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Competencies Job
• underlying characteristic of • superior performance in a
a person’s inputs. given job, role or a situation
• individual’s ability to
• clusters of knowledge,
perform.
attitudes and skills
• linked to superior
• generic knowledge motive,
performance on the job.
trait, social role or a skill
• contribute to effective
• personal characteristics
managerial performance
• set of skills, related
• successfully perform a task
knowledge and attributes
or an activity within a
specific function or job
KNOWLEDGE
Relates to information
Cognitive Domain
Set of Attribute
SKILLS Relates to
qualitative
Relates to the
aspects
ability to do,
personal
Physical
Characteristics
domain COMPETENCY or traits
Outstanding
Performance of
tasks or activities
Behaviour Indicators
• A Competency is described in terms of key
behaviours that enables recognition of that
competency at the work place.
• Managerial Competencies
• Competencies which are considered essential for
employees with managerial or supervisory responsibility
in any functional area including directors and senior
posts.
Competency - Broad Categories
• Technical / Functional
nd
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Competency
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Competency based recruitment
Competencies Enable
• Competencies
A detailed approach
A Detailed Approach
• Info about the company.
• Decision on the job position(s) .
• Discussion on the CM application.
• Basic data collection on the job
responsibilities(using customized menu)
• Focus group
Review job description
understand performance criteria
Discuss specific behaviours
List top ten competencies
A Detailed Approach
• Critical incident technique - interviewing top
performers
• Group behaviours
• Match behaviours to competencies using
competency dictionary as a guideline
• Evolve new set of competencies if any
• Match behaviour indicators identified through
CIT to the top 10 competencies identified by the
focus group
• Review the model and make corrections
COMPETENCY MAPPING MODEL
ORGANISATION
ORGANISATIONDIRECTION
DIRECTION
••VISION
VISION
••MISSION
MISSION
••SHORT
SHORTTERM
TERM&&LONG
LONGTERM
TERMGOAL
GOAL
••STRATEGIES
STRATEGIES
••VALUES
VALUES
THROUGH
ORGANISATION STRUCTURE
ROLES, POSITIONS, JOBS
KA - 1 KA - 2 KA - 3
Each Critical Success Factor (CSF) is the end result of multiple Key Result Areas.
Each Key Result Area (KRA) is the end result of multiple Key Activities.
DESIGNING THE QUESTIONNAIRE CONTINUED
1.1.5 Relationship.
1.1.6 Organization Structure.
1.1.7 Empowerment of the position.
1.1.8 Challenges in the job.
1.1.9 Changes expected in the technology, product,
process etc in the next 2-3 years.
1.1.10 Budget and Controls.
1.1.11 Investment Plan.
DESIGNING THE QUESTIONNAIRE
1.2 PART - II
• Middle Management
• Senior Management / Top Management
6.0 PURPOSE OF COMPETENCY MAPPING
"Effectiveness
"Effectivenessof
ofan
anorganisation
organisationisisthe
thesummation
summationof
ofthe
the
required
requiredcompetencies
competenciesininthe
theorganisation".
organisation".
Gap
GapAnalysis
Analysis
Role
RoleClarity
Clarity
Selection,
Selection,Potential
PotentialIdentification,
Identification,Growth
GrowthPlans.
Plans.
Succession
SuccessionPlanning.
Planning.
Restructuring
Restructuring
Inventory
Inventoryof
ofcompetencies
competenciesfor
forfuture
futureplanning.
planning.
Any Questions ???
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