2. Competency Mapping
Research indicates that
Source of 50% of job performance problems is that people are in
the wrong job.
25% of on-the-job performance problems is the inability to
identify the ‘gaps’ between the competencies of the person and
the requirements of the job.
3. CONCEPT OF ROLE
Expectations of significant others and self
Linking concept
Individual
Team
organization
Different from position
Dr. MG Jomon, XIMB
4. CONCEPT OF COMPETENCY
Skill:
Ability accomplish
Talent:
Inherent ability
Competency:
Underline characteristics that give rise to skill accomplishment
Knowledge, skill and attitude
Dr. MG Jomon, XIMB
5. DEFINITION
First popularized by Boyatzis (1982) with Research result on
clusters of competencies:
“A capacity that exists in a person that leads to behaviour
that meets the job demands within parameters of
organizational environment, and that, in turn brings about
desired results”
Dr. MG Jomon, XIMB
6. COMPETENCY Vs. COMPETENCE
Competency: A person- related concept that refers to the
dimensions of behaviour lying behind competent performer.
Competence: A work- related concept that refers to areas of
work at which the person is competent
Competencies: Often referred as the combination of the above
two.
7. TYPES OF COMPETENCIES
Generic or specific:
Threshold or performance:
Basic competencies required to do the job, which do not
differentiate between high and low performers
Performance competencies are those that differentiate between
high and low performers
Differentiating Competencies:
Behavioral characteristics that high performers display
Dr. MG Jomon, XIMB
8. COMPETENCIES APPLICATIONS
Competency frameworks: Define the competency requirements
that cover all the key jobs in an organization. This consists of
generic competencies.
Competency maps: Describe the different aspects of
competent behaviour in an occupation against competency
dimensions such as strategic capability, resource management
and quality.
Competency profiles: A set of competencies that are require to
perform a specified role.
Dr. MG Jomon, XIMB
9. MACRO COMPETENCY MANAGEMENT
Organizational Strategy
Vision, Mission, Values, Strategic,
Intent, Corporate Governance,
Corporate Social Responsibility & Ethics
Business Strategy
Business Plan & Goals, Culture
People, Technology
Teamwork Strategy
Leadership, Communication
Conflict Management, Interpersonal
Skills, Project Orientation, Self
Managed Teams (SMT)
Role Strategy
Ability, Autonomy, Multiskilling,
Task identity, Performance
Evaluation & rewards and
performance
Core Competencies
(Organizational wide)
Business Competencies
(SBU specific)
Team Competencies
(Project driven)
Role Competencies
(Role wise)
Stakeholder Interest
Market Positioning
Achieving Business Targets
Employee Satisfaction
Profit Center Orientations
Team Development & Synergy
Performance Accomplishment
Individual Development
STRATEGIC FRAMEWORK COMPETENCY FRAMEWORK COMPETENCY MODELING
FRAMEWORK
10. PROGRAM DESIGN AND IMPLEMENTATION
COMPETENCY FRAMEWORK
1. Core competencies
(Organization wide
2. Business competencies
(SBU specific)
3. Team Competencies
(project driven)
4. Role competencies (Role
wise)
COMPETENCY IDENTIFICATION
1. Identification process (4
steps)
2. Consolidation of checklist
3. Rank Order and finalization
4. Validation and Benchmark
COMPETENCY ASSESSMENT
1. Psycho-metric tool
2. 360 Degree approach
COMPETENCY DEVELOPMENT
1. Maturity framework &
matrix
2. Areas of improvement
3. Action Plan
COMPETENCY MAPPING
1. Strategy-Structure
Congruence
2. Structure Role
Congruence
3. Vertical &
horizontal Role
linkages
4. Positioning to
bring in
competitive
advantage
INTEGRATION OF HR
FUNCTION
1. PMS 5. R&S
2. CP & CD 6. RS
3. SP & SD
4. T&D
11. ROLE COMPETENCIES
A set of competencies required to perform a given role
Each competency has a skill set
Dr. MG Jomon, XIMB
12. IDENTIFICATION OF ROLE
COMPETENCIES
Structure and list of roles
Definition of roles
Job description
Competency requirement
Dr. MG Jomon, XIMB
13. STRUCTURE AND LIST OF ROLES:
STEPS
Organizational structure study and examination
List all the roles in the structure
Identify redundant and overlapping roles
Final list of roles
Dr. MG Jomon, XIMB
14. DEFINITION OF ROLE: STEPS
Identify KPAs of the role
Link the KPAs with Dept. and Organizational goals
State the content of the above in one or two sentences
Position the role in perspective with that of others
Dr. MG Jomon, XIMB
15. JOB DESCRIPTION: STEPS
List down all the activities/tasks
small and big
Routine and Creative
Categorize activities under major heads
Dr. MG Jomon, XIMB
16. COMPETECNY IDENTIFICATION:
STEPS
Identify against each activity the following:
Role holder interview and listing
Day in the Life of Study
Internal/External customer interview and listing
Star performer interview and listing
Role holder critical incident analysis
Management Climate Study
Benchmarking
Consolidate the above and make a checklist of competencies
Rank- order and finalize on 5/6 competencies critical to the
role
Dr. MG Jomon, XIMB
17. COMPETENCY IDENTIFICATION TOOLS
Behaviour & Skills
Benchmark Job Requirements
Café Coffee Day Requirements for a Unit Manager , Area Manager against a Key
Competitor : Pizza Hut
Key skill requirements of other service organizations like ICICI Bank
Outcomes : Organizational, Team & Individual Requirements
Performance
Benchmark Performance Measures
Café Coffee Day Requirements for a Unit Manager , Area Manager against a Key
Competitor : Pizza Hut
Outcomes : Organizational, Team & Individual Requirements
Benchmarking Customer Expectations
Quantitative Questionnaire comparing Café Coffee Day , Barista & Pizza Hut in
Mumbai market with a valid sample size
Outcomes : Organizational, Team & Individual Requirements & Gaps
19. Example : Benchmarking Customer
Expectations
RELATIVE DISTANCE FROM AVG
IMP. AVG
PERF ICICI BANK HDFC
BANK Citibank
HIGH IMPORTANCE - LOW
PERFORMANCE
Phone Banking -PBO Competence 5.25 51 -12 11 1
Phone Banking - Call transfer and hold
experience
5.20 21 -26 15 11
Servicing - Time of receiving the
statement
5.18 60 -14 2 11
Phone Banking -PBO Impression 5.15 63 -8 9 -1
Phone Banking- Time taken to connect to
PBO
5.13 23 -22 11 11
Servicing - Product related features 5.10 48 -6 -4 11
Servicing – Special Request 5.08 35 -15 9 6
HIGH IMPORTANCE - HIGH
PERFORMANCE
Servicing-Accuracy and Ease of
understanding the statement
5.26 71 -10 2 8
Internet Banking – Access & Browsing 5.07 69 7 7 -14
20. COMPETENCY IDENTIFICATION TOOLS
Attitude – Management Climate & Attitudinal Study
Set of Questions measuring 8 characteristics of Attitudinal
Capability
Measures & identifies gaps
Management Style
System Orientation
Organisation Culture/Decision Making
Quality
Customer Service
Change
Communication
Accountability
Also looks at perceived performance & opportunities for
improvement
Benchmarking against other capable organizations
Outcomes : Organizational, Team & Individual Gaps
21. Example of Individual Attitudinal
Capability
System orientation, customer service, accountability are areas
of concern
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Management
Style
System
Orientation
Org Structure /
Decision Making
Quality Customer
Service
Change Communication Accountability
22. Example of Organizational Attitudinal
Capability
Change orientation & management style more worrisome
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Management
Style
System
Orientation
Org Structure /
Decision Making
Quality Customer
Service
Change Communication Accountability
23. COMPETENCY IDENTIFICATION TOOLS
Behaviour & Skills- Day in the Life of Outlet Manager
Snapshot of Productivity & Effectiveness of Key Managers
4 -8 Hours observation of critical skills, behaviour & attitude to
succeed
Measurement of AS-IS, DESIRED & SHOULD-BE
Outcomes : Organizational, Team & Individual Gaps
Behaviour & Skills- Top Performer Survey
20 top performers of Café Coffee Day and let them calibrate and
rank the necessary competencies for superior performance
Outcomes : Organizational, Team & Individual Requirements
Values : Top management interviews
Outcomes : Key Values to Uphold
24. Example of Day in the Life of Study
A full day in the life of a
salesman studied & time spent
on
Active selling
Passive Selling
Administration
Delivery Order Taking
Traveling
Available/Free
Comparison of
Reality
Perception
Ideal
Diagnosis of sales man’s
productivity & alignment to
business needs
How the salesman actually spent the day
7% 23% 7% 23% 39%1%
Active Selling Delivery / Order Taking Administration
Travelling Passive Selling AvailableHow the salesman thought he spent the day
55% 10% 10% 10%15%
Active Selling Delivery / Order Taking Administration
Travelling Passive Selling Available
How the salesman would like to spend the day
50% 10% 15% 15% 10%
Active Selling Delivery / Order Taking
Administration Travelling
Passive Selling Available
25. Example of Day in the life of Study
Pre-meeting, Meeting & Post-meeting issues analyzed on
Preparation, Building relationship, Identifying needs & objections, closing &
administration
Diagnosis of sales man’s selling effectiveness & alignment to business needs
67%
15%
69% 68%
100%
PREPARATION BUILDING THE
RELATIONSHIP
IDENTIFYING THE NEEDS
AND OBJECTIONS
CLOSING THE DEAL ADMINISTRATION
Complied Not Complied
26. COMPETENCY ASESSMENT
Following methods are used:
Assessment/Development Centre
360 Degree feedback
Role plays
Case study
Structured Experiences
Simulations
Business Games
Dr. MG Jomon, XIMB
27. COMPETENCY ASESSMENT
Following methods are used:
360 Degree feedback
Role plays
Benchmarking & Case study
Management Climate Study
Structured Experiences/Simulations/Business Games
Top Performer Survey
Dr. MG Jomon, XIMB
29. COMPETENCY MAPPING
Strategy structure congruence
Structure Role congruence
Each role to be unique
Non-Repetitive
Value adding
Vertical and horizontal role congruence
Ensure non repetitive tasks in two different roles
Ensure core competencies for each task
Link all the above and position to bring in competitive
advantage
Dr. MG Jomon, XIMB
30. DELIVERABLES
Role Directory
Competency profiles
Competency Map
Competency based HR systems
Recommendations: Rationalization of structure and manpower
Institutionalization of interventions
Organization Diagnosis Report
31. INTEGRATION OF HR SYSTEMS
(Competency based HR practices)
Reward
System
Performance
Management
System
Recruitment &
Selections
Career Plan &
Career
Development
Competency
requirement
Competency
availability
Competency
acquisition/
Development
Succession
plans &
Succession
Development
Training
/development
Plans &
Programmes
32. CONCLUSION
Inadequate Role Competencies -Two options:
Develop the competencies within a timeframe
Quit the Role
No option other than to perform
HRD function to ensure competencies in each role
Dr. MG Jomon, XIMB
33. Get in Touch
Sarvajeet Chandra
+91 9920803060
• sarvajeet@theadiva.com
• sarvajeetchandra@gmail.com
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