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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.
CONCEPT OF ROLE Expectations of significant others and self Linking concept Individual Team organization Different from positionDr. MG Jomon, XIMB
CONCEPT OF COMPETENCY Skill: Ability accomplish Talent: Inherent ability Competency: Underline characteristics that give rise to skill accomplishment Knowledge, skill and attitudeDr. MG Jomon, XIMB
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
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.
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 displayDr. MG Jomon, XIMB
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
MACRO COMPETENCY MANAGEMENT STRATEGIC FRAMEWORK COMPETENCY FRAMEWORK COMPETENCY MODELING FRAMEWORK Organizational Strategy Core Competencies Stakeholder Interest Vision, Mission, Values, Strategic, (Organizational wide) Market Positioning Intent, Corporate Governance, Corporate Social Responsibility & Ethics Business Strategy Business Competencies Achieving Business Targets Business Plan & Goals, Culture (SBU specific) Employee Satisfaction People, Technology Teamwork Strategy Team Competencies Profit Center Orientations Leadership, Communication (Project driven) Team Development & Synergy Conflict Management, Interpersonal Skills, Project Orientation, Self Managed Teams (SMT) Role Strategy Role Competencies Performance Accomplishment Ability, Autonomy, Multiskilling, (Role wise) Task identity, Performance Individual Development Evaluation & rewards and performance
PROGRAM DESIGN AND IMPLEMENTATION COMPETENCY IDENTIFICATION 1. Identification process (4 COMPETENCY MAPPINGCOMPETENCY FRAMEWORK steps) 1. Strategy-Structure1. Core competencies 2. Consolidation of checklist Congruence (Organization wide 3. Rank Order and finalization 2. Structure Role2. Business competencies Congruence (SBU specific) 4. Validation and Benchmark 3. Vertical &3. Team Competencies horizontal Role (project driven) linkages4. Role competencies (Role COMPETENCY ASSESSMENT 4. Positioning to bring wise) 1. Psycho-metric tool in competitive 2. 360 Degree approach advantage COMPETENCY DEVELOPMENT INTEGRATION OF HR 1. Maturity framework & FUNCTION matrix 1. PMS 5. R&S 2. Areas of improvement 2. CP & CD 6. RS 3. Action Plan 3. SP & SD 4. T&D
ROLE COMPETENCIES A set of competencies required to perform a given role Each competency has a skill setDr. MG Jomon, XIMB
IDENTIFICATION OF ROLE COMPETENCIES Structure and list of roles Definition of roles Job description Competency requirementDr. MG Jomon, XIMB
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 rolesDr. MG Jomon, XIMB
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 othersDr. MG Jomon, XIMB
JOB DESCRIPTION: STEPS List down all the activities/tasks small and big Routine and Creative Categorize activities under major headsDr. MG Jomon, XIMB
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 roleDr. MG Jomon, XIMB
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
Example : Benchmarking Customer Expectations RELATIVE DISTANCE FROM AVG IMP. AVG ICICI BANK HDFC Citibank PERF BANKHIGH IMPORTANCE - LOWPERFORMANCEPhone Banking -PBO Competence 5.25 51 -12 11 1Phone Banking - Call transfer and hold 5.20 21 -26 15 11experienceServicing - Time of receiving the 5.18 60 -14 2 11statementPhone Banking -PBO Impression 5.15 63 -8 9 -1Phone Banking- Time taken to connect to 5.13 23 -22 11 11PBOServicing - Product related features 5.10 48 -6 -4 11Servicing – Special Request 5.08 35 -15 9 6HIGH IMPORTANCE - HIGHPERFORMANCE Servicing-Accuracy and Ease of 5.26 71 -10 2 8understanding the statementInternet Banking – Access & Browsing 5.07 69 7 7 -14
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
Example of Individual Attitudinal Capability100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Management System Org Structure / Quality Customer Change Communication Accountability Style Orientation Decision Making ServiceSystem orientation, customer service, accountability are areasSystem orientation, customer service, accountability are areas of concern of concern
Example of Organizational Attitudinal Capability 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Management System Org Structure / Quality Customer Change Communication Accountability Style Orientation Decision Making Service Change orientation & management style more worrisome Change orientation & management style more worrisome
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
Example of Day in the Life of Study A full day in the life of a How the salesman actually spent the day salesman studied & time spent on7% 1% 23% 7% 23% 39% Active selling Passive SellingActive Selling Delivery / Order Taking Administration AdministrationTravelling How the salesman thought he spent Available Passive Selling the day Delivery Order Taking Traveling 55% 10% 10% 15% 10% Available/Free Comparison of RealityActive Selling the salesman would likeTaking How Delivery / Order to spend Administration the dayTravelling Passive Selling Available Perception Ideal 50% 10% 15% 15% 10% Diagnosis of sales man’s productivity & alignment to Active Selling Delivery / Order Taking business needs Administration Travelling Passive Selling Available
Example of Day in the life of Study 15% 67% 69% 68% 100% PREPARATION BUILDING THE IDENTIFYING THE NEEDS CLOSING THE DEAL ADMINISTRATION RELATIONSHIP AND OBJECTIONS Complied Not Complied 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
COMPETENCY ASESSMENT Following methods are used: Assessment/Development Centre 360 Degree feedback Role plays Case study Structured Experiences Simulations Business GamesDr. MG Jomon, XIMB
COMPETENCY ASESSMENT Following methods are used: 360 Degree feedback Role plays Benchmarking & Case study Management Climate Study Structured Experiences/Simulations/Business Games Top Performer SurveyDr. MG Jomon, XIMB
COMPTENCY DEVELOPMENT Identified Assessment result Areas of Role competencies improvement Action planDr. MG Jomon, XIMB
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 advantageDr. MG Jomon, XIMB
DELIVERABLES Role Directory Competency profiles Competency Map Competency based HR systems Recommendations: Rationalization of structure and manpower Institutionalization of interventions Organization Diagnosis Report
INTEGRATION OF HR SYSTEMS(Competency based HR practices) Performance Management Reward System System Career Plan & Career Development Competency requirement Competency availability Competency acquisition/ Recruitment & Development Selections Succession plans & Training Succession /development Development Plans & Programmes
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 roleDr. MG Jomon, XIMB
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