1 An Introduction to Competency Management A Presentation to the MBA Students of A Presentation to the MBA Students ofABSBY Dr Pallab Bandyopadhyay Vice

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An Introduction to Competency An Introduction to Competency Management Management

A Presentation to the MBA Students of A Presentation to the MBA Students of ABSABSBY BY

Dr Pallab BandyopadhyayDr Pallab BandyopadhyayVice President and Head- HR Asia PacificVice President and Head- HR Asia Pacific

2323rdrd August, Bangalore August, Bangalore

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What is a competency?What is a competency?It is an underlying characteristic of an individual that is causally related to criterion referenced effective and/or superior performance in a job or situation

William Lyle Spencer

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What is a competency?What is a competency?

Refers to the individual’s knowledge,skills, abilities or personality characteristics that directly influence his/her job performance

Dave Ulrich

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What is a competency?What is a competency?

Competency is an underlying characteristic of a person that leads to or calls superior or effective performance

Richard E Boyatzis

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What is a competency?What is a competency?PCMM Model

Version 1– Knowledge– Skills

Version 2– Knowledge– Skills– Process Ability

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What is competency?What is competency?Competency is defined as a set of attributes that are required for superior performance in a specific role. These attributes could be knowledge, skill, attitude, ability or any other attribute

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Knowledge

Skills

Attitude

Ability

Context

Role & Band

What is competency at?What is competency at?

AAttttrriibbuuttees s

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• Competence concentrates on the outcomes of job performance. (WHAT has been achieved)

Competence Vs CompetencyCompetence Vs Competency

• Competency focuses on the behaviors that cause that outcome. (HOW was it achieved)

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Why Competencies ?Why Competencies ?

• If people know what the success factors are, they attempt to develop them

• Competencies offer a more specific and objective basis to define personal factors.

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Diagnostic workshop May 1999

Interviews with MCM and Senior Mgrs.August 1999

Validation of Competencies through in-depth interviews & survey - 1999- 2001

Methodology,an exampleMethodology,an example

Identification of competencies September 1999

Validation of competencies through focus groups – May 2000

Validation from experts – November 2001

Source -Sasken

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Defining CompetenciesDefining Competencies• Job analysis

Source-SHL

• Identifying high performers

• Identifying competencies

• Defining competencies

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Job analysis….Job analysis….

• Seeks to identify what is required for effective performance in a role

Source-SHL

• Is at the root of any competency modeling exercise

• Should always be a multi-method approach

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Job analysis methods: Job analysis methods: 11 The visionary interview

Target level of job analysis

Inputs gathered from

Source-SHL

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Job analysis methods: 1Job analysis methods: 1

• Typical questions:–What aspects of the role are this group currently strong/weak

on?

–How is this role likely to change in the future?

• Advantages:– Incorporates breadth of perspective and future issues

• Limitations:– Distant from actual job

The visionary interview

Source-SHL

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Job analysis methods: Job analysis methods: 22 The repertory grid interview



Source-SHL

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• Typical questions:– In what way is this (good performer) employee’s style different

from this (poor performer) employee’s style?

• Advantages:– Incorporates the manager’s immediate top-down focus

• Limitations:– Distance from actual job/selective focus

The repertory grid interview

Source-SHL

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The critical incident interview



Source-SHL

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• Typical questions:– Tell me about the most difficult situation you have had to handle in

the job in the last six months

• Advantages:– ‘Live’ issues from the job-holder’s perspective

• Limitations:– Selective focus/personal agendas

The critical incident interview

Source-SHL

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The card sort session



Source-SHL

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Job analysis methods: 4Job analysis methods: 4The card sort session

Taking Action

(A) Makes things happen

(B) Generates activity

(C) Takes action quickly

DECIDING AND INITIATING ACTION

Making an Impact

(A) Creates an immediate, positive and credible impression on others

(B) Makes an effort to present a positive physical image

PERSUADING AND INFLUENCING

(A) Identifies and organises resources needed to accomplish tasks

(B) Ensures availability of critical resources

(C) Effectively manages the deployment of people and equipment

PLANNING AND ORGANISING

Managing Resources

Source-SHL

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• Typical process:– Sort these cards into those tasks fundamental to the role, those

relevant to the role and those irrelevant to the role

• Advantages:– Forces respondents to think about all aspects/comprehensive and

validated

• Limitations:– Language of description is imposed rather than emergent

The card-sort session

Source-SHL

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Card Sort Critical Incident

Visionary Repertory Grid

A complete job analysisA complete job analysis

Source-SHL

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Job analysis outputJob analysis output

• A series of behavioural statements or indicators defining what makes someone effective in that role in that organisation both now and in the foreseeable future

• The job analyst’s task is to take the total set of indicators and group related items into meaningful dimensions

Source-SHL

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An example of competency clustering: 1An example of competency clustering: 1

1. Is willing to take calculated risks and act on his/her analysis of the situation

4. Understands critical relationships, causes, effects and relevant factors

5. Analyses performance data to review how tasks could have been performed better

8. Quickly builds rapport and makes people feel at ease

2. Takes effective steps to reduce conflict or frustration among colleagues

9. Leads from the front, sets an example and gets the best out of people

3. Defines and reinforces standards for appropriate behaviour

6. Diagnoses training needs in his/her people and creates development opportunities

7. Standardises processes to ensure consistency of output

Source-SHL

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10. Consults widely and asks the right questions

15. Interacts with people in a balanced, transparent and non-abrasive manner

13. Adopts the most appropriate interpersonal style for different circumstances

12. Encourages discussion among his/her staff. Knows what they are thinking

14. Builds in checkpoints, milestones and controls

11. Continuously creates and updates contingency plans

16. Prioritizes effectively and allocates realistic timeframes for activities


Source-SHL

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15. Interacts with people in a balanced, transparent and non-abrasive manner

13. Adopts the most appropriate interpersonal style for different circumstances

8. Quickly builds rapport and makes people feel at ease

2. Takes effective steps to reduce conflict or frustration among colleagues

Source-SHL

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9. Leads from the front, sets an example and gets the best out of people

3. Defines and reinforces standards for appropriate behaviour

6. Diagnoses training needs in his/her people and creates development opportunities

12. Encourages discussion among his/her staff. Knows what they are thinking

14. Builds in checkpoints, milestones and controls

11. Continuously creates and updates contingency plans

7. Standardises processes to ensure consistency of output

16. Prioritises effectively and allocates realistic timeframes for activities


Source-SHL

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Title Judgement, Analysis and Decision Making

Definition Collects relevant and comprehensive information. Breaks the problem down and applies appropriate logic. Reaches balanced and rational decisions

Source-SHL

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Competency models: A definitionCompetency models: A definition

• A competency model is a structured way of describing effective job

behaviour

• Competencies provide a clear specification of individual knowledge, skill,

characteristics, attributes, values and culture-fit requirements

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Competency Model in Org. contextCompetency Model in Org. context

• A competency model is not an end in itself. It is a means of defining measurement parameters

• It typically provides the platform for one or more integrated HR tools

• Reduces a considerable amount of complex information to manageable ‘chunks’

• It provides a common language for talking about performance

Source-SHL

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Competency Model in Org.contextCompetency Model in Org.context

• A vast number of organisational processes - appraisal, performance management, selection, promotion and development - tend to happen with little consistency or replicability and on the basis of individual bias or selective focus

• The more senior or critical the position, the more dangerous it becomes for these processes to remain ad hoc and subjective

Source-SHL

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the impact of Competency Model is the impact of Competency Model is that...that...• They allow logic, transparency, consistency and a common vocabulary to dominate

these processes

• They represent a significant systemisation and maturation of processes (which is why competency based HR processes are an essential part of many quality initiatives such as PCMM)

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Criteria for an effective competency modelCriteria for an effective competency model

• Manageable number

• Relevant (gains buy-in within the organisation)

• Discrete• Comprehensive

• Expressed in a way that facilitates the process in focus

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McBer Generic Competencies( Also-Lyle Spencer)

Competency ModelsCompetency Models

• Achievement and action competencies

• Managerial competencies

• Influencing competencies

• Personal effectiveness competencies

• Cognitive competencies

• Helping and Human Service

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Ice-berg ModelIce-berg Model

Knowledge

Skills

Self Concept

Traits

Motives

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Competency ModelsCompetency Models

SHL Performance Area Model• Managing tasks

• Managing people

• Communicating

• Thinking creatively

• Working with information

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Dave Ulrich

Based on 10,000 individuals in 91 firms- HR Specific- usedby GE

Competency ModelCompetency Model

• Knowledge of Business

• Delivery of HR Practices

• Management of Change

• Management of Culture

• Personal Credibility

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Options for expressing competency models: 1Options for expressing competency models: 1

• Negative Indicators– Is slow to respond to

changes in conditions– Is suspicious and cynical

about the need to change– Clings to out-moded ideas or

work practices

• Positive Indicators– Easily switches from one

environment or issue to another– Supports and champions change

initiatives– Changes his/her views when

presented with compelling arguments

Adapting and Responding to Change

Demonstrates openness, flexibility and sensitivity to the environment. Is a force for change and fights inertia.

Source-SHL

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Shares information and encourages communication throughout the organisation Promotes and defends ideas effectively Clarifies and formalises agreements

Accurately identifies and presents the key points of an argument Projects personal credibility and expertise Promotes his or her ideas effectively

Options for expressing competency models: 2Options for expressing competency models: 2Communication and Presentation Skills: transition elements

Level 1

Level 2

Level 3

Level 4

Level 5

Demonstrates flexibility in presentation styles and adapts to suit the audience Explains concepts at the appropriate level of understanding Has good manners – is interpersonally ‘polished’

Shapes the agenda for discussions Guides discussion to a desired end point Promotes and defends own ideas and those of the team or organisation

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Components of competency frameworkComponents of competency framework

• Competency Definition

- General description of behaviors and activities that must be demonstrated by employee to achieve the desired objectives

• Proficiency level

- Proficiency level is the competency rating scale, which classifies observable & measurable behaviors in to various levels.

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Proficiency FrameworkProficiency Framework

Level 1 Beginner

Level 2Competent

Level 3Advanced

Level 4Expert

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An example ofAn example ofCompetency framework Competency framework

at Sasken at Sasken

Achievement Orientation

People Management

Strategic Orientation

Team Skills Adaptability

Communication

Self Management

Creativity

Customer Orientation

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Competencies

Resourcing

Recruitment Through Competency based Interviewing

Internal Transfers based on competency assessment

Career Management

Managerial /Technical Ladder

Horizontal Movements to manage career aspirations

Performance Management System

Role/Band based Technical & Behavioral Competency

Assessment/Development Centre

People Movement

Promotions and transitions Across Band & Grade

Onsite-Offshore Rotation

Learning & Development

Competency based training

Business aligned leadership development

Compensation and Benefits

Competency based pay

Reward for cross skilling/enhancement

Competency Based Management System

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Thank You Thank You

Questions ???????????????????????Questions ???????????????????????

[email protected]

Documents

1 An Introduction to Competency Management A Presentation to the MBA Students of A Presentation to the MBA Students ofABSBY Dr Pallab Bandyopadhyay Vice