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KR.SAURABH
PM & HRD
BIMHRD
What do we mean when we
say “COMPETENCY” ?
A Competency is an underlying
characteristic of a person which enables
him /her to deliver superior performance
in a given job, role or a situation.
Competencies are seen mainly as inputs.
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
Attribute
Set of
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.
• Generic Competencies
• Competencies which are considered essential
for all employees regardless of their function or
level. - Communication, initiative, listening etc.
• 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
Competency
Model
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
• Review the model and make corrections
COMPETENCY MAPPING MODEL
ORGANISATION DIRECTION
• VISION
• MISSION
• SHORT TERM & LONG TERM GOAL
• STRATEGIES
• VALUES
THROUGH
ORGANISATION STRUCTURE
ROLES, POSITIONS, JOBS
KEY ACTIVITIES
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