Lecture 31. Competency Mapping Why competency mapping ? Cost of manpower Cost of incompetence Planned competency development Employee engagement ISO/TS.

Lecture 31

Competency Mapping

Competency Mapping

Why competency mapping ?Cost of manpowerCost of incompetencePlanned competency developmentEmployee engagementISO/TS requirement

Competency-based Management practices

Acts as a basis for... Performance Management Learning & Development New Assignment / Project allocation Job Rotation Promotion Compensation Career Development Selection

What is a competency ?

Any underlying characteristic of an individual,

an operative thought or behaviour,

causally related to superior performance on the job.

• Observable

• Measurable

• Consistent

Reflected in a pattern of actions (skills), thoughts (knowledge) and feelings (attitudes) in the individual.

History of CompetenciesPioneers : 1) David McClelland, the famous Harvard

Psychologist: Article in 1973 in American Psychologist highlighting the importance of job related competencies over IQ & academic scores

2) Douglas Brey and Associates at AT & T gave the concept of assessment centres for predicting on the job success

Later McBer, a consulting firm founded by David McClelland & David Berlew specialised in mapping the competencies and use of behaviour event Interviewing (BEI)

These two researches popularised the competency concept.

Main trigger > the limitations of Performance Appraisal

Trait,Motive

Skill

Attitudes, Values

Knowledge

Core Personality:Most difficult to develop

Surface: Most easily developed

SkillKnowledge

Hidden

Visible

Attitudes, valuesSelf-image

TraitMotive

The Iceberg Model

Self-image

“Intent”

Competency Ice-berg Model

Competency Ice-berg (contd.)

Knowledge Content knowledge/information in field of work, - from education and experience

Skill Ability to do something well; most easily trained on - e.g. technical skills to use knowledge

Social Role How people perceive me; how I present myself - e.g. a loyal employee, a leader

Self-Concept How people see/view themselves; identity; worth - e.g. an expert, a teacher

Traits Habitual / enduring characteristics - e.g. flexibility, self-control, good listener

Motives Unconscious drives that predict behavior- e.g. achievement, influence/power, affiliation

Generic & functional competencies

Generic competencies are managerial and cognitive competencies required in small or large measure across functions.E.g. analytical skills, customer focus, etc.

Functional competencies are those which are required in small or large measure within specific functions.

E.g. knowledge of products, labor laws, etc.

Threshold & Differentiating Competencies

Threshold competencies are the characteristics which any job holder needs to have to do the job effectively – but do not distinguish the average from superior performer. E.g. language skills, computer skills etc.

Differentiating competencies are those characteristics which superior performers have but are not present in the average performers. E.g. empathy, ability to scan the environment for opportunities, etc.

Competency Dictionary

Documented combination of competencies and their description in a language specific to an organisation, its functions and levels.

It often also describes each competency in behavioral terms at different levels of proficiency, like Basic, Advanced and Expert

ACPL- Generic Competenciescommon to all managers

1. Communication Written, verbal, Presentation, Listening,

Negotiation, Non-verbal, Body

Language, Listening to the unsaid, with

holding giving concepts, concerns in

communication, Put forth own proposal / point

of view so that it do not gets turned down.

COMPETENCY DESCRIPTION

2. Analytical Ability Ability to analyze the situation in the context of

business.

3. Decision Making Ability to take good decision considering the

alternatives.

ACPL- Generic Competencies

4. Creative Thinking Out of the box thinking/ability to challenge/

(Not Innovation) appreciate status quo being challenged.

COMPETENCY DESCRIPTION

5. Customer focus Focus on internal as well as external customers

with a view to meet their changing expectations

(By setting benchmarks).

6. Emotional Intelligence More team work ‘not being a passenger,

dependable, inter-personal skills through self-

awareness of strengths/weakness, awareness of

environment, social circles, impulse control and

perseverance.

ACPL- Generic Competencies

7. Achievement Motivation Sets his own benchmark, Self-driven,

(Applied Learning) Assertiveness, Self-motivated.

COMPETENCY DESCRIPTION

8. Conceptual Ability Ability to think abstractly as an aid for

(for strategic thinking) formulation of strategy.

9. Business Literacy Cost consciousness, understanding P&L /

payback etc., Keeping holistic business picture

in mind.

10. Systems orientation Appreciation of Quality systems/GMP/ISO,

Management systems & Operative systems/ ability

to take corrective action rather than disposition.

11. Planning Business planning and planning of all the

resources.

ACPL- Functional Competencies

• Role: General Manager - Manufacturing

1. Sound Engineering concepts.

2. Sound understanding of Quality Management Systems.

• Role: General Manager - Commercial

1. Business acumen

2. Customer relationship management (CRM)

3. Understand and Navigate statutory requirements

ACPL- Functional Competencies

• Role: General Manager - Operations

1. Sound Engineering concepts.

2. Sound understanding of Quality Management Systems.

3. Versatility in handling a range of functions.

• Role: Senior Manager - Personnel & Administration

1. Sound knowledge of HRD concepts / tools and Labor laws.

2. Union (IR) negotiation skills.

3. Group process facilitation skills.

ACPL- Functional Competencies

• Role: DGM - PFD & Projects

1. Sound Engineering concepts & project management skills.

2. Management of logistics.

3. Sound understanding of Quality Management Systems.

• Role: Manager - Quality Assurance

1. Sound knowledge of Quality Management Systems.

2. Sound Knowledge of statutory and regulatory requirements.

3. Sound Pharma Concepts.

Competency fundas

The ultimate aim of the exercise is performance – the individual’s & the organization’s

All organization members must have a reasonable proficiency in a few key competencies determined by its business and strategy

A majority of key competencies are generic in nature, with a few knowledge competencies specific to the nature of business

A clear understanding of every member’s job profile is crucial to competency mapping

Stake holder expectations define a job and its competency requirements

Competencies are reflected in the proficiency of performing the key activities of a job

Competency Mapping

What is Competency Mapping?

• The process of identification of the competencies required to perform successfully a given job or role or a set of tasks at a given point in time

• It consist of breaking a given role or job into its constituent tasks or activities and identifying the competencies needed to perform the same successfully

Competency Mapping Methods

• The Behavioral Event Interview (BEI)

• Expert panels

• Focus groups

• Surveys

• Psychometric tests

Competency Assessment

The Behavioral Event Interview

It is a structured interview to identify specific behaviors which produce successful results. It identifies and compares thoughts, feelings, behaviors and outcomes reported by outstanding performers with those reported by average performers and is a tool for identifying differentiating competencies.

Competency Assessment

Evaluation of the extent to which a given individual or a set of individuals possess these competencies required by a given role or set of roles or levels of jobs.

Competency Assessment Methods

• Assessment Centers

• 360 degrees feedback

• Psychometric tests

Origin of Assessment Centres

• First used by German military psychologists during World War II to select officers

• The War Office Selection Board of the British Army during the 1940s and US office of strategic services used the method to select spies

• After WW II many military psychologists and officers joined private companies, where they started small scale assessment centres

• In 1956, AT & T was the first to use the method on a large scale to test managerial potential

Assessment Centers

• Use multiple methods and multiple assessors to enhance objectivity.

• Use psychometric tests, stimulation exercises, presentations, in basket exercises, interviews, role plays, group discussions etc.

• Methods used depend on nature of competencies

• Competencies can be identified by experts, HR specialists, job analysts, psychologists etc.. in consultation with line managers, current and past role holders, supervisors, internal customers and subordinates.

Job Description & Competencies

KEY RESPONSIBILITIES KEY ACTIVITIES

GOALS COMPETENCIES

Name: S A Bhalerao Designation: GM (Operations) Grade M2 Date 11.04.03

0 1 2 3 4 5 6 7 8 9 10

Required(RP)

Available (AP)

Required(RP)

Available (AP)

Required(RP)

Available (AP)

Required(RP)

Available (AP)

Required(RP)

Available (AP)

Required(RP)Available (AP)

Required(RP)

Available (AP)

Required(RP)

Available (AP)

Required(RP)

Available (AP)

Required(RP)

Available (AP)

Required(RP)

Available (AP)

0 1 2 3 4 5 6 7 8 9 10

Required(RP)

Available (AP)

Required(RP)

Available (AP)

Required(RP)

Available (AP)

HOD HOF HOC EmployeeDate:

2

Sound understanding of QMS

1Get more knowledge about Pharma concepts

Signatures :

3

Varsatility in handling a range of functions 1

Get exposure to sales, finanace and marketing

1

Sound Engineering concepts

1Improve upon maintanence to reduce downtime

Basic Advanced Expert Competency Gap (RP-APSl. No.

Competencies (Functional )

Proficiency Level

Negligible

11Planning

Remarks

9Business Literacy 2

Cost effectiveness to be improved.

1Plan with clear focus

10Sytems Orientation 2

Think of prevention through well built systems

7Achievement Motivation 1

Disciplined application of learnings is required.

8Conceptual Ability 1

Improve upon ability to see (holistic view) bigger picture

5Customer Focused 3

Keep customer in the mind and improve interactions withcustomers

6Emotional Intelligence 1

Develop subordinates and groom them as successor.

3Decision Making 1

Improve upon risk taking ability

4

Creative Thinking (Not Innovation)

1Think out of the box for challenging the status quo

Expert

1Communication 1

Improvement required in presentation skills

2Analytical Ability 1

Improve ability to analyse the analysis done bysubordinatesby asking right questions

Competency Gap Analysis Format - ACPL-S

Sl. No.Competencies

(Behavioral & Managerial)Proficiency

Level

Proficiency Scale Competency Gap (RP-AP)

Remarks

Negligible Basic Advanced

Competency Mapping Sheet

Gap Interpretation in terms of Developmental perspective

RP - AP ACTION TO BE TAKEN

• -ve Surplus

• 1 Kaizen (Continuous improvement)

• 2 Planned effort/ improvement / training

• 3 or more Major development effort required

(possibility of job change if the

competency is critical)

Annexure 5Name: Designation: Manager QA Grade: M5

Reveiew Date

Pre Date : 02.07.2003 Post Date: Signatures :

Employee Employee

HOC/HOF/HOD HOC/HOF/HOD

HR/ Personnel HR/ Personnel

Mid October

2003

Competency Development Planning Sheet

Developmental Plan/ Progress

Action Plan

Post Gap (RP-

AP)

Pre Gap (RP-

AP)

Sl. No.

Competencies to be developed

(Number/title/description of gap)

Observations & further action

CUSTOMER FOCUS

BUSINESS LITERACY

3

2

1. Proactive visits to customers. 2. Quicker response to internal/external customers. 3. Empathetic response to customers. 4.Take concurrence at the end when the commn. is done.

1. Concept of Cost of Qualtiy to be instituted. Take guidance of people like NCA, NKD

Mid October

2003

Mid October

2003

General Remarks: The surplus competencies available as indicated in the competency mapping sheet may be deployed through assignments to special projects, which require these competencies.

SYSTEMS ORIENTATION

1

2

3

1

1. Can be further sharpend by questioning on criteria. Join Mr. B during his audits.

Stages in installing Competency based Management

1. Develop a competency dictionary2. Map the competency requirements of jobs3. Assess competencies of job holders4. Plan action to deal with competency gaps5. Implement action in a sustained way

Dr. T V R says …“ Competency mapping is essentially an in-house job. Consultants can at best give the methodology and train up the line managers and HR staff. Consultants cannot do competency mapping all by themselves because no consultant can ever have all the knowledge required to identify the technologies, managerial, human relations and other conceptual knowledge, attitudes and skills required for all jobs in a firm. Where consultant are extensively relied upon the data generated are likely to enrich the consultant much more than the firm. The lower the consultant’s involvement, more the work needs to done internally and higher the intellectual capital generation and retention within the organisation.”