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An Introduction to Competency Management

An Introduction to Competency Management. A Presentation to the MBA Students of ABS BY Dr Pallab Bandyopadhyay Vice President and Head- HR Asia Pacific 23 rd August, Bangalore . What is a competency?.

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An Introduction to Competency Management

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  1. An Introduction to Competency Management A Presentation to the MBA Students of ABS BY Dr Pallab Bandyopadhyay Vice President and Head- HR Asia Pacific 23rd August, Bangalore

  2. What is a competency? It is an underlying characteristic of an individual that is causally related to criterion referenced effective and/or superior performance in a job or situation William Lyle Spencer

  3. What is a competency? Refers to the individual’s knowledge,skills, abilities or personality characteristics that directly influence his/her job performance Dave Ulrich

  4. What is a competency? Competency is an underlying characteristic of a person that leadsto or calls superior or effective performance Richard E Boyatzis

  5. What is a competency? • PCMM Model • Version 1 • Knowledge • Skills • Version 2 • Knowledge • Skills • Process Ability

  6. What is competency? Competency is defined as a set of attributes that are required for superior performance in a specific role. These attributes could be knowledge, skill, attitude, ability or any other attribute

  7. What is competency at? Context Knowledge At t r ibutes Role & Band Skills Attitude Ability

  8. Competence Vs Competency • Competence concentrates on the outcomes of job performance. (WHAT has been achieved) • Competency focuses on the behaviors that cause that outcome. (HOW was it achieved)

  9. Why Competencies ? • If people know what the success factors are, they attempt to develop them • Competencies offer a more specific and objective basis to define personal factors.

  10. Diagnostic workshop May 1999 Interviews with MCM and Senior Mgrs. August 1999 Identification of competencies September 1999 Validation of Competencies through in-depth interviews & survey - 1999- 2001 Validation of competencies through focus groups – May 2000 Validation from experts – November 2001 Methodology,an example Source -Sasken

  11. Defining Competencies • Job analysis • Identifying high performers • Identifying competencies • Defining competencies Source-SHL

  12. Job analysis…. • Seeks to identify what is required for effective performance in a role • Is at the root of any competency modeling exercise • Should always be a multi-method approach Source-SHL

  13. Job analysis methods: 1 The visionary interview Inputs gathered from Target level of job analysis Source-SHL

  14. Job analysis methods: 1 The visionary interview • Typicalquestions: • What aspects of the role are this group currently strong/weak on? • How is this role likely to change in the future? • Advantages: • Incorporates breadth of perspective and future issues • Limitations: • Distant from actual job Source-SHL

  15. Job analysis methods: 2 The repertory grid interview Inputs gathered from Target level of job analysis Source-SHL

  16. Job analysis methods: 2 The repertory grid interview • Typical questions: • In what way is this (good performer) employee’s style different from this (poor performer) employee’s style? • Advantages: • Incorporates the manager’s immediate top-down focus • Limitations: • Distance from actual job/selective focus Source-SHL

  17. Job analysis methods: 3 The critical incident interview Inputs gathered from Target level of job analysis Source-SHL

  18. Job analysis methods: 3 The critical incident interview • Typical questions: • Tell me about the most difficult situation you have had to handle in the job in the last six months • Advantages: • ‘Live’ issues from the job-holder’s perspective • Limitations: • Selective focus/personal agendas Source-SHL

  19. Job analysis methods: 4 The card sort session Inputs gathered from Target level of job analysis Source-SHL

  20. Taking Action (A) Makes things happen (B) Generates activity (C) Takes action quickly Making an Impact (A) Creates an immediate, positive and credible impression on others (B) Makes an effort to present a positive physical image Managing Resources (A) Identifies and organises resources needed to accomplish tasks (B) Ensures availability of critical resources (C) Effectively manages the deployment of people and equipment DECIDING AND INITIATING ACTION PERSUADING AND INFLUENCING PLANNING AND ORGANISING Job analysis methods: 4 The card sort session Source-SHL

  21. Job analysis methods: 4 The card-sort session • Typical process: • Sort these cards into those tasks fundamental to the role, those relevant to the role and those irrelevant to the role • Advantages: • Forces respondents to think about all aspects/comprehensive and validated • Limitations: • Language of description is imposed rather than emergent Source-SHL

  22. A complete job analysis Visionary Repertory Grid Card Sort Critical Incident Source-SHL

  23. Job analysis output • A series of behavioural statements or indicators defining what makes someone effective in that role in that organisation both now and in the foreseeable future • The job analyst’s task is to take the total set of indicators and group related items into meaningful dimensions Source-SHL

  24. An example of competency clustering: 1 1. Is willing to take calculated risks and act on his/her analysis of the situation 2. Takes effective steps to reduce conflict or frustration among colleagues 3. Defines and reinforces standards for appropriate behaviour 4. Understands critical relationships, causes, effects and relevant factors 5. Analyses performance data to review how tasks could have been performed better 6. Diagnoses training needs in his/her people and creates development opportunities 7. Standardises processes to ensure consistency of output 8. Quickly builds rapport and makes people feel at ease 9. Leads from the front, sets an example and gets the best out of people Source-SHL

  25. An example of competency clustering: 1 10. Consults widely and asks the right questions 11. Continuously creates and updates contingency plans 12. Encourages discussion among his/her staff. Knows what they are thinking 13. Adopts the most appropriate interpersonal style for different circumstances 14. Builds in checkpoints, milestones and controls 15. Interacts with people in a balanced, transparent and non-abrasive manner 16. Prioritizes effectively and allocates realistic timeframes for activities Source-SHL

  26. An example of competency clustering: 2 1. Is willing to take calculated risks and act on his/her analysis of the situation 10. Consults widely and asks the right questions 4. Understands critical relationships, causes, effects and relevant factors 5. Analyses performance data to review how tasks could have been performed better 15. Interacts with people in a balanced, transparent and non-abrasive manner 13. Adopts the most appropriate interpersonal style for different circumstances 8. Quickly builds rapport and makes people feel at ease 2. Takes effective steps to reduce conflict or frustration among colleagues Source-SHL

  27. An example of competency clustering: 2 9. Leads from the front, sets an example and gets the best out of people 3. Defines and reinforces standards for appropriate behaviour 6. Diagnoses training needs in his/her people and creates development opportunities 12. Encourages discussion among his/her staff. Knows what they are thinking 14. Builds in checkpoints, milestones and controls 11. Continuously creates and updates contingency plans 7. Standardises processes to ensure consistency of output 16. Prioritises effectively and allocates realistic timeframes for activities Source-SHL

  28. An example of competency clustering: 3 1. Is willing to take calculated risks and act on his/her analysis of the situation 10. Consults widely and asks the right questions 4. Understands critical relationships, causes, effects and relevant factors 5. Analyses performance data to review how tasks could have been performed better Title Judgement, Analysis and Decision Making Definition Collects relevant and comprehensive information. Breaks the problem down and applies appropriate logic. Reaches balanced and rational decisions Source-SHL

  29. Competency models: A definition • A competency model is a structured way of describing effective job behaviour • Competencies provide a clear specification of individual knowledge, skill, characteristics, attributes, values and culture-fit requirements

  30. Competency Model in Org. context • A competency model is not an end in itself. It is a means of defining measurement parameters • Reduces a considerable amount of complex information to manageable ‘chunks’ • It typically provides the platform for one or more integrated HR tools • It provides a common language for talking about performance Source-SHL

  31. Competency Model in Org.context • A vast number of organisational processes - appraisal, performance management, selection, promotion and development - tend to happen with little consistency or replicability and on the basis of individual bias or selective focus • The more senior or critical the position, the more dangerous it becomes for these processes to remain ad hoc and subjective Source-SHL

  32. the impact of Competency Model is that... • They allow logic, transparency, consistency and a common vocabulary to dominate these processes • They represent a significant systemisation and maturation of processes (which is why competency based HR processes are an essential part of many quality initiatives such as PCMM)

  33. Criteria for an effective competency model • Manageable number • Relevant (gains buy-in within the organisation) • Discrete • Comprehensive • Expressed in a way that facilitates the process in focus

  34. Competency Models McBer Generic Competencies( Also-Lyle Spencer) • Achievement and action competencies • Managerial competencies • Influencing competencies • Personal effectiveness competencies • Cognitive competencies • Helping and Human Service

  35. Ice-berg Model Knowledge Skills Self Concept Traits Motives

  36. Competency Models SHL Performance Area Model • Managing tasks • Managing people • Communicating • Thinking creatively • Working with information

  37. Competency Model Dave Ulrich Based on 10,000 individuals in 91 firms- HR Specific- used by GE • Knowledge of Business • Delivery of HR Practices • Management of Change • Management of Culture • Personal Credibility

  38. Options for expressing competency models: 1 Adapting and Responding to Change Demonstrates openness, flexibility and sensitivity to the environment. Is a force for change and fights inertia. • Negative Indicators • Is slow to respond to changes in conditions • Is suspicious and cynical about the need to change • Clings to out-moded ideas or work practices • Positive Indicators • Easily switches from one environment or issue to another • Supports and champions change initiatives • Changes his/her views when presented with compelling arguments Source-SHL

  39. Level 1 Level 2 Level 3 Level 4 Level 5 Options for expressing competency models: 2 Communication and Presentation Skills: transition elements • Shapes the agenda for discussions • Guides discussion to a desired end point • Promotes and defends own ideas and those of the team or organisation • Shares information and encourages communication throughout the organisation • Promotes and defends ideas effectively • Clarifies and formalises agreements • Demonstrates flexibility in presentation styles and adapts to suit the audience • Explains concepts at the appropriate level of understanding • Has good manners – is interpersonally ‘polished’ • Accurately identifies and presents the key points of an argument • Projects personal credibility and expertise • Promotes his or her ideas effectively

  40. Components of competency framework • Competency Definition • General description of behaviors and activities that must be demonstrated by employee to achieve the desired objectives • Proficiency level • Proficiency level is the competency rating scale, which classifies observable & measurable behaviors in to various levels.

  41. Proficiency Framework Level 4 Expert Level 3 Advanced Level 2 Competent Level 1 Beginner

  42. Customer Orientation Self Management Strategic Orientation An example of Competency framework at Sasken Achievement Orientation Creativity People Management Communication Adaptability Team Skills

  43. Competency Based Management System • People Movement • Promotions and transitionsAcross Band & Grade • Onsite-Offshore Rotation Career Management • Managerial /Technical Ladder • Horizontal Movements to manage career aspirations Performance Management System • Role/Band based Technical & Behavioral Competency • Assessment/Development Centre Learning & Development • Competency based training • Business aligned leadership development Competencies • Resourcing • Recruitment Through Competency based Interviewing • Internal Transfers based on competency assessment Compensation and Benefits • Competency based pay • Reward for cross skilling/enhancement

  44. Thank You Questions ??????????????????????? pallab.b@ps.net

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