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Kiran
Kiran
What do we mean when we
say “COMPETENCY” ?
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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.
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Competencies are seen mainly as inputs.
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Hayes (1979) –
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Albanese (1989) –
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UNIDO (2002)-
A Competency is a set of skills, related
knowledge and attributes that allow
an individual to successfully perform a
task or an activity within a specific
function or job.
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What is Common in the definitions?
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
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KNOWLEDGE
Relates to information
Cognitive Domain
Set of Attribute
SKILLS Relates to
qualitative
Relates to the
aspects
ability to do,
personal
Physical
Characteristics
domain COMPETENCY or traits
Outstanding
Performance of
tasks or activities
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Behaviour Indicators
• A Competency is described in terms of key
behaviours that enables recognition of that
competency at the work place.
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Analytical Thinking
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Key Behaviour Indicators
• Independently researches for information and solutions to
issues
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Competency Model
• A competency model is a valid, observable,
and measurable list of the knowledge,
skills, and attributes demonstrated
through behavior that results in
outstanding performance in a particular
work context.
• 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
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Competency modeling begins the process of building
tools to link employee performance to the mission and
goals of the organisation .
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Why Competencies ?
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Traditional Job Analysis Vs Competency Approach
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Distinguish Superior From Merely Satisfactory Performance
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Behaviour Indicators Based upon what outstanding individuals
actually do
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The Competencies are Behaviour Specific
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Holistic Application
Competencies
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Alignment of HR systems
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Competency
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Competency based recruitment
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Competency based Performance Appraisal
Competencies Enable
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Competency based Training
• Competency based appraisal process leading to
effective identification of training needs.
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Competency based Development
• Competencies
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Competency based Pay
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Methodology?
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Steps in Model Building
• Background information about the organisation
• Decide on the Occupation / Job Position(s) that
require competency Model(s)
• Discuss the application of the competency model
• Select a data collection method and plan the
approach
• Organize Data collected
• Identify main themes or patterns
• Build the model - Defining specific behaviour
Indicators
• Review the model
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Data Collection Methods
• Resource / Expert Panels
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Data Collection Methods
• Generic competency Dictionaries
• Conceptual frameworks of commonly
encountered competencies and behaviour
indicators.
• Serve as a starting point to the model building
team.
• Can be used in resource panel by asking the
participants to select a set of generic
competencies related to the job and rate the
importance
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Competency
model building
A detailed approach
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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
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A Detailed Approach
• Critical incident technique - interviewing top
performers
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A Detailed Approach
• Content Analysis
• Group behaviours
• Match behaviours to competencies using
competency dictionary as a guideline
• Evolve new set of competencies if any
• Match behaviour indicators identified through
CIT to the top 10 competencies identified by the
focus group
• Review the model and make corrections
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COMPETENCY MAPPING MODEL
ORGANISATION DIRECTION
• VISION
• MISSION
• SHORT TERM & LONG TERM GOAL
• STRATEGIES
• VALUES
THROUGH
ORGANISATION STRUCTURE
ROLES, POSITIONS, JOBS
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.
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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.
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DESIGNING THE QUESTIONNAIRE
1.2 PART - II
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2.0 DATA COLLECTION
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3.0 C0MPETENCY DRAFTING
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4.0 FINALISE ROLE DESCRIPTION
AND
COMPETENCIES - JOB WISE
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5.0 FINALISING CORE COMPETENCIES FOR
• Middle Management
• Senior Management / Top Management
6.0 PURPOSE OF COMPETENCY MAPPING
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Any Questions ???
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