Competency Based PMS

H R D Dimensions cmowly@gmail.
com
H R D Dimensions cmowly@gmail.com
HRD
DIMENSIONS
Competency Based PMS
Business Life Cycle
Matured Phase
Decline
Phase
Growth Phase
Renewal
Phase
Start Phase
Customer
Imperatives
PSET Globalisation
VBM
Factors EVA focus
Quality
Delivery
Current Market
Corporate
Competencies
Era of strategic initiatives
Future
Opportunity
Inherent
Influence of Shared
strength
Key Vision
To discriminate
Executives Values
others
2 challenges for
Business Strategy
1. Competing with current

market challenges.
2. Creating future markets
IHRD – Day 1
Conceptual framework for building

Competencies.
Defining competencies & Behavioral

Indicators.
Developing customized competency

models.
Effective competency Mapping

COMPETENCY AGENDA
• Background • Mapping
• Definition • PMP Linkage
• Types • HRDD Study
• Application • Development
• Modeling • Assessment
Competency Based Culture
Context
Content
Controls
Competency Practices -
IBM
Best Practices - UNILIVER
Degree to which an
individual does – what
Competency Context is important for the job
• Ability to perform effectively

in relevant job areas.
• Defining what is required for
effective performance
Defining what is
important to be
successful in job
Job Competency Survey
• 2/3ds use for over 8 years
• 85% managers involve in identifying competencies. 70%

Senior Leaders are involved
• 65% of PMS linked to Competencies
• 50% support Succession Planning
• 86% define competencies from> 4 sources
• 80% - BEI, 68% Group Discussions, 61% surveys
• 75% use Competencies for selection and promotion
• 65% use it for PMP l
• 91% report improved selection process and training

program design
COMPETENCY Managerial
Individual Competencies
Behavioural
Competencies
Competencies
Leadership
Competence Competencies
Competent
Competency
Essential Functional
Competencies Competencies
Role
Behavioural Core
Competency
Competencies Competence
Competency means only what the definer wants them to mean…Zemke

Competency
Competency
is “ an
underlying
characteristic
of a person
which results in
Effective Performance”
Basic Communication
Personal Effectiveness
Relating to People
Collaborating & Leading
Action & Results
Analytical & Conceptual
Environmental Acumen
Specialized Knowledge
Competency Dictionary provides a definitions each
Competency (customised for SEPL), Behavioural
Indicators and 4 to 5 Levels.
Each SEPL Competency is defined with theses 3
dimensions
DEFINITON
BEHAVIOURAL DESCRIPTORS
LEVELS
TEAM WORK
Definition
The intention to work cooperatively and productively with others, to be
part of a team and to work together as opposed to separately or
competitively.
Displaying a collaborative approach that places the needs of the
organization ahead of the interest of their own unit's interest and
assignments.
Develop and maintain respect for cooperative working relationships to
contribute to the integrated and seamless delivery of products to the
customers.
It is about building effective teams of people with diverse talent and
tolerant of differing needs and viewpoints, and reinforce effort towards
common goal. H R D Dimensions cmowly@gmail.com
TEAM WORK
Behavioural Descriptors
is able to work in and lead a range of different teams to achieve a
desired outcome;
recognises the opportunity for team working and building teams;
develops individuals as team members, identifying team
strengths and weaknesses;
able to work with others to ensure cumulative contributions and
enable teams to manage themselves effectively;
acts as an advisor to teams, often mentoring the team leader if
required;
recognises the value of the diversity within teams and how that
can be captured to achieve best results.
TEAM WORK
Levels
1. Cooperates: Respects others, does his/her share of the work. Supports team decisions. As a member of
the team, keeps other team members informed and up-to-date about the group process, individual
actions, or influencing events. Shares all relevant or useful information as required
2. Actively Participates: Contributes positively by actively sharing information, listening, and accepting
others' points of view. Shares the workload with others, and contributes by being prepared and
completing assigned tasks. Maintains a positive outlook and shows flexibility to new approaches and
ideas.
3. Involves other team members: Solicits ideas and opinions to help form specific decisions or plans.
Demonstrates genuinely valuing others' input and expertise and is willing to learn from others.
Contributes own expertise to the team. Able to give and receive constructive criticism. Promotes team
cooperation (even during heated discussions). Is willing to set aside personal agenda in order to
support the team consensus.
4. Encourages others and facilitates effective outcomes: Publicly credits others who have performed
well. Encourages and empowers others, making them feel valued and important. Gets the talent of the
team recognized outside of the team. Facilitates and influences positive outcomes that support team
goals. Assists in mediating between team members to resolve conflict. Assists team members through
mentoring and longer-term assistance.
5. Builds cohesive Teams: Acts to promote a welcoming, productive climate, good morale and
cooperation. Protects and promotes the group reputation with outsiders. May involve team in diagnosis
of problems and in developing solutions to effectively transfer knowledge within the organization
Defining Job
Competency
Competencies – Three
Streams
• ORGNISATIONAL
• JOB
• INDIVIDUAL
Competencies – 4 Types
• Behavioural
• Functional
• Role
• Core
Organisational or Core
SONY
PHILIPS
HONDA
CA NON
3M
INTEL
NEC
INDIVIDUAL
COMPETENCIES
LEADERSHIP SUCCESS
MANAGERIAL SUCCESS
INDIVIDUAL SUCCESS
SUCCESS DIFFERENTIATORS
Mission
Vision - Values
Business Strategies
Objectives - Sector
Goals – Department
KPI s - Individuals
Challenges, Demands, Tasks
COMPETENCIES
Knowledge Skill Behaviour Traits/Motives
Execution
Results
C - Connection
Competency based Practices

Career Management
Performance Mgmt
Competencies
H R D Dimensions
C – Based Interview
Job Profile
cmowly@gmail.com
Succession Planning
PCMM – Level 3
Balance Score Card
ISO - Prescription
Resolving
Performance
Issues
Exercise using PAQ tool

Performance Analysis Quadrant (PAQ)
9 10
adequate job Knowledge ?
7 8
Does the Employee have
6
5
4
3
2
1
0
0 1 2 3 4 5 6 7 8 9 10
Does the employee have the proper
attitude (desire) to perform the job?
9 10
7 8
6
KNW
5
4
3
2
1
0
0 1 2 3 4 5 6 7 8 9 10
ATTD
9 10
7 8
6
KNW
5
4
3
2
1
0
0 1 2 3 4 5 6 7 8 9 10
ATTD
9 10
7 8
6
KNW
5
4
3
2
1
0
0 1 2 3 4 5 6 7 8 9 10
ATTD
PAQ
9 10
A B
7 8
Resource /
Motivation
6 Environment
KNW
5
C D
4
3
Selection Training
2
1
0
0 1 2 3 4 5 6 7 8 9 10
ATTD
9 10
Resource /
Motivation A B Environment
Sufficient KW Sufficient KW and ATT
but low performance
7 8
insufficient ATT
Adjust No fault of employee
Consequences Lace of Resource Work
(Rewards) atmosphere issues
6
KNW
5
Selection C D Training
4
Insufficient KW and
ATTD Insufficient KW but
3
Selection / fitment Sufficient ATTD

issue
2
Training
Transfer / Discharge
1
Interviewing skills?
0
0 1 2 3 4 5 6 7 8 9 10
ATTD
Performance Links to Leadership Competencies
Performance Improvement Performance Related
Expectations Opportunities Challenges Competencies
•Consistent •Accurate •Reliable •Passion for

Customer Timely Action Systems and service
Satisfaction Behaviours Excellence
•Penetrate with •Target Right •Strategic

new products •Launch New market, Market
of high margin target segment leveraging perspective
product lines band strengths
•Secure
•High •Change
utilisation of •Cost effective reliable /cost leadership
procurement effective
Operating supply chain
capacity relationship
HUMAN VALUES
1 ABANDONMENT OF 'I' 21 GIVING 41 QUIETUDE

2 ABSENCE OF PRIDE 22 GRATITUDE 42 RESPECT FOR OTHERS
3 ABUNDANT MENTAILITY 23 HARMONY 43 RESPECT TO INDIVIDUAL
4 BLISS 24 HUMILITY 44 RIGHTEOUSNESS
5 COMPASSION 25 INTEGRITY 45 SELF CONTROL
6 CONSISTENCY 26 LOVE 46 SELF DISCIPLINE
7 CONSTANT SELF KNOWLEDGE 27 MODESTY 47 SELF KNOWLEDGE
8 CONTENTMENT 28 NOBILITY 48 SELF RESTRAINT
9 COOPERATION 29 NON HATRED 49 SELF SUFFICIENCY
10 COURTESY 30 NON-ATTACHMENT 50 SELFLESSNESS
11 CREATIVITY 31 NON-EGOISM 51 SERVICE
12 DIGNITY 32 NON-VIOLENCE 52 SIMPLICITY
13 DISPASSION 33 OPENNESS 53 STEADINESS
14 ENDURANCE 34 PATIENCE 54 TRUST
15 EQUALITY 35 PEACEFULNESS 55 TRUTHFULNESS
16 EVEN MINDEDNESS 36 PERCPTION OF ULTIMATE 56 UNDERSTANDING
17 EVEN TEMPER 37 POLITENESS 57 UNITY
18 FAIRNESS 38 POSITIVE ATTITUDE 58 UNMALICIOUS TONGUE
19 FORTITUDE 39 PURIFIED MIND 59 UNPRETENTIOUSNESS
20 GENTLENESS 40 QUALITY 60 UPRIGHTNESS
Purpose 1 ACCOUNTABILITY Process 36 KNOWLEDGE SHARING
Purpose 2 MISSION AND VISION BUILDING Partership 37 LEADING AND MANAGING CHANGE
Progression 3 ACHIEVEMENT ORIENTATION Personal 38 LISTENING, UNDERSTANDING AND RESPONDING
Planning 4 ANALYTICAL THINKING Performance 39 MANAGING AND MEASURING PEFORMANCE
Planning 5 BUILDING COMPETENCIES Peformance 40 MANAGING BUSINESS
People 6 BUILDING TRUST Planning 41 MANAGING FINANCE
Peformance 7 BUSINESS ALIGNMENT Performance 42 MANAGING HUMAN CAPITAL
Perfection 8 COACHING AND MENTORING Purpose 43 MANAGING RELATIONS
Performance 9 COLLABORATION Process 44 MARKETING
Personal 10 COMMANDING Process 45 MEDIATION AND NEGOTIATION
Progression 11 COMMITMENT TO LEARNING Progression 46 MOTIVATING AND INSPIRING
Process 12 COMMUNICATION People 47 NETWORKING
Problem Solving 13 CONCEPTUAL THINKING Process 48 ORGANISATIONAL AWARENESS
Peformance 14 CONCERN FOR QUALITY Perfection 49 ORGANISATIONAL COMMITMENT
Personal 15 CONFIDENCE AND BRAVERY Personal 50 PERSONAL MOTIVATION
Perfection 16 CONFLICT MANAGEMENT Planning 51 PLANNING, PRIORITISING AND INITIATIVE
Problem Solving 17 CRITICAL THINKING Process 52 POLITICAL SAVVY
People 18 CULTURAL SENSITIVITY Perfection 53 PRAGMATIC CONTINUOUS IMPROVEMENT
Purpose 19 CUSTOMER ORIENTATION Planning 54 PRESENTATION AND PUBLIC SPEAKING
Problem Solving 20 DEALING WITH AMBIGUITY Perfection 55 PROACTIVE POWER
Perfection 21 DECISION MAKING Perfection 56 PROBLEM SOLVING AND DECISION QUALITY
Perfection 22 DEVELOPING SELF AND OTHERS Performance 57 PROFESSIONALISM
Personal 23 EMOTIONAL INTELLIGENCE Perfection 58 RESILIENCE
Planning 24 EMPOWERING OTHERS Perforamance 59 RESULTS ORIENTATION
People 25 ENERGIZING OTHERS Personal 60 SELF CONTROL
Process 26 FACILITATION AND GROUP MODERATIONPersonal 61 SELF-CONFIDENCE
Personal 27 FLEXIBILITY / ADAPTABILITY Parnership 62 SHARING RESPONSIBILITIES
Purpose 28 HEALTH AND SAFETY Personal 63 STAMINA/STRESS RESISTANT
Performance 29 IMPACT AND INFLUENCE Performance 64 STRATEGIC AGILITY
Process 30 INFORMING AND SEAKING INFORMATIONPerformance 65 STRATEGIC ORIENTATION
Personal 31 INITIATIVE Partership 66 SYNERGISING AND VALUING DIFFERENCES
Progression 32 INNOVATIVE THINKING Process 67 SYSTEMS THINKING
Personal 33 INTEGRITY AND ETHICS Partership 68 TEAM LEADERSHIP
People 34 INTERPERSONAL UNDERSTANDING Partership 69 VALUING DIVERSITY
Process 35 INTERVIEWING SKILLS H R D Dimensions Peoplecmowly@gmail.com
70 WARMTH AND SOCIABILITY
Purpose
Personal
Planning
People
Process
Partnership
Peformance
Progression
Perfection
Body
Organs
Mind A-S
Emotions
Effort &
Feeling Balance
Int
Choices
Universal
Descri-
Descri-
Principles
mination
Ego World
Desire –
Dislike Outside
Cons
Values
Mission
Competency Acquisition
Process
Application/Practice using the

competency
Competency
Developing New competency

Strength
Competency Gap scoring
Understanding the competency

Recognition of the competency
Time
Feedback to Training / Implementation
Feedback to
individuals Development of training / individuals
planning Dev.plans
Assessment of Reassess
individuals on ment
key of
competencies individual
Identification
Analysis Implementa Analysis
of common tion
of group training needs of training
of training
results curriculum effectiveness
Development
of training
curriculum
Levels : Complexity and
Impact
H Level 4
Complexity
Level 3
Level 2
Level 1
L Impact H
•Competitors •Paired
Market comparison Identify 3-
3-4 top compete-
compete-
• Group
Trends by ncy gaps for each business
specific
Specific Goals superiors Group by Pareto Analysis
Customer
Needs
Identify 3-
3-4 top compete-
compete-
Identify Develop ncy gaps for each individual
Individual
BUSINESS Needed Desired for development
assessment
GOALS OF Competencies Ratings of
ORGANISA--
ORGANISA for for Competencies
TION Group Success Competencies Align SMART goals with
for each Group Group Sales plan and
JOBS Business Plan
Indl. Goals Fix Individual
Products Desired interviews
Services Ratings for focussing
Identify 3-
3-4 key parts of
for Band on perception each competency for
Levels of needs dev. for each individual
Development Process
Use Competency
COMPETENCY Development Planner
GAPS
•Training
•Coaching
Identifying, • Feed back
Developing and Match and recycle

Extend to other BUs Assessment of ‘ Gap filled’
Assessing Competencies
Competencies Mowly / vbc / hr
Lominger’s 6-
6-Step
Development Model 6. Consequences
5. Blend
3 2 1
ABC
4. Build
3. Act
2. Accept
1. Aware
THE COMPETENCY CONE
C
THE COMPETENCY CONE
C
Leadership Mastery
Perfect
SOFT Balance
HARD
Attitude, Feeling SKILL
Leadership Mastery
Influence Action
To do willingly To do well
BLOCKAGE
SURVEY
The Blockage Survey
Your totals Grid No.
1 24 25 48 49
1
2 23 26 47 50
2
3 22 27 46 51
3
4 21 28 45 52
4
5 20 29 44 53
5
6 19 30 43 54
6
7 18 31 42 55
7
8 17 32 41 56
8
9 16 33 40 57
9
10 15 34 39 58
10
11 14 35 38 59
11
12 13 36 37 60
12
HOW COMPETENCY DEVELOPMENT
TAKES PLACE?
An off-the-shelf approach to
predicting competencies through
internal feedback and assessment
Personal Qualities
Is highly supportive and sympathetic to colleagues in need. 1 2 3 4 5
Consults others and encourages them to contribute. Interpersonal
As willing as most to express views. Sensitivity
May enjoy winning but perhaps not against colleagues.
Enjoys variety and change. 1 2 3 4 5

Adjusts behaviour very readily to new circumstances. Flexibility
Prepared to follow the consensus decision most of the time.
Is fairly optimistic when faced with change.
Finds it difficult to relax. 1 2 3 4 5

Is highly sensitive to criticism or negative feedback. Resilience
Will retain a moderate degree of control over emotions.
Is fairly likely to take an optimistic and positive view.
Has considerable energy and likes to keep busy. 1 2 3 4 5

Unlikely to be highly driven by career ambition. Personal
Is likely to demonstrate moderate competitive drive.
H R D Dimensions cmowly@gmail.com Motivation
Dev.
Capabilities Aspects /
ORGANI-
ORGANI- Differen--
Differen Identify 3-
3-4 top compete-
compete-
In Core
SATIONAL tiators ncy gaps
Competence
CAPABILITY
PCMM
Identify 3-
3-4 Human
ORGANISA – JOB PERSONAL Values that support
Sony… TIONAL COMPE--
COMPE COMPE--
COMPE Those competencies
Honda… COMPTE--
COMPTE TENCIES TENCIES
Intel… TENCIES
Identify the elements of
Selected competency
Cannot be Individual
HR
Outsourced Systems
Ability to
copied Perform an Decide the developmental
Built around Activity to
Job Cs standard Activity
Obtain commitment
COMPETENCY Support and decide measures
GAPS
•Training
•Coaching
• Feed back
Match and recycle

Extend to other BUs Assessment of ‘ Gap filled’
Competencies
H R D Dimensions cmowly@gmail.com Mowly / vbc / hr

Assessing competence via
personality questionnaires
mapping scales to competencies
Empathy and Interpersonal skills
Is patient, sensitive and diplomatic in his/her interactions. Reads others
well and builds rapport quickly. Resolves conflicts and encourages others
to share their views.
Competency
Definition
Outgoing
Designated
Scales Behavioural
Democratic
Affiliative
assessing competence via
personality questionnaires
personality profiling
Empathy and Interpersonal skills
Is patient, sensitive and diplomatic in his interactions. Reads others well
and builds rapport quickly. Resolves conflicts and encourages others to
share their views.
Candidate is assessed and profiled
Outgoing
Behavioural
Democratic
Affiliative
Specimen Assessment
Format
Competency:
Manage objectives by Aligning Goals and KPIs
Behavioural Descriptors
- Develops strategic and business plans that support the organization’s goals.
- Inspires a shared vision and creates a compelling mission for the organization
- Establishes strong relationships with colleagues across the organization
What is this Competency?
Knowledge Understanding Skills Attitude

Product knowledge That there are Critical thinking Client-centered
Client needs & choices Evaluation Proactive
preferences Biases of clients…….. Communication Inquisitive
The organization Keeping up……….. Professional
The industry… Objective
Committed
Seeks challenges
What do you do that applies to this competency?
1. - Excels at this - it is one the strengths. Records:

Rating: 2 - Level of knowledge or ability is adequate, needs to excel. Incidents
3 - Level of knowledge or ability is adequate in meeting this. Instances
By Self
4 - Need to improve in this.
By Superior Peer rating
5 - Has little or no training towards this, and needs it
360
T&D
Subsystems
Assess- for a Middle
ment Manageme
Center
Mgmt Support, Coaching, Feedback

nt Position.
Here
BEI or Outside
Pgms Training
360
Programs
are targeted
to specific
Inside
compe –
Pgms tencies
H R D Dimensions cmowly@gmail.com Source: DDI Monograph

Competency Based PMS - Some Workshop Slides - Chandramowly

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H R D Dimensions cmowly@gmail.

1. Competing with current

Conceptual framework for building

Defining competencies & Behavioral

Developing customized competency

Effective competency Mapping

Competency Context is important for the job

• Ability to perform effectively

• 85% managers involve in identifying competencies. 70%

• 65% of PMS linked to Competencies

• 50% support Succession Planning

• 86% define competencies from> 4 sources

• 80% - BEI, 68% Group Discussions, 61% surveys

• 75% use Competencies for selection and promotion

• 65% use it for PMP l

• 91% report improved selection process and training

Competency means only what the definer wants them to mean…Zemke

Challenges, Demands, Tasks

Competency based Practices

Balance Score Card

Exercise using PAQ tool

Selection / fitment Sufficient ATTD

•Consistent •Accurate •Reliable •Passion for

•Penetrate with •Target Right •Strategic

1 ABANDONMENT OF 'I' 21 GIVING 41 QUIETUDE

Application/Practice using the

Developing New competency

Competency Gap scoring

Understanding the competency

Developing and Match and recycle

Attitude, Feeling SKILL

Enjoys variety and change. 1 2 3 4 5

 Finds it difficult to relax. 1 2 3 4 5

Has considerable energy and likes to keep busy. 1 2 3 4 5

Match and recycle

H R D Dimensions cmowly@gmail.com Mowly / vbc / hr

Candidate is assessed and profiled

What is this Competency?

Knowledge Understanding Skills Attitude

What do you do that applies to this competency?

1. - Excels at this - it is one the strengths. Records:

Mgmt Support, Coaching, Feedback

H R D Dimensions cmowly@gmail.com Source: DDI Monograph

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Finds it difficult to relax. 1 2 3 4 5