MANAGING TALENT THROUGH

COMPETENCY ASSESSMENT &

DEVELOPMENT

Presented by:-
Ajay Raj Singh
Chirag Vashishta
Jitendra Kumar
Vikram Sharma
 INTRODUCTION

 Defining and measuring competencies is crucial to

maximizing potential and unlocking superior performance.
Competencies provide a clear and integrated set of
dimensions against which performance can be described and
measured. A well-designed competency framework provides
the link
between behaviors, skills and attributes required by the
individual and the tasks required in a job. A framework that
is used as the foundation of an organization’s talent
management strategy provides the link between talent and
tangible business outcomes.
 HERE WE ARE TALKING ABOUT COMPETENCY NOT COMPETENCE.
THEN WHAT IS THE DIFFERENCE????

Competence
 The basic requirement to
perform a job as per the
prerequisite expectations.
Competency
 This is KSA(Knowledge,
Skill & Ability)
 Differs superior
performers from average
performers
HOW CAN WE ASSESS COMPETENCY:-
 There have been various models given to assess
competencies within an organization but we will
discuss the most popular and used one given by
NIHILENT Technologies( a company serving the
various needs of corporate for consultancy in all
such matters for over 350 yrs.)
 The company has given a framework called MC’3
which helps in competency assessment through it’s
supportive mechanism called LAMAT.
CONTD….
 LAMAT assesses competency by means of two
ways:-
 By use of Balance score card for purpose of
performance measurement;
 And by use of C.A.S.(Competency assessment
system), it helps caliber competencies of
individuals, provides organization a well defined
development approach to bridge the gap.
 COMPETENCY ASSESSMENT SYSTEM

 Competency Assessment System (CAS), a module of

Lamat calibrates and ascertains the competencies
of individuals and provides the organization with a
well-defined development approach to bridge the
gaps. CAS is a user friendly application which
helps the management of an organization to define
roles, arrive at competencies for each role and
then assess the individuals on the role level
competencies vis-à-vis required proficiency levels.
 ADVANTAGES OF CAS

 The competency assessment process is quick, scientific and

focused towards delivering strategic business objectives
 Business can now relate the potential of an individual to the
performance delivered, which in turn will help the management
to create an Integrated Performance Management System
 Enables allocation of right individuals to the roles to enhance
business performance
 Helps identify balance of expertise within business units,
divisions and groups
 Enables to identify learning priorities for each individual to
determine learning paths and bridge the gaps.
 COMPETENCY ASSESSMENT ISSUES

 Competencies are a combination of several entities

motives, traits, self-concepts, attitudes or values, skills
and abilities all of which can differentiate superior
performers from average performers. Since
competencies take a composite view of an employee’s
ability to perform, they go beyond mere the job
knowledge. This becomes particularly useful when the
definition of jobs itself changes under external
competitive pressures and today’s global scenario
which is rapidly changing.
 Starting from using trait and intelligence as
primary tools for predicting human performance,
several competency models have been developed
by human resource consultants and experts today.
These advanced models capture a host of
managerial competencies/skills including the
administrative, communicational, interpersonal,
motivational, strategic, entrepreneurial; as well as
leadership, self-management and thinking skills.
 However, one of the drawbacks of the above
approaches is that they focus mainly on
managerial aspects of jobs, and much less on
technical aspects of the job.
 NEED OF COMPETENCY ASSESSMENT

 Finding the right fit for the right job is a matter of concern
for most organizations especially in today’s economic crisis.
 Competencies enable individuals to identify and articulate
what they offer -regardless of the job.
 The slowing economy around the world has put new and
increased pressure on an organization’s capability to get
more out of the available resource they have.
 Competency modeling identifies the precise set of
competencies and proficiency levels needed for every role in
the organization.
 CONTINUED…..

 This system helps identify specific areas of

training and maps employee growth to strategic
business needs.
 During a difficult economic situation, it becomes
particularly important for organizations to sustain
their competitive edge in the industry by investing
in learning and development programs that will
empower employees to build on their strategic
career objectives,
COMPETENCE TO COMPETENCY
 Competence is a standardized requirement for an
individual to perform a specific job. It encompasses a
combination of KSA utilized to improve performance.
More generally, competence is the state or quality of
being adequately or well qualified, having the ability to
perform a specific job.
 Moving a step further and working on competence of an
employee after the competency required have been
assessed, these competencies by means of competency
development techniques.
COMPETENCY DEVELOPMENT
 Talents (Employees) in any organization can be classified in to four
categories using two simple yet effective criteria
1. The ability to learn and
2. The willingness to learn.
  a) Individuals who are high on both counts are the stars of the workplace.

They need to be encouraged and rewarded.

 b) Individuals who are low on both dimensions often may need to be

retrenched in the interests of maintaining or improving organizational

efficiency.
 c) The in-betweens are those who are high on the ability to learn but low on

willingness to learn who need to be re-trained and,

 d) Those who are high on the willingness to learn but low on the ability to

learn who need to be redeployed.