It is an underlying characteristic of a person which enables him/her to deliver superior performance in a given job role or situation. 3 CONCEPT OF COMPETENCY
Skill
Ability accomplish
Talent
Inherent ability
Competency
Underline characteristics that give rise to skill accomplishment
Knowledge skill and attitude
4 How do competencies differ from skills and knowledge
Competencies only include behaviors that demonstrate excellent performance.
Therefore they do not include knowledge but do include applied knowledge or the behavioral application of knowledge that produces success.
In addition competencies do include skills but only the manifestation of skills that produce success.
Finally competencies are not work motives but do include observable behaviors related to motives.
5 Components ofCompetency
Skill
capabilities acquired through practice.
Knowledge
understanding acquired through learning.
Personal attributes
inherent characteristics which are brought to the job
Behavior
The observable demonstration of some competency
skill knowledge and personal attributes attributed to
excellent performance
6 (No Transcript) 7 THE ICEBERG ONLY 10 OF ANY ICEBERG IS VISIBLE. THE REMAINING 90 IS BELOW SEA LEVEL. 8 THE ICEBERG
The Iceberg phenomena
Is
also applicable
on
human beings
9 THE ICEBERG 10 VISIBLE ABOVE SEA LEVEL SEA LEVEL INVISIBLE BELOW SEA LEVEL 90 10 THE ICEBERG KNOWLEDGE SKILLS KNOWN TO OTHERS SEA LEVEL UNKNOWN TO OTHERS ATTITUDE 11 THE ICEBERG BEHAVIOR KNOWN TO OTHERS SEA LEVEL UNKNOWN TO OTHERS IMPACT VALUES STANDARDS JUDGMENTS ATTITUDE MOTIVES ETHICS - BELIEFS 12 (No Transcript) 13 COMPETENCY MAPPING
Competency mapping is a process of identifying
key competencies
for a particular position in an organisation and then
using it for job-evaluation recruitment training and development performance management succession planning etc.
14 ESTABLISHING FOCUS
The ability to develop and communicate goals in support of the business mission.
Acts to align own units goals with the strategic direction of the business
Ensures that people in the unit understand how their work relates to the businesss mission
Ensures that everyone understands and identifies with the units mission
Ensures that the unit develops goals and a plan to help fulfill the businesss mission
15 PROVIDING MOTIVATIONAL SUPPORT
Skill at enhancing others commitment to their work.
Recognizes and rewards people for their achievements
Acknowledges and thanks people for their contributions
Expresses pride in the group and encourages people to feel good about their accomplishments
Finds creative ways to make peoples work rewarding
Signals own commitment to a process by being personally present and involved at key events
Identifies and promptly tackles morale problems
Gives talks or presentations that energize groups
16 ORAL COMMUNICATION
Expressing oneself clearly in conversations and interactions with others.
Speaks clearly and can be easily understood
Tailors the content of speech to the level and experience of the audience
Uses appropriate grammar and choice of words in 0ral speech
Organizes ideas clearly in oral speech
Expresses ideas concisely in oral speech
Maintains eye contact when speaking with others
Summarizes or paraphrases his/her understanding of what others have said to verify understanding and prevent miscommunication
17 Competency Catalogue 18 Stages of Competency CatalogueDevelopment 19
Introduce the concept of competency
Deciding the scope of competency project
20
Stage 2a Identifying Employee Core Competencies
possessed by all employees regardless of their functions
Review business vision and strategy
Identify Employee Core Competencies (behaviors) to achieve strategy
Stage 2b Identifying Job Relevant Competencies
Relevant to each existing function/job/role.
Determine and understand the nature of the job/role/position to be analyzed.
Conduct focus group discussion
21 How are the competencies identified for each job
Derived from a task analysis identifies the critical task with the jobholder and the immediate superior
Only the critical tasks are considered enable the jobholder to perform
The critical tasks are then recorded as competency requirements
22
The Performance Criteria are the standards to which the jobholder must demonstrate when carrying out the tasks
For e.g. a Welder when joining two metal sheets together must ensure that the workplace is safe for him to carry out the task. He must also ensure that the weld that he produces meets the quality standards and that he welds within the specified time frame
The identified competencies the Performance Criteria and the Required Competency Level are then validated by the Head of Department to ensure that it reflects the current competency requirement of the jobholder and standards set by the Company on the Performance Criteria.
23
Conduct behavioral event interview to identify
behavior indicators.
Define the competency with a description which
includes the previously identified behavior indicators
Scale each identified behavior indicator from lower to
higher levels of performance.
Validate and confirm the matrix of competency
catalogue with key stakeholders
24
Define number of positions to be reviewed
Identify roles and responsibilities of each position
Establish competency matrix match the roles and responsibilities with the competencies
Analyze the weight of the roles and responsibilities as a basis to decide the level of proficiencies
25 ROLE COMPETENCIES
A set of competencies required to perform a given role
Each competency has a skill set
IDENTIFICATION OF ROLE COMPETENCIES
Structure and list of roles
Definition of roles
Job description
Competency requirement
26 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
27 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
28 JOB DESCRIPTION STEPS
List down all the activities/tasks
small and big
Routine and Creative
Categorize activities under major heads
29 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
30 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
31 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
32 COMPETENCY ASESSMENT
Following methods are used
Assessment/Development Centre
360 Degree feedback
Role plays
Case study
Structured Experiences
Simulations
Business Games
33 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
34 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
35 Competency Flow Model COMPETENCY Competencies are to performance what DNA is to people 36 WHY USE COMPETENCIES
Implementing competencies within organization gives you the means to Translate the organizations vision and goals into expected employee behavior
Implement more effective and legally defensible recruitment selection and assessment methods
Reduce hiring costs and absenteeism / turnover rates
Identify areas for employee development that are directly linked to desired outcomes and organizational objectives
Set more effective (and valid) criteria for developing and evaluating performance
Identify gap between present skill sets and future requirements
And if downsizing is required ensure retention of the essential competencies for the success of the organization
By communicating these competencies to employees organizations empower employees to take charge of their careers direct their own personal development and continually self-evaluate and improve
37 Benefits of implementing a competency-based approach to developing professionals
For the Associates competency-based practices Identify the success criteria (i.e. behavioral standards of performance excellence) required to be successful in their role.
Provide 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.
Provide the basis for a more objective dialogue with their manager or team about performance development and career related issues.
38 SAMPLE CORE IDEOLOGIES OF SELECTED COMPANIES
American Express Co. customer service reliability
The Boeing Co. pioneers product safety and quality
Citicorp autonomy aggressiveness and self-confidence
General Electric Co. technology balance among stakeholders
Procter Gamble Co. honesty and fairness respect for individual
3M Corp. innovation initiative and personal growth
Wal-Mart Stores Inc. commitment enthusiasm
Walt Disney Co. creativity dreams imagination
39 For The Company
competency-based practices Reinforce corporate strategy culture and vision.
Establish expectations for performance excellence resulting in a systematic approach to professional development improved job satisfaction and better employee retention
Increase the effectiveness of training and professional development programs by linking them to the success criteria (i.e. behavioral standards of excellence).
Provide data on development needs that emerge from group and/or organizational composites that are an outcome of multi-rater assessments.
Provide a common framework and language for discussing how to implement and communicate key strategies.
Provide a common understanding of the scope and requirements of a specific role
Provide common organization-wide standards for career levels that enable employees to move across business boundaries.
40 For Managers
Identify performance criteria to improve the accuracy and ease of the hiring and selection process.
Provide more objective performance standards.
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
41 Training and Development
Training and development will be more focused
Address specific gaps in competencies
Training expenditure may increase depending on the number of competency gaps but in the long term the return on training expenditure may be justifiable when competencies gaps are addressed and employees perform to expectations
42 How is competency linked to Training and Development
Reconciliation between the Required Competency Level and your Current Competency Level will determine whether there are gaps to be addressed
The gaps will allow the employees to focus on the training and development programs necessary
There is no longer a need for employees to wonder what training is necessary
43 Global Competency Dictionary
A Competency Dictionary comprises of
key Competencies
Competency definitions
Competency types
Competency levels and
Appropriate supporting behavioral indicators.
44 How do I use the Competency Dictionary
The Competency Dictionary can be used for many Human Resource Management purposes such as A guide in creating job descriptions
A guide for hiring managers during behavior-based job interviews.
A self-assessment tool for employees and managers
A performance management guide for managers/supervisors
A training evaluation tool
45 THANK YOU
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