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Knowing is not enough; we must apply. Willing is not enough we must do. - Goethe
precursor to the key methodology used in rigorous competency studies significant behavioral events that distinguish between average and superior performers. It is Flanagans critical incidents technique that sixteen years later inspires David McClelland to discover and develop the term of competency
(McClelland, 1973) Competency: an underlying characteristic of a person which enables them to deliver superior performance in a given job, role, or situation. Not biased Can be learned and developed over time Implication: If competencies are made visible and training is accessible, individuals can understand and develop the required level of performance
enable him or her to demonstrate the appropriate specific actions. (Boyatzis,Richard E. The Competent Manager: A Model for Effective Performance. New York: Wiley, 1982, p. 12). the first empirically-based and fully-researched book on competency model developments specific behavior and clearly defined performance outcomes like Flanagan, stressed importance of systematic analysis in collecting and analyzing examples of the actual performance of individuals doing the work
TODAY!
34 years after the first competency model, more than half of the Fortune 500 companies are using competency modeling.
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:
CONCEPT OF COMPETENCY
Skill:
Ability accomplish Talent: Inherent ability Competency: Underline characteristics that give rise to skill accomplishment Knowledge, skill and attitude
DEFINITION
First popularized by Boyatzis (1982) with Research result on
that exists in a person that leads to behaviour that meets the job demands
within parameters of organizational environment, and that, in turn
trait, social role or a skill of a person linked to superior performance on the job. Hayes 1979 Competencies are personal characteristics that contribute to effective managerial performance. Albanese 1989
WHAT IS COMPETENCY?
A competency is defined as a behavior or set of behaviors that describes excellent performance in a particular work context
THE ICEBERG
ONLY 10% OF ANY ICEBERG IS VISIBLE. THE REMAINING 90% IS BELOW SEA LEVEL.
THE ICEBERG
10 %
SEA LEVEL
90 %
THE ICEBERG
THE ICEBERG
KNOWLEDGE & SKILLS
KNOWN TO OTHERS
SEA LEVEL
UNKNOWN TO OTHERS
ATTITUDE
THE ICEBERG
KNOWN TO OTHERS
BEHAVIOR
SEA LEVEL
UNKNOWN TO OTHERS
ATTITUDE
MOTIVES ETHICS - BELIEFS
A competency is an underlying characteristic of a person which enables him/her to deliver superior performance in a given job, role or situation.
They consist of clusters of knowledge, skills, and personal attributes that AFFECT an individuals ability to PERFORM
demonstrate excellent performance. Therefore, they do not include knowledge, but do include "applied" knowledge or the behavioral application of knowledge that produces success. In addition, competencies do include skills, but only the manifestation of skills that produce success. Finally, competencies are not work motives, but do include observable behaviors related to motives.
Components of Competency
Skill
capabilities acquired through practice. Knowledge understanding acquired through learning. Personal attributes inherent characteristics which are brought to the job Behavior The observable demonstration of some competency, skill, knowledge and personal attributes attributed to excellent performance
KNOWLEDGE
COMPETENCIES
SKILL
PERSONAL MOTIVES
Does he use his knowledge ? Does he use his skill? Does he use his attitude/motive?
JOB
Superior performance in
characteristic of a persons inputs. Cluster of knowledge, attitude and skill. Generic knowledge,motive,trait,r ole or a skill. Personal charcteristics,set of skills,related knowledge and attributes.
a given job , role or situation. Individuals ability to perform Linked to superior performance on the job Contribute to effective managerial performance Succeddfully perform a task or an activity within a specific function or job
lists the tasks or functions and responsibilities for a particular role, a set of competencies (or competency profile) lists the abilities needed to conduct those tasks or functions.
Too often job descriptions are not worded in a manner that enables an employee's performance to be effectively measured. Competencies on the other hand are described in terms such that they can be observed, measured and rated against criteria that are standardized and required to do the job effectively
KNOWLEDGE RELATED TO INFORMATION COGNITIVE DOMAIN SET OF SKILLS RELATES TO THE ABILITY TO DO. PHYSICAL DOMAIN ATTRIBUTE RELATES TO QUALITATIVE ASPECTS , PERSONAL CHARACTERISTICS OR TRAITS
COMPETENCY
Competencies
Distinguish Exemplary Performers from Average Performers
EXERCISE 1
KNOWLEDGE
Labour law
SKILL
Submission of returns Maintenance of
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
communication Oral communication Written communication Persuasive communication Interpersonal awareness Influencing others Building collaborative
ACHIEVING RESULTS
Initiative Enterpreneurial
gathering Analytical thinking Forward thinking Coceptual thinking Strategic thinking Technical expertise
orientation Fostering innovation Result orientation Thoroughness Decisiveness Business acumen Global prospective
Stress Management
Personal Credibility Flexibility
DAY 2
called competencies that include the key behaviors required for excellent performance in a particular role. Excellent performers on-the-job demonstrate these behaviors much more consistently than average or poor performers. These characteristics generally follow the 80-20 rule in that they include the key behaviors that primarily drive excellent performance. They are generally presented with a definition and key behavioral indicators. In contrast, competencies do not include "baseline" skills and knowledge (i.e., commonly expected performance characteristics such as finishing assigned work, answering the telephone, writing follow-up letters, etc.), job tasks, or unusual or idiosyncratic behaviors that may contribute to a single individual's success.
Business Strategy
Competency Requirements
SuccessFactors Behaviours
COMPETENCY MAPPING
Competency mapping is a process of identifying key competencies for a particular position in an organisation, and then using it for job-evaluation, recruitment, training and development, performance management, succession planning, etc.
Competencies, Competency definitions, Competency types, Competency levels and appropriate supporting behavioral indicators.
ESTABLISHING FOCUS
support of the business mission. a) Acts to align own units goals with the strategic direction of the business b) Ensures that people in the unit understand how their work relates to the businesss mission c) Ensures that everyone understands and identifies with the units mission d) Ensures that the unit develops goals and a plan to help fulfill the businesss mission
achievements b) Acknowledges and thanks people for their contributions c) Expresses pride in the group and encourages people to feel good about their accomplishments d) Finds creative ways to make peoples work rewarding e) Signals own commitment to a process by being personally present and involved at key events f) Identifies and promptly tackles morale problems g) Gives talks or presentations that energize groups
ORAL COMMUNICATION
Expressing oneself clearly in conversations and interactions with
others.
1. 2.
3.
4. 5. 6. 7.
Speaks clearly and can be easily understood Tailors the content of speech to the level and experience of the audience Uses appropriate grammar and choice of words in 0ral speech Organizes ideas clearly in oral speech Expresses ideas concisely in oral speech Maintains eye contact when speaking with others Summarizes or paraphrases his/her understanding of what others have said to verify understanding and prevent miscommunication
COMMUNICATES STRATEGICALLY
ANTICIPATE REACTIONS
LEVEL 1
PLANS TASKS AND ORGANISES OWN WORK
LEVEL 2
APPLIES PLANNING PRICIPLES TP ACHIEVE WORK GOALS
LEVEL 3
DEVELOPS PLAN FOR THE BUSINESS UNIT
LEVEL 4
INTEGRATE AND EVALUATE PLANS TO ACHIEVE BUSINESS GOALS
LEVEL 5
PLANS AND ORGANISES AT A STRATEGIC LEVEL
ENSURES
RESOURCES ARE AVAILABLE TO ACHIEVE SET OBJECTIVES
Stage 2a: Identifying Employee Core Competencies possessed by all employees regardless of their functions. Review business vision and strategy Identify Employee Core Competencies (behaviors) to achieve strategy Relevant to each existing function/job/role.
Stage 2b: Identifying Job Relevant Competencies Determine and understand the nature of the job/role/position to be analyzed.
task analysis. This involves identifying the critical task of the job together with the jobholder and the immediate superior. It is important that only the critical tasks are considered, as these are the ones that enable the jobholder to perform. The critical tasks are then recorded as competency requirements.
jobholder must satisfy are described. The Performance Criteria are the standards to which the jobholder must demonstrate when carrying out the tasks. For e.g. a Welder when joining two metal sheets together must ensure that the workplace is safe for him to carry out the task. He must also ensure that the weld that he produces meets the quality standards and that he welds within the specified time frame
Conduct behavioral event interview to identify behavior indicators. Define the competency with a description which includes the previously identified behavior indicators Scale each identified behavior indicator from lower to higher levels of performance. Validate and confirm the matrix of competency catalogue with key stakeholders
Identify roles and responsibilities of each position (JD or JA) Establish competency matrix: match the roles and responsibilities with the competencies Analyze the weight of the roles and responsibilities as a basis to decide the level of proficiencies
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 MAPPING Strategy-Structure Congruence Structure Role Congruence Vertical & horizontal Role linkages Positioning to bring in competitive advantage
ROLE COMPETENCIES
A set of competencies required to perform a
goals State the content of the above in one or two sentences Position the role in perspective with that of others
competencies Rank- order and finalize on 5/6 competencies critical to the role
Dr. MG Jomon, XIMB
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
PREPARATION
ADMINISTRATION
Complied
Not Complied
administration
COMPETENCY ASESSMENT
Following methods are used:
Assessment/Development Centre 360 Degree feedback Role plays Case study Structured Experiences
Simulations
Business Games
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
competitive advantage
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
LUNCH
COMPETENCY
OBSERVABLE BEHAVIOURS
JOB PERFORMANCE
elements of the jobs and defines the job into sequences of tasks necessary to perform the job Competency model focuses on how. studies the people who do the job well (STARs), and defines the job in terms of the characteristics and behaviors of these people.
fairness,respect for individual 3M Corp.: innovation, initiative and personal growth, Wal-Mart Stores Inc.: commitment, enthusiasm; Walt Disney Co.: creativity, dreams, imagination
When done correctly, implementing competencies within your organization gives you the means to: Translate the organizations vision and goals into expected employee behavior Implement more effective and legally defensible recruitment, selection and assessment methods Reduce hiring costs and absenteeism / turnover rates Identify areas for employee development that are directly linked to desired outcomes and organizational objectives Target training dollars in areas that are will realize the most return on investment Set more effective (and valid) criteria for developing and evaluating performance Identify gap between present skill sets and future requirements And if downsizing is required, ensure retention of the essential competencies for the success of the organization. Furthermore, by communicating these competencies to employees, organizations empower employees to take charge of their careers, direct their own personal development, and continually self-evaluate and improve. What are Roles?
Identify the success criteria (i.e., behavioral standards of performance excellence) required to be successful in their role. Provide a more specific and objective assessment of their strengths and specify targeted areas for professional development. Provide development tools and methods for enhancing their skills. Provide the basis for a more objective dialogue with their manager or team about performance, development, and career related issues.
culture, and vision. Establish expectations for performance excellence, resulting in a systematic approach to professional development, improved job satisfaction, and better employee retention. Increase the effectiveness of training and professional development programs by linking them to the success criteria (i.e., behavioral standards of excellence). Provide data on development needs that emerge from group and/or organizational composites that are an outcome of multirater assessments. Provide a common framework and language for discussing how to implement and communicate key strategies. Provide a common understanding of the scope and requirements of a specific role Provide common, organization-wide standards for career levels that enable employees to move across business boundaries.
For Managers
Identify performance criteria to improve the
accuracy and ease of the hiring and selection process. Provide more objective performance standards. Clarify standards of excellence for easier communication of performance expectations to direct reports. Provide a clear foundation for dialogue to occur between the manager and employee about performance, development, and career-related issues
How will Career Development Framework benefit the company in terms of training?
Training and development will be more focused,
as it will address specific gaps in competencies. It will no longer be based on qualitative justifications. Though in the initial period, training expenditure may increase, depending on the number of competency gaps, in the long term, the return on training expenditure may is justifiable when competencies gaps are addressed and employees perform to expectations.
Competency Level and your Current Competency Level will determine whether there are gaps to be addressed. The gaps will allow the employees to focus on the training and development programs necessary. There is no longer a need for employees to wonder what training is necessary.
many Human Resource Management purposes, such as: A guide in creating job descriptions A guide for hiring managers during behaviorbased job interviews. A self-assessment tool for employees and managers A performance management guide for managers/supervisors A training evaluation tool
THANK YOU