Post on 30-May-2018
8/14/2019 For Performance Effectiveness
1/53
8/14/2019 For Performance Effectiveness
2/53
Learning ObjectivesLearning Objectives Define Competency and recognize its fit
within all HR practices. Experience building a competency map
as part of a panel of subject matter
experts.
Use a competency dictionary to define
strategic and functional competencies.
Overview the competency mapping
process.
8/14/2019 For Performance Effectiveness
3/53
Training Norms
Mobile phones OFF!
Be on TIME
Participate!
REWARDS
8/14/2019 For Performance Effectiveness
4/53
Brief Historical &Brief Historical &
Theoretical BackgroundTheoretical Background
8/14/2019 For Performance Effectiveness
5/53
Brief History:Brief History:
A Precursor of CompetencyA Precursor of CompetencyModelingModeling
1950s: John Flanagan
1954 establishedCritical Incidents Technique as a
precursor to the key methodology used in rigorouscompetency studies
significant behavioral events that distinguish
between average and superior performers. It is Flanagans critical incidents technique that
sixteen years later inspires David McClelland to
discover and develop the term of competency.
8/14/2019 For Performance Effectiveness
6/53
Brief History:Brief History:
The Concept of CompetencyThe Concept of Competency
1970s: Testing for Competence Ratherthan Intelligence (McClelland, 1973)
Competency: an underlying characteristic of aperson which enables them to deliver superiorperformance in a given job, role, or situation.
Not biased
Can be learned and developed over time
Implication: If competencies are made visible andtraining is accessible, individuals can understand
and develop the required level of performance.
8/14/2019 For Performance Effectiveness
7/53
Brief History:Brief History:
Competency ModelingCompetency ModelingMaturesMatures
1980s: Certain characteristics or abilities ofthe person enable him or her to demonstratethe appropriate specific actions. (Boyatzis,Richard E. The Competent Manager: A Model forEffective Performance. New York: Wiley, 1982, p. 12). the first empirically-based and fully-researched book on
competency model developments specific behavior and clearly defined performance outcomes
like Flanagan, stressed importance of systematic analysis incollecting and analyzing examples of the actual performance of
individuals doing the work behavioral event interview (BEI)
8/14/2019 For Performance Effectiveness
8/53
TODAY!TODAY!34 years after the firstcompetency model, more than
half of the Fortune 500
companies are using competencymodeling.
8/14/2019 For Performance Effectiveness
9/53
Concepts of CompetencyConcepts of Competency
8/14/2019 For Performance Effectiveness
10/53
Competencies areCompetencies are
INPUTSINPUTS
They consist of clusters ofknowledge, skills, and personal
attributes that AFFECT anindividuals ability to PERFORM.
8/14/2019 For Performance Effectiveness
11/53
CompetenciesCompetencies
DistinguishDistinguishExemplaryExemplary PerformersPerformers
fromfrom
AverageAverage PerformersPerformers
8/14/2019 For Performance Effectiveness
12/53
Components ofComponents of
CompetencyCompetency
1. Skill capabilities acquired through practice.
2. Knowledge
understanding acquired through learning.3. Personal attributes
inherent characteristics which are brought to the job
4. Behavior The observable demonstration of some competency,
skill, knowledge and personal attributes attributed toexcellent performance.
8/14/2019 For Performance Effectiveness
13/53
Competencies:Position a new product
introduction so that it isclearly differentiated in
the market
Knowledge:Understand market
pricing dynamics
Skill: Set up newProduct
introduction
project
Figure 1. Competency ComponentsFigure 1. Competency Components
CompetenciesCompetencies
Knowledge
Personal
Motives
Skills
Competency:Uses an understanding of
market pricing dynamics
to develop pricing models
Competency:
Meets all commitments
in a timely mannerPersonal Motives:
Achievement wants to do an excellent job.
8/14/2019 For Performance Effectiveness
14/53
Competency Flow ModelCompetency Flow Model
Personal
Attributes/Motives
Knowledge
Skills
Competency
Observable Behaviors
Job PERFORMANCE
Competencies are to performance what DNA is to people.
8/14/2019 For Performance Effectiveness
15/53
Type of CompetencyType of Competency
1. Employee Core Competency2. Managerial Competency
3. Technical/Functional Competency4. Personal Attribute
8/14/2019 For Performance Effectiveness
16/53
Job description looks at whatwhat.
elements of the jobselements of the jobs and defines the
job into sequences of taskssequences of tasks
necessary to perform the jobnecessary to perform the job
Competency model focuses on howhow.
studies the people who do the jobthe people who do the job
well (well (STARsSTARs)), and defines the job in
terms ofthe characteristics andthe characteristics andbehaviors of these peoplebehaviors of these people..
Job Description vs.Job Description vs.
Competency ModelCompetency Model
8/14/2019 For Performance Effectiveness
17/53
What is aWhat is a
Competency Model?Competency Model?
8/14/2019 For Performance Effectiveness
18/53
Competency ModelCompetency Model
A set of competencies necessary forsuccessful performance in a
particular job or job family.
Driven by organizations strategy.
8/14/2019 For Performance Effectiveness
19/53
Competency Model FrameworkCompetency Model Framework
Vision & Mission
Core capabilities
Stakeholder requirements
Market realities
Competency Model
BUSINESS STRATEGY
Success Factors
Behaviors
Competency Requirements
SkillKnowledge
Attributes
8/14/2019 For Performance Effectiveness
20/53
The Competency ContinuumThe Competency Continuum
OneOne--SizeSize Full ModelFull Model
FitsFits--All ModelAll Model
e.g.
core
for all
PersonalPersonal
AttributesAttributes
e.g. group,
family or role
competencies
Abilities/Abilities/
SkillsSkills
competenciesdown to the
job level
KnowledgeKnowledge
8/14/2019 For Performance Effectiveness
21/53
A DIAGNOSTIC MODEL TO DEFINEA DIAGNOSTIC MODEL TO DEFINE
COMPETENCIESCOMPETENCIES
Existing Behavior Targeted Behavior
PartnerAdversary
Consulted with"Sold to"
CUSTOMER FOCUS
People "involved," listened to pPeople "told"
Extensive sharingLimited sharing
MultidirectionalTop-down
COMMUNICATION
Decisive consensusUnilateral action
"Follow my example""Do what I say"
Coach and role modelManage and supervise
Inspire goal achievementCommand and control
LEADERSHIP
8/14/2019 For Performance Effectiveness
22/53
8/14/2019 For Performance Effectiveness
23/53
SAMPLE CORE IDEOLOGIES OF SELECTED COMPANIES
American Express Co.: customer service, reliability, initiativeThe Boeing Co.: leading edge, pioneers; challenges and risks; product safety andquality; integrity and ethics; aeronauticsCiticorp: expansionism; being out front (best, innovative); autonomy and
entrepreneurship; meritocracy; aggressiveness and self-confidence
General Electric Co.: technology and innovation, balance among stakeholders,responsibility and opportunity, honesty and integrityHewlett Packard Co.: technical contribution, respect and opportunity for HP people,contribution and responsibility, affordable quality, profit and growthProcter & Gamble Co.: product excellence, self-improvement, honesty and fairness,respect for individual3M Corp.: innovation, integrity, initiative and personal growth, tolerance for honestmistakes, product quality and reliability, problem solvingWal-Mart Stores Inc.: value to customers; buck conventional wisdom; partnership withemployees; passion, commitment, enthusiasm; run lean; pursue high goalsWalt Disney Co.: no cynicism; consistency and detail; creativity, dreams, imagination;"magic"; "bring happiness" and "American values"
8/14/2019 For Performance Effectiveness
24/53
SHARED COMPETENCIESIDENTIFIED IN A 10-COMPANY
SAMPLE
CompetencyFrequency
of Use
Customer Focus 8Communication 7Team orientation 6Technical expertise 6Results orientation 6
Leadership 6Adaptability 5Innovation 5
8/14/2019 For Performance Effectiveness
25/53
Design DecisionDesign Decision
1. Context2. Level of Orientation
3. Level of Complexity4. Linked to Strategy
5. Company Specific
6. Flexible
7. Future Oriented
8/14/2019 For Performance Effectiveness
26/53
Design DecisionDesign Decision1. Context
What does a superior performer look like in aspecific setting?
effective competencies are linked to a particular
organizational target or goal. the design of models may be geared toward:
the total organization (e.g., core competencies or values)
an entire function (e.g., finance, human resources) a specific role (e.g., HR generalist)
a specific job (e.g., compensation analyst)
8/14/2019 For Performance Effectiveness
27/53
Design DecisionDesign Decision
2. Level of Orientation Will the model reflect future or current
job requirements.
8/14/2019 For Performance Effectiveness
28/53
Design DecisionDesign Decision3. Level of Complexity
The length of models and the degree ofcomplexity and detail described inbehavioral indicators.
Number one reason competency initiativesfail.
Provide a simple framework to users in atimely manner.
80-20 rule
20% of behaviors that drive 80% of excellentperformance.
8/14/2019 For Performance Effectiveness
29/53
Design DecisionDesign Decision4. The model should be linked to strategy
Effective competency models support and contributeto the company's and the function's strategy andgoals.
For instance, if a goal of the company is totranscend functional barriers, the model needs todescribe the behaviors that demonstrate thatcompetency.
If goal is all employees communicate and worktogether effectively, the model should describe thebehaviors that demonstrate that competency.
8/14/2019 For Performance Effectiveness
30/53
Design DecisionDesign Decision5. The model should be company-specific
Unlike many job descriptions, competencymodels are not easily transferable.
Competencies are determined by thecompany's unique characteristics: Culture
Strategy Size
industry
8/14/2019 For Performance Effectiveness
31/53
Design DecisionDesign Decision6. The developed model should be flexible
May use as performance management tool with
enough detail to distinguish between employees
at different levels of proficiency.
Yet flexible enough to accommodate differing
approaches to success, simple enough to be
easily understood, and readily adaptable to
changing business environments.
8/14/2019 For Performance Effectiveness
32/53
Design DecisionDesign Decision
7. The model should be future-oriented Forward-looking perspective stimulates
organizational change.
Articulate how the job is evolving and willbest be performed in the future.
Increases model's shelf life Ensures employees have enough time to
understand and to develop.
8/14/2019 For Performance Effectiveness
33/53
Firm Core Competence andFirm Core Competence and
Employee Core CompetenciesEmployee Core Competencies
FIRM
Strategic strength, the
essence of what makes
one firm competitive in its
environment
McDonalds: production
and delivery speed.
Microsofts: user friendlysoftware.
translated into
EMPLOYEE McDonald (production
and delivery speed)
all McDonald employeesshould generate
competencies that reflect
these core competencies.
8/14/2019 For Performance Effectiveness
34/53
CompetenciesCompetencies
A Holistic ApplicationA Holistic Application
Help companies raise the bar forperformance expectations
Help managers align subordinatesbehaviors with key organizational
strategy
Each employee understands how to
achieve expectations
8/14/2019 For Performance Effectiveness
35/53
Developing aDeveloping a
Competency CatalogueCompetency Catalogue
8/14/2019 For Performance Effectiveness
36/53
Stages of Competency CatalogueStages of Competency Catalogue
DevelopmentDevelopment
Stage 2
Identifying
Competency
Components
Stage 2
IdentifyingCompetency
Components
Stage 3
Developing
Competency
Catalogue
Stage 3
DevelopingCompetency
Catalogue
Stage 4
Developing
Competency
Profile
Stage 4
DevelopingCompetency
Profile
Stage 1
Conducting
Competency
Workshop
Stage 1
ConductingCompetency
Workshop
8/14/2019 For Performance Effectiveness
37/53
introduce the concept of competency deciding the scope of competency
project
Stage 1
Conducting
CompetencyWorkshop
Stage 1
Conducting
CompetencyWorkshop
8/14/2019 For Performance Effectiveness
38/53
Stage 2
Identifying
CompetencyComponents
Stage 2
Identifying
CompetencyComponents
Stage 2a: Identifying Employee Core Competencies
possessed by all employees regardless of their functions.
Review business vision and strategy
Identify Employee Core Competencies (behaviors) toachieve strategy
Stage 2b: Identifying Job Relevant Competencies
Relevant to each existing function/job/role.
Determine and understand the nature of the
job/role/position to be analyzed.
Conduct focus group discussion
8/14/2019 For Performance Effectiveness
39/53
What is the Secret toWhat is the Secret toSuccess?Success?
What characteristicsmost distinguish a star
sales person from anaverage one?
Discuss and select 8competencies of a star
8/14/2019 For Performance Effectiveness
40/53
Stage 3
Developing
CompetencyCatalogue
Stage 3
Developing
CompetencyCatalogue
Conduct behavioral event interview to identifybehavior indicators.
Define the competency with a description which
includes the previously identified behavior indicators Scale each identified behavior indicator from lower to
higher levels of performance.
Validate and confirm the matrix of competencycatalogue with key stakeholders
8/14/2019 For Performance Effectiveness
41/53
Stage 4:
Developing
CompetencyProfile
Stage 4:
Developing
CompetencyProfile
Define number of positions to be reviewed Identify roles and responsibilities of each position
(JD or JA)
Establish competency matrix: match the roles andresponsibilities with the competencies
Analyze the weight of the roles and responsibilities
as a basis to decide the level of proficiencies.
8/14/2019 For Performance Effectiveness
42/53
They donThey dont actually do anything. I just like the wayt actually do anything. I just like the waythey make me feel.they make me feel.
8/14/2019 For Performance Effectiveness
43/53
What CompetencyWhat Competency--BasedBased
Management does, inManagement does, incontrast, is connect thesecontrast, is connect these
pulleys and leverspulleys and levers -- totoconnect our various HRconnect our various HR
processes.processes.
8/14/2019 For Performance Effectiveness
44/53
Alignment of HR SystemsAlignment of HR Systems
Recruitment & Selection
Performancemanagement
Compensation
Training &Development
CompetencyCompetencyModelModel
ADVANTAGESADVANTAGES
8/14/2019 For Performance Effectiveness
45/53
Links HR activities through a common
language
Reflects the values and mission of the
organization
Establishes clear expectations - competencies
are observable and measurable
Facilitates employee development
Streamlines HR activities
ADVANTAGESADVANTAGES
8/14/2019 For Performance Effectiveness
46/53
Competency BasedCompetency Based
RecruitmentRecruitment
Competency based interviews reducethe risk of hiring mistakes and
increase the likelihood of identifying
and selecting the right person for theright job.
8/14/2019 For Performance Effectiveness
47/53
First, we compose a profile on your personalFirst, we compose a profile on your personalhabits, traits, basic attitude and job skills. Then we tryhabits, traits, basic attitude and job skills. Then we try
to match you with a supervisor who wouldnto match you with a supervisor who wouldnt bet beaffected by itaffected by it
8/14/2019 For Performance Effectiveness
48/53
Competency basedCompetency based
Performance AppraisalPerformance Appraisal
Establishment of clear highperformance standards
Collection and proper analysis of
factual data against set standards
Conduct objective feedback meetings
Clear direction in regards to specificareas of improvement
CBPM SCALECBPM SCALE
8/14/2019 For Performance Effectiveness
49/53
CBPM SCALECBPM SCALE0 - Cannot Rate - Insufficient information to assess
1 - Introductory - Little or no knowledge/proficiency.
Rarely demonstrates. Needs significant development.
2 - Basic - Basic knowledge/proficiency. Sometimes
demonstrates. May need development.
3 - Proficient - Knowledgeable/proficient. Usually
demonstrates. Little development required.
4 - Very Proficient - In-depth knowledge/proficiency.
Demonstrates most of the time. No development required.
5 - Mastery- Expert knowledge/proficiency.
8/14/2019 For Performance Effectiveness
50/53
Competency basedCompetency based
TrainingTraining
CB PM leads to effective identification oftraining needs
Identify/develop targeted trainingprograms focused training investment
Focused training enables improvementin specific and aligned technical and
managerial competencies
8/14/2019 For Performance Effectiveness
51/53
Competency basedCompetency based
DevelopmentDevelopment
Gives individual the tools to take
responsibility for their own development.
Gives line manager a tool to empowerthem to develop their people.
8/14/2019 For Performance Effectiveness
52/53
Competency basedCompetency based
CompensationCompensation
Provides an incentive for employees
to grow and enhance their abilities.
8/14/2019 For Performance Effectiveness
53/53
Review
Evaluations Thank You!
ClosingClosing