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HRD
SESSION 4

COMPETENCY MAPPING

Dr. MG Jomon, XIMB

INTRODUCTION

Competence

Performance

Managing Change

Competency Mapping: A tool

SUMMARY

CONCEPT OF ROLE AND COMPETENCIES


COMPETENCY MANAGEMENT FRAMEWORK
COMPETENCY IDENTIFICATION
COMPETENCY ASSESSMENT
COMPETENCY DEVELOPMENT

Dr. MG Jomon, XIMB

CONCEPT OF ROLE

Expectations of significant others and self


Linking concept

Individual
Team
organization

Different from position

Dr. MG Jomon, XIMB

CONCEPT OF COMPETENCY

Skill:

Talent:

Ability accomplish
Inherent ability

Competency:

Underline characteristics that give rise to skill accomplishment


Knowledge, skill and attitude

Dr. MG Jomon, XIMB

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: 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, XIMB

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

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, XIMB

MACRO VIEW OF COMPETENCY MANAGEMENT


STRATEGIC FRAMEWORK

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

COMPETENCY FRAMEWORK

COMPETENCY MODELING
FRAMEWORK

Core Competencies
(Organizational wide)

Stakeholder Interest

Business Competencies
(SBU specific)

Achieving Business Targets

Team Competencies
(Project driven)

Role Competencies
(Role wise)

Market Positioning

Employee Satisfaction

Profit Center Orientations


Team Development & Synergy

Performance Accomplishment
Individual Development

MG Jomon.(2004). Unpublished

PROGRAM DESIGN AND IMPLEMENTATION : THE MODEL

COMPETENCY IDENTIFICATION
COMPETENCY FRAMEWORK

1.

Identification process (4 steps)

1.

Core competencies
(Organization wide

2.

Consolidation of checklist

3.

Rank Order and finalization

2.

Business competencies
(SBU specific)

4.

Validation and Benchmark

3.

Team Competencies
(project driven)

4.

Role competencies (Role


wise)

COMPETENCY
MAPPING
1.

Strategy-Structure
Congruence

2.

Structure Role
Congruence

3.

Vertical &
horizontal Role
linkages

4.

Positioning to bring
in competitive
advantage

COMPETENCY ASSESSMENT
1.

Psycho-metric tool

2.

360 Degree approach

COMPETENCY
DEVELOPMENT
1.

Maturity framework &


matrix

2.

Areas of improvement

3.

Action Plan

INTEGRATION OF HR
FUNCTION
1.

PMS

5. R&S

2.

CP & CD

6. RS

3.

SP & SD

4.

T&D

MG Jomon.(2003). Unpublished

COMPETENCIES : (Core, Business, Team, Role)

COMPETENCY MODELING

Less rigour

More rigour
CRITERIA: Validity, Applicability, Speed, Satisfaction

MG Jomon.(2004). Unpublished

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

Structure and list of roles


Definition of roles
Job description
Competency requirement

Dr. MG Jomon, XIMB

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

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

List down all the activities/tasks

small and big


Routine and Creative

Categorize activities under major heads

Dr. MG Jomon, XIMB

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

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

360 degree approach:


Self
others

Internal/External Customers
Boss/peers/Subordinate

Dr. MG Jomon, XIMB

COMPTENCY DEVELOPMENT
Role

Dr. MG Jomon, XIMB

Identified
competencies

Assessment
result

Areas of
improvement

Action plan

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
1.
2.
3.
4.
5.
6.
7.

Role Directory
Competency profiles
Competency Map
Competency based HR systems t
Recommendations: Rationalization of structure and manpower
Institutionalization of interventions
Organization Diagnosis Report

INTEGRATION OF HR SYSTEMS
(Competency based HR practices

Performance
Management System
Reward System

Career Plan & Career


Development
Competency requirement
Competency availability
Competency acquisition/
Development

Recruitment &
Selections

Training
/development Plans
& Programmes

Succession plans &


Succession
Development

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