Competencies Mapping -R

8/11/2019 Competencies Mapping -R

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COMPETENCY MAPPING


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What do we mean when we say

COMPETENCY ?


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Competency

David McClelland

A Competency is an Underlying Characteristics of an

individual that is causally related to effective and/ orsuperior performance in a job situation


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Attitudes

Values

Needs

ConflictsMotives

Knowledge Skills Behaviours

COMPETENCY IN INDIVIDUALS PSYCH

Observable

NonObservable


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Set of SKILLS

Relates to theability to do,

Physicaldomain

Attribute

Relates to

qualitativeaspects

personalCharacteristics

or traits

KNOWLEDGE

Relates toinformation

Cognitive Domain

COMPETENCY

OutstandingPerformance of tasks

or activities


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What is a Competency Model?


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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.Typically A competency model includes

Competency titlesDefinitions of those titlesKey Behaviour indicators


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Groups of Competencies

1. Behavioural: What are we?Personality, Aptitude, Abilities, Motives , Values etc.

2. Functional: What We Do? (Mktg, HR, Fin etc)3. Role: The Job ( Mgr, Leader etc)

4. Core: Organization/ Business ( Miniaturisation forSony, innovation for 3M etc)


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Classification of Competencies

Technical: Technology, Know how etc.

Managerial/Organizational: Organising, Planning,etc.Behavioural: Personal and InterpersonalConceptual/Theoritical: Model Building


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Classification Cont..

Threshold competency: Competencies to performoptimally in the job

Differentiating Competencies: Competenciesresponsible for superior performance


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Define Performance effectiveness

Hard data related to : Profits, Sales,Productivity Measures, Peer rating,Customer rating etc


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Collect data

Behavioural Event Interviews ( BEI),

Panels, Surveys, 360 ratings, expert rating,data base, observation etc.


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Identify CompetencyRequirements

Elements of the job to be performed andcharacteristics of people who do the job

well: Model


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Validate the Model

BEIs, Tests, Assessment Centre,Psychometrics

Second Criterion Sample


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Application

Selection, Training, ProfessionalDevelopment, Performance Appraisal,

Succession planning, Evaluation ofTraining, HR Costing and ROI etc.


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Traditional Job Analysis Vs

Competency ApproachJob Analysis leads to

long lists of tasks and theskills / knowledgerequired to perform eachof those tasks

Data generation

fromsubject matterexperts; job incumbents Effective Performance

Competency model leads toa Distilled set of underlying

personal characteristicsData generation fromoutstanding performers inaddition to subject matter

experts and other jobincumbentsOutstanding Performance


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Example of a Competency


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Behaviour IndicatorsA Competency is described in terms of key

behaviours that enables recognition of thatcompetency at the work place.These behaviors are demonstrated byexcellent performers on-the-job much moreconsistently than average or poor

performers. These characteristics generallyfollow the 80-20 rule in that they includethe key behaviors that primarily drive

excellent performance.


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Analytical Thinking

The ability to break problems intocomponent parts and consider or organize

parts in a systematic way; the process oflooking for underlying causes or thinkingthrough the consequence of different

courses of action.


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Key Behaviour Indicators

Independently researches for information and solutions toissuesAbility to know what needs to be done or find out(research) and take steps to get it done

Ask questions when not sure of what the problem is or togain more informationAble to identify the underlying or main problemShows willingness to experiment with new things

Develops a list of decision making guidelines to help arriveat logical solutions


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Business Competencies

Identify the key drivers of your business:FMCG is driven by the penetrative and responsivedistribution networkIT is driven by application development processes

Identify the strategic thrust of the company:Leverage on the penetrative distribution system bydeveloping , marketing and distributing new products intune with emerging demands

Identify the core competencies required forensuring the strategy of new product developmentand distribution :

Customer sensitivityDealer management


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Business Competencies

CONVERT THE COMPETENCIES IN TO THEIR CRITERIA ORBEHAVIOR MANIFESTS

Customer sensitivity: Ability to understand the psychographics of the consumer in their buying behavior Ability to respond to the specific and underlying need of the customer accurately

Identify the standard of measurement:Example( 5point scale): Ability to understand the consumers needs:

1 = Poor: Negates the need of the customer. Reacts . Insensitive 2 = Below par: Impassive. Exhibits a helpless stance .Remains mute 3= Normal: Understands the stated but not the underlying need . Engages himself with the

need though feebly 4= Very good: Has grasped the underlying need fairly well and shows interest to look for

solutions 5= Outstanding: Has a deep insight on the core need of the customer and shows a balanced

approach to meeting their needs.


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Functional Competencies

From the department purpose derive the key competencies required toachieve the measure of excellence

Ability to source material and vendors for optimizing costs and qualityAbility to negotiate deals for ensuring cost , quality and delivery

Planning and scheduling procurement activities

From the key competencies convert in to the specific criteria orbehavior manifest

Ability to source: Networking abilities Ability to negotiate :

Data rigor Bargaining skills


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Functional Competencies

CONVERT THE CRITERIA TO THEIR SCALES OFPROFIECIENCY

Example ( 5 point Scale)Networking ability: 1= Poor: Has poor memory of people and events.Has a string of bad incidents

2= Below par: Mixes up names and events . Makes superficial references 3= Normal: has the ability to make first contact at the fundamental level.

Familiarity with some people of fair degree of importance 4= Very good : Is able to relate well with people beyond the official line. Has

good recall of people of importance in many instances 5= Outstanding: Has trusting and respectful relationships with very important

persons.Has the ability to get the best out of a variety of people in all situations


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DEFINITION OFCOMPETENCY LEVEL

LEVELS DEFINITION OF LEVEL

0 Needs basic skill development.

1 Has knowledge of concepts and process.2 Basic skill and knowledge but needs help to apply.

3 Intermediate level of skill; Has ability to apply competency to perform commontasks.

4 Consistently applies competency to perform common tasks.

5 Accomplished level of skill and knowledge; Has ability to train and guide.


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Let us move from known to

unknown?

JOB AND ROLE ANALYSIS


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Other Competencies and Factors to beassessed

Personal competencies like Timemanagement, Language skills etcValues, Beliefs and attitudes,PersonalitySensory-motor skillsSocial skillsStress toleranceMannerismsManners and etiquetteUse of Body language etc .


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1.A.1 Cognitive Abilities

1.A.1.b Idea Generationand Reasoning Abilities

1.A.1.b.1 Fluency of Ideas

1.A.1.b.2 Originality

1.A.1.b.3 Problem Sensitivity

1.A.1.b.4 Deductive Reasoning

Taxonomies / Maps A taxonomy is a map in the form of a

tree that shows relationships betweenindividual competencies. A taxonomycan be organized as collection ofreferences to reusable competencydefinitions. Taxonomies show howindividual reusable competencydefinitions can be aggregated to formbroader competencies as well as how

broader competencies can bedecomposed into components.Organizations may have their owntaxonomies or competency catalogsrelevant to their business.


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Thank you


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Competency data may includeReusable (generic) definition ofthe competencyEvidence of competencyContext within which thecompetency is defined, or thatdefines the competencyDimensions such as proficiencyor level of interest on a scale

ContextDefinition

Evidence

Competency Conceptual Model


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Reusable competency definitionincludes key characteristics title,identifier, description but notcontextual detailsContextDefinition

Evidence

Competency Conceptual Model: Definition


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Competency Conceptual Model: Context

Examples of context:Competencies associated witha person A competenciesrecord. For example, a profileof an applicant

Competencies associated witha job classification or a position

Context also may includeDimensions:

A persons level of interest inthe competencyThe importance or weight

placed on the competency fora position

ContextDefinition

Evidence


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Competency Conceptual Model: EvidenceEvidence information mayinclude:

Assessment results

Audit data: time, date,method of evaluationIdentification ofcertification or license

authority. Who is theissuing authority?Dimensional information onone or more scales

ContextDefinition

Evidence


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Classification Cont

Generic Competencies: eg. Communication skillsSpecific Competencies: eg.Computer programming


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Classification cont

Higher order and Lower order competencies in terms of the

significance to success at work, the nature and degree ofdifficulty in developing them and the management level atwhich they needed most. For managerial people in leadershiproles, the motives, attitudes, traits and self concept (higherorder) are more important than (lower order) competencies likeknowledge and skills because managerial work involvesgetting the work done through people


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Applications of CompetencyManagement System

Placement

Early Identification

of Potential

Employee Training

& Development

PromotionCareer Planning

SuccessionPlanning

OrganisationalDevelopment

Recruitment &Selection

CompetencyManagement


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Competency Mapping Process

KEY SUCCESS FACTORS PRODUCT / MARKET STRATEGY Core COMPETENCY REQUIREMENT

JOB/ROLE ANALYSIS

POSITION PROFILE

LEVERAGING JOBSCORE JOBS SUPPORTING JOBS STATUTORY JOBS

COMPETENCY REQUIREMENT

TECHNICAL GENERIC

MANAGERIAL ENTERPRENEURIAL BEHAVIOURAL LEADERSHIP

A


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TOOLS / TECHNIQUES

DEFINEPURPOSE

SELECTIONOF BAND

OF POSITIONS

DETERMINATIONOF

GENERICCOMPETENCIES

DESIGN OFTOOLS &

TECHNIQUES

CONDUCTOF

CENTER

ANALYSES &

RECOMMENDATION

Recruitment

PlacementPromotionCareer PlanRe-structureDevelopment Needs

Clusters

Defining LevelsCore Positions

Process Planning

EmpowermentSystems OrientationTeam building

Role Plays

Case StudyBusiness GamesInstrumentsExercises

Around 20 participants

1:4 FacilitatorParticipant RatiosTime/activity/Sequence

Rating

RankingDevelopment Needs

A

FUNCTIONALPOTENTIAL

EXPERT PANEL ASSESSMENT CENTER

CRITERIA /STANDARD


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What is a Competency?

Competency. A specific, identifiable, definable, andmeasurable knowledge, skill, ability and/or otherdeployment-related characteristic (e.g. attitude,behavior, physical ability) which a human resource maypossess and which is necessary for, or material to, theperformance of an activity within a specific businesscontext.


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COMPETENCY?

A Competency is an underlyingcharacteristic of a person which enableshim /her to deliver superior performancein a given job, role or a situation.


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COMPETENCY?

Competencies are seen mainly as inputs . They consist of clusters of knowledge,attitudes and skills that affect anindividuals ability to perform.


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What is Common in the definitions?

Competencies underlying characteristicof a personinputs.clusters of knowledge,attitudes and skillsgeneric knowledgemotive, trait, social role ora skill

personal characteristicsset of skills, relatedknowledge and attributes

Job superior performance in agiven job, role or asituation

individuals ability to perform .linked to superior

performance on the job.

contribute to effectivemanagerial performancesuccessfully perform atask or an activity within aspecific function or job


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Competency

David McClelland

A Competency is an Underlying Characteristics of an

individual that is causally related to effective and/ orsuperior performance in a job situation

Documents

Competencies Mapping -R