COMPETENCY

MAPPING ,
ASSESSMENT &
MANAGEMENT
PARTHA S. RAUT
10/13/2014 PARTHA S. RZUT 1
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.


10/13/2014 PARTHA S. RZUT 2
CONCEPT OF ROLE
EXPECTATIONS OF SIGNIFICANT OTHERS AND
SELF
LINKING CONCEPT
INDIVIDUAL
TEAM
ORGANIZATION
DIFFERENT FROM POSITION
Dr. MG J omon, XI MB
10/13/2014 PARTHA S. RZUT 3
CONCEPT OF COMPETENCY

SKILL:
ABILITY ACCOMPLISH
TALENT:
INHERENT ABILITY
COMPETENCY:
UNDERLINE CHARACTERISTICS THAT GIVE
RISE TO SKILL ACCOMPLISHMENT
KNOWLEDGE, SKILL AND ATTITUDE
Dr. MG J omon, XI MB
10/13/2014 PARTHA S. RZUT 4
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 J omon, XI MB
10/13/2014 PARTHA S. RZUT 5
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.
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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 DISPLAY
Dr. MG J omon, XI MB
10/13/2014 PARTHA S. RZUT 7
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 J omon, XI MB
10/13/2014 PARTHA S. RZUT 8
MACRO COMPETENCY MANAGEMENT


Organizational Strategy

Vision, Mission, Values, Strategic,
Intent, Corporate Governance,
Corporate Social Responsibility & Ethics
Business Strategy

Business Plan & Goals, Culture
People, Technology
Teamwork Strategy

Leadership, Communication
Conflict Management, Interpersonal
Skills, Project Orientation, Self
Managed Teams (SMT)
Role Strategy

Ability, Autonomy, Multiskilling,
Task identity, Performance
Evaluation & rewards and
performance
development
Core Competencies
(Organizational wide)
Business Competencies
(SBU specific)
Team Competencies
(Project driven)
Role Competencies
(Role wise)
Stakeholder Interest

Market Positioning
Achieving Business Targets

Employee Satisfaction
Profit Center Orientations

Team Development & Synergy
Performance Accomplishment

Individual Development
STRATEGIC FRAMEWORK COMPETENCY FRAMEWORK COMPETENCY MODELING
FRAMEWORK
10/13/2014 PARTHA S. RZUT 9


PROGRAM DESIGN AND
IMPLEMENTATION



COMPETENCY FRAMEWORK
1. Core competencies
(Organization wide
2. Business competencies
(SBU specific)
3. Team Competencies
(project driven)
4. Role competencies (Role
wise)
COMPETENCY IDENTIFICATION

1. Identification process (4
steps)
2. Consolidation of checklist
3. Rank Order and finalization
4. Validation and Benchmark
COMPETENCY ASSESSMENT
1. Psycho-metric tool
2. 360 Degree approach
COMPETENCY DEVELOPMENT
1. Maturity framework &
matrix
2. Areas of improvement
3. Action Plan
COMPETENCY MAPPING
1. Strategy-Structure
Congruence
2. Structure Role
Congruence
3. Vertical &
horizontal Role
linkages
4. Positioning to
bring in
competitive
advantage
INTEGRATION OF HR
FUNCTION
1. PMS 5. R&S
2. CP & CD 6. RS
3. SP & SD
4. T&D
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ROLE COMPETENCIES
A SET OF COMPETENCIES REQUIRED TO PERFORM A
GIVEN ROLE
EACH COMPETENCY HAS A SKILL SET

Dr. MG J omon, XI MB
10/13/2014 PARTHA S. RZUT 11
IDENTIFICATION OF ROLE
COMPETENCIES

STRUCTURE AND LIST OF ROLES
DEFINITION OF ROLES
JOB DESCRIPTION
COMPETENCY REQUIREMENT
Dr. MG J omon, XI MB
10/13/2014 PARTHA S. RZUT 12

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
Dr. MG J omon, XI MB
10/13/2014 PARTHA S. RZUT 13

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

Dr. MG J omon, XI MB
10/13/2014 PARTHA S. RZUT 14

JOB DESCRIPTION: STEPS


LIST DOWN ALL THE ACTIVITIES/TASKS
SMALL AND BIG
ROUTINE AND CREATIVE
CATEGORIZE ACTIVITIES UNDER MAJOR HEADS
Dr. MG J omon, XI MB
10/13/2014 PARTHA S. RZUT 15

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


Dr. MG J omon, XI MB
10/13/2014 PARTHA S. RZUT 16
COMPETENCY IDENTIFICATION
TOOLS
BEHAVIOUR & SKILLS
BENCHMARK JOB REQUIREMENTS
CAF 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
CAF 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 CAF COFFEE DAY , BARISTA & PIZZA HUT IN MUMBAI MARKET
WITH A VALID SAMPLE SIZE
OUTCOMES : ORGANIZATIONAL, TEAM & INDIVIDUAL REQUIREMENTS & GAPS




10/13/2014 PARTHA S. RZUT 17
EXAMPLE : BENCHMARKING JOB
REQUIREMENTS
10/13/2014 PARTHA S. RZUT 18
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



10/13/2014 PARTHA S. RZUT 19
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 CAF 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


10/13/2014 PARTHA S. RZUT 20

COMPETENCY ASESSMENT

FOLLOWING METHODS ARE USED:
ASSESSMENT/DEVELOPMENT CENTRE
360 DEGREE FEEDBACK
ROLE PLAYS
CASE STUDY
STRUCTURED EXPERIENCES
SIMULATIONS
BUSINESS GAMES



Dr. MG J omon, XI MB
10/13/2014 PARTHA S. RZUT 21

COMPETENCY ASESSMENT

FOLLOWING METHODS ARE USED:
360 DEGREE FEEDBACK
ROLE PLAYS
BENCHMARKING & CASE STUDY
MANAGEMENT CLIMATE STUDY
STRUCTURED EXPERIENCES/SIMULATIONS/BUSINESS
GAMES
TOP PERFORMER SURVEY



Dr. MG J omon, XI MB
10/13/2014 PARTHA S. RZUT 22
COMPTENCY DEVELOPMENT

Role
Identified
competencies
Assessment result Areas of
improvement

Action plan
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
Dr. MG J omon, XI MB
10/13/2014 PARTHA S. RZUT 24
DELIVERABLES
ROLE DIRECTORY
COMPETENCY PROFILES
COMPETENCY MAP
COMPETENCY BASED HR SYSTEMS
RECOMMENDATIONS: RATIONALIZATION OF STRUCTURE AND
MANPOWER
INSTITUTIONALIZATION OF INTERVENTIONS
ORGANIZATION DIAGNOSIS REPORT
10/13/2014 PARTHA S. RZUT 25
INTEGRATION OF HR SYSTEMS
(COMPETENCY BASED HR
PRACTICES)
Reward
System
Performance
Management
System
Recruitment &
Selections
Career Plan &
Career
Development
Competency
requirement
Competency
availability
Competency
acquisition/
Development
Succession
plans &
Succession
Development
Training
/development
Plans &
Programmes
10/13/2014 PARTHA S. RZUT 26

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
ROLE


Dr. MG J omon, XI MB
10/13/2014 PARTHA S. RZUT 27
ALL THE BEST !
10/13/2014 PARTHA S. RZUT 28