Mapping and developing competencies is critical to human capital building esp. in the context of change

1. Competency Mapping ,
Assessment & Management

2. 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.

3. CONCEPT OF ROLE
 Expectations of significant others and self
 Linking concept
 Individual
 Team
 organization
 Different from position
Dr. MG Jomon, XIMB

4. CONCEPT OF COMPETENCY
 Skill:
 Ability accomplish
 Talent:
 Inherent ability
 Competency:
 Underline characteristics that give rise to skill accomplishment
 Knowledge, skill and attitude
Dr. MG Jomon, XIMB

5. 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 Jomon, XIMB

6. 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.

7. 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 Jomon, XIMB

8. 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 Jomon, XIMB

9. 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
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. 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

11. ROLE COMPETENCIES
 A set of competencies required to perform a given role
 Each competency has a skill set
Dr. MG Jomon, XIMB

12. IDENTIFICATION OF ROLE
COMPETENCIES
 Structure and list of roles
 Definition of roles
 Job description
 Competency requirement
Dr. MG Jomon, XIMB

13. 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 Jomon, XIMB

14. 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 Jomon, XIMB

15. JOB DESCRIPTION: STEPS
 List down all the activities/tasks
 small and big
 Routine and Creative
 Categorize activities under major heads
Dr. MG Jomon, XIMB

16. 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 Jomon, XIMB

17. COMPETENCY IDENTIFICATION TOOLS
 Behaviour & Skills
 Benchmark Job Requirements
 Café 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
 Café 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 Café Coffee Day , Barista & Pizza Hut in
Mumbai market with a valid sample size
 Outcomes : Organizational, Team & Individual Requirements & Gaps

18. Example : Benchmarking Job
Requirements

19. Example : Benchmarking Customer
Expectations
RELATIVE DISTANCE FROM AVG
IMP. AVG
PERF ICICI BANK HDFC
BANK Citibank
HIGH IMPORTANCE - LOW
PERFORMANCE
Phone Banking -PBO Competence 5.25 51 -12 11 1
Phone Banking - Call transfer and hold
experience
5.20 21 -26 15 11
Servicing - Time of receiving the
statement
5.18 60 -14 2 11
Phone Banking -PBO Impression 5.15 63 -8 9 -1
Phone Banking- Time taken to connect to
PBO
5.13 23 -22 11 11
Servicing - Product related features 5.10 48 -6 -4 11
Servicing – Special Request 5.08 35 -15 9 6
HIGH IMPORTANCE - HIGH
PERFORMANCE
Servicing-Accuracy and Ease of
understanding the statement
5.26 71 -10 2 8
Internet Banking – Access & Browsing 5.07 69 7 7 -14

20. 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

21. Example of Individual Attitudinal
Capability
System orientation, customer service, accountability are areas
of concern
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Management
Style
System
Orientation
Org Structure /
Decision Making
Quality Customer
Service
Change Communication Accountability

22. Example of Organizational Attitudinal
Capability
Change orientation & management style more worrisome
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Management
Style
System
Orientation
Org Structure /
Decision Making
Quality Customer
Service
Change Communication Accountability

23. 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

24. Example of Day in the Life of Study
 A full day in the life of a
salesman studied & time spent
on
 Active selling
 Passive Selling
 Administration
 Delivery Order Taking
 Traveling
 Available/Free
 Comparison of
 Reality
 Perception
 Ideal
 Diagnosis of sales man’s
productivity & alignment to
business needs
How the salesman actually spent the day
7% 23% 7% 23% 39%1%
Active Selling Delivery / Order Taking Administration
Travelling Passive Selling AvailableHow the salesman thought he spent the day
55% 10% 10% 10%15%
Active Selling Delivery / Order Taking Administration
Travelling Passive Selling Available
How the salesman would like to spend the day
50% 10% 15% 15% 10%
Active Selling Delivery / Order Taking
Administration Travelling
Passive Selling Available

25. Example of Day in the life of Study
 Pre-meeting, Meeting & Post-meeting issues analyzed on
 Preparation, Building relationship, Identifying needs & objections, closing &
administration
 Diagnosis of sales man’s selling effectiveness & alignment to business needs
67%
15%
69% 68%
100%
PREPARATION BUILDING THE
RELATIONSHIP
IDENTIFYING THE NEEDS
AND OBJECTIONS
CLOSING THE DEAL ADMINISTRATION
Complied Not Complied

26. COMPETENCY ASESSMENT
 Following methods are used:
 Assessment/Development Centre
 360 Degree feedback
 Role plays
 Case study
 Structured Experiences
 Simulations
 Business Games
Dr. MG Jomon, XIMB

27. 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 Jomon, XIMB

28. COMPTENCY DEVELOPMENT
Role
Identified
competencies
Assessment result Areas of
improvement Action plan
Dr. MG Jomon, XIMB

29. 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 Jomon, XIMB

30. DELIVERABLES
 Role Directory
 Competency profiles
 Competency Map
 Competency based HR systems
 Recommendations: Rationalization of structure and manpower
 Institutionalization of interventions
 Organization Diagnosis Report

31. 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

32. 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 Jomon, XIMB

33. Get in Touch
Sarvajeet Chandra
+91 9920803060
• sarvajeet@theadiva.com
• sarvajeetchandra@gmail.com
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