competency-based_hr_management_747[1]

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Saturday, April 8, 2023

Competency Based

Human Resources Management

Group No. 2Hitendra Singh Akash AgarwalSourabh Khare Richa JhaAnjali Kumari Aman Sinha

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Agenda

Introduction to Competency Based HRM

Competency Modeling

Competency Based Interview Methods

Competency Based Training and Development

Competency Based Performance Management

Competency Based Career & Succession Planning

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Competency-Based Competency-Based HR Management :HR Management :

An IntroductionAn Introduction

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SkillJob AttitudeKnowledge

Observable Behavior

Job Performance

Competency

Understanding Competency

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CompetencyCompetency

• 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.

Definition of Competency

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Competency and Job DescriptionCompetency and Job Description

JOB DESCRIPTION Looks at what to do Studies the elements

of the jobs Defines the job into

sequences of tasks necessary to perform the job

COMPETENCY Looks at how to do Studies the people

who do the job well Defines the job in

terms of the characteristics and behaviors of these people

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Types of Competency

ManagerialFunctional

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Managerial competency (Soft Competency)

This type of competency relates to the ability to

manage job

Develop an interaction with other persons

Example : problem solving, leadership,

communication, etc

Types of CompetencyTypes of Competency

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Types of CompetencyTypes of Competency

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. Examples: market research, financial analysis,

electrical engineering, etc.

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Competency Identification Process

Clarify

Organizational

Strategy and

Context

Competency

Identification

• Analyze Work Role and

Process

• Gather Data through

Behavior Event Interview

and Focus Group

• Conduct Benchmark

Study

Generate

Competency

Models

Validate,

Refine and

Implement

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Examples of Competency

Adaptability

• Maintaining effectiveness when priorities

change and new tasks are encountered, and

when dealing with individuals who have

different views and approaches.

• Effectively performing in different

environments, cultures, and locations, and

when working with different technologies and

levels of individuals.

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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.

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Embracing change:

• Approaches change or newness with a positive

orientation

• Views change or newness as a learning or

growth opportunity.

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Making accommodations:

• Makes accommodations in approach, attitudes,

or behaviors in response to changing

environmental requirements.

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Examples of CompetencyExamples of Competency

Analysis/Problem Assessment:

• Securing relevant information

• Identifying key issues and relationships from a

base of information

• Relating and comparing data from different

sources

• Identifying cause-effect relationships.

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Identifying issues and problems:

• Recognizing major issues; identifying key facts, trends,

and issues; separating relevant from irrelevant data.

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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.

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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.

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Performing Data Analysis: Organizing and manipulating quantitative

data to identify/explain trends, problems, and their causes.

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Recruitment &Selection

Training & Development

PerformanceManagement

RewardManagement

CareerManagement

COMPETENCYFRAMEWORK

BUSINESSSTRATEGY

BUSINESSRESULTS

Competency based People Strategy

HR Management Framework Based on Competency

The competency framework will be the basis for all HR functions and serve as the "linkage" between individual performance and business results

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Benefits of Using Competency Based HRM

• 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.

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• 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 specify targeted areas for

professional development.

• Provide development tools and methods for

enhancing their skills.

Benefits of Using Competency Based HRM

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Alignment Integration Distribution Acculturation Self Direct Application

Characteristics of Successful Implementation

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Alignment: Competencies impact systems

that actively support the organization’s vision,

strategy, and key capabilities.

Integration: Competency initiatives that

produce the most significant change are

applied systemically across a range of HR

development processes.


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Distribution: Competency standards alone

produce little effect. They must be actively and

relentlessly communicated and installed with

users.

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.


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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.


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Our Discussions with the Industry

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Discussing CB-HRM with Infosys

Competency given importance at all sub functions of HRM

The “Organizational Efficiency Team” defines competencies for all positions

Competency based selection applicable to senior management positions

“Competency Profiler” is attached to the resume of a candidate

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The “Competency Profiler” used throughout the career even during the appraisals (Twice in a year)

Appraisals also allow exchange of two way expectations

Training modules are on the basis of competencies defined by the “Organizational Effectiveness Team”

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A portal “Lakshya” aimed at letting the employees express there career goals, Infosys tries to help them meet these goals

Succession planning involves extensive use of “Competency Profiler”


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Discussing CB-HRM with Tech-Mahindra

“Positional Competencies” defined by the Corporate HR team

Recruitment and Support HR teams need to follow competency models

Recruitment strictly on the basis of competency Senior management positions filled with internal

sources notwithstanding the competencies exhibited

Competencies integral part of training and appraisals

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Agenda


Competency Modeling





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Competency ModelingCompetency Modeling

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Competency Modeling

A process that defines the skills, knowledge, and organizational values that drive leadership effectiveness

The outcome of this process is a set of competency models that represent the intersection of business strategies, organizational culture, and leadership requirements

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Importance of Competency Modeling

Provides a basis for evaluating how people accomplish results in an organization

It helps an organization address key questions, including:

How does it measure how its employees achieve results?

How does it accurately differentiate between top, medium, and bottom performers?

How does it provide employees with performance feedback in a productive way?

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Best Practices in Competency Modeling

Competency models should be developed for each major job or job family

It should be defined based on input from experts and high performers in the job

Should be unique to each organization and reflect its culture

Should be incorporated into all relevant organizational systems

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The PCMM Model for Competency

People Capability Maturity Model The primary objective is to improve the

competency of the entire workforce Consists of five maturity levels Each maturity level is an evolutionary stage at

which one or more domains of the organization's processes are transformed to achieve a new level of organizational competency level

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PCMM Maturity Level 1: Initial

At Level 1, an organization has no consistent way of performing workforce practices.

Most workforce practices are applied without analysis of impact

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At Level 2, organizations establish a foundation on which they deploy common workforce practices across the organization

The goal of Level 2 is to have managers take responsibility for managing and developing their people. For example, the first benefit an organization experiences as it achieves Level 2 is a reduction in voluntary turnover

The turnover costs that are avoided by improved workforce retention more than pay for the improvement costs associated with achieving Level 2.

PCMM Maturity Level 2: Managed

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At Level 3, the organization identifies and develops workforce competencies and aligns workforce and workgroup competencies with business strategies and objectives

For example, the workforce practices that were implemented at Level 2 are now standardized and adapted to encourage and reward growth in the organization's workforce competencies

PCMM Maturity Level 3: Defined

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At Level 4, the organization empowers and integrates workforce competencies and manages performance quantitatively

For example, the organization is able to predict its capability for performing work because it can quantify the capability of its workforce and of the competency-based processes they use in performing their assignments

PCMM Maturity Level 4: Predictable

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At Level 5, the organization continuously improves and aligns personal, workgroup, and organizational competency

For example, at Maturity Level 5, organizations treat continuous improvement as an orderly business process to be performed in an orderly way on a regular basis

PCMM Maturity Level 5: Optimizing

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Other Competency Models

Hay Mcber Model: Proponents of this model believe that behaviors

are the driving force behind an individual's ability to perform and therefore, behavioral assessment becomes important indicators in employee selection, development and rewards

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Campion’s Model: Suggests that teams composed of individuals

with complementary competencies are more effective and have higher levels of job satisfaction than teams whose members have the same competency sets. This is especially true for work that is complex and varied in scope. For routine work, the benefit of heterogeneous team member competencies is less noticeable.


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Traditional Person-Job Match Model: This model assumes that employees have jobs

with specific and identifiable tasks. Job-based staffing is measurement and assessment driven. This model works best with organizations defined by stable environments.


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Strategy Based Model: This model assumes that employees have roles

defined by the organization's strategic goals. Role-based staffing is strategy driven. Work is flexibly defined and often carried out in a flattened, decentralized or matrix structure. This model functions most effectively in organizations in competitive, complex or highly stressed environments


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The Strategy Development Model: This model assumes that employees with broad,

potentially strategic "attributes" will create their own roles which interact to produce the organization's strategy. Work is constantly evolving within a network of organizational relationships. This model is described in terms of organizations in chaotic, unpredictable, or very rapidly changing environments


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Agenda


Competency Modeling





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Agenda


Competency Modeling





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Competency-based Competency-based Interview for SelectionInterview for Selection

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Competency Based Selection Process.

Steps in a good selection process Selection centre Types of interviews

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Steps in a Good Selection Process

Develop competency model for the target job. Selected or develop assessment methods. Train Assessors in the assessment method. Validate the selection system Assess the competencies of candidates for jobs. Maintain DBMS of candidates

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Steps in a Good Selection Process

Test exercises and interviews Job interview Leaderless group exercises Business production games Role play Peer coaching and counseling exercises

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Selection Centre

Interviews. (1 to 1 & panel ) Group discussions. Written examination & calisthenics.<exercises>

Example:- (aptitude & personality test, In-Tray & Drafting exercise.)

It is a real achievement to get an assessment center and it means you have a good chance of a job offer. The following gives some vital information about the situations one is likely to face.

It covers :

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Types of Interview

Competency BasedConventional

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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

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• Has low reliability and validity low reliability and validity – there is no

accuracy in predicting performance• Susceptible to bias and subjectivity (gut

feeling)

Conventional Interview

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Competency-based Interview (CBI)• Is a structured type of interview. The questions are

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 situations in the future).

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• Has a high level of validity and reliability.

• Equipped with a standard scoring system which refers to behavior indicators

Competency-based Interview

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Approach in Competency-based Interview

S What was the Situation in which you were involved?

T What was the Task you needed to accomplish?

A What Action(s) did you take?

R What Results did you achieve?

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SituationSituation

•Can you explain the situation? •Where and when did the situation happen? •What events led up to it?•Who was involved in the situation (work

colleagues, supervisor, customers)?


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•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?

Tasks/ActionsTasks/Actions


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•What was the outcome?•Can you tell me the results of taking such action?•What specific outcome was produced by your

action?

ResultsResults


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Sample Questions in CBI

Competency: Persistence

Sample Question: 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?

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Competency: Influencing Others

Sample Question: Can you describe one or two cases in your effort to obtain

new customers? What did you do What was the result?

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Competency: Interpersonal Understanding

Sample Question: 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?

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Competency: Planning and Organizing

Sample Question: 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 consequence?

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Bias in the Interview Process

First First ImpressionsImpressions

An interviewer might make a snap

judgement about someone based on

their first impression - positive or

negative - that clouds the entire

interview.

For example, letting the fact that the

candidate is wearing out-of-the-

ordinary clothing or has a heavy

regional accent take precedence over

the applicant's knowledge, skills, or

abilities.

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HaloHaloEffectEffect

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.

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ContrastContrastEffectEffect

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.

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Competency-based Competency-based Career PlanningCareer Planning

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Competency-based Competency-based Training & Training &

DevelopmentDevelopment

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Competency-Based Training Framework

Required competency

level for certain position

Competency Gap

Competency Assessment

Current competency level of the employee

Training and Training and Development Development

Program Program

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Steps in Competency Based Training

1. Compare skills to other job titles to see what a person has to improve:

The database of job profiles will help the individual to assess where he needs to improve; what competencies are required for the next level.

This will also motivate him to learn newer skills by himself and nominate himself for additional training needs.

The competence management system needs to be open enough to be able to allow the employees to understand what is expected of them for being promoted

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2. Development Plan Summaries showing all of the skills people need to work on:

Provides a measurable rationale for training budgets and a means to identify people to attend course openings.

Provide individuals with the ability to view and enroll in training and development courses as well as books, developmental activities, etc. This will help individuals to be able to plan their work accordingly.

The schedules of training dates and prerequisites need to be displayed so as to allow the individual to take cognizance of the same.

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3. Predict Training Demand: The above step will help the HR department to

calculate the training staff required based on the summation of individual plans which have come in.

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4. Identify individuals who are eligible to be considered for promotion:

A good competence management system has to be able to determine which competencies need to be promoted and who has them so that the overall competence level of the organization can grow.

Also on the other hand, we also need to know who potential replacements for an unexpected vacancy are so that planning can be done accordingly

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5. Succession planning: The competencies required for the top

management should be completed in the job profiling, but further who should be groomed; what competencies will be needed and how to develop the same would require a good system

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Competency Profile Per Position

1 2 3 4 5

Communication Skills

Public Speaking

Leadership

Training Need Analysis

Material Development

Training Evaluation

Communication Skills

Interview Skills

Analytical Thinking

Understand Selection Tools

Teamwork

Customer Orientation

Recruitment Supervisor

Required Level

Required CompetencyPosition

Training & Development

Manager

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Managerial competency 1 2 3 4

Leadership Required Level

Actual Level

Achievement Orientation

Teamwork

Planning & Organizing

Functional competency 1 2 3 4

Mechanical Engineering

Mechanical Equipment Maintenance

Competency Profile Per PositionCompetency Profile Per Position

Position

Competency Requirements

Relevant Training Modules

Leadership

Leadership I

Communication Skills I

The Art of Motivating Employees

Providing Effective Feedback

SUPERVISOR

Achievement Orientation

Goal Setting Technique

Work Motivation

Planning & Organizing

Continuous Self Improevement

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Training Matrix for Competency Training Matrix for Competency DevelopmentDevelopment

Communication Skills V

Leadership V

Teamwork V

Achievement Orientation V

Customer Focus V

Job Functional Skills V

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

Position Managerial Competency

Supervisor

Manager

Pro

duct

ive

Com

mun

icat

ion

Ser

ies

On

Bec

omin

g E

ffect

ive

Lead

er 1

On

Bec

omin

g E

ffect

ive

Lead

er 2

Ser

vice

Exc

elle

nce

for C

usto

mer

Pro

fess

iona

l S

emin

ar S

erie

s

Ach

ieve

men

t M

otiv

atio

n Tr

aini

ng

Cre

ativ

e P

robl

em

Sol

ving

Stra

tegi

c M

anag

emen

t

Bui

ldin

g P

rodu

ctiv

e Te

amw

ork

V = compulsory training

Training Title

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Agenda


Competency Modeling





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Competency-based Competency-based Performance ManagementPerformance Management

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A system for effective performance management starts with the identification of critical positions, agreement on the top hard and soft skills required for those positions

It then provides the hiring, promotion, training and evaluation practices necessary to put the right people in the right job

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Elements in Competency Based Performance Management

Establishing performance expectations for incumbents based on the competencies identified for that position

Providing on-going feedback, coaching, evaluation and recognition

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Individual Performance Individual Performance

elementselements

has two main has two main

categories:categories:

1. Performance Results: Hard or

quantitative aspects of

performance (result)

2. Competencies: It represents

soft or qualitative aspects of

performance (process)

Individual Performance Element

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1.1. Performance Results ScorePerformance Results Score

2. Competencies Score2. Competencies Score

Individual Performance Element

Overall ScoreOverall Score

Will determine the employee’s

career movement, and also

the reward to be earned

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No. Main Performance Target Target to beAchieved

1 Conduct an assessment of the All employees submit their performance assessment formemployee's performance on time

2 Improve the system for Target : completed 100 % performance assessment in November 2008

3 Conduct training activities Target : to conduct 6 training modules in one year

4 Carry out on the job training Target : 90 % of the total employees activities who attend the training

experience an increase in skill and knowledge

Target should be measurable and specific

Element # 1 : Performance Results

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Element # 2 : Competencies

[ Intermediate Advanced Expert

Actively listens, and clarifies understanding where required, in order to learn from others.




Empathise with audience and formulates messages accordingly.




Shares resources and information.




Responds promptly to other team members’ needs.

Balances complementary strengths in teams and seeks 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.

Builds and maintains 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, eg 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 : CollaborationCompetency : Collaboration

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Assessing Competency through Assessment Center

Assessment Center Characteristics:Assessment Center Characteristics:

• A standardized evaluation of behavior based on

multiple inputs.

• Multiple trained observers and techniques are used.

• Judgments about behaviors 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

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Types of Test in Assessment Center

• In-trays or in-baskets involve working from the contents of a manager’s in-tray, which 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-Basket Exercise

• In a role play, you are given a particular role to assume for a certain task. The task will involve dealing with a role player in a certain way, and there will be an assessor watching the role play.

Role Simulation

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• 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.

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 analyse given information, and present a case to support a decision.

Presentation

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• 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.

GroupDiscussion

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Competency Assessment and Rating

Competency Score

Results of Observation Through the

Assessment Center

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Agenda


Competency Modeling





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Competency-Based Competency-Based Career and Succession Career and Succession

PlanningPlanning

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Career Path in a Hierarchical Organization

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Career Path in a Flattened Organization

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Career Planning Flow

Career Planning System Career Path

Design

Analysis of Employees Future Plan

Implementation of Development Program

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Defining Career Path

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?

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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 Managerial

Competency) Per Position

Categorizing the positions into a

Job Family

• Career Path : Vertical, Lateral

and Diagonal• Mandatory

training

Defining Career Path

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Assessing Employee Career Plan

EmployeeCareer Needs

• Assessment of the career type of the employee

• Assessment of the employee competency level (for example through assessment center)

OrganizationCareer Needs

• Assessment of the competency profile required by the position

• Assessment of the organization’s need of manpower planning

Match?Match?

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Employee Development Program

Employee Career Needs

OrganizationCareer Needs

Match?

Special Assignment

Mentoring

Executive Development Program

Job Enrichment

On the Job Development

Apprenticeship in Other Company

Presentation Assignment

Training/Workshop

Desk Study

Development Programs and InterventionsDevelopment Programs and Interventions

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Succession Planning

“A logical step by step process of identifying, evaluating and developing organization leadership to enhance the overall performance of the organization”

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Steps in Succession Planning…

Identify critical jobs that the organization needs to fill

Develop a competency model from critical jobs, determining the competencies needed at each step of the job family ladder

Develop the most appropriate assessment methods (assessment centre, screening, interviewing, etc) and assess people against the competency model of the job

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Make the decision whether to:- Promote from inside- Now or after competencies x, y, z have

been developed- Not promote but consider- Possible lateral transfer- Keeping in current job de-selection- Recruit from outside if no one in the

organization is ready or can be developed in time

Steps in Succession Planning…

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Steps in Succession Planning

Feed the human resource management information system to track:

- Promotable employees, for future competencies monitoring

- Competency requirements of target jobs

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Legitimate Questions

What were you trying to accomplish? What was the first key thing you did? How exactly did you do it? Who else was involved at this stage? Do you recall any conversation you had at this

stage? What exactly did you say?

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Legitimate Questions

What were you thinking at this stage? What were you feeling at this stage? Do you recall anything significant that happened

at this stage? How did it turn out? Is there anything at this stage that you would

wish to add that we have missed out? What was your role?

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Agenda


Competency Modeling





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Question Hour…

“Questions are the way to wisdom”

-Confucius

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Thank You!

competency-based_hr_management_747[1]

Documents

competency competency

job competency

development competency

type of competency

focus of competency

definition of competency

competency models

interview methods competency