Competency Theory Competency Meaning

Job Related Behaviors Needed Behavioral Traits / Personality Traits

ICEBERG MODEL OF COMPETENCIES Knowledge Skills

Attitudes Value Systems Personality Traits / Types Personal / Professional Background

Basis Analysis

Detailed Job / Position Descriptions defined with Competencies required Analyse Organizations Business Strategy, Vision, Mission, Goals Understand Current Organization Life Cycle Stage Critical Competencies required by an Organization at a given life cycle stage Competency Dictionery - by Spencer & Spencer Behavior Interviews (Psychometric Testing / Analysis) (Thomas Profiling - Disc Profiling softwares can be used) (In BI's 95% employee speaks, 5% interviewer probes, Open Ended Questions only) (Evaluations can be made by taking notes or video recording - recording is better option) Identify Behaviors exhibited by Poor, Average, Good, Excellent, Outstanding employees Use these behavioral patterns in Selection & Appraisal Process. Define & Align Competencies required by each individual, divisions and organization Competency Dictionery and Critical Competencies are conflicting techniques Behavioral Interviews are most effective and realistic techniques Behavioral Interviewers NEED to be Trained Psychologists / Consultants

Definitions

Competency Mapping

Assess current proficiency levels ( rating on scale of 1 --> 5) for each competency Assess employees current proficiency levels Map individual, divisional and organizational competencies assessed GAP Analysis Comptency Development Programmes

Competency Development

Prioritize manpower and their attitude towards competency development Internal / External Training Align Rewards for competency improvements Incorporate Competency Proficiencies & Ratings in Performance Management System

excellent & outstanding em .Competecy Based Recruitment & Selection Process (Recruit candidates showing competency behaviors exhibited by good.

Competency Theory  EASILY TRAINABLE & CAN BE ASSESSED & IMPROVED ABSOLUTELY  DIFFICULT TO TRAIN / CHANGE  CANNOT BE FORCED / IMPOSED  EITHER YOU HAVE IT / OR NOT  ATTITUDE IS MOST IMPORTANT TO ACCEPT AND CHANGE ONE’S OWN COMPETENCIES ined with Competencies required gy. Outstanding employees ion & Appraisal Process. Open Ended Questions only) tes or video recording . by each individual. Excellent. divisions and organization mpetencies are conflicting techniques e and realistic techniques ained Psychologists / Consultants g on scale of 1 --> 5) for each competency ional competencies assessed owards competency development & Ratings in Performance Management System . Good. Vision. Goals rganization at a given life cycle stage ting / Analysis) ares can be used) rviewer probes. Mission.recording is better option) verage.

ction Process cy behaviors exhibited by good.) . excellent & outstanding employees etc.

Competency Ma Organization Positioning Industry / Competitor Analysis Mission Vision Business Strategy Organization Structure Required Business Objectives Organizational Goals & Objectives Divisional Goals & Objectives Value Chain Analysis Organizational Performance Benchmarks Divisional Performance Benchmarks Change Requirements / Gap Analysis Organizational Deliverables Divisional Deliverables Organizational Competency Analysis .

Divisional Competency Analysis .

Innovation Redefinition – Redefining product.Go Direct (Forward Integration) Redefinition.Buying Market Share .Brand Building . Value & Capabilities Analysis. Product. Focus Strategy (Buyer.Spending on Under-marketed Industry .Emerging Channels .Responsive After Sales Support Enhanced Order Processing Market Change .Performance .Efficient Logistical System . services etc. Investment in . Multiple Redefinitions Pure Spending.Competency Mapping against Organizational Needs Positioning the Business. Tactics Cost Reduction Vertical Integration (Forward / Backward Integration) Utilize Internal Administrative Transactions Tight Cost Control Controlled Budgets Structured Organization Structured Authorities Structured Responsibilities Quantified Target Incentives Offensive Avenues for Attacks Reconfiguration – Value Chain.New Positioning . Geographic Redefinition Horizontal Strategies (Diversification).New Sales Organization Operation Changes Downstream Reconfigurations .Cost Logistics & Services Change .Advertising External / Internal Boundaries External / Internal Boundaries Efficiency (Cost) . Methods. Pure Spending – Investments Reconfiguration Product Change . Channel) Integration – De integration. Distinguishing from Competitor Target Competitors / Market Segments / Revenues / Clients Time Duration.New Channels .

.

Placement Agencies .nizational Needs Differentiation Specialization Functional Coordination Strong Marketing & Branding Strong R&D Product Development / Enhancement Highly Skilled / Creative People Subjective Measurement (Incentives) Defensive Defensive Strategies – 1 (Deterrence) Understand Entry / Exit Barriers. Manage Firm Toughly.Substitutes – are they competitors? Forecast likely avenues of Attacks. Realistic Profit Projections Challenger Defensive Strategy – 2 (Reacting to Challenger) Respond to the Challenger.Suppliers’ Contract . Tactics to Block Attacks.Potential Entrants .Ad/Media Contacts . Respond to Gain Position Effectiveness (Margin of Profit) Optimization (Cost + Profit) . Invest in early discoveries . Anticipate Likely Challenges Unsatisfied competitors .Trade Show Attendance Technical Conferences .Adventurous Buyers Respond on ‘Sectors of Attack’. Deflect Challenges Take it seriously.

.

Recognitions. Appraising. Written. 1 2 3 4 5 6 7 8 9 10 No. Rewards Planning & Priority Setting against realistic deadlines Ora. Resolve differences in positive manner. Commitment.No. out of box thinking Getting people do what you want to do Passoinate to succeed and achieve Division & Fair Distribution of Work Creating successors Motivating staff. Guidence. 1 2 3 4 5 6 7 8 9 10 Managerial Competencies Integrity Customer Service Stress Management Accountability & Responsibility Business & Organization Knowledge Persistence Team Building & Leadership Skills Interpersonal Skills Decision Making Ethics Additional Managerial Competencies Analytical Thinking Consensus Building Achievement Orientation Delegation of Work Developing Sub-ordinates Impact & Influence Time Management Communication Skills Conflict Management Time Management & Personal Effectiveness Meaning Sharing or Not Sharing Confidential Information Meeting & Exceeding Customer Expectations Regularly Maintaining calm under stressful conditions Taking responsibility for mistakes. Directiveness Relating well to all kinds of people at variety of situations Quick & Accurate decisions even without enough information % importance 64% 54% 54% 45% 42% 40% 40% 33% 33% 13% Problem Solving Ability. Clarity of Thought. Punctuality. Language etc. Information to performance management Following through during adversities & challenges Training. inefficiencies Understanding & linking Business & Org. Reliability etc. . Coaching.

2 Co. 3 Co. 4 . 1 Co.1 2 3 4 5 6 7 HR Scorecard Define Business Strategy HR Business Case HR Strategy Map HR Objectives & Deliverables Align HR Architecture with Deliverables Design Strategic Measurement System Implement Management by Measurement Quantitative / Qualitative Benchmarking Model Practices Practice 1 Practice 2 Practice 3 Practice 4 Practice 5 Your Practice Best Practice GAP Co.

HR MANAGER PROFILE Recruitment & Selection Induction & Orientation Performance Management & Review Mechanism .

Rewards & Recognitions Competency Mapping Training & Development .

Compensation & Benefits Administration Employee Relations .

Administration. Internal Movement) Sources of Manpower Placement Consultants Job sites Advertisements Campus Recruitment Employee Referrals Head Hunting Networking Professional Institutions Vendor Relationship Management (Agreements.) Documentation Forms & Formats (Requisition. Consultant Agreements Salary Fitment Benchmarks / Salary Matrix Joining Formalities & Documentations Documentation Coding & Revision Guidelines Recruiment MIS Reports Company Overview (History. Contract Letters. Market.9m.HR MANAGER PROFILE Manpower Planning (Internal Resources / External Resources) GAP Analysis / Future Requirements Budgeting New Manpower. Evaluation Methodology) Testing Processes (Test Instruments. Quotes) Manpower Requisition Process (Authorisation.Yrly. Cost Estimates Recruitment Plan of Action (Numbers. Cost. Interview Evaluations) Appointment Letter.Sheet. Products/Services.) . Provisional Offer. Comp. Business. Closures) Selection Methodology Interview Process (Panel. Application Blanks. Sources. Monitoring etc. Documentation. Contracts. Evaluation Parameters) Organization Support Required Performance Evaluation Goals / Objectives (Previous Year) Key Deliverables Assessment (3m. Geography) Divisional Presentations Key Personnel Meetings Technical / Domain / Process Training Programmes Personnel File Position Description Candidate Specification Experience Specification (Mandatory/Preferred) Key Performance Indicators (Highest / Ideal Performance Expected) Key Deliverables (Role Definition) Competence Required Position Descriptions Mapping across Organization Performance Agreement Goals / Objectives Key Deliverables (Role Definition) Developmental Deliverables (for Career / Succession Planning) Trainings Required (Objective.6m. Time Frame. Priority.

Operations) Overall Performance Critical Performance Spot Performance Personality Growth Loyalty Recognition Best of the Best (Individual. Skills. Group Recognitions) Career Planning Developmental Deliverables Succession Planning Developmental Deliverables Industry/Competitor Analysis Organization Mission / Vision.Yrly. Support.6m. Observed / Desired / Gaps) Individual Analysis Faculty Feedback & Analysis Employee / Supervisor Feedback Training Calender Prioritized List of Training Programmes Training & Development Plans (Technical / Soft Skills / Knowledge) Competency Development Programme. Skill Development Programme Performance Improvement Programme Developing Knowledge Sharing Practices Training Effectiveness Parameters Key Improvement Indicators Defined (Performance. Organization Life Cycle Stage Organization Competency Identification (Key Competencies Required) Competency Dictionary Definitions Proficiency Levels Defined Existing Organization Competency Assessment Existing Proficiency Levels Competency Prioritization GAP Analysis Competency Map (Employee Ratings. Competence) Time Frame for Improvement Review Mechanism . Strategy.Developmental Deliverables (3m. Business Goals. Observed / Desired / Gaps) Employee Prioritization for Competency Development Competency Development Programme. Team. Training Needs Identification Skill-Gap Analysis Competency Map (Employee Ratings.9m.) Shortfalls in Deliverables Achievements Significant Achievements Strengths & Weaknesses Competency Ratings (Managerial/Behavioral/Functional) Trainings Received / Required Analysis Performance Scores (Deliverables & Competencies Ratings) Final Performance Ratings Miscellaneous Discussions Recommendations What is to be Rewarded/Awarded ? (Frontline.

Perks) Employee Welfare Schemes Insurance Covers Retiral Benefits Tax Consulting Legal Compliances (Employment / Labor / Compensation Acts) Incentives. Motivational Allowances Employee Benefit Schemes Birthdays / Anniversaries Festival Events Sports Events InterGroup Events / Competitions / Games / Quizzes Health & Safety Measures .Salary Structure (Fixed. Variables.

Competency Analysis .00 -.2.2.50 1.00 -.50 1.00 1.00 Scale 1 --> 5 Desired Gaps 1 2 3 4 5 6 7 8 9 10 11 12 .50 1.50 2.00 -.00 -.25 1.50 1.1.50 1.1.50 1.00 -.3.3.00 -.3.2.Sample Competencies Organizational & Business Awareness Communication Teamwork Planning & Organization Interpersonal Skills Health. Safety. Environment Result Orientation Change & Innovations Customer Focus Leadership Problem Solving & Decision Making Critical Thinking Current 2.00 -.00 -.1.00 -.3.00 -.50 -.00 -.3.50 2.3.75 1.

Sign up to vote on this title
UsefulNot useful