3. SUMMARY
CONCEPT OF ROLE AND COMPETENCIES
COMPETENCY MANAGEMENT FRAMEWORK
COMPETENCY IDENTIFICATION
COMPETENCY ASSESSMENT
COMPETENCY DEVELOPMENT
4. CONCEPT OF ROLE
Expectations of significant others and self
Linking concept
• Individual
• Team
• organization
Different from position
5. CONCEPT OF COMPETENCY
Skill:
• Ability accomplish
Talent:
• Inherent ability
Competency:
• Underline characteristics that give rise to skill accomplishment
• Knowledge, skill and attitude
6. 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”
7. 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. Ex: UK organizations
Woodruffe (1991)
8. 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
9. 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.
Armstrong (1999)
10. MACRO VIEW OF COMPETENCY MANAGEMENT
STRATEGIC FRAMEWORK COMPETENCY FRAMEWORK COMPETENCY MODELING
FRAMEWORK
Organizational Strategy Core Competencies Stakeholder Interest
Vision, Mission, Values, Strategic,
(Organizational wide) Market Positioning
Intent, Corporate Governance,
Corporate Social Responsibility & Ethics
Business Strategy Business Competencies Achieving Business Targets
Business Plan & Goals, Culture (SBU specific)
Employee Satisfaction
People, Technology
Teamwork Strategy Team Competencies Profit Center Orientations
Leadership, Communication
(Project driven)
Team Development & Synergy
Conflict Management, Interpersonal
Skills, Project Orientation, Self
Managed Teams (SMT)
Role Strategy Role Competencies Performance Accomplishment
Ability, Autonomy, Multiskilling,
(Role wise)
Task identity, Performance Individual Development
Evaluation & rewards and performance
development
MG Jomon.(2004). Unpublished
11. PROGRAM DESIGN AND IMPLEMENTATION : THE MODEL
COMPETENCY IDENTIFICATION
1. Identification process (4 steps) COMPETENCY
COMPETENCY FRAMEWORK
MAPPING
1. Core competencies 2. Consolidation of checklist
1. Strategy-Structure
(Organization wide 3. Rank Order and finalization Congruence
2. Business competencies 4. Validation and Benchmark 2. Structure Role
(SBU specific)
Congruence
3. Team Competencies
3. Vertical &
(project driven)
horizontal Role
4. Role competencies (Role COMPETENCY ASSESSMENT linkages
wise) 1. Psycho-metric tool 4. Positioning to bring
2. 360 Degree approach in competitive
advantage
COMPETENCY
INTEGRATION OF HR
DEVELOPMENT
FUNCTION
1. Maturity framework &
1. PMS 5. R&S
matrix
2. CP & CD 6. RS
2. Areas of improvement
3. SP & SD
3. Action Plan
4. T&D
MG Jomon.(2003). Unpublished
13. ROLE COMPETENCIES
A set of competencies required to perform a given role
Each competency has a skill set
Dr. MG Jomon, XIMB
14. IDENTIFICATION OF ROLE COMPETENCIES
Structure and list of roles
Definition of roles
Job description
Competency requirement
15. 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
16. 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
17. JOB DESCRIPTION: STEPS
List down all the activities/tasks
• small and big
• Routine and Creative
Categorize activities under major heads
18. COMPETECNY IDENTIFICATION: STEPS
Identify against each activity the following:
Role holder interview and listing
Internal/External customer interview and listing
Star performer interview and listing
Role holder critical incident analysis
Consolidate the above and make a checklist of competencies
Rank- order and finalize on 5/6 competencies critical to the
role
19. COMPETENCY ASESSMENT
Following methods are used:
Assessment/Development Centre
360 Degree feedback
Role plays
Case study
Structured Experiences
Simulations
Business Games
21. COMPTENCY DEVELOPMENT
Identified Assessment Areas of
Role competencies result improvement Action plan
22. 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
23. DELIVERABLES
1. Role Directory
2. Competency profiles
3. Competency Map
4. Competency based HR systems t
5. Recommendations: Rationalization of structure and manpower
6. Institutionalization of interventions
7. Organization Diagnosis Report
24. INTEGRATION OF HR SYSTEMS
(Competency based HR practices
Performance
Management System
Reward System
Career Plan & Career
Development
Competency requirement
Competency availability
Competency acquisition/
Development
Recruitment &
Selections
Succession plans &
Succession
Development
Training
/development Plans
& Programmes
25. 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