Operational Frameworks
and Competency Mapping
Presented By:
Alina Adhikari
Nishant Khedia
Sadikshya Thapa
Outline of the Presentation
Competency Categories
Competency Categories
Threshold Competencies
Differentiating Competencies
Leadership or Managerial Competencies
Functional or Technical Competencies
Threshold Competencies
Basic Competency Required to do a job.
Doesnt Differentiate high and low performer
Differentiating Competencies
Behavioral characteristics that high performers display.
Leadership or Managerial Competencies
Supports the development of key leadership capabilities
in order to build leadership impact within the
organization
According to a study by Zenger Folkman
These same seven competencies were rated as the most
important at all organizational levels:
Inspires and Motivates Others
Displays High Honesty and Integrity
Solves Problems and Analyzes Issues
Drives for Results
Communicates Powerfully and Prolifically
Collaboration and Teamwork
Builds Relationships
Technical and Functional Competency
the knowledge, skill, and/or abilities required to fulfill
required job tasks or specific duties
included in each model and proficiency levels vary
based on the competency profile for a specific role.
Technical competencies for HR Specialists include:
i. Human Resources Information Systems (HRIS)
ii. Labor Relations
iii. Pay Administration
iv. Performance Management
v. Position Classification and Management
vi. Recruitment and Staffing
vii. Workforce Planning and Succession Management
Competency Model and levels:
Organization based Competency Level
Level Based Model/ Managerial Competency Level
Job Based Competency Level
Organization based Competency Level
Competency are multi-layered with differing
competencies for different
- Business Units
- Job groups
- Jobs
Level Based
The
Lancaster
Model of
Managerial
Competencie
s
The Lancaster Model of Managerial Competencies
Level One: Basic Knowledge and Information
Competence Two:
One: Relevant
Command Professional
of Basic Facts
Knowledge
Level Two: Skills and Attributes
Competence One: Continuing Sensitivity to Events
Level Three: Meta Qualities
Competence One: Creativity
Job based Model
Job/Role Competency
- applies to specific roles in organizations
- identifies both core and specific competencies
For example: job competencies for a senior marketing
representative of an international manufacturing firm might
include selling skills, knowledge of product functions, a goal-
oriented personality and cross-cultural sensitivity.
Job based competency Level
Proficiency Levels
Typical behaviors are associated with each proficiency
levelLevel 4
Competency Framework
Competency Framework
Need for developing a Competency Development framework
To define the skills, behaviors, and attitudes that workers need to perform their roles effectively
To define the set of practices needed for effective performance
Effective method to assess, maintain, and monitor the knowledge, skills, and attributes of people in
your organization
To create a standardized approach to performance that's clear and accessible to everyone in the
company.
To outline what people need to do to be effective in their roles
To clearly establishes how their roles relate to organizational goals and success
Make informed decision about various aspects such as recruitment, talent and development,
retention and succession strategies
Qualities for good Competency
Development Framework
Competency framework should align across organization(Values and Beliefs of
organization)
Should Contain other competencies that reflect roles and responsibilities
Provides behavioral statement for each competency
Participation line managers or other employees who perform the particular role
Job analysis as the basis a basis of forming effective competency framework
Identify key competencies needed for the organization or specific role
Communicate the competency framework to the employees for better
implementation
Follow sequential steps of competency framework development
Validate and Revise the framework as per the dynamic environment
Steps of Competency Framework
Prepare
Competency and Behavioral
Indicators
Need for a Behavioral Competency framework
Extensive
research that
was started in
the 1970s
shows that
employees
displaying
correct
behavioral
competencies
are needed.
Need for a behavioral competency
framework
Issueidentification
Issue identificationand
andanalysis
analysis- -
Behavioursininaction
Behaviours action
44- -Identifies
Identifiesthe
the root
root
You look beyond the standard information available when assessing a situation
causesofofhighly
highlycomplex
complex
causes You integrate information from outside SPS with experiences to generate solutions
problems
problems
Levels of Complexity
You are able to read, understand and critique a complex report with calculations and detailed narrative
You are able to integrate complex qualitative and quantitative information in order to assess a situation
33- -W
Works
orks
and respond effectively
withcomplex
complexinformation
information
with
You link changes in a prisoners behaviour with intelligence information
22- -Makes
Makeslinkages
linkagesbetween
between A colleague gives you information nervously - you notice their expression doesnt fit well with the
factsand
andbehavioural
behaviouralobservations
observations
facts information they have given you
You observe prisoners and hence notice changes in behaviour
11- -Observes
Observeshow
howpeople
people You notice when people are behaving differently
behave You are curious about why people behave as they do
behave
You do not remember important information about prisoners
Ineffective- -Forgets
Ineffective Forgetsimportant
important You forget to include relevant information when briefing people
information You omit important facts when writing reports
information You do not understand the significance of information and hence omit it
SPS 11
