An overview of what competency is all about and an approach to competency modelling

1. T.Sivasankaran Advesh consultancy services Chennai india [email_address] Mobile +91 9790971951 COMPETENCY MODELLING

2. “ Knowing is not enough; we must apply. Willing is not enough we must do.” - Goethe

6. 34 years after the first competency model, more than half of the Fortune 500 companies are using competency modeling. TODAY!

7. KNOWLEDGE TALENTED SKILL EXPERT ABLE CAPABLE INTELLIGENT

13. THE ICEBERG ONLY 10% OF ANY ICEBERG IS VISIBLE. THE REMAINING 90% IS BELOW SEA LEVEL.

14. THE ICEBERG SEA LEVEL VISIBLE ABOVE SEA LEVEL INVISIBLE BELOW SEA LEVEL 90 % 10 %

16. THE ICEBERG SEA LEVEL KNOWLEDGE & SKILLS ATTITUDE UNKNOWN TO OTHERS KNOWN TO OTHERS

17. THE ICEBERG SEA LEVEL BEHAVIOR VALUES – STANDARDS – JUDGMENTS ATTITUDE MOTIVES – ETHICS - BELIEFS

19. They consist of clusters of knowledge, skills, and personal attributes that AFFECT an individual’s ability to PERFORM

23. ELECTRICIAN

27. Competencies Distinguish Exemplary Performers from Average Performers

34. Competency Model Framework

35. Competency mapping is a process of identifying key competencies for a particular position in an organisation, and then using it for job-evaluation, recruitment, training and development, performance management, succession planning, etc. COMPETENCY MAPPING

41. LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 LEVEL 5 LISTENS CAREFULLY AND PRESENTS INFORMATION FOSTERS TWO WAY COMMUNICATION ADAPTS COMMUNICATION TO OTHERS COMMUNICATES COMPLEX MESSAGES COMMUNICATES STRATEGICALLY LISTEN ACTIVELY WITHOUT INTRUPTING ELICIT COMMENTS/FEEDBACK ON WHAT HAS BEEN SAID ADAPTS CONTENT AND TONE TO SUIT THE TARGET AUDIENCE HANDLES ON THE SPOT COMPLEX QUESTIONS COMMUNICATES STRATEGICALLY CHECKS OWN UNDERSTNDING OF OTHERS OPENLY DISCUSS DIFFERENT PERSPECTIVES ANTICIPATE REACTIONS DELIVERS DIFFICULT MESSAGES WITH CLARITY, TACT AND DIPLOMACY IDENTIFIES AND IMPLEMENT POLICIES

42. LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 LEVEL 5 PLANS TASKS AND ORGANISES OWN WORK APPLIES PLANNING PRICIPLES TP ACHIEVE WORK GOALS DEVELOPS PLAN FOR THE BUSINESS UNIT INTEGRATE AND EVALUATE PLANS TO ACHIEVE BUSINESS GOALS PLANS AND ORGANISES AT A STRATEGIC LEVEL IDENTIFIES REQUIREMENTS AND USES AVAILABLE RESOURCES ORGANISES WORK ACCORDING TO PROJECT AND TIME MANAGEMENT PRICIPLES CONSIDERS A RANGE OF FACTORS IN PLANNING PROCESS ESTABLISHES ALTERNATIVE COURSES OF ACTION EN SURES RESOURCES ARE AVAILABLE TO ACHIEVE SET OBJECTIVES COMPLETES TASK IN ACCORDANCE WITH PLANS PRACTICES AND PLANS FOR CONTINGENTS IDENTIFIES ACTIVITIES THAT WILL RESULT IN OVERALL IMPROVEMENT. ENSURES THAT SYSTEMS ARE IN PLACE SETS AND COMMUNICATES PRIORITIES WITHIN THE BROADER ORGANISATION

43. Stages of Competency Catalogue Development

55. Competency Flow Model COMPETENCY Competencies are to performance what DNA is to people

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