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COMPETENCY
Presented byMAPPING
Tamanna Khan
MACRO VIEW OF COMPETENCY MANAGEMENT
BUSINESS STRATEGY
COMPETENCY REQUIREMENT
SUCCESS SKILL
FACTORS KNOWELDGE
BEHAVIOU ATTRIBUTES
R
COMPETENCY MODEL
Benefits of Competency
Framework
Recruitment
& Selection
Job Design & Performance
Grading Management
Career Succession
Pathing Planning
Training &
Potential
Development
Assessment Reward
Management
When should Competency
Models be used?
Attributes
Availability
Easy of Programming
Training Time
Orientation
Traits
High
Low
Symbol
Numeric
Attributes Traits Opposite
Market Research
Quality Control
Job Analysis and Design
Decision Making
Competency Models
❧ “Organizational” Approach Models
❧ Individualistic Models
“Organizational” Approach
Elliot Jaques provides a normative model of effective
hierarchical organizations with an emphasis on
competencies. The elements include the present and
potential competencies of individuals along the dimensions
of cognitive capacity, valuing the work, and non-disruptive
personality.
Peter Senge’s approach to a whole organization
competency model is captured in his notion of the "learning
organization“. Its essential characteristics include nurturing
the growth of new capabilities, transformational learning for
survival, learning through performance and practice, and the
inseparability of process and content.
“HR Systems” Approach
Dubois focuses on the whole human resources
system, but emphasizes competency improvements through
training and development strategies and programming: the
contingencies are driven by organizational strategy but
outcomes are focused on individual employees’ competency
enhancement.
Charles Snow’s contingency model links
organizational performance to HRM and competency.
Strategies depend on extent to which cause-effect relations
affecting organizational performance are known and degree
of formalized standards of desirable performance.
“Team” Approach
L COMPETENCY H
C ompanies create and use the Competency
models to specify the employee behaviors, knowledge,
and motivations that they believe are
necessary to produce organizationally critical results.
But if the model is not quite right, the organization will
suffer. To determine the right model it is essential to
look at actual data -- assessments of employees‘
competencies and of the results they achieve.
Example of Competency
Mapping
Competency Mapping at Zensar &
L&T Infotech
Zensar has a Behavioral Competency model that is based on
various job roles in the organization.
The following is the process of implementation of competency
mapping.
Having defined the various job roles, a focused study was initiated
where job role holders were interviewed on the critical incident
method and the data of success- critical factors collated.
The job roles and deliverables were finalized on the basis of
the competencies derived from the data.
This data was further analyzed, and on the basis of this
competencies that had an impact on the job roles and
deliverables were finalized.
After identifying the competencies, a job analysis exercise was
carried out where the importance level of every competency
was ascertained before freezing the competency model.
About L & T Infotech