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Competency Profiling

This document discusses competency profiling and mapping. It defines competencies as characteristics that lead to effective performance. There are different types of competencies including motives, traits, self-concept, knowledge, and skills. Competency models can be used for hiring, development, performance management, and succession planning. Developing competency models requires determining the goals, ensuring involvement, addressing potential issues, and communicating the benefits to employees. Competency profiling involves assessing individuals' competencies through methods like behavioral interviews.

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36 views

Competency Profiling

This document discusses competency profiling and mapping. It defines competencies as characteristics that lead to effective performance. There are different types of competencies including motives, traits, self-concept, knowledge, and skills. Competency models can be used for hiring, development, performance management, and succession planning. Developing competency models requires determining the goals, ensuring involvement, addressing potential issues, and communicating the benefits to employees. Competency profiling involves assessing individuals' competencies through methods like behavioral interviews.

Uploaded by

nsominvz345
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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COMPETENCY

PROFILING

Prepared By:
Muhammad Anwar Arqam
READING
MATERIAL
• Chapters:
Part One
• Book:
The Handbook of
Competency Mapping
• Author:
Seema Sanghi
Learning Objectives

• Understanding
• Designing, and
• Implementing
• Competency Frameworks & Models in
Organizations
INTRODUCTION
• Organizations, Possessing Inherent Strengths Have
Core Competencies, Means Edge Over Others
• Auditing Existing Competencies
• Assessing Future Competencies To Spread Business
Units
• Investment & Time Required To Build Required
Competencies
DEFINING COMPETENCIES
• Characteristics Of Candidate
• Lead To Demonstration Of Skills & Abilities
• Lead To Effective Performance
• Refer To Behavior
• Differentiate Success
• Capacity To Transfer Skills & Abilities From One
Area To Another
INTERFACE BETWEEN
COMPETENCE & COMPETENCY
What You Do ↔ How Well You Do
LEARNING & DEVELOPMENT
LEVELS (KSCs)
1. Knowledge:
Reading (Understand Meaning Of Driving)
2. Skill:
Practicing (How To Drive)
3. Competence:
Applying (Ability To Drive)
TYPES OF COMPETENCIES
1. Motive: Thinking & Wanting Things Consistently
2. Traits: Physical Characteristics: Consistent
Responses To Situations Or Information
3. Self-Concept: Attitudes, Values, Self-Image
4. Knowledge: Information In Specific Content Areas
5. Skill: Ability To Perform Certain Physical Or Mental
Task
CENTRAL & SURFACE COMPETENCIES
CORE COMPETENCIES VS. WORKPLACE COMPETENCIES
W
ha
t
ar
e
Co
m
pe
te
nc
ies
?
MYTHS ABOUT COMPETENCY
• Not Performance But State Of Being To Perform
• Related To Performance But Not Sufficient Condition
• Standards Can’t Be Achieved Without ---
• Competencies Can’t Guarantee That Workers Will
Perform Adequately
• Personal Or Environmental Factors
• Competency Measurement Is Difference With
Performance Measurement
CAN DO/WILL DO EVALUATION CHART
• Can Do/Will Do: Ideal Situation
• Cannot Do/Will Do: Doing Effort, But Not Getting
Results (Skills Problem)
• Can Do/Won’t Do: Possessing Competencies But Not
Applying (Motivational Problem)
• Cannot Do/Won’t Do: Having Deficiencies In Both Skills
& Motivation
• Can Do - Can’t Do: Dimension Is Competence Effect
• Will Do - Won’t Do: Dimension Is Not Motivation Effect
COMPETENCY PYRAMID MODEL

INNATE &
ACQUIRED
ABILITIES
COMPETENCY MODELS FOR SALES
ASSOCIATES & HRM

• Refer Supplement Presented Separately


• Develop Competency Models For Different Jobs
As
•Home Assignments
COMPETECY MODELS HELPS IN:

 Hiring Best Available People


 Productivity Maximization
 Enhancing 360-Degree Feedback Process
 Adapting Change
 Aligning Behavior With Organizational
Strategies & Values
PERSONAL COMPETENCY
FRAMEWORK
• Personal Competency
Framework Consists Of 45
Competencies Under Six
Main Headings
• As Shown In Separate
Supplement 1
ISSUES RELATED TO DEVELOPING COMPETENCY MODELS
• Is Organization Serious About It?
• What Is Goal - Quality Or Excellence?
• Is Development Effort Periodic Or Continuous?
• Is Assessment Continuous Process Or One-Time?
• Are Competencies Reflecting Current Activities Or
Future Activities?
• What Should Be Time Frame For Project?
• How Will Organization Use Results?
• What Is Value Addition For • Who All Will Be Targeted?
Organization? • Who All Will Be Involved In
• What Is Value Addition For Development?
Employees? • Who Will Be Assessed By
• How Will Determinants Of Whom?
Success Be Measured? • How To Validate
• What Are Desired Assessments?
Outcomes? • How Will Competency
• Who Is Owner Of Process? Project Be Communicated
To Employees?
VALUE ADDITION FOR
ORGANIZATION
• Requirement Of Quality Certification Program
• Enhancing Organization’s Stature & Competitive
Position
• Improved Recruitment & Selection Processes
• Right People In Right Jobs Internally
• Developing People In Time & According To Needs
• Better Performance & Dropping Unnecessary
Development Activities
VALUE ADDITION FOR
ORGANIZATION
• Overall Organizational Performance By:
• Capturing Market Share
• Improved Customer Service
• Innovation
• Improved Efficiency
• Decrease In Time To Market
• Better Decisions
VALUE ADDITION FOR EMPLOYEES
• Clarity Of Processes, Skills, Knowledge Required
• Determining Competencies For Jobs
• Rationalizing Personnel Decisions
• Improving Competency Level & Working Conditions
• More Opportunities: Positions & Promotions
• Availability Of Information
• Shift From Subjectivity To Objectivity
COMPETENCY-BASED HR
APPLICATIONS
HR COMPETENCE AUDIT
5: Has This Competence In Abundance
4: Has This Competence Adequately
3: Has This Competence But Can Develop Some More
2: Needs To Develop This Competence Substantially
1: Does Not Have This Competence, Needs To Start
Developing It
Refer Separate Supplement 2
COMPETENCIES & RELEVENT BEHAVIORS

• Refer Separate Supplement 3


BENEFITS OF USING COMPETENCY-BASED
SELECTION SYSTEM
• Provides Complete Picture Of Job Requirements
• Increases Likelihood Of Hiring People Who Will
Succeed
• Minimize Investment In People Who Do Not Meet
Expectations
• Ensures More Systematic Interview Process
• Helps Describe Trainable Competencies
BENEFITS OF USING COMPETENCY-
BASED TRAINING & DEVELOPMENT
SYSTEM
• Enables Focus On Relevant Behaviors & Skills
• Ensures Alignment Of Training & Development
• Makes Most Effective Use Of Training &
Development
• Provides Framework For Bosses/Coaches
BENEFITS OF COMPETENCY-BASED
PERFORMANCE APPRAISAL SYSTEM

• Provides Shared Understanding Of What Will Be


Monitored & Measured
• Focuses & Facilitates Performance Appraisal
Discussion
• Provides Focus For Gaining Information About
Behavior
BENEFITS OF USING COMPETENCY-
BASED SUCCESSION PLANNING SYSTEM

• Clarifies Required Skills, Knowledge, Characteristics


• Provides Method To Assess Candidates’ Readiness
• Focuses Training & Development Plans To Address
Missing Competencies
• Allows Organization To Measure Its Bench Strength
SOURCES OF COMPETENCY
INFORMATION
• By Assumption
• By Law (State Statutes, Law, Administrative Law)
• By Industry
• By Organization
• By Work Group
• By Background Information
ADMINISTRATIVE
LAW

 Powers & Functions Of Administrative


Authorities
 Manners In Which Powers & Authorities Are
Exercised
 Remedies & Punishments For Aggrieved &
Misusers Of Power & Authority
BEHAVIOURAL BEHAVIOURAL
EVENT INTERVIEW DESCRIPTION
(BEI) INTERVIEW (BDI)
BEI & BDI METHOLOGY

• Step One—Opening Interview


• Step Two—Review Candidate’s Career History
• Step Three—Conduct-Focused Behavioral
Interview
COMPETENCY MAPPING &
ASSESSMENT CENTERS
Competency Assessment / Development
Centers:
• Systematic & Rigorous Means Of Identifying
Behavior For Recruitment, Selection, Promotion,
Development Within Workplace
• Ensures Selection Is Done On Basis Of Not Just
Performance But Also Potential
COMPETENCY MAPPING
MODEL
Resistance & Recommendations:
Why & How?

1. Clarity: Purpose Of Competency Model Is Not Made


Clear
2. Involvement: Individuals Are Not Involved In
Planning & Development Of Competency Model
3. Mismatch: Costs & Rewards Are Inadequate For
Supporting Effort
4. Constraints: Doubt Over Organizational Resources
5. Speed: Implementation Of Model Occurs Too
Quickly/Slowly
6. Stake: Concern About What ‘Using It’ Really Means
Competencies for Competitive Advantage

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