Presentation By Shailendra Deshpande
Difference Between Performance & Competency…….
“Performance” is a deliberate and purposeful action or set of actions that an individual takes in order to achieve a desired result or output of some kind that has got value to the individual. “Competency” can be thought of as the tools that individuals use for successful or exemplary (best-inclass) performance. The “best performer” is always called as ‘Competent performer’ and not vice versa.
Competency As A Tool
Competencies are based on Knowledge: - information accumulated in a particular area of expertise (e.g., accounting, selling, servicing, management) Skills: - the demonstration of expertise (e.g., the ability to make effective presentations, or to negotiate successfully) Motive: - recurrent thoughts driving behaviors (e.g., drive for achievement, affiliation) Attitude: - self-concept, values and self-image Traits: - a general disposition to behave in certain ways (e.g., flexibility)
Categories of Competencies
Two major categories of competencies: Threshold competencies: - They are the characteristics, which any job holder needs to have to do that job effectively – but do not distinguish the average from superior performer. Differentiating competencies: - They are the characteristics, which superior performers have but are not present in average performers. Competencies establish a causal link between certain behaviors and the achievement of success.
Types of Competencies
The four major types which are normally evaluated as: Mobilizing innovation and change: - ability to conceptualize, creativity, risk-taking, visioning. Managing people and tasks: - coordinating, decisionmaking, leadership / influencing others, managing conflict, planning, and organizing. Communication: - interpersonal relationships, listening to others, oral and written communication. Managing self: - learning new things, time management, personal strategies, problem solving.
Procedure For Acquiring Competencies
Difference Between Skill & Competency
E.g. 2 people in same of office. They have 2 Similar skills 80 words in a minute with no error. Entertain the guest. Why “choice” of manager differs??? How to differentiate between skill & competency?? how can one know when a person has acquired and is appropriately using a competency in a performance situation?
Each competency must have associated with it one to five (maybe more) behavioral indicators. Behavioral indicators describe actions or behaviors that one can observe an individual taking or using that signify an appropriate application of the competency in a specific performance setting.
Conflict Management: Anticipates or seeks to resolve confrontations, disagreements, or complaints in a constructive manner. Behavioral Indicators: Recognizes the root cause for conflicts, confrontations, or disagreements. Resolves conflicts, confrontations, or disagreements in a constructive manner. Addresses formal and informal complaints from employees or from person other than employees (e.g., customers, suppliers). Attempts to resolve employee complaints or from persons other than employees.
3 Important Definitions In Competency Mapping
Competency Map. A competency map is a list of an individual’s competencies that represent the factors most critical to success in given jobs, departments, organizations, or industries that are part of the individual’s current career plan. Competency Mapping. Competency mapping is a process an individual uses to identify and describe competencies that are the most critical to success in a work situation or work role.
Top Competencies. Top competencies are the vital few competencies (four to seven, on average) that are the most important to an individual in their ongoing career management process. “Importance to the individual” is an intuitive decision based on a combination of three factors: past demonstrated excellence in using the competency, inner passion for using the competency, and the current or likely future demand for the competency in the individual’s current position or targeted career field.
HR Functional Role lies in:
Identifying Competencies required by organisations Designing the Assessment/Development Center ( For Selection/promotion and development of managers) Designing scientific instruments for assessment (Psychological tests, In-Baskets etc) Developing Internal Assessor capabilities Facilitating Developmental outcomes/action plans Institutionalizing the process in the organisation
Challenges Faced By Individuals
The first challenge has to do with the fact that effective competency mapping calls for insight analysis into the requisite competencies for success in the individual’s career field and in key positions of interest. The second challenge is it will be a bit difficult for many individuals to create their own competency maps, because of limited experience with competencies and their behavioral definitions, as well as some “blind spots” about their own prior accomplishments.
A third challenge has been mentioned earlier. A common occurrence for many career consultants is encountering individuals who are less than comfortable putting the extra effort into & focusing so much on accomplishments, since this activity often feels to them like self-congratulatory back-patting. The major reason, for all these, is that all competencies include, other attributes such as traits, thought patterns, self-esteem, mindsets, and other characteristics that extend beyond one’s knowledge and skills alone.
No matter how formal or informal and organization’s practices are regarding development planning, the important idea for the individual is to map his or her top competencies that are important to their future career passion and success. From among those top competencies, the individual needs to identify their current competency strengths, and also their future competency development needs.