An Introduction to Competency Management

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An Introduction to Competency
Management

• A Presentation to the MBA Students of
• ABS
• BY
• Dr Pallab Bandyopadhyay
• Vice President and Head- HR Asia Pacific
• 23rd August, Bangalore

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What is a competency?
It is an underlying characteristic of an
individual that is causally related to criterion
referenced effective and/or superior performance
in a job or situation William Lyle Spencer
3
What is a competency?
Refers to the individuals knowledge,skills,
abilities or personality characteristics that
directly influence his/her job performance Dave
Ulrich
4
What is a competency?
Competency is an underlying characteristic of a
person that leads to or calls superior or
effective performance Richard E Boyatzis
5
What is a competency?
PCMM Model

• Version 1
• Knowledge
• Skills

• Version 2
• Knowledge
• Skills
• Process Ability

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What is competency?

• Competency is defined as a set of attributes that
  are required for superior performance in a
  specific role. These attributes could be
  knowledge, skill, attitude, ability or any other
  attribute

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What is competency at?
Context
Knowledge
At t r ibutes
Role Band
Skills
Attitude
Ability
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Competence Vs Competency

• Competence concentrates on the outcomes of job
  performance. (WHAT has been achieved)

• Competency focuses on the behaviors that cause
  that outcome. (HOW was it achieved)

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Why Competencies ?

• If people know what the success factors are, they
  attempt to develop them

• Competencies offer a more specific and objective
  basis to define personal factors.

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Methodology,an example
Source -Sasken
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Defining Competencies

• Job analysis

• Identifying high performers

• Identifying competencies

• Defining competencies

Source-SHL
12
Job analysis.

• Seeks to identify what is required for effective
  performance in a role

• Is at the root of any competency modeling exercise

• Should always be a multi-method approach

Source-SHL
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Job analysis methods 1
The visionary interview
Inputs gathered from
Target level of job analysis
Source-SHL
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Job analysis methods 1
The visionary interview

• Typical questions
• What aspects of the role are this group currently
  strong/weak on?
• How is this role likely to change in the future?

• Advantages
• Incorporates breadth of perspective and future
  issues

• Limitations
• Distant from actual job

Source-SHL
15
Job analysis methods 2
The repertory grid interview
Inputs gathered from
Target level of job analysis
Source-SHL
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Job analysis methods 2
The repertory grid interview

• Typical questions
• In what way is this (good performer) employees
  style different from this (poor performer)
  employees style?

• Advantages
• Incorporates the managers immediate top-down
  focus

• Limitations
• Distance from actual job/selective focus

Source-SHL
17
Job analysis methods 3
The critical incident interview
Inputs gathered from
Target level of job analysis
Source-SHL
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Job analysis methods 3
The critical incident interview

• Typical questions
• Tell me about the most difficult situation you
  have had to handle in the job in the last six
  months

• Advantages
• Live issues from the job-holders perspective

• Limitations
• Selective focus/personal agendas

Source-SHL
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Job analysis methods 4
The card sort session
Inputs gathered from
Target level of job analysis
Source-SHL
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Job analysis methods 4
The card sort session
Source-SHL
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Job analysis methods 4
The card-sort session

• Typical process
• Sort these cards into those tasks fundamental to
  the role, those relevant to the role and those
  irrelevant to the role

• Advantages
• Forces respondents to think about all
  aspects/comprehensive and validated

• Limitations
• Language of description is imposed rather than
  emergent

Source-SHL
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A complete job analysis
Visionary
Repertory Grid
Card Sort
Critical Incident
Source-SHL
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Job analysis output

• A series of behavioural statements or indicators
  defining what makes someone effective in that
  role in that organisation both now and in the
  foreseeable future

• The job analysts task is to take the total set
  of indicators and group related items into
  meaningful dimensions

Source-SHL
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An example
of competency clustering 1
1. Is willing to take calculated risks and act
on his/her analysis of the situation
2. Takes effective steps to reduce conflict or
frustration among colleagues
3. Defines and reinforces standards for
appropriate behaviour
4. Understands critical relationships, causes,
effects and relevant factors
5. Analyses performance data to review how tasks
could have been performed better
6. Diagnoses training needs in his/her people and
creates development opportunities
7. Standardises processes to ensure consistency
of output
8. Quickly builds rapport and makes people feel
at ease
9. Leads from the front, sets an example and
gets the best out of people
Source-SHL
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An example of
competency clustering 1
10. Consults widely and asks the right questions
11. Continuously creates and updates contingency
plans
12. Encourages discussion among his/her staff.
Knows what they are thinking
13. Adopts the most appropriate interpersonal
style for different circumstances
14. Builds in checkpoints, milestones and
controls
15. Interacts with people in a balanced,
transparent and non-abrasive manner
16. Prioritizes effectively and allocates
realistic timeframes for activities
Source-SHL
26
An
example of competency clustering 2
1. Is willing to take calculated risks and act
on his/her analysis of the situation
10. Consults widely and asks the right questions
4. Understands critical relationships, causes,
effects and relevant factors
5. Analyses performance data to review how
tasks could have been performed better
15. Interacts with people in a balanced,
transparent and non-abrasive manner
13. Adopts the most appropriate interpersonal
style for different circumstances
8. Quickly builds rapport and makes people feel
at ease
2. Takes effective steps to reduce conflict or
frustration among colleagues
Source-SHL
27
An
example of competency clustering 2
9. Leads from the front, sets an example and
gets the best out of people
3. Defines and reinforces standards for
appropriate behaviour
6. Diagnoses training needs in his/her people
and creates development opportunities
12. Encourages discussion among his/her staff.
Knows what they are thinking
14. Builds in checkpoints, milestones and controls
11. Continuously creates and updates contingency
plans
7. Standardises processes to ensure consistency
of output
16. Prioritises effectively and allocates
realistic timeframes for activities
Source-SHL
28
An
example of competency clustering 3
1. Is willing to take calculated risks and act
on his/her analysis of the situation
10. Consults widely and asks the right questions
4. Understands critical relationships, causes,
effects and relevant factors
5. Analyses performance data to review how tasks
could have been performed better
Title Judgement, Analysis and Decision Making
Definition Collects relevant and comprehensive
information. Breaks the problem down and
applies appropriate logic. Reaches balanced and
rational decisions
Source-SHL
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Competency models A definition

• A competency model is a structured way of
  describing effective job behaviour

• Competencies provide a clear specification of
  individual knowledge, skill, characteristics,
  attributes, values and culture-fit requirements

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Competency Model in Org. context

• A competency model is not an end in itself. It is
  a means of defining measurement parameters

• Reduces a considerable amount of complex
  information to manageable chunks

• It typically provides the platform for one or
  more integrated HR tools

• It provides a common language for talking about
  performance

Source-SHL
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Competency Model in Org.context

• A vast number of organisational processes -
  appraisal, performance management, selection,
  promotion and development - tend to happen with
  little consistency or replicability and on the
  basis of individual bias or selective focus

• The more senior or critical the position, the
  more dangerous it becomes for these processes to
  remain ad hoc and subjective

Source-SHL
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the impact of Competency Model is that...

• They allow logic, transparency, consistency and a
  common vocabulary to dominate these processes

• They represent a significant systemisation and
  maturation of processes (which is why competency
  based HR processes are an essential part of many
  quality initiatives such as PCMM)

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Criteria for an effective competency model

• Manageable number

• Relevant (gains buy-in within the organisation)

• Discrete

• Comprehensive

• Expressed in a way that facilitates the process
  in focus

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Competency Models
McBer Generic Competencies( Also-Lyle Spencer)

• Achievement and action competencies

• Managerial competencies

• Influencing competencies

• Personal effectiveness competencies

• Cognitive competencies

• Helping and Human Service

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Ice-berg Model
Knowledge
Skills
Self Concept
Traits
Motives
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Competency Models
SHL Performance Area Model

• Managing tasks

• Managing people

• Communicating

• Thinking creatively

• Working with information

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Competency Model
Dave Ulrich Based on 10,000 individuals in 91
firms- HR Specific- used by GE

• Knowledge of Business

• Delivery of HR Practices

• Management of Change
• Management of Culture
• Personal Credibility

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Options for expressing competency models 1
Adapting and Responding to Change Demonstrates
openness, flexibility and sensitivity to the
environment. Is a force for change and fights
inertia.

• Negative Indicators
• Is slow to respond to changes in conditions
• Is suspicious and cynical about the need to
  change
• Clings to out-moded ideas or work practices

• Positive Indicators
• Easily switches from one environment or issue to
  another
• Supports and champions change initiatives
• Changes his/her views when presented with
  compelling arguments

Source-SHL
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Options
for expressing competency models 2
Communication and Presentation Skills transition
elements

• Shapes the agenda for discussions
• Guides discussion to a desired end point
• Promotes and defends own ideas and those of the
  team or organisation

• Shares information and encourages communication
  throughout the organisation
• Promotes and defends ideas effectively
• Clarifies and formalises agreements

• Demonstrates flexibility in presentation styles
  and adapts to suit the audience
• Explains concepts at the appropriate level of
  understanding
• Has good manners is interpersonally polished

• Accurately identifies and presents the key points
  of an argument
• Projects personal credibility and expertise
• Promotes his or her ideas effectively

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Components of competency framework

• Competency Definition
• General description of behaviors and activities
  that must be demonstrated by employee to achieve
  the desired objectives
• Proficiency level
• Proficiency level is the competency rating scale,
  which classifies observable measurable
  behaviors in to various levels.

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Proficiency Framework
Level 4 Expert
Level 3 Advanced
Level 2 Competent
Level 1 Beginner
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Customer Orientation
Self Management
Strategic Orientation
An example of Competency framework at Sasken
Achievement Orientation
Creativity
People Management
Communication
Adaptability
Team Skills
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Competency Based Management System

• People Movement
• Promotions and transitions Across Band
  Grade
• Onsite-Offshore Rotation

• Career Management
• Managerial /Technical Ladder
• Horizontal Movements to manage career aspirations

• Performance Management System
• Role/Band based Technical Behavioral Competency
• Assessment/Development Centre

Competencies

• Learning Development
• Competency based training
• Business aligned leadership development

• Resourcing
• Recruitment Through Competency based Interviewing
• Internal Transfers based on competency assessment

• Compensation and Benefits
• Competency based pay
• Reward for cross skilling/enhancement

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• Thank You
• Questions ???????????????????????
• pallab.b_at_ps.net