compitance mapping

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COMPETENCY MAPPING

• Presented By
• Darshan pandya
• Hitesh ahuja
• Hardik kadiya
• Kalpesh pokar
• MAnish chandran
• Milan patel
• Pratik patel
• Ravi narwani

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WHAT IS COMPETENCY?

• A competency is defined
• as a behavior or set of behaviors
• that describes
• excellent performance
• in a particular work context

It is an underlying characteristic of a person
which enables him/her to deliver superior
performance in a given job, role or situation.
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CONCEPT OF COMPETENCY

• Skill
• Ability accomplish
• Talent
• Inherent ability
• Competency
• Underline characteristics that give rise to skill
  accomplishment
• Knowledge, skill and attitude

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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.

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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

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THE ICEBERG
ONLY 10 OF ANY ICEBERG IS VISIBLE. THE REMAINING
90 IS BELOW SEA LEVEL.
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THE ICEBERG

• The Iceberg phenomena
• Is
• also applicable
• on
• human beings

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THE ICEBERG
10
VISIBLE ABOVE SEA LEVEL
SEA LEVEL
INVISIBLE BELOW SEA LEVEL
90
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THE ICEBERG
KNOWLEDGE SKILLS
KNOWN TO OTHERS
SEA LEVEL
UNKNOWN TO OTHERS
ATTITUDE
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THE ICEBERG
BEHAVIOR
KNOWN TO OTHERS
SEA LEVEL
UNKNOWN TO OTHERS
IMPACT
VALUES STANDARDS JUDGMENTS ATTITUDE MOTIVES
ETHICS - BELIEFS
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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.

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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

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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

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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

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Competency Catalogue
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Stages of Competency CatalogueDevelopment
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• Introduce the concept of competency
• Deciding the scope of competency project

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• 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

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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

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• 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.

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• 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

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• 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

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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

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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

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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

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JOB DESCRIPTION STEPS

• List down all the activities/tasks
• small and big
• Routine and Creative
• Categorize activities under major heads

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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

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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

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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

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COMPETENCY ASESSMENT

• Following methods are used
• Assessment/Development Centre
• 360 Degree feedback
• Role plays
• Case study
• Structured Experiences
• Simulations
• Business Games

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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

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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

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Competency Flow Model
COMPETENCY
Competencies are to performance what DNA is to
people
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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

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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.

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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

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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.

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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

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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

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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

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Global Competency Dictionary

• A Competency Dictionary comprises of
• key Competencies
• Competency definitions
• Competency types
• Competency levels and
• Appropriate supporting behavioral indicators.

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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

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THANK YOU