69301579-competency-mapping-1229677459742116-1

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What are competenciessome definitions

Competencies are the characteristics of an employee that lead tothe demonstration of skills & abilities, which result in effective

performance within an occupational area.

A cluster of related knowledge, skills and abilities that affects a

major part of ones job, that correlates with the performance on the

job, that can be measured against well accepted standards and that

can be improved via training and development.

An underlying characteristic of a person result in effective and / orsuperior performance on the job.

In other words, competencies are characteristics that outstanding

performers do more often in more situations with better results, thanaverage performers


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Why do we need it?

People will have to know their respective

* Roles

* Key competencies

Address employee needs

* What am I on skills?

* What are the gaps? How to improve on skills?* What is expected of my role?

* What are possible future roles?

People have to know about competencies which help them

deliver better to customersAddress organizational / business needs

* High performance

* Expectation management on career and promotions

* Higher productivity with improved skills


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Competency

Behaviour

Knowledge

Skills

Attitude

Values & Motives


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Competency Based Management


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Step 1 : Competency Profile

What capabilities currently existwithin the organization?


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Forced Ranking(Lower Level)

ManagerAssessment(Managers)

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Degree Assessment(Employees, Managers,Peers

Assessment centersPsychological TestingBEI

Competency Mapping


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Step 2 : Competency Review

What are the gaps betweenorganizational needs and

people capabilities?


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The competency review process links

current capabilities to the

organizational needs

Competency Model

Review

Competency Profile

Development

PlansImplementation


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Step 3 : Development Plans

Create Plans for shoring anyidentified gaps


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Developing Competency Model


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o Developing competency model depends on the nature

of the organization & some basic consideration:

o The practices for which they will be used

o The financial & personnel resource available

o Who needs to be included in the process of developing

& endorsing the applications

oWho is going to be included in the implementation process


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Select the optimal approach

Generic

model

Adapted

Generic

Model

Survey

DrivenExpert

Panel

Behavioral

Event

Interviews

Most

RigorousLeast

Rigorous

Considerations:

* Practicality * Fairness

* Speed * Validity


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Data Collection tools

Behavioral Events Interview

Expert Panels

Surveys

Expert Systems

Job Analysis

Role Analysis

Direct Observation


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Advantages:

Empirical Identification of competencies

Precision about how competencies are expressed

Freedom from gender, cultural, bias

Generation of data for assessment, training etc.


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Disadvantages:

Time & Expense

Expertise requirements

Missed job tasks


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Expert Panels

Advantages

Quick and efficient collection of a great deal of

valuable data

Helps ensure better buy-in


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Expert Panels

Disadvantages

Possible identification of folklore or motherhood

items.

Omission of critical competency factors which

panelists are unaware of.


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Surveys

Advantages

Quick and cheap collection of sufficient data for

statistical analyses

A large number of employees can provide input

Help build consensus


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Surveys

Disadvantages

Data are limited to items and concepts included in the

survey

It cannot identify new competencies or nuances of

competency

Can also be ineffecient


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Expert Systems

Advantages

Access to data

Efficiency

Productivity


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Expert Systems

Disadvantages

Garbage in garbage out

May overlook specialized competition

Cost of system hardware and software


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Job Analysis

Disadvantages

Provides characteristics of job rather than thoseof the people who do the job well

Task lists too detailed to be practical and do not

separate truly important tasks from the routineactivities


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Direct Observation

Advantages

A good way to check competencies suggested by

panel, survey, and BEI

Disadvantages

Expensive and inefficient


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Kinds of competencies that can be included in competency

models:

Differentiating competencies - that most differentiate superiorperformers from mediocre performers.

Includes results orientation, influence, and initiative

Threshold competencies- in which a minimum level of

proficiency is required for job success, but a higher level of

proficiency is not highly correlated with superior

performance.

Transformation competencies- at which managers and employees are

generally weak, which if improved will most likely to result in improved

performance.


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Alternate ways of choosing the

Competencies in your job models

Traditional approaches involve studying superior

performers, & identifying the traits, characteristics, and

behaviors that differentiate then from average performers:-

First approach- follow superior and average performers as they go

about their workday

Second approach- Perform interviews and organize focusgroups of managers and superior performers


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Competency models by position,

function, level, or company

One universal set of competencies for all employees

and positions.

Merits

It builds a common language & frame of reference foreveryone

It makes it easier to compare employees to one another across

position and job functions

It eases administration of selection & development practices

It helps align everyone towards a common culture & can

support the culture change process.

Competency models by position


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Competency models by position

Difficulties:

Developing models for each position will take considerable time,

efforts & expense if done well

The lack of competency commonality from position to position willmake it more difficult to compare & contrast candidates currently in

different positions.

Every time employees move from one position to another, they will

have to learn new competencies & abandon those they have been

focusing on improving.

C d l b j b f i


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Competency model by job function

Advantage

The number of competency models-generally in the range of

10 to 15 is manageable in terms of both creation & their maintenance

The same model applies to all the positions with in a job function

Easy to compare different employees in the same job function for

the purpose of succession planning & Organizational development

Disadvantage:

Managers have the same competency models as individual

contributors within a job function.


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The competency matrixlevel &proficiency

Defines level of proficiency on competencies in terms

of a set of behaviors expected for a grade level or rank at

a particular position

The numbers in the rating system are replaced by job

titles

Helps employees understand the desired level ofproficiency for each competency at each job level.

69301579-competency-mapping-1229677459742116-1

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