Competency Based Pms - Some Workshop Slides -chandramowly

H R D Dimensions

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H R D Dimensions

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HRD DIMENSIONS Competency Based PMS

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Business Life Cycle Matured Phase Decline Phase Growth Phase Renewal Phase

Start Phase

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PSET Factors

Globalisation EVA focus

Customer Imperatives VBM Quality Delivery

Current Market Corporate Competencies

Era of strategic initiatives Future Opportunity Inherent strength To discriminate others

Influence of Key Executives

Shared Vision Values

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2 challenges for Business Strategy 1. Competing with current market challenges. 2. Creating future markets H R D Dimensions

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IHRD – Day 1 Conceptual framework for building Competencies. Defining competencies & Behavioral Indicators. Developing customized competency models. Effective competency Mapping H R D Dimensions

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COMPETENCY AGENDA • Background

• Mapping

• Definition

• PMP Linkage

• Types

• HRDD Study

• Application

• Development

• Modeling

• Assessment

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Competency Based Culture Context Content Controls

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Competency Practices IBM

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Best Practices - UNILIVER

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Degree to which an individual does – what is important for the job

Competency Context • Ability to perform effectively in relevant job areas. • Defining what is required for effective performance Defining what is important to be successful in job H R D Dimensions

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Job Competency Survey • 2/3ds use for over 8 years • 85% managers involve in identifying competencies. 70% Senior Leaders are involved • 65% of PMS linked to Competencies • 50% support Succession Planning • 86% define competencies from> 4 sources • 80% - BEI, 68% Group Discussions, 61% surveys • 75% use Competencies for selection and promotion • 65% use it for PMP l • 91% report improved selection process and training program design H R D Dimensions

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COMPETENCY Individual Competencies

Managerial Competencies

Behavioural Competencies

Leadership Competencies

Competence

Competent Essential Competencies Role Competency

Competency

Functional Competencies

Behavioural Competencies

Core Competence

Competency means only what the definer wants them to mean…Zemke H R D Dimensions

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Competency Competency is “ an

underlying characteristic of a person which results in Effective Performance”

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Basic Communication Personal Effectiveness Relating to People Collaborating & Leading Action & Results Analytical & Conceptual Environmental Acumen Specialized Knowledge H R D Dimensions

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Competency Dictionary provides a definitions each Competency (customised for SEPL), Behavioural Indicators and 4 to 5 Levels. Each SEPL Competency is defined with theses 3 dimensions


DEFINITON


BEHAVIOURAL DESCRIPTORS
LEVELS H R D Dimensions

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TEAM WORK

Definition The intention to work cooperatively and productively with others, to be part of a team and to work together as opposed to separately or competitively. Displaying a collaborative approach that places the needs of the organization ahead of the interest of their own unit's interest and assignments. Develop and maintain respect for cooperative working relationships to contribute to the integrated and seamless delivery of products to the customers. It is about building effective teams of people with diverse talent and tolerant of differing needs and viewpoints, and reinforce effort towards common goal. H R D Dimensions

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TEAM WORK Behavioural Descriptors



is able to work in and lead a range of different teams to achieve a desired outcome;



recognises the opportunity for team working and building teams;



develops individuals as team members, identifying team strengths and weaknesses;



able to work with others to ensure cumulative contributions and enable teams to manage themselves effectively;



acts as an advisor to teams, often mentoring the team leader if required;



recognises the value of the diversity within teams and how that can be captured to achieve best results. H R D Dimensions

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TEAM WORK Levels 1.

Cooperates: Respects others, does his/her share of the work. Supports team decisions. As a member of the team, keeps other team members informed and up-to-date about the group process, individual actions, or influencing events. Shares all relevant or useful information as required

2.

Actively Participates: Contributes positively by actively sharing information, listening, and accepting others' points of view. Shares the workload with others, and contributes by being prepared and completing assigned tasks. Maintains a positive outlook and shows flexibility to new approaches and ideas.

3.

Involves other team members: Solicits ideas and opinions to help form specific decisions or plans. Demonstrates genuinely valuing others' input and expertise and is willing to learn from others. Contributes own expertise to the team. Able to give and receive constructive criticism. Promotes team cooperation (even during heated discussions). Is willing to set aside personal agenda in order to support the team consensus.

4.

Encourages others and facilitates effective outcomes: Publicly credits others who have performed well. Encourages and empowers others, making them feel valued and important. Gets the talent of the team recognized outside of the team. Facilitates and influences positive outcomes that support team goals. Assists in mediating between team members to resolve conflict. Assists team members through mentoring and longer-term assistance.

5.

Builds cohesive Teams: Acts to promote a welcoming, productive climate, good morale and cooperation. Protects and promotes the group reputation with outsiders. May involve team in diagnosis of problems and in developing solutions to effectively transfer knowledge within the organization H R D Dimensions

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Defining Job Competency

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Competencies – Three Streams • ORGNISATIONAL • JOB • INDIVIDUAL

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Competencies – 4 Types • Behavioural • Functional • Role • Core H R D Dimensions

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Organisational or Core SONY PHILIPS HONDA CA NON 3M INTEL NEC H R D Dimensions

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INDIVIDUAL COMPETENCIES LEADERSHIP SUCCESS MANAGERIAL SUCCESS INDIVIDUAL SUCCESS SUCCESS DIFFERENTIATORS

Mission Vision - Values Business Strategies Objectives - Sector Goals – Department KPI s - Individuals Challenges, Demands, Tasks

COMPETENCIES Knowledge

Skill

Behaviour Traits/Motives

Execution Results H R D Dimensions

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Career Management

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Competencies

Performance Mgmt C – Based Interview Job Profile Succession Planning PCMM – Level 3 Balance Score Card ISO - Prescription

Competency based Practices

C - Connection

Resolving Performance Issues Exercise using PAQ tool

Does the Employee have adequate job Knowledge ?

9 10 7 8 6 5 4 3 2 1 0 0

1

2

3

4

5

6

9 10

Performance Analysis Quadrant

7 8

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Does the employee have the proper attitude (desire) to perform the job? H R D Dimensions

(PAQ)

5 4 3 2 1 0

KNW

6

7 8

9 10

Performance Analysis Quadrant (PAQ)

0

1

2

3

4

5

6

ATTD H R D Dimensions

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7 8

9 10

5 4 3 2 1 0

KNW

6

7 8

9 10

Performance Analysis Quadrant (PAQ)

0

1

2

3

4

5

6

ATTD H R D Dimensions

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7 8

9 10

5 4 3 2 1 0

KNW

6

7 8

9 10

Performance Analysis Quadrant (PAQ)

0

1

2

3

4

5

6

ATTD H R D Dimensions

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7 8

9 10

PAQ

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9 10

Performance Analysis Quadrant (PAQ)

7 8

A B

6 5 3

4

C D Training

1

2

Selection

0

KNW

Resource / Environment

Motivation

0

1

2

3

4

5

6

ATTD H R D Dimensions

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7 8

9 10

9 10

Performance Analysis Quadrant (PAQ) Sufficient KW and ATT but low performance No fault of employee Lace of Resource Work atmosphere issues

5

6

7 8

Sufficient KW insufficient ATT Adjust Consequences (Rewards)

C D

3

4

Selection Insufficient KW and ATTD

Insufficient KW but Sufficient ATTD

Selection / fitment issue

2

Training

Training

1

Transfer / Discharge Interviewing skills?

0

KNW

Resource / Environment

A B

Motivation

0

1

2

3

4

5

6

ATTD H R D Dimensions

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7 8

9 10

Performance Links to Leadership Competencies Performance Expectations •Consistent Customer Satisfaction

•Penetrate with new products of high margin

•High utilisation of Operating capacity

Improvement Opportunities •Accurate Timely Action

•Launch New target segment product lines

Performance Challenges

Related Competencies

•Reliable Systems and Behaviours

•Passion for service Excellence

•Target Right market, leveraging band strengths

•Strategic Market perspective

•Secure •Cost effective reliable /cost effective procurement supply chain relationship H R D Dimensions [email protected]

•Change leadership

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HUMAN VALUES 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

ABANDONMENT OF 'I' ABSENCE OF PRIDE ABUNDANT MENTAILITY BLISS COMPASSION CONSISTENCY CONSTANT SELF KNOWLEDGE CONTENTMENT COOPERATION COURTESY CREATIVITY DIGNITY DISPASSION ENDURANCE EQUALITY EVEN MINDEDNESS EVEN TEMPER FAIRNESS FORTITUDE GENTLENESS

21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 H R D Dimensions

GIVING GRATITUDE HARMONY HUMILITY INTEGRITY LOVE MODESTY NOBILITY NON HATRED NON-ATTACHMENT NON-EGOISM NON-VIOLENCE OPENNESS PATIENCE PEACEFULNESS PERCPTION OF ULTIMATE POLITENESS POSITIVE ATTITUDE PURIFIED MIND QUALITY [email protected]

41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60

QUIETUDE RESPECT FOR OTHERS RESPECT TO INDIVIDUAL RIGHTEOUSNESS SELF CONTROL SELF DISCIPLINE SELF KNOWLEDGE SELF RESTRAINT SELF SUFFICIENCY SELFLESSNESS SERVICE SIMPLICITY STEADINESS TRUST TRUTHFULNESS UNDERSTANDING UNITY UNMALICIOUS TONGUE UNPRETENTIOUSNESS UPRIGHTNESS

Purpose

1

Purpose

2

Progression

3

Planning

4

Planning

5

People

6

Peformance

7

Perfection

8

Performance

9

Personal

10

Progression

11

Process

12

Problem Solving

13

Peformance

14

Personal

15

Perfection

16

Problem Solving

17

People

18

Purpose

19

Problem Solving

20

Perfection

21

Perfection

22

Personal

23

Planning

24

People

25

Process

26

Personal

27

Purpose

28

Performance

29

Process

30

Personal

31

Progression

32

Personal

33

People

34

Process

35

Process 36 KNOWLEDGE SHARING ACCOUNTABILITY Partership 37 LEADING AND MANAGING CHANGE MISSION AND VISION BUILDING Personal 38 LISTENING, UNDERSTANDING AND RESPONDING ACHIEVEMENT ORIENTATION Performance 39 MANAGING AND MEASURING PEFORMANCE ANALYTICAL THINKING Peformance 40 MANAGING BUSINESS BUILDING COMPETENCIES Planning 41 MANAGING FINANCE BUILDING TRUST Performance 42 MANAGING HUMAN CAPITAL BUSINESS ALIGNMENT Purpose 43 MANAGING RELATIONS COACHING AND MENTORING Process 44 MARKETING COLLABORATION Process 45 MEDIATION AND NEGOTIATION COMMANDING Progression 46 MOTIVATING AND INSPIRING COMMITMENT TO LEARNING People 47 NETWORKING COMMUNICATION Process 48 ORGANISATIONAL AWARENESS CONCEPTUAL THINKING Perfection 49 ORGANISATIONAL COMMITMENT CONCERN FOR QUALITY Personal 50 PERSONAL MOTIVATION CONFIDENCE AND BRAVERY Planning 51 PLANNING, PRIORITISING AND INITIATIVE CONFLICT MANAGEMENT Process 52 POLITICAL SAVVY CRITICAL THINKING Perfection 53 PRAGMATIC CONTINUOUS IMPROVEMENT CULTURAL SENSITIVITY Planning 54 PRESENTATION AND PUBLIC SPEAKING CUSTOMER ORIENTATION Perfection 55 PROACTIVE POWER DEALING WITH AMBIGUITY Perfection 56 PROBLEM SOLVING AND DECISION QUALITY DECISION MAKING Performance 57 PROFESSIONALISM DEVELOPING SELF AND OTHERS Perfection 58 RESILIENCE EMOTIONAL INTELLIGENCE Perforamance 59 RESULTS ORIENTATION EMPOWERING OTHERS Personal 60 SELF CONTROL ENERGIZING OTHERS 61 SELF-CONFIDENCE FACILITATION AND GROUP MODERATIONPersonal Parnership 62 SHARING RESPONSIBILITIES FLEXIBILITY / ADAPTABILITY Personal 63 HEALTH AND SAFETY STAMINA/STRESS RESISTANT Performance 64 STRATEGIC AGILITY IMPACT AND INFLUENCE 65 STRATEGIC ORIENTATION INFORMING AND SEAKING INFORMATIONPerformance Partership 66 SYNERGISING AND VALUING DIFFERENCES INITIATIVE Process 67 SYSTEMS THINKING INNOVATIVE THINKING Partership 68 TEAM LEADERSHIP INTEGRITY AND ETHICS Partership 69 VALUING DIVERSITY INTERPERSONAL UNDERSTANDING H R D Dimensions [email protected] 70 WARMTH AND SOCIABILITY INTERVIEWING SKILLS

Purpose Personal Planning People Process Partnership Peformance Progression Perfection H R D Dimensions

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Body Organs A-S

Mind Emotions Feeling

Effort & Balance

Int Choices

Universal Principles

DescriDescrimination

Ego Desire – Dislike

Cons Values Mission

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World Outside

Competency Acquisition Process

Competency Strength

Application/Practice using the competency Developing New competency

Competency Gap scoring Understanding the competency Recognition of the competency Time H R D Dimensions

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Feedback to individuals

Training / Development planning

Implementation of training / Dev.plans

Assessment of individuals on key competencies Analysis of group results

Feedback to individuals

Reassess ment of individual Identification of common training needs

Implementa tion of training curriculum

Development of training curriculum H R D Dimensions

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Analysis of training effectiveness

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Levels : Complexity and Impact H

Complexity

Level 4

Level 3 Level 2 Level 1

L

Impact H R D Dimensions

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H

Market Trends Specific Customer Needs BUSINESS GOALS OF ORGANISA-ORGANISA TION

Identify Needed Competencies for Group Success JOBS Indl. Goals Products Services

•Competitors • Group specific Goals

Develop Desired Ratings for Competencies for each Group Fix Desired Ratings for for Band Levels

•Paired comparison by superiors

Individual assessment of Competencies

Individual interviews focussing on perception of needs

COMPETENCY GAPS

Identifying, Developing and Assessing Competencies

Identify 33-4 top competecompetency gaps for each business Group by Pareto Analysis Identify 33-4 top competecompetency gaps for each individual for development Align SMART goals with Group Sales plan and Business Plan Identify 33-4 key parts of each competency for dev. for each individual Development Process Use Competency Development Planner •Training •Coaching • Feed back

Match and recycle Extend to other BUs

Assessment of ‘ Gap filled’ Competencies Mowly / vbc / hr

Lominger’s 66-Step Development Model 5. Blend 3

2

ABC

1

4. Build 3. Act

2. Accept

1. Aware

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6. Consequences

THE COMPETENCY CONE

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THE COMPETENCY CONE

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Leadership Mastery

Perfect Balance

SOFT

Attitude, Feeling

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HARD

SKILL

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Leadership Mastery

Influence

Action

To do willingly

To do well

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BLOCKAGE SURVEY

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The Blockage Survey Your totals 1

24

25

48

Grid No.

49 1

2

23

26

47

50 2

3

22

27

46

51 3

4

21

28

45

52 4

5

20

29

44

53 5

6

19

30

43

54 6

7

18

31

42

55 7

8

17

32

41

56 8

9

16

33

40

57 9

10

15

34

39

58 10

11

14

35

38

59 11

12

13

36

37

60 12

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HOW COMPETENCY DEVELOPMENT TAKES PLACE?

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An off-the-shelf approach to predicting competencies through internal feedback and assessment Personal Qualities 

Is highly supportive and sympathetic to colleagues in need.



Consults others and encourages them to contribute.



As willing as most to express views.



May enjoy winning but perhaps not against colleagues.



Enjoys variety and change.



2

3

4

5

Interpersonal Sensitivity

1

2

3

4

5

Flexibility

Adjusts behaviour very readily to new circumstances.



Prepared to follow the consensus decision most of the time.



Is fairly optimistic when faced with change.



Finds it difficult to relax.



1

1

2

3

4

5

Resilience

Is highly sensitive to criticism or negative feedback.



Will retain a moderate degree of control over emotions.



Is fairly likely to take an optimistic and positive view.



Has considerable energy and likes to keep busy.



Unlikely to be highly driven by career ambition.



Is likely to demonstrate moderate competitive drive. H R D Dimensions

1

2

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3

4

5

Personal Motivation

ORGANIORGANISATIONAL CAPABILITY PCMM

Sony… Honda… Intel…

ORGANISA – TIONAL COMPTE-COMPTE TENCIES Cannot be Outsourced copied

Dev. Capabilities In Core Competence

JOB COMPE-COMPE TENCIES

Aspects / Differen-Differen tiators

PERSONAL COMPE-COMPE TENCIES

Identify 33-4 top competecompetency gaps

Identify 33-4 Human Values that support Those competencies

Identify the elements of Selected competency HR Systems Built around Job Cs

Individual Ability to Perform an Activity to standard

COMPETENCY GAPS

Decide the developmental Activity

Obtain commitment Support and decide measures

•Training •Coaching • Feed back

Match and recycle Extend to other BUs H R D Dimensions

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Assessment of ‘ Gap filled’ Competencies Mowly / vbc / hr

Assessing competence via personality questionnaires mapping scales to competencies Empathy and Interpersonal skills Is patient, sensitive and diplomatic in his/her interactions. Reads others well and builds rapport quickly. Resolves conflicts and encourages others to share their views. Competency Definition Outgoing

Designated Scales

Behavioural Democratic Affiliative

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assessing competence via personality questionnaires personality profiling Empathy and Interpersonal skills Is patient, sensitive and diplomatic in his interactions. Reads others well and builds rapport quickly. Resolves conflicts and encourages others to share their views. Candidate is assessed and profiled Outgoing Behavioural Democratic Affiliative

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Specimen Assessment Format

Competency: Manage objectives by Aligning Goals and KPIs Behavioural Descriptors - Develops strategic and business plans that support the organization’s goals. - Inspires a shared vision and creates a compelling mission for the organization - Establishes strong relationships with colleagues across the organization

What is this Competency?

Knowledge

Understanding

Product knowledge Client needs & preferences The organization The industry…

That there are choices Biases of clients……..

Skills Critical thinking Evaluation Communication Keeping up………..

Attitude Client-centered Proactive Inquisitive Professional Objective Committed Seeks challenges

What do you do that applies to this competency?

Rating: By Self By Superior

1. - Excels at this - it is one the strengths. 2 - Level of knowledge or ability is adequate, needs to excel. 3 - Level of knowledge or ability is adequate in meeting this. 4 - Need to improve in this. 5 - Has little or no training towards this, and needs it H R D Dimensions

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Records: Incidents Instances Peer rating 360

Outside Pgms

BEI or 360

Inside Pgms

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Mgmt Support, Coaching, Feedback

Assessment Center

T&D Subsystems for a Middle Manageme nt Position. Here Training Programs are targeted to specific compe – tencies Source: DDI Monograph