Competecny Analysis Apexa

8/6/2019 Competecny Analysis Apexa

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Competency Analysis &

Management

Presented by:

Apeksha sharma

Urvashi mathur


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Alarming facts!!!!!

Research indicates that

Source of 50% of job performance problems is

that people are in the wrong job.

25% of on-the-job performance problems is the

inability to identify the gaps between the

competencies of the person and the requirementsof the job.


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A Wise CamelA Wise Camel

A mother and a babyA mother and a babycamel were lazing around,camel were lazing around,

and suddenly the babyand suddenly the babycamel asked....camel asked....


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Baby: Mother, mother, may IBaby: Mother, mother, may I

ask you some questions?ask you some questions?

Mother: Sure! Why son, is thereMother: Sure! Why son, is there

something bothering you?something bothering you?


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Baby: Why do camels haveBaby: Why do camels havehumps?humps?

Mother: Well son, we are desert animals,Mother: Well son, we are desert animals,

we need the humps to store water andwe need the humps to store water andwe are known to survivewe are known to survive withoutwithout water.water.


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Baby: Okay, then why are our legs long and

Baby: Okay, then why are our legs long andour feet rounded?our feet rounded?

Mother: Son, obviously they are meant forMother: Son, obviously they are meant forwalking in the desert, You know with thesewalking in the desert, You know with these

legs I can move aroundlegs I can move around thatthat desert betterdesert better

than anyone does! Said the mother proudly.than anyone does! Said the mother proudly.


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Baby: Okay, then why are ourBaby: Okay, then why are our

eyelashes long? Sometimes iteyelashes long? Sometimes itbothers my sight.bothers my sight.

Mother: My son, those long thick eyelashesMother: My son, those long thick eyelashesare your protective cover. They help toare your protective cover. They help to

protect your eyes from the desert sand andprotect your eyes from the desert sand and

wind. Said mother camel with eyes rimmingwind. Said mother camel with eyes rimming


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Baby: I see. So the hump is to store water

Baby: I see. So the hump is to store waterwhen we are in the desert, the legs are forwhen we are in the desert, the legs are for

walking through the desert and thesewalking through the desert and these

eyelashes protect my eyes from the desert...eyelashes protect my eyes from the desert...

Then what the hell are we doing here in theThen what the hell are we doing here in theZzzoooooo!Zzzoooooo!


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MORAL OF THE STORY IS

MORAL OF THE STORY IS::

"Skills, knowledge, abilities and"Skills, knowledge, abilities and

experiences are only useful if you are atexperiences are only useful if you are atthe right place"the right place"

(Where are you right(Where are you right

now????????)now????????)


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""Quote of the day: Love your job""Quote of the day: Love your job

but never fall in love with yourbut never fall in love with your

company, because you never knowcompany, because you never know

when the company stops lovingwhen the company stops lovingyou!!""you!!""


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CONCEPT OF COMPETENCY

Skill: Ability accomplish

Talent: Inherent ability

Competency: Underline characteristics that give rise to skill

accomplishment

Knowledge, skill and attitude

Dr. MG Jomon, XIMB


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DEFINITION

First popularized by Boyatzis (1982) withResearch result on clusters of competencies:

A capacity that exists in a person that leads to

behaviour that meets the job demands withinparameters of organizational environment, andthat, in turn brings about desired results

Dr. MG Jomon, XIMB


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Competencies are seen mainly as inputs.

They consist ofclusters of knowledge,attitudes and skills that affect an

individuals ability to perform.


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Set of

SKILLS

Relates to the

ability to do,

Physical

domain

Attribute

Relates to

qualitativeaspects

personalCharacteristics

or traits

KNOWLEDGE

Relates to information

Cognitive Domain

COMPETENCY

OutstandingPerformance of

tasks or activities


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Hayes (1979)

Competencies aregeneric knowledgemotive, trait, social role or a skill of aperson linked to superior performance

on the job.


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COMPETENCY Vs. COMPETENCE

Competency: 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: Often referred as the

combination of the above two.


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What isa

Competency Model?


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Competency Model

A competency model is a valid, observable,

and measurable list of the knowledge,skills, and attributes demonstratedthrough behavior that results inoutstanding performance in a particularwork context.

Typically A competency model includes

Competency titlesDefinitions of those titles

Key Behaviour indicators


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Competency - Broad Categories

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 includingdirectors and senior posts.


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Competency - Broad

Categories Technical / Functional

Specific competencies which are considered essentialto perform any job in the organisation within a definedtechnical or functional area of work.

e.g.: Finance, environmental management,etc


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Competency Analysis Process Diagram


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Methodology

Competency analysis begins with

Identification of the workforce competencies required to perform theorganizational business activities. Once the competencies areidentified,

a mapping between the targeted vs. actual value of competencies isrequired to measure, analyze and predict the future capability ofcompetencies and take necessary corrective/preventive action toeither enhance or maintain the current capability.

Identifying the tasks, skills, knowledge and attitude required to

perform various organizational roles can be used in formulating jobdescription, assessing employees current level of competency, andactivities like planning career development and coordinatingcompetency development.


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Steps in CA

Step 1:- Plan

1. A plan is developed for analyzing workforcecompetencies that typically includes:

the competency analysis activities to be performed,

the schedule for competency analysis activities, the individuals or groups responsible for competency

analysis activities,

the resources and effort required, including access to thestaff, and

the process for review and approval of the plan by allparties affected by competency analysis activities.


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Step2:- MethodExamples of methods for workforce competency

analysis include the following:

Position analysis

Critical incident interviews

Behavioral event interviews Process analysis and engineering

Task analysis

Knowledge engineering

Analysis of skill needs


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Steps in CA Continued3. The organization defines the level of knowledge, skills, and process

abilities underlying each of its workforce competencies.

4. The knowledge, skills, and process abilities required to performcommitted work are defined for each workforce competency.

5. Subject matter experts are involved in analyzing the knowledge, skills,and process abilities required to perform their committed work.

6. A description of the knowledge, skills, and process abilities is defined foreach workforce competency using a representation and format that isappropriate for its intended use.

7. Descriptions of workforce competencies are used for guiding workforcepractices at the organizational level and within units.


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Goals

The workforce competencies required to perform theorganisations business activities are defined and

updated.

The work processes used within each workforce

competency are established and maintained. The organisation tracks its capability in each of its

workforce competencies.

Competency Analysis practices are institutionalized to

ensure they are performed as defined organisationalprocesses.


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Information Sources

Example sources of information on an individuals level of capability in

a workforce competency include the following: Training and other development records

Mentoring or apprenticeship reports

Performance management records

Management assessment of knowledge, skills, and process abilities

Self-assessment of knowledge, skills, and process abilities Peer evaluations

Process assessments

Awards and achievements

Professional accomplishments

Assessment centers

Information from the performance of business activities


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Impact

Objective gap analysis of employees competencies resulting in individualdevelopment for an employees current and future role

Reduced interview vs. selection ratio as a result of competency basedassessment at the time of hiring

Self-development of more than 90% of employees in their competenciesin respective domains, communication skills and leadership skills

Increased transparency in the job expectations for an individuals currentor future role

Improved employee-organisation fit with employees having more clarityon their role towards achieving the companys goals

Significant improvement in overall organisational competencies with the

mandatory competencies check done at the time


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It is about identifying preferred behaviours and

personal skills which distinguish excellent andoutstanding performance from the average.A

Competency is the ingredients (skills, knowledge,

attributes and behaviours) that contribute to

excellence.

What is Competency Mapping?


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COMPETENCY MAPPING MODEL

ORGANISATION DIRECTION

VISION MISSION SHORT TERM & LONG TERM GOAL STRATEGIES VALUES

TRANSLATING THEM INTO ACTIONS FORACTUALISATION

ORGANISATION STRUCTURE

ROLES, POSITIONS, JOBS

THROUGH

CORE COMPETENCY OF THE

ORGANISATIONROLE COMPETENCY


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Individualistic Models

Traditional Person-Job Match Model

This model assumes that employees have jobs with specific and

identifiable tasks. Work is generally standardized and repetitive in

an organizational hierarchy. Job performance is readily verifiable.

This model works best with organizations defined by stable

environmentsStrategy Based Model

This model assumes that employees have roles defined by the

organizations strategic goals. Work is flexibly defined and often

carried out in a flattened, decentralized or matrix structure. Roleperformance is only partially verifiable. This model functions

most effectively in organizations in competitive, complex or highly

stressed environments.


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Individualistic Models (contd)

The Strategy Development Model

This model assumes that employees with broad, strategic

attributes will create their own roles which interact to produce

the organizations strategy. Work is constantly evolving within a

network of organizational relationships. This model is described

in terms of organizations in chaotic, unpredictable, or very rapidlychanging environments.

Intellectual Capital Model

These models emphasize the linkages and dynamic

interaction among human capital, structural capital, and

customer (client) capital. These models stress the knowledge

that resides in employees and strategies to use it and value it

differently.


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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 theapproach

Organize Data collected

Identify main themes or patterns

Build the model - Defining specific behaviourIndicators

Review the model


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Data Collection Methods

Resource / Expert Panels

Structured process to get the participants (Job holders,managers HR / training staff) to think systematicallyabout the job, skills and personal characteristics

needed for success.

Critical Event Interviews

Structured interviews with superior performers whichinvolves in-depth probing of a large number of eventsand experiences.


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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 buildingteam.

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 MAPPING PROCESS

1.0 DESIGNING THE QUESTIONNAIRE

While designing the questionnaire

following factors are to be taken into

consideration:

1.1 Part - I

1.1.1 Purpose of the job.

1.1.2 Critical Success Factors

1.1.3 Key Result Areas

1.1.4 Key Activities


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CSF - 1 CSF - 2 CSF - 3 CSF - 4 CSF - 5

KEY RESULT AREAS

KRA- 1 KRA - 2 KRA - 3 KRA - 4 KRA - 5

KEY ACTIVITIES

KA - 1 KA - 2 KA - 3

JOB

CRITICAL SUCCESS FACTORS

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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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.

DESIGNINGTHE QUESTIONNAIRE CONTINUED


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DESIGNING THE QUESTIONNAIRE

1.2 PART - II

1.2.1 Academics, Knowledge

Skills Sets

Experience

1.2.2 Competencies


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3.0 C0MPETENCY DRAFTING

3.1 Rank Order of the list of competencies

3.2 Comparing good performer and average performer

with select list of competencies.

3.3 Use research data and assign competencies

to positions.


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4.0 FINALISE ROLE DESCRIPTION

AND

COMPETENCIES - JOB WISE


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6.0 PURPOSE OF COMPETENCY MAPPING

"Effectiveness of an organisation is the summation of the

required competencies in the organisation".

y Gap Analysis

y Role Clarity

y Selection, Potential Identification, Growth Plans.

y Succession Planning.

y Restructuring

y Inventory of competencies for future planning.

"Effectiveness of an organisation is the summation of the

required competencies in the organisation".

y Gap Analysis

y Role Clarity

y Selection, Potential Identification, Growth Plans.

y Succession Planning.

y Restructuring

y Inventory of competencies for future planning.


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Competency-based HR is considered the best

HR. In India, however, this process has gainedforce only during the last couple of years.

Companies like Zensar Technologies and L&T

InfoTech follow competency mapping. Other

big companies like TCS, HCL Technologies, SBI,

Idea Cellular, Exide Industries, Birla Cellulosic,

etc. have got their employees trained in

competency mapping course but it remainsunclear if they strictly follow the line.


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You see, all the right things are written in books andresearch papers.

The trick is to ensure that there is no gap between what is

written in the books and your vision; from what is happening

on the shop-floor and what is going on in the marketplace.

That is execution. That is what makes the difference

Mukesh Ambani

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Competecny Analysis Apexa