Imagination Knowledge Skills
Competency-Based
HR Management
By: Atif Choudhary EastWestArabia Consultant
E-mail: [email protected]
HP: +966 50 978 5770
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
Introduction
Electronics Engineer
MBA Marketing (CSU, Australia)
BBA Marketing
ADMM (Advanced Diploma in Marketing Management), University of Wales, UK
Marketing Development Manger, AHCSC – Olayan Group
Country Marketing Manager, FMS, Saudi and Gulf
Division Manager (MCC), FMS, Saudi Arabia
Business Manager, Academy Manager, General Electric Healthcare
Training Center Manager, Dräger Medical
Entire Contents © 2014, Atif Choudhary. All Rights Reserved 2014 Slide 2
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
2014 Slide 3 Entire Contents © 2014, Atif Choudhary. All Rights Reserved
Imagination at work (GE)
Imagination is more important than knowledge (Einstein)
Knowledge is Power (Anonymous)
Competency is Knowledge, Skills and Imagination with Right Attitude
and Behavior. (AIC)
Why Imagination, Knowledge and Skills?
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
2014 Slide 4 Entire Contents © 2014, Atif Choudhary. All Rights Reserved
“Live out of your IMAGINATION not your history”
-Stephen R. Covey-
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
Agenda
Introduction
Framework for Building Competency-based HR Management
System
Developing competency Model
Competency-based Interview Method
Competency-based Career Planning
Competency-based Training & Development
Competency-based Performance Management
Entire Contents © 2014, Atif Choudhary. All Rights Reserved 2014 Slide 5
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
HR Framework
2014 Slide 6 Entire Contents © 2014, Atif Choudhary. All Rights Reserved
I
FRAMEWORKS AND
CHALLENGES
II
PREPARATION
AND
SELECTION
III
DEVELOPMENT
AND
EVALUATION
IV
COMPENSATION
AND
PROTECTION
V
EMPLOYEE
RELATIONS AND
ASSESSMENT
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
Vacant Position
2014 Slide 7 Entire Contents © 2014, Atif Choudhary. All Rights Reserved
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
Vacant Position
2014 Slide 8 Entire Contents © 2014, Atif Choudhary. All Rights Reserved
What?
Why?
When?
Where?
Whom?
How?
Who?
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
Conventional Way
HR Planning
Compiling List
(Department Requirements)
Selection
Conventional Interview
(Looking Within the CV)
Job Description
Typical Copy Paste
2014 Slide 9 Entire Contents © 2014, Atif Choudhary. All Rights Reserved
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
Challenges
What Kind Of People?
Where To Find Them?
How To Get The Right People?
2014 Slide 10 Entire Contents © 2014, Atif Choudhary. All Rights Reserved
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
The Value Chain
Slide 11
Inb
ou
nd
Logis
tics
Opera
tion
Ou
tbo
un
d
Logis
tics
Sale
s
Mark
etin
g
Procurement
Technology Development
Human Resources Management
Firm Infrastructure
Gro
ss S
ale
s
Support Activities
Gross Sales
Primary Activities
Porter 1985
2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
The Value Chain
Slide 12
Inb
ou
nd
Logis
tics
Opera
tion
Ou
tbo
un
d
Logis
tics
Sale
s
Mark
etin
g
Procurement
Technology Development
Human Resources Management
Firm Infrastructure
Gro
ss S
ale
s
2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved
Bu
sin
ess S
trate
gy B
usin
ess R
esu
lts
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
AIC Model
People Utilizing, Interacting and
Optimizing
Code of Conduct
Core Values
Bra
nd
Eq
uit
y N
etw
ork
ing
Bu
sin
ess S
trate
gy B
usin
ess R
esu
lts
1- Competencies
2- Resources
3- Business Processes
People Makes it Happen
2014 Slide 13 Entire Contents © 2014, Atif Choudhary. All Rights Reserved
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
Competency Based Selection
Business Model
Job Analysis
Job Design
Job Specification
Job Description
Interview Design
Building Blocks
Identify Competencies
Competencies Criteria
Matching
Competencies
Searching
Competencies
Specific Job Orientation and Further Development
HR Planning
Selection
2014 Slide 14 Entire Contents © 2014, Atif Choudhary. All Rights Reserved
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
Business Model
2014 Slide 15 Entire Contents © 2014, Atif Choudhary. All Rights Reserved
VALUE
PROPOSITION
COST
STRUCTURE
CUSTOMER
RELATIONSHIPS
CUSTOMER
SEGMENTS
VALUE
CONFIGURATION
CORE
CAPABILITIES
PARTNER
NETWORK
REVENUE
STREAMS
INFRASTRUCTURE CUSTOMER OFFER
FINANCE
DISTRIBUTION
CHANNELS
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
2014
Entire Contents © 2014, Atif Choudhary. All Rights Reserved
16
OG
QT
Tenders
BO/MP
Projects OF
OP
WH
BO/MP
PM
1 • Vision & Mission
2 • Business Strategy
3 • Products & Solutions
Service
Orders
Unique Value
Proposition/Innovatio
n/ Differentiation
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
What do you think about this?
Business Model (Define Your Business Model)
Organizational Architecture (Building Blocks)
Job Analysis
Job Design
Job Objectives (With Set KPIs)
Job Specifications (Identify the Competencies Required to Perform Job)
Job Description (A broad, general, and written statement of a specific job, based
on the findings of a job analysis. It generally includes duties, purpose, responsibilities,
scope, and working conditions of a job along with the job's title, and the name or
designation of the person to whom the employee reports. Job description usually
forms the basis of job specification)
2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 17
(Roles and Responsibilities)
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
A FRAMEWORK
Competency-Based HR Management
2014 Slide 18 Entire Contents © 2014, Atif Choudhary. All Rights Reserved
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
Harvard HRM Framework
2014 Slide 19 Entire Contents © 2014, Atif Choudhary. All Rights Reserved
Shareholder Interests:
• Shareholders
• Management
• Employee
• Government
• unions
Situational Factors:
• Workforce
Characteristics
• Business strategy and
conditions
• Management
philosophy
• Labor market
• Unions
• Task technology
• Law and social values
HRM Policy
Choices:
• Employee
influence
• Human resources
flow
• Reward systems
• Work systems
Long-Term
Consequences:
• Individual well-
being
• Organizational
effectiveness
• Societal well-
being
HR Outcomes:
• Commitment
• Congruence
• Cost-
effectiveness
The Harvard Framework for Human Resources Management (1984)
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
Performance Management as
an Integrating Force
2014 Slide 20 Entire Contents © 2014, Atif Choudhary. All Rights Reserved
Performance
Management
Employee
Development
Performance
Improvement
Commitment
Reward
Motivation
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
Use of Competencies as an
Integrating Force
2014 Slide 21 Entire Contents © 2014, Atif Choudhary. All Rights Reserved
Use of
Competencies
Recruitment
Development Reward
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
Competency-Based
HR Management Framework
2014 Slide 22 Entire Contents © 2014, Atif Choudhary. All Rights Reserved
Business
Results
Business
Strategy
Competency-Based People Strategy
Recruitment &
Selection
Performance
Management
Training &
Development
Competency
Framework
Reward
Management
Career
Management
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
HR Framework
2014 Slide 23 Entire Contents © 2014, Atif Choudhary. All Rights Reserved
I
FRAMEWORKS AND
CHALLENGES
II
PREPARATION
AND
SELECTION
III
DEVELOPMENT
AND
EVALUATION
IV
COMPENSATION
AND
PROTECTION
V
EMPLOYEE
RELATIONS AND
ASSESSMENT
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
What is Competency?
2014 Slide 24 Entire Contents © 2014, Atif Choudhary. All Rights Reserved
Competency
• A combination of skills, job attitude, and
knowledge which is reflected in job
behavior that can be observed,
measured and evaluated.
• Competency is a determining factor for
successful performance.
• The focus of competency is behavior
which is an application of skills, job
attitude and knowledge.
Competency is the ability of an individual to do a job properly. A competency is
a set of defined behaviors that provide a structured guide enabling the
identification, evaluation and development of the behaviors in individual
employees.
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
Defining the Jargons
2014 Slide 25 Entire Contents © 2014, Atif Choudhary. All Rights Reserved
Attitude
Behavior
Competency
• The manner of conducting oneself
• Anything that an organism does involving action and response to stimulation
• The response of an individual, group, or species to its environment
• The way in which someone behaves; also: an instance of such behavior
• The way in which something functions or operates
•The arrangement of the parts of a body or figure: posture
•A position assumed for a specific purpose <a threatening attitude>
•A ballet position similar to the arabesque in which the raised leg is bent at the knee
•A mental position with regard to a fact or state <a helpful attitude>
•A feeling or emotion toward a fact or state
The position of an aircraft or spacecraft determined by the relationship between its
axes and a reference datum (as the horizon or a particular star)
Is the ability of an individual to do a job properly. A competency is a set of defined
behaviors that provide a structured guide enabling the identification, evaluation and
development of the behaviors in individual employees.
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
What is Competency?
2014 Slide 26 Entire Contents © 2014, Atif Choudhary. All Rights Reserved
Skill
Job Attitude
Knowledge
Observable Behavior
Job Performance
Competency
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
Competency and Job Description
Job description looks at what, whereas competency model focuses
on how.
Traditional job description analysis looks at elements of the job
and defines the job into sequences of tasks necessary to perform
the job.
Competency studies the people who do the job well, and defines
the job in terms of the characteristics and behaviors of these
people.
2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 27
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
Types of Competency
Managerial Competency (soft competency)
This type of competency relates to the ability to manage job and
develop an interaction with other persons. For example: problem
solving, leadership, communication, etc.
Functional Competency (hard competency)
This type of competency relates to the functional capacity of work. It
mainly deals with the technical aspect of the job. For example:
market research, financial analysis, electrical engineering, etc.
2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 28
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
Competency Identification Process
2014 Slide 29 Entire Contents © 2014, Atif Choudhary. All Rights Reserved
Clarify
Organizational
Strategy and
Context
Competency
Identification
Generate
Competency
Model
Validate,
Refine and
Implement
• Analyze Work Role and Process
• Gather Data through Behavior
Event Interview and Focus Group
• Conduct Benchmark Study
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
Examples of Competency
Definition
Adaptability: Maintaining effectiveness when priorities change and new tasks
are encountered, and when dealing with individuals who have different views and
approaches. Effective performing in different environments, cultures, and
locations, and when working with different technologies and levels of individuals.
Key Behavior
Seeking understanding: Makes efforts to better understand changes in the
environment; actively seeks
Information or attempts to understand nature of individual differences, logic, or
basis for change in tasks and situations.
Embracing Change: Approaches change or newness with a positive orientation;
views change or newness as a learning or growth opportunity.
Making accommodations: Makes accommodations in approach, attitudes, or
behaviors in response to changing environmental requirements.
2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 30
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
Examples of Competency
Definition
Analysis/Problem Assessment: Securing relevant information and identifying
key issues and relationships from a base of information; relating and comparing
data from different sources; identifying cause-effect relationships.
Key Behavior
Identifying issues and problems: Recognizing major issues; identifying key
facts, trends, and issues; separating relevant from irrelevant data.
Seeking information: Identifying/Recognizing information gaps or the need for
additional information; obtaining information by clearly describing what needs to
be known and the means to obtain it; questioning clearly and specifically to verify
facts and obtain the necessary information.
Seeing relationships: Organizing information and data to identify/explain
trends, problems, and their causes; comparing, contrasting, and combining
information; seeing associations between seemingly independent problems or
events to recognize trends, problems and possible cause-effect relationships.
Performing data analysis: Organizing and manipulating quantitative data to
identify/explain trends, problems, and their causes.
2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 31
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
Benefits of Using Competency Model
For Managers, the benefits are:
Identify performance criteria to improve the accuracy and ease of the
hiring and selection process.
Clarify standards of excellence for easier communication of
performance expectations to direct reports.
Provide a clear foundation for dialogue to occur between the manager
and employee about performance, development, and career-related
issues.
2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 32
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
Benefits of Using Competency Model
For Employees, the benefits are:
Identify the success criteria (i.e., behavioral standards of performance
excellence) required to be successful in their role.
Support a more specific and objective assessment of their strengths and
specific targeted areas for professional development.
Provide development tools and methods for enhancing their skills.
2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 33
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
Key Characteristics of Successful
Implementation
1. Alignment: Competencies impact systems that actively support the
organization’s vision, strategy, and key capabilities.
2. Integration: Competency initiatives that produce the most
significant change are applied systemically across a range of HR
development processes.
3. Distribution: Competency standards alone produce little effect.
They must be actively and relentlessly communicated and installed
with users.
2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 34
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
Key Characteristics of Successful
Implementation
4. Self-Directed Application: Competency systems frequently fail
because they are too complex or require an unsustainable level of
sponsorship or program support. Implementations that work best
focus on the development of “tools” that can produce results for
users with relatively little ongoing support.
5. Acculturation: In competency systems that work, they become
part of the culture and the mindset of leaders through repeated
application and refinement over a significant period of time.
2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 35
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
COMPETENCY-BASED INTERVIEW FOR
SELECTION
2014 Slide 36 Entire Contents © 2014, Atif Choudhary. All Rights Reserved
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
Types of Interview
2014 Slide 37 Entire Contents © 2014, Atif Choudhary. All Rights Reserved
Conventional Interview
Competency-Based Interview
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
Conventional Interview
Unstructured:
Is a type of interview where the questions are not designed
systematically and not properly structured.
There is no standard format to follow, therefore the process of
interviewing can go in any direction.
Is seldom equipped with formal guidelines regarding the system of
rating/scoring the interview.
Has low reliability and validity—there is no accuracy in predicting
performance.
Susceptible to bias and subjectivity (gut feeling)
2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 38
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
Competency-Based Interview (CBI)
Structured:
Is a structured type of interview. The questions and focused on
disclosing examples of behavior in the past.
The process of interview is intended to disclose specifically and in detail
examples of behavior in the past.
Is designed based on the principle: past behavior predicts future
behavior (candidates are most likely to repeat these behaviors in similar
situation s in the future).
Has a high level of validity and reliability.
Equipped with a standard scoring system which refers to behavior
indicators.
2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 39
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
Approach in Competency-Based Interview
2014 Slide 40 Entire Contents © 2014, Atif Choudhary. All Rights Reserved
S
T
A
R
What was the Situation in which you were involved?
What was the Task you needed to accomplish?
What Action(s) did you take?
What Results did you achieve?
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
Approach in Competency-Based Interview
Situation
Can you explain the situation?
Were and when did the situation happened?
What events led us to it?
Who was involved in the situation (work colleagues, supervisor,
customers)?
2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 41
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
Approach in Competency-Based Interview
Tasks/Actions
What tasks were you supposed to do at that time?
What did you actually do at that time?
How did you do it?
What specific steps did you take?
Who was involved?
2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 42
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
Approach in Competency-Based Interview
Results
What was the outcome?
Can you tell me the results of taking such actions?
What specific outcome was produced by your action?
2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 43
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
Sample Questions in CBI
2014 Slide 44 Entire Contents © 2014, Atif Choudhary. All Rights Reserved
Competency Sample Question
Persistence In the process of selling, we are sometimes not
successful in securing a new transaction. Can you
tell me about one or two situations where you
repeatedly failed to get a new client?
What specific steps did you take? What was the
result?
Influencing
Others
Can you describe one or two cases in your effort to
obtain new customers? What did you do? What was
the result?
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
Sample Questions in CBI
2014 Slide 45 Entire Contents © 2014, Atif Choudhary. All Rights Reserved
Competency Sample Question
Interpersonal
Understanding
Can you tell me about a situation where you faced a
client who was disappointed with your product?
What was the situation like? What specific steps did
you take? What was the result?
Planning &
Organizing
In working, we often face a number of priorities that
must be tackled at the same time. Can you tell me
about one or two actual cases where you had to
face such a situation? What did you do? What was
the consequences?
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
Bias in the Interview Process
2014 Slide 46 Entire Contents © 2014, Atif Choudhary. All Rights Reserved
First
Impressions
An interviewer might make a snap judgment
about someone based on their first
impression – positive or negative – that
clouds the entire interview.
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
Bias in the Interview Process
2014 Slide 47 Entire Contents © 2014, Atif Choudhary. All Rights Reserved
Halo
Effect
The “halo” effect occurs when an interviewer
allows one strong point about the candidate
to overshadow or have an effect on
everything else.
For instance, knowing someone went to a
particular university might be looked upon
favorably. Everything the applicant says
during the interview is seen in this light.
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
Bias in the Interview Process
2014 Slide 48 Entire Contents © 2014, Atif Choudhary. All Rights Reserved
Contrast
Effect
Strong(er) candidates who interview after
weak(er) ones may appear more qualified
than they are because of the contrast
between the two.
Note taking during the interview and a
reasonable period of time between
interviews may alleviate this.
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
COMPETENCY-BASED CAREER PLANNING
2014 Slide 49 Entire Contents © 2014, Atif Choudhary. All Rights Reserved
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
Career Planning Flow
2014 Slide 50 Entire Contents © 2014, Atif Choudhary. All Rights Reserved
Career Path Design
Analysis of Employees
Future Plan
Implementation of
Development Program
Career Planning
System
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
What is Career Path?
2014 Slide 51 Entire Contents © 2014, Atif Choudhary. All Rights Reserved
Career Path is a series of positions that one
must go through in order to achieve a certain
position in the company.
The “path” is based on the position
competency profile that an employee must
have to be able to hold a certain position.
What is
Career Path?
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
Defining Career Path
2014 Slide 52 Entire Contents © 2014, Atif Choudhary. All Rights Reserved
Analyzing a
position or job
based on the
competency
required
Categorizing the
positions that
require similar
competencies into
one job family
Identifying career
paths based on
the job family
Competency
profile (Functional
and Management
competency) Per
Position
Categorizing the
positions into a
job family
• Career Path:
Vertical, Lateral
and Diagonal
• Mandatory
Training
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
Assessing Employee Career Plan
2014 Slide 53 Entire Contents © 2014, Atif Choudhary. All Rights Reserved
Employee
Career Needs
Organization
Career Needs
• Assessment of the
career type of the
employee
• Assessment of the
employee competency
level (for example
through assessment
center)
• Assessment of the
competency profile
required by the
position
• Assessment of the
organization’s need of
manpower planning
Match?
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
Employee Development Program
2014 Slide 54 Entire Contents © 2014, Atif Choudhary. All Rights Reserved
Employee
Career Needs
Organization
Career Needs Match?
Special Assignment Training/Workshop Apprenticeship in
Other Company
Executive
Development Program
Presentation
Assignment
On the Job
Development
Monitoring Desk Study Job Enrichment
Development Program and Interventions
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
COMPETENCY-BASED
TRAINING & DEVELOPMENT
2014 Slide 55 Entire Contents © 2014, Atif Choudhary. All Rights Reserved
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
Competency-Based Training Framework
2014 Slide 56 Entire Contents © 2014, Atif Choudhary. All Rights Reserved
Current
competency
level of the
employee
Competency
Gap
Required
competency
level for certain
position
Training &
Development
Program
Competency
Assessment
Finding the Gap in the Competencies
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
Competency Profile Per Position
2014 Slide 57 Entire Contents © 2014, Atif Choudhary. All Rights Reserved
Position Required Competency Reqired Level
1 2 3 4 5
Training & Development
Manager
Communication Skills
Public Speaking
Leadership
Training Need Analysis
Material Development
Training Evaluation
Recruitment Supervisor
Communication Skills
Interview Skills
Analytical Thinking
Understand Selection Tools
Teamwork
Customer Orientation
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
Competency Profile Per Position
2014 Slide 58 Entire Contents © 2014, Atif Choudhary. All Rights Reserved
Position Competency Requirement
Relevant Training Module
Supervisor
Leadership
Leadership I
Communication Skill I
The Art of Motivating Employee
Providing Effective Feedback
Ahievement Orientation
Goal Setting Technique
Work Motivation
Planning & Organizing
Continuous Self Improvement
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
Training Matrix for
Competency Development
2014 Slide 59 Entire Contents © 2014, Atif Choudhary. All Rights Reserved
Position Training Title /
Managerial Competency
Pro
du
ctiv
e
Co
mm
un
icat
ion
Ser
ies
On
Bec
om
ing
Effe
ctiv
e
Lea
der
1
On
Bec
om
ing
Lead
er 2
Ser
vice
Exc
elle
nce
fo
r
Cu
sto
mer
Ach
ieve
men
t
Mo
tiva
tio
n T
rain
ing
Cre
ativ
e P
rob
lem
S
olv
ing
Str
ateg
ic M
anag
emen
t
Bu
ildin
g P
rod
uct
ive
T
eam
wo
rk
Pro
fess
ion
al S
emin
ar
Ser
ies
Supervisor
Communication Skills V
Leadership V
Teamwork V
Achievement Orientation V
Customer Focus V
Job Functional Skills V
Manager
Communication Skills V
Leadership V
Teamwork V
Achievement Orientation V
Customer Focus V
Strategic Thinking V
Problem Solving & Decision Making
V
Job Functional Skills V
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
COMPETENCY-BASED
PERFORMANCE MANAGEMENT
2014 Slide 60 Entire Contents © 2014, Atif Choudhary. All Rights Reserved
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
Individual Performance Element
2014 Slide 61 Entire Contents © 2014, Atif Choudhary. All Rights Reserved
1. Performance Results: Hard or
quantitative aspects of
performance (result)
2. Competencies: It represents soft
or quantitative aspects of
performance (process)
Individual Performance
elements has tow main
categories:
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
Individual Performance Element
2014 Slide 62 Entire Contents © 2014, Atif Choudhary. All Rights Reserved
1. Performance Results Score
2. Competencies Score
Overall Score
Will determine the
employee’s career
movement, and also the
reward to be earned
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
Element # 1: Performance Results
2014 Slide 63 Entire Contents © 2014, Atif Choudhary. All Rights Reserved
No. Main Performance Target Target to be Achieved
1 Conduct an assessment of the employee's performance
All employees submit their performance assessment form on time
2 Improve the system for performance assessment
Target: completed 100%
3 Conduct training activitie Target: to conduct 6 training modules in one year
4 Carry out on the job training activities Target: 90% of the total employees who attend the training
experience an increase
in skill and knowledge
Target should be measurable and specific
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
Element # 2: Competency
2014 Slide 64 Entire Contents © 2014, Atif Choudhary. All Rights Reserved
Basic Intermediate Advance Expert
Actively listen, and clarifies
understanding where required, in
order to learn form others.
Actively listen, and clarifies
understanding where required, in
order to learn form others.
Actively listen, and clarifies
understanding where required, in
order to learn form others.
Actively listen, and clarifies understanding
where required, in order to learn form
others.
Empathies with audience and
formulate message accordingly.
Empathies with audience and
formulate message accordingly.
Empathies with audience and
formulate message accordingly.
Empathies with audience and formulate
message accordingly.
Share resources and information. Share resources and information. Share resources and information. Share resources and information.
Responds promptly to other team
members’ needs.
Balance complementary strengths
in teams and seek diverse
contributions and perspectives.
Actively builds internal and
external networks.
Builds internal and external networks and
uses them to efficiently to create value.
Involves teams in decisions that
effect them.
Uses cross functional teams to
draw upon skills and knowledge
throughout the organization.
Uses cross functional teams to draw upon
skills and knowledge throughout the
organization.
Encourages co-operation rather
than competition within the team
and with key stakeholders.
Build and maintain relationships
across the company.
Drives and leads key relationship groups
across the company.
Manages alliance relationships through
complex issues such as points of competing
interest.
Ensures events and systems, e.g. IT, for
collaboration are in place and used.
Draws upon the full range of relationships
(internal, external, cross the company) at
critical points in marketing and negotiations.
Competency: Collaboration
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
Assessing Competency through
Assessment Center
Assessment Center Characteristics:
A standardized evaluation of behavior based on multiple inputs.
Multiple trained observers and techniques are used.
Judgments about behavior are made, in major part, from specifically
developed assessment simulations.
These judgments are pooled in a meeting among the assessors or
by a statistical integration process.
2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 65
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
Types of Test in Assessment Center
2014 Slide 66 Entire Contents © 2014, Atif Choudhary. All Rights Reserved
In-Basket
Exercise
Role
Simulation
• In-trays or in-baskets involve working from the contents
of a manager’s in-tray, with typically consists of letters,
memos and background information. You may be asked
to deal with paperwork and make decisions, balancing
the volume of work against a tight schedule.
• In a play, you are given a particular role to assume for a
certain task. The task will be involve dealing with a role
player in a certain way, and there will be an assessor
watching the role play.
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
Types of Test in Assessment Center
2014 Slide 67 Entire Contents © 2014, Atif Choudhary. All Rights Reserved
Presentation
Fact Finding
Exercise
• You may be required to make a formal presentation to a
number of assessors. In some cases this will mean
preparing a presentation in advance on a given topic. In
other cases, you may be asked to interpret and analyze
given information, and present a case to support a
decision.
• In a fact-finding exercise, you may be asked to reach a
decision starting from only partial knowledge. Your task
is to decide what additional information you need to
make the decision, and sometimes also to question the
assessor to obtain this information.
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
Types of Test in Assessment Center
2014 Slide 68 Entire Contents © 2014, Atif Choudhary. All Rights Reserved
Group
Discussion
• Group exercises are timed discussions, where a group of
participants work together to tackle a work-related
problem. Sometimes you are given a particular role
within a team, for example sales manager or personnel
manager. Other times there will be no roles allocated.
You are observed by assessors, who are not looking for
right or wrong answers, but for how you interact with
your colleagues in the team.
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
Competency Assessment Rating
2014 Slide 69 Entire Contents © 2014, Atif Choudhary. All Rights Reserved
Results of
Observation
Through the
Assessment Center
Competency Score
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
Further Readings
Paul Green, Building Robust Competency, John Wiley and Sons
David Dubois, Competency-Based HR Management, Black
Publishing.
2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 70
Ima
gin
ati
on
K
no
wle
dg
e
Sk
ills
Any Question?
Slide 71 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved