logging in or signing up Competency Mapping & Development sarvajeet Download Post to : URL : Related Presentations : Share Add to Flag Embed Email Send to Blogs and Networks Add to Channel Uploaded from authorPOINT lite Insert YouTube videos in PowerPont slides with aS Desktop Copy embed code: Embed: Flash iPad Dynamic Copy Does not support media & animations Automatically changes to Flash or non-Flash embed WordPress Embed Customize Embed URL: Copy Thumbnail: Copy The presentation is successfully added In Your Favorites. Views: 22812 Category: Business & Fin.. License: All Rights Reserved Like it (12) Dislike it (4) Added: November 19, 2008 This Presentation is Public Favorites: 10 Presentation Description No description available. Comments Posting comment... By: rao603 (26 month(s) ago) Very good and useful PPT Saving..... Post Reply Close Saving..... Edit Comment Close By: bk.shah9879 (27 month(s) ago) immeculate ppt... Saving..... Post Reply Close Saving..... 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CONCEPT OF ROLE : CONCEPT OF ROLE Expectations of significant others and self Linking concept Individual Team organization Different from position Dr. MG Jomon, XIMB CONCEPT OF COMPETENCY : CONCEPT OF COMPETENCY Skill: Ability accomplish Talent: Inherent ability Competency: Underline characteristics that give rise to skill accomplishment Knowledge, skill and attitude Dr. MG Jomon, XIMB DEFINITION : DEFINITION First popularized by Boyatzis (1982) with Research result on clusters of competencies: “A capacity that exists in a person that leads to behaviour that meets the job demands within parameters of organizational environment, and that, in turn brings about desired results” Dr. MG Jomon, XIMB COMPETENCY Vs. COMPETENCE : COMPETENCY Vs. COMPETENCE Competency: A person- related concept that refers to the dimensions of behaviour lying behind competent performer. Competence: A work- related concept that refers to areas of work at which the person is competent Competencies: Often referred as the combination of the above two. TYPES OF COMPETENCIES : TYPES OF COMPETENCIES Generic or specific: Threshold or performance: Basic competencies required to do the job, which do not differentiate between high and low performers Performance competencies are those that differentiate between high and low performers Differentiating Competencies: Behavioral characteristics that high performers display Dr. MG Jomon, XIMB COMPETENCIES APPLICATIONS : COMPETENCIES APPLICATIONS Competency frameworks: Define the competency requirements that cover all the key jobs in an organization. This consists of generic competencies. Competency maps: Describe the different aspects of competent behaviour in an occupation against competency dimensions such as strategic capability, resource management and quality. Competency profiles: A set of competencies that are require to perform a specified role. Dr. MG Jomon, XIMB MACRO COMPETENCY MANAGEMENT : MACRO COMPETENCY MANAGEMENT Organizational Strategy Vision, Mission, Values, Strategic, Intent, Corporate Governance, Corporate Social Responsibility & Ethics Business Strategy Business Plan & Goals, Culture People, Technology Teamwork Strategy Leadership, Communication Conflict Management, Interpersonal Skills, Project Orientation, Self Managed Teams (SMT) Role Strategy Ability, Autonomy, Multiskilling, Task identity, Performance Evaluation & rewards and performance development Core Competencies (Organizational wide) Business Competencies (SBU specific) Team Competencies (Project driven) Role Competencies (Role wise) Stakeholder Interest Market Positioning Achieving Business Targets Employee Satisfaction Profit Center Orientations Team Development & Synergy Performance Accomplishment Individual Development STRATEGIC FRAMEWORK COMPETENCY FRAMEWORK COMPETENCY MODELING FRAMEWORK PROGRAM DESIGN AND IMPLEMENTATION : PROGRAM DESIGN AND IMPLEMENTATION COMPETENCY FRAMEWORK Core competencies (Organization wide Business competencies (SBU specific) Team Competencies (project driven) Role competencies (Role wise) COMPETENCY IDENTIFICATION Identification process (4 steps) Consolidation of checklist Rank Order and finalization Validation and Benchmark COMPETENCY ASSESSMENT Psycho-metric tool 360 Degree approach COMPETENCY DEVELOPMENT Maturity framework & matrix Areas of improvement Action Plan COMPETENCY MAPPING Strategy-Structure Congruence Structure Role Congruence Vertical & horizontal Role linkages Positioning to bring in competitive advantage INTEGRATION OF HR FUNCTION PMS 5. R&S CP & CD 6. RS SP & SD T&D ROLE COMPETENCIES : ROLE COMPETENCIES A set of competencies required to perform a given role Each competency has a skill set Dr. MG Jomon, XIMB IDENTIFICATION OF ROLE COMPETENCIES : IDENTIFICATION OF ROLE COMPETENCIES Structure and list of roles Definition of roles Job description Competency requirement Dr. MG Jomon, XIMB STRUCTURE AND LIST OF ROLES: STEPS : STRUCTURE AND LIST OF ROLES: STEPS Organizational structure study and examination List all the roles in the structure Identify redundant and overlapping roles Final list of roles Dr. MG Jomon, XIMB DEFINITION OF ROLE: STEPS : DEFINITION OF ROLE: STEPS Identify KPAs of the role Link the KPAs with Dept. and Organizational goals State the content of the above in one or two sentences Position the role in perspective with that of others Dr. MG Jomon, XIMB JOB DESCRIPTION: STEPS : JOB DESCRIPTION: STEPS List down all the activities/tasks small and big Routine and Creative Categorize activities under major heads Dr. MG Jomon, XIMB COMPETECNY IDENTIFICATION: STEPS : COMPETECNY IDENTIFICATION: STEPS Identify against each activity the following: Role holder interview and listing Day in the Life of Study Internal/External customer interview and listing Star performer interview and listing Role holder critical incident analysis Management Climate Study Benchmarking Consolidate the above and make a checklist of competencies Rank- order and finalize on 5/6 competencies critical to the role Dr. MG Jomon, XIMB COMPETENCY IDENTIFICATION TOOLS : COMPETENCY IDENTIFICATION TOOLS Behaviour & Skills Benchmark Job Requirements Café Coffee Day Requirements for a Unit Manager , Area Manager against a Key Competitor : Pizza Hut Key skill requirements of other service organizations like ICICI Bank Outcomes : Organizational, Team & Individual Requirements Performance Benchmark Performance Measures Café Coffee Day Requirements for a Unit Manager , Area Manager against a Key Competitor : Pizza Hut Outcomes : Organizational, Team & Individual Requirements Benchmarking Customer Expectations Quantitative Questionnaire comparing Café Coffee Day , Barista & Pizza Hut in Mumbai market with a valid sample size Outcomes : Organizational, Team & Individual Requirements & Gaps Example : Benchmarking Job Requirements : Example : Benchmarking Job Requirements Example : Benchmarking Customer Expectations : Example : Benchmarking Customer Expectations COMPETENCY IDENTIFICATION TOOLS : COMPETENCY IDENTIFICATION TOOLS Attitude – Management Climate & Attitudinal Study Set of Questions measuring 8 characteristics of Attitudinal Capability Measures & identifies gaps Management Style System Orientation Organisation Culture/Decision Making Quality Customer Service Change Communication Accountability Also looks at perceived performance & opportunities for improvement Benchmarking against other capable organizations Outcomes : Organizational, Team & Individual Gaps Example of Individual Attitudinal Capability : Example of Individual Attitudinal Capability System orientation, customer service, accountability are areas of concern Example of Organizational Attitudinal Capability : Example of Organizational Attitudinal Capability Change orientation & management style more worrisome COMPETENCY IDENTIFICATION TOOLS : COMPETENCY IDENTIFICATION TOOLS Behaviour & Skills- Day in the Life of Outlet Manager Snapshot of Productivity & Effectiveness of Key Managers 4 -8 Hours observation of critical skills, behaviour & attitude to succeed Measurement of AS-IS, DESIRED & SHOULD-BE Outcomes : Organizational, Team & Individual Gaps Behaviour & Skills- Top Performer Survey 20 top performers of Café Coffee Day and let them calibrate and rank the necessary competencies for superior performance Outcomes : Organizational, Team & Individual Requirements Values : Top management interviews Outcomes : Key Values to Uphold Example of Day in the Life of Study : Example of Day in the Life of Study A full day in the life of a salesman studied & time spent on Active selling Passive Selling Administration Delivery Order Taking Traveling Available/Free Comparison of Reality Perception Ideal Diagnosis of sales man’s productivity & alignment to business needs Example of Day in the life of Study : Example of Day in the life of Study Pre-meeting, Meeting & Post-meeting issues analyzed on Preparation, Building relationship, Identifying needs & objections, closing & administration Diagnosis of sales man’s selling effectiveness & alignment to business needs COMPETENCY ASESSMENT : COMPETENCY ASESSMENT Following methods are used: Assessment/Development Centre 360 Degree feedback Role plays Case study Structured Experiences Simulations Business Games Dr. MG Jomon, XIMB COMPETENCY ASESSMENT : COMPETENCY ASESSMENT Following methods are used: 360 Degree feedback Role plays Benchmarking & Case study Management Climate Study Structured Experiences/Simulations/Business Games Top Performer Survey Dr. MG Jomon, XIMB COMPTENCY DEVELOPMENT : COMPTENCY DEVELOPMENT Dr. MG Jomon, XIMB COMPETENCY MAPPING : COMPETENCY MAPPING Strategy structure congruence Structure Role congruence Each role to be unique Non-Repetitive Value adding Vertical and horizontal role congruence Ensure non repetitive tasks in two different roles Ensure core competencies for each task Link all the above and position to bring in competitive advantage Dr. MG Jomon, XIMB DELIVERABLES : DELIVERABLES Role Directory Competency profiles Competency Map Competency based HR systems Recommendations: Rationalization of structure and manpower Institutionalization of interventions Organization Diagnosis Report INTEGRATION OF HR SYSTEMS(Competency based HR practices) : INTEGRATION OF HR SYSTEMS(Competency based HR practices) Reward System Performance Management System Recruitment & Selections Career Plan & Career Development Competency requirement Competency availability Competency acquisition/ Development Succession plans & Succession Development Training /development Plans & Programmes CONCLUSION : CONCLUSION Inadequate Role Competencies -Two options: Develop the competencies within a timeframe Quit the Role No option other than to perform HRD function to ensure competencies in each role Dr. MG Jomon, XIMB “You see, all the right things are written in books and research papers.The trick is to ensure that there is no gap between what is written in the books and your vision; from what is happening on the shop-floor and what is going on in the marketplace.That is execution. That is what makes the difference”Mukesh Ambani : “You see, all the right things are written in books and research papers.The trick is to ensure that there is no gap between what is written in the books and your vision; from what is happening on the shop-floor and what is going on in the marketplace.That is execution. That is what makes the difference”Mukesh Ambani www.mastersungroup.com http://strategy-execution.blogspot.com email@example.com Sarvajeet Chandra: +91 9920803060 Jasravee Kaur : +91 9892301590 You do not have the permission to view this presentation. In order to view it, please contact the author of the presentation.