Module -5

Competency Mapping

RCU Syllabus
Meaning of Competency. Competencies Developing competency models. Issues related to developing competency models. Sources of competency Information. Origin of assessment centre. Essential features of an assessment centre. How can assessment centers be used as a developmental tool?

Meaning of Competency
A competency is an underlying characteristics of a person, which enables him to deliver superior performance in a given job, role or a situation. This characteristics may be called an attribute bundle, consisting of knowledge, skills, traits, social role, self-image and motive.

People have & acquire COMPETENCIES

Competencies applied in the form of BEHAVIOUR (Actions, Thoughts, Feelings)

Our behaviour produces OUTPUTS (Products & Services)

How this is done yields RESULTS

Context for Competency

Competency has two relevant meanings The first, address the ability of an individual to perform effectively in a job-relevant area. The second, is a definition of what is required of an individual, for effective performance.

Competencies
Competencies are the characteristics of a manager. This goes along with our promise that competency is a characteristics of a person.

The competencies have five characteristics, namely

* Motives: Things a person consistently thinks about or wants that cause action, motives drive, direct and select behavior towards certain actions.

* Traits: Physical characteristics and consistent

responses to situations. Good eyesight is physical traits of a pilot.

*Self Concept: A person's attitude value or self image. A person's values are reactive or respondent motives that predict what a person would do in the short run.
*Knowledge (Information a person has in a specific work area) . * Skill (is the ability to perform certain mental or physical tasks) Example: Mental competency includes analytical thinking.

The four general competences are

Meaning Competence: Identifying with the purpose of the organization . Relation Competence: Creating and nurturing connections to the stakeholders of the primary tasks. Learning Competence: Creating and looking for situations that make it possible to experiment with the set of solutions that make it possible to solve the primary tasks and reflect on the experience.

 Change Competence: Acting in new ways when it will promote the purpose of the organization or community and make the preferred future come to life.
Types of competencies 1. Organizational competencies 2. Job/Role competencies 3. Personal competencies

Competence

Competency

1. 2. 3.

Based on the work task or job outputs. Describes the attributes of the job. Consists of the various skills and knowledge required to perform a job.

1. 2. 3.

Based on behavior. Describes the attributes of the person. Consists mainly of underlying characteristics of a person which result in effective and/or superior performance on a job. Are transferable from one sphere to another. Measured in terms of behavior. Are typically result-centric.

4.

5. 6.

Are not transferable since each competence is specific to a 4. single job or a specific range of jobs. 5. Measured by performance on 6. the job. Are specifically process centric

Benefits of Competency Approach

1. Increased productivity.
2. Improved work performance. 3. Training that is focused on organizational objectives. 4. Employee know up front what is expected of them. 5. Employees are empowered to become partners in their own performance development.

Why adopt Competency Method ?

PERSONALITY ICEBURG MODEL

Visible
Skill Knowledge

Hidden

Self-Concept Trait Motive

The Core Competencies

Observable Behaviour

Knowledge: Job related Skills: Communicates well,

demonstrates leadership

Traits: Learns quickly, projects self

confidence, team player, handles ambiguity well & demonstrates initative

Motives: Self-development, focuses on client success,

preserves firms / personal integrity

Central and Surface Competencies

SKILL

SELF-CONCEPT

TRAIT MOTIVE

ATTITUDES VALUES KNOWLEDGE Surface Personality Most easily developed Core Personality Most difficult to developed

What is a Competency Model ?

A Competency Model is a valid, observable, and measurable list of knowledge, skills and attributes demonstrated through behaviour that results in outstanding performance in a particular work context.

What is the Use of Competency Model ?

To determine whether the work force possesses abilities critical for the success is difficult. Behaviour for effective performance vary from B to B. Develop competency models identifying essential knowledge, skills and attributes needed for successful performance, HR Strategy. A Competency Model describes the combination of knowledge, skills and characteristics to effectively perform the role in an organisation and used for: Assessment during recruitment. Assessment during further development. Succession planning and promotion. Organisational development analysis.

What is Competency Mapping?

It is about identifying preferred behaviours and personal skills which distinguish excellent and outstanding performance from the average. A Competency are the ingredients (skills, knowledge, attributes and behaviours) that contribute to excellence.

Stages of Developing Organisation Wide Competency Model

Stage 1: Data Gathering & Preparation Stage 2: Data Analysis Stage 3: Validation

Study identified jobs.

Review list of probable competencies. Construct competency definition.

Content validation session.

Identify major Categories of skills.

Reinforce proficiency of Critical competencies.

Identify probable competencies.

Assign proficiency Levels.

Refine competency definitions, if necessary.

Stages of Developing Organisation Wide Competency Model

Stage 1: Data Gathering & Preparation Stage 2: Data Analysis Stage 3: Validation

Study identified jobs.

Review list of probable competencies. Construct competency definition.

Content validation session.

Identify major Categories of skills.

Reinforce proficiency of Critical competencies.

Identify probable competencies.

Assign proficiency Levels.

Refine competency definitions, if necessary.

Data Analysis
Construct competency definitions:
Job family Works manager Sales manager Production manager Treasurer

Competency 1 Problem solving

Competency 2 Conflict management Competency 3 Quality management

Sales force management

Channel administration Data gathering

Conflict Forecasting management

Decision making Problem solving Issue management Data gathering

Data Analysis
Review list of competencies: Review the competencies that are identified, to check if they fulfill the purpose or objective of the job.

Competencies are finalized for each job role. Identify and list meta competencies. Have it agreed with the management teams. Each role profile in turn would now have a detailed set meta and sub competencies

Data Analysis
Each of the competencies are now defined in the context of the role profile.
Assign proficiency level: Define what proficiency means to the organization and what use would it be put to within the organization. Define levels and differentiate between appraisal ranking and proficiency levels.

VALIDATING THE COMPETENCY MODEL

Content validation session:

Bring together an appropriate focus group

consisting of top management, cross section managers and typical role profile holders. Validate the skills identified and competencies profiled.

Conduct a validation exercise to check for the

ease of understanding, implementation possibility, time and the process involved to roll it out through the enterprise.

VALIDATING THE COMPETENCY MODEL

Define milestones for such an implementation

work.
Tabulate the learning process. Evaluate whether the exercise has generated adequate data and information to progress with the competency definition and proficiency mapping exercise. Reestablish the business case for implementing a competency development work process. Run pilot workshops where ever necessary

VALIDATING THE COMPETENCY MODEL

Reinforce proficiency of critical competencies:

At this stage, proficiency analysis and

validation is essential to be conducted through similar cross management focus groups.

Illustrate with examples how proficiency levels

have been articulated, valued and how they would be used. Handle insecurities and threat perceptions in the usage of proficiency levels.

Run pilot workshops where necessary.

VALIDATING THE COMPETENCY MODEL

Refine competency definitions, if necessary: Focus on the competency definitions obtained through the validation exercise. Conduct a top management workshop and finalize the definitions. Run a pilot focus group, if necessary

Competency Model for Sales Associate

PERSONALITY
1.

Assertiveness

Ability to take command during face-to-face situation while displaying appropriate tact and diplomacy.

2. 3.

Competitiveness Self-Sufficiency High Emotional Stamina High Energy Level Mental Ability Divergent Thinking Quantitative Reasoning

Desire to win and to achieve and, surpass goals.

Ability to work independently and maintain ones motive. Ability to maintain focus and effectiveness under stressful and frustrating situation.

4.

5.

Ability to establish and maintain a fast pace and temperament.

ABILITY
1.

2.

3.

Ability to deal with multiple issues and details., alertness and, learning capacity. Ability to see and think beyond obvious and formulate original solution Ability to reason with, analyse and draw conclusions from members.

Competency Model for Sales Associate

KNOWLEDGE
1.

Financial Analysis Computer Literacy Product Knowledge

2.

3.

4.

Competitive Environment

Understanding the financial impact of decision on the customer, the costumers satisfaction and the company. Basic computer skills for application to mktg pgmes, incl prospects list computer contacts and relevant economic data, Expertise related to companys product and services, as well as, other crucial aspects of business. Knowledge of company for ce and how company stacks up against competitors and their products.

SKILLS
1.

Basic Selling Skills

2.

Problem-Solving Skills

Establishing rapport, determining customers needs, relative benefits to product features, handling objectives and closing. Anticipating problem- inviting ideas, distinguishing symptoms from causes, modifying proposals and implementing solutions.

Issues related to develop competency model

Competency practitioners and consultants have followed various combinations of steps in developing the model and assessing the competencies. Steps have been added, deleted, modified, refined depending on both the internal and external factors.

In general, all the practitioners or consultants have addressed the following six issues while developing the model. Strategize Assess business needs, evaluate contextual drivers, engage stakeholders and set goals. Initiate Identify methodologies, develop project plans, review existing data, benchmark competencies, and collect competency data.

 Model Analyze and synthesize data, identify competencies and develop models, and validate models.
Pilot Develop implementation and evaluation plans, develop and initiate competency applications, and continuously communicate activities.

 Link
Link to all human resources system components, and phase in implementation of other competency based applications.

Evaluate
Establish and evaluate measures, and continuously improve the system.

Sources of competency information

Assessment Center Defined

An assessment center consists of a standardized evaluation of behavior based on multiple inputs. Multiple trained observers and techniques are used. Judgments about behaviors are made, in major part, from specifically developed assessment simulations. These judgments are pooled in a meeting among the assessors or by a statistical integration process.

Origin of Assessment Centre

Essential Features of an Assessment Center

Job analysis of relevant behaviors Measurement techniques selected based on job analysis Multiple measurement techniques used, including simulation exercises Assessors behavioral observations classified into meaningful and relevant categories (dimensions, KSAOs)

Multiple observations made for each dimension. Multiple assessors used for each candidate. Assessors trained to a performance standard. Systematic methods of recording behavior Assessors prepare behavior reports in preparation for integration

Integration of behaviors through: Pooling of information from assessors and techniques; consensus discussion Statistical integration process

These arent Assessment Centers

Multiple-interview processes (panel or sequential) Paper-and-pencil test batteries regardless of how scores are integrated Individual clinical assessments Single work sample tests

 Multiple measurement techniques without data integration nor is . . . labeling a building the Assessment Center

Assessment centre as a development tool

Tools and Techniques deployed in an Assessment Centre: 1. In-Basket. 2. Group Discussion. 3. Interview Simulation. 4. Presentation and report Writing. 5. Management Problems( or analysis)

6. Qualification Screens. 7. Structured Interviews. 8. Job Simulation. 9. Knowledge and Skills Tests. 10. Talent Measures. 11. Culture Fit and Values Inventories. 12. Background Investigation. 13. Integrity Tests. 14. Physical abilities test. 15. fact-finding and Analysis exercises. 16. Business Games. 17. Role-play exercises.