logging in or signing up competency_mapping tihom00987 Download Post to : URL : Related Presentations : Let's Connect Share Add to Flag Embed Email Send to Blogs and Networks Add to Channel 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: 162 Category: Entertainment License: All Rights Reserved Like it (0) Dislike it (0) Added: December 14, 2011 This Presentation is Public Favorites: 0 Presentation Description No description available. Comments Posting comment... Premium member Presentation Transcript HRD SESSION 4 COMPETENCY MAPPING : HRD SESSION 4 COMPETENCY MAPPING Dr. MG Jomon, XIMBINTRODUCTION: INTRODUCTION Competence Performance Managing Change Competency Mapping: A toolSUMMARY: SUMMARY CONCEPT OF ROLE AND COMPETENCIES COMPETENCY MANAGEMENT FRAMEWORK COMPETENCY IDENTIFICATION COMPETENCY ASSESSMENT COMPETENCY DEVELOPMENT Dr. MG Jomon, XIMBCONCEPT OF ROLE: CONCEPT OF ROLE Expectations of significant others and self Linking concept Individual Team organization Different from position Dr. MG Jomon, XIMBCONCEPT 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, XIMBDEFINITION: 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, XIMBCOMPETENCY 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. Ex: UK organizations Woodruffe (1991) Dr. MG Jomon, XIMBTYPES 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, XIMBCOMPETENCIES 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. Armstrong (1999) Dr. MG Jomon, XIMBMACRO VIEW OF COMPETENCY MANAGEMENT: MACRO VIEW OF 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 MG Jomon.(2004). Unpublished PROGRAM DESIGN AND IMPLEMENTATION : THE MODEL : PROGRAM DESIGN AND IMPLEMENTATION : THE MODEL 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 MG Jomon.(2003). UnpublishedCOMPETENCY MODELING: COMPETENCY MODELING Less rigour More rigour COMPETENCIES : (Core, Business, Team, Role) CRITERIA: Validity, Applicability, Speed, Satisfaction MG Jomon.(2004). UnpublishedROLE COMPETENCIES: ROLE COMPETENCIES A set of competencies required to perform a given role Each competency has a skill set Dr. MG Jomon, XIMBIDENTIFICATION 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 Internal/External customer interview and listing Star performer interview and listing Role holder critical incident analysis 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 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 360 degree approach: Self others Internal/External Customers Boss/peers/Subordinate Dr. MG Jomon, XIMBCOMPTENCY DEVELOPMENT: COMPTENCY DEVELOPMENT Role Identified competencies Assessment result Areas of improvement Action plan Dr. MG Jomon, XIMBCOMPETENCY 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, XIMBDELIVERABLES: DELIVERABLES Role Directory Competency profiles Competency Map Competency based HR systems t Recommendations: Rationalization of structure and manpower Institutionalization of interventions Organization Diagnosis ReportINTEGRATION 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 do not have the permission to view this presentation. In order to view it, please contact the author of the presentation.