 Perceives strengths, needs, challenges, and feelings of others.
02 Uses understanding based on listening and observation to anticipate and
prepare for others’ reactions.
03 Recognizes emotion-laden issues or situations and handles them with
sensitivity.
04 Understands and values diversity and different styles of perceiving,
learning, communicating, and operating.

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Passage 4

Passage 3

Passage 2
Passage 1

Source: The Leadership Pipeline by Ramcharan, Stephen Drotter & James Noel
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Feedback to Training / Implementation
Feedback to
individuals Development of training / individuals
planning Dev.plans

Assessment of Reassess
individuals on ment
key of
competencies individual

Identification
Analysis Implementa Analysis
of common tion
of group training needs of training
of training
results curriculum effectiveness

Development
of training
curriculum
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Career Map Competency
Framework

Clusters
Level 2
Section (Manufac
Head turing)

Organisatio
n
Competenci
Competency
es Elements

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CANDIDATE: INTERVIEWER: DATE:
APPROACHABILITY (3):
Is easy to approach and talk to; spends the extra effort to put others at ease;
can be warm, pleasant, and gracious; is sensitive to and patient with the
COMPETENCY interpersonal anxieties of others; builds rapport well; is a good listener; is an
early knower getting informal and incomplete information in time to do
INTERVIEW something about it.
SAMPLE QUESTIONS OBSERVATIONS

FORM • What do you do to put


people at ease?
Attracts others without any effort on
their part
• What do you do to put Makes others feel at ease quickly
people as ease when Optimistic
they come to you with a Protecting others' feelings, whether
work problem? he/she agrees or not
• How do you set Revealing a lot of self
boundaries so major Sharing information/feelings
chunks of time aren't willingly
eaten away?
PROBES
1. Can you give me more details?
        
2. How did you handle it?
        
3. Why did you choose that way/method/step?
        
4. What did you learn from .... ?
        
5. Could you give me a few examples of how you've used or applied your learnings?
        
RATING
 1 (lower)  2  3 (higher)
Spectator / Passive Reactive, Player /
Always has Rehearsed Participant,Initiating,Candid,Comfortab
Answer,Won't Face Weaknesses, le with Weaknesses,Focus on Others
Focus on H
Self
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INTEGRATED
HRM
DRAFT
BUSINESS VISION Selection: JD, BEI COMPETENCY
/ GOALS PMP: Measures,
T&D: Curriculum MODEL
Drives change strategy, Demand Prediction
Defines organizational Career Dev, SP, List of Competencies, Human
Individual Feedback Values, Comprehensive
needs, Provides model
context to Mission Definitions for levels,
Execute Actions and Implement Strategies Behavioral Indictors,
Dictionary

Evaluate Results with Planning and Strategies


OBJECTIVE PILOT - DATA
Develop Competency AWARENESS Pilot group / work unit
Model, Map across, aligning Star Performers-
HRS to enhance WORKSHOP Success Factors, DATA
Organisational and main themes/patterns,
People Effectiveness Awareness Workshop Define competencies,
For Leaders and Managers Draft model
Introductory Workshop
For cross section,
Best Practices,
Consultation &
BEI
© Chandramowly H R D Dimensions