Competency Based HR Management 1
Content
Competency Based HR Management
Content:1. 1.Framework of Building Competency-based HR Management System. 2. Developing Competency Model 3. Competency – Based Interview Method 4. Competency – Based Career Planning 5. Competency – Based Training & Development 6. Competency – Based Performance management
Competency – Based HR Management : A Framework.
HR Management Framework based on Competency
The Competency framework will be the basis for all HR function and serves as the “linkage" Between Individual performance and business result.
Recruitment & Selection Training & Development BUSINESS STRATEGY Competency Framework Performance Management BUSINESS Result
Reward Management
Career Management
Definition of Competency
• A Combination of skills, job attitude, and knowledge which is reflected in Job behavior that can be observed, measured & evaluated. Competency •Competency is a determining factor for successful performance. •The focus of competency is behavior which is an application of skills, job attitude and knowledge.
Definition of competency:Skill Job Attitude Knowledge
Competency
Observable Behavior
Job Performance
Competency & Job Description
•Job description looks at what, whereas competency model focuses on how. •Traditional job description analysis look at elements of the jobs and defines the job into sequences of tasks necessary to perform the job. •Competency studies the people who do the job well , and defines the job in terms of the characteristics and behavior of these people.
Types of Competency
Managerial Competency ( Soft Competency)
This type of competency relates to the ability to manage job and develop an interaction with other person. For Example problem solving, leadership, Communication, etc.
Functional Competency (hard Competency)
This type of competency relates to the functional capacity of work, it mainly deals with the technical aspects of the job. For example: market research, financial analysis, electrical engineering, etc.
Competency Identification process
CLARIFY ORGANIZATIONAL STRATEGY AND CONTEXT
COMPETENCY IDENTIFICATION
GENERATE COMPETENECY MODELS
• Analyze work Role and process • Gather Data through behavior Event Interview and Focus Group •Conduct Benchmark Study
VALIDATE, REFINE AND IMPELEMNT
Examples of Competency
DEFNITION:Adaplibity – Maintaining effectiveness when priorities change and new task are encounter, and when dealing with individuals who have different views and approaches. Effectively performing in different environments, culture, and locations, and when working with different technologies and levels of individuals.
Key Behavior.
• Seeking understanding - Makes efforts to better understand changes in the environment; actively seeks. • Information or attempt to understand nature of individuals difference, logic or basis for change in tasks and situations. • Embracing change – Approaches change or newness with positive orientation, views change or newness as a learning as a learning or growth opportunity. • Making accommodations – Makes accommodation in approach, attitude or behavior in response to changing environmental requirements.
Examples of Competency
DEFNITION:-
Analysis/Problem Assessment – Securing relevant information and identifying key issues and relationship from base of information; relating and comparing data from different sources; identifying cause – effect relationships.
Key Behavior
• Identifying issues and problems - Recognizing major issues; identifying key facts, trends, and issues; Separating relevant form irrelevant data. • Seeking information – identifying/Recognizing information gaps or the need for additional information; obtaining information by clearly describing what needs to be known and the means to obtain it; questioning clearly specifically to verify facts and obtain the necessary information. •Seeing Relationship – Organizing information and data to identify/explain trends, problem, and the causes; comparing, contrasting, and Combining information; Seeing associations between seemingly independent problems or events to recognize trends, problems, and possible cause – effects relationships. •Performing data analysis – Organizing and manipulating quantitative data to identify/explain trends, problem, and their causes.
Benefits of Using Competency Model
For Managers, The benefits are: • Identify performance criteria to improve the accuracy and of the hiring and selection process. ease
•Clarify standards of excellence for easier communication of performance expectations to direct reports.
•Provide a clear foundations for dialogue to occur between the managers and employee about performance, development, and careerrelated issues
Benefits of Using Competency Model
For Employees, The benefits are: •Identify the success criteria (i.e. Behavioral standards of performance excellence) required to be successful in their role.
•Support a more specific and objective assessments of their strengths and specify targeted areas for professional development.
•Provide development tools and methods for enhancing their skills
Key Characteristics of successful implementation
1. Alignment :Competencies impact system that actively support the organization’s vision, Strategy, and key capabilities
2. Integration: Competency initiatives that produce the most significant change are applied systematically across a range of HR development processes
3. Distribution: Competency standards alone produce little effect. They must be actively and relentlessly communicated and installed with users.
Key Characteristics of successful implementation
1. Self-Directed Application: Competency system frequently fail because they are too complex or require an unsustainable level of sponsorship or program support . Implementation that work best focus on the development of “tools” that can produce result for users with relatively little ongoing support.
2. Acculturation :In competency system that work. they become part of the culture and the mindset of leaders through repeated application and refinement over a significant period of time.
Competency-Based Interview for selection
Types of Interview
•Conventional Based Interview •Competency-Based Interview
Conventional Interview
•Unstructured :
•Is a type of interview where the question are not designed systematically and not properly structured
•There is no standard format to follow, therefore the process of interviewing can go in any direction.
•Is seldom equipped with formal guidelines regarding the system of rating/scorning the interview.
Conventional Interview
•Has Low reliability and validity - there is no accuracy in predicting performance •Susceptible to bias and subjectivity ( gut feeling)
Competency-Based Interview (CBI)
• Is a structured type of interview. The questions are focused on disclosing examples of behavior in the past.
•The process of interview is intended to disclose specifically and in detail examples of behavior in the past.
•Is designed based on the principle: past behavior predicts future behavior (Candidates are most likely to repeat these behavior in similar situations in the future)
Competency-Based Interview (CBI)
•Has a high level of validity and reliability •Equipped with a standard scoring system which refers to behaviors indicators
Approach in Competency-Based Interview
S What was the situation in which you were involved? T What was the task you needed to accomplish? A What Action(s) did you take ? R What Result did you achieve?
Approach in Competency-Based Interview
Situation
Can you explain the situation? Where and when did the situation happen? What events led up to it? Who was involved in the situation ( Work colleagues, supervisor, Customers)?
Approach in Competency-Based Interview
Tasks/Actions
What tasks were you supposed to do at that time? What did you actually do at that time? How did you do it? What specific steps did you take? Who was involved?
Approach in Competency-Based Interview
Results
What was the outcome? Can you tell me the results of talking such action? What specific outcome was produced by your action?
Sample questions in CBI
Competency
Persistence
Sample Questions
In the process of selling, we are sometimes not successful in securing a new transaction. Can you tell me about one or two situations where you repeatedly failed to get a new client? What specific steps did you take? What was the result?
Influencing others
Can you describe one or two cases in your effort to obtain new customers? what did you do? What was the result?
Sample questions in CBI
Competency
Interpersonal Understanding
Sample Questions
Can you tell me about a situation where you faced a client who was disappointed with your product? What was the situation like? What specific steps did you take? What was result?
Planning & Organizing
In working, we often face a number of priorities that must be tackled at the same time. Can you tell me about one or two actual cases where you had to face such a situation? What did you do? What was the consequence?
Bias in the Interview Process
An interviewer might make a snap judgment about someone based on their first impression – Positive or Negative – That clouds the entire Interview
First Impressions
For examples, letting the fact that the candidate is wearing out-of-the –ordinary clothing or has a heavy regional accent take precedence over the applicant’s knowledge, skills or abilities.
Bias in the Interview Process
The “halo” effects occurs when an interviewer allows one strong point about the candidates to overshadow or have an effects on everything else.
Halo Effect
For instance, Knowing someone went to a particulars university might be looked upon favorably. Everything the applicant says during the Interview Is seen in this light.
Bias in the Interview Process
Strong(er) candidates who interview after weak(er) ones may appear more qualified than they are because of the contrast between the two.
Contrast Effect
Note taking during the interview and a reasonable period of time between interviews may alleviate this.
Competency-Based Career Planning
Career Planning Flow
Career Planning System
Career Path Design
Analysis of Employees Future Plan
Implementation of Development Program
Defining Career path
What is Career path?
Career path is a series of positions that one must go through in order to achieve a certain position in the company. The ‘Path’ is based on the Position Competency profile that an employee must have to be able to hold a certain position.
Defining Career path
Analyzing a position or job based on the Competency Required
Categorizing the positions that require similar Competencies into one Job Family
Identifying career paths based on the job Family
Competency Profile (Functional and Managerial) Competency Per Position
Categorizing the positions into a job Family
•Career path; Vertical, Lateral & Diagonal •Mandatory Training
Assessing Employee career Plan
Employee Career Needs Match? Organization Career Needs
•Assessment of the career type of the employee •Assessment of the employee Competency Level (For example through assessment centre)
•Assessment of the competency profile required by the position •Assessment of the organization’s need of manpower planning
Employee Development Program
Employee Career Needs Organization Career Needs
Match? Development Programs & Interventions
Apprenticeship in other Company
Special Assignment
Training/Workshop
Executive Development program
On the Job Development
Presentation Assignment
Mentoring
Job Enrichment
Desk Study
Competency-Based Training & Development
Competency-Based Training Framework
Current Competency Level of the employee
Competency Gap
Required Competency level for certain position
Competency Assessment
Training and Development Program
Competency Profile Per Position
Position
Required Competency
1
Required Level 2 3 4
5
Communication Skill Public Speaking Training & Leadership Development Training Need Analysis Manager Material Development Training Evauation Communication Skill Interview Skill Recruitment Analytical Skills Supervisor Understand Selection Tools Teamwork Customer Orientation
Competency Profile Per Position
Managerial Competency Leadership 1 2 3 4 Required Level Actual Level Achievement Orientation Team Work
Planning & Organizing
Functional Competency Mechnical Engineering
1
2
3
4
Mechnical Equipment Maintenance
Position
Competency Requirement
Relevant Training Module Leadership I Communication Skill I The Art of Motivating of Employee Providing Effective Feedback Goal Setting Technique Work Motivation Planning & Organizing Continous Self improvement
Leadership Supervisor Achievement Orientation
Training Matrix for Competency Development
Craetive Problem Solving
Productive Communicatio n Series
Achivement M otivation Training
Position
Managerial Competency
Communication Skill Leadership TeamWork Supervisor Achievement Orientation Customer Focus Job Functional Skills Communication Skill Leadership Team Work Achievement Orientation Manager Customer Focus Strategic Thinking Problem Solving & Decision Making Job Functional Skills
* * * * * * * * * * * * * *
*
Compulsory Training
Building Productive Teamwork
Professional Sem inar Series
Training detail
Service Excellence for Customer
On Becoming Effective Leadrship 1
On Becoming Effective Leadrship 2
Strategtics management
Competency-Based Performance Management
Individual Performance Element
Individual Performance Elements has two main Categories
1.Performance Result: Hard or Quantitative aspects of performance (Result)
2.Competencies: it represent soft or qualities aspects of performance (Process)
Individual Performance Element
1.Performance Result Score
Overall Score
2.Competencies Score
Will determine the employee’s career movement, and also the reward to be earned
Element # 1: Performance Result
S.No Main Performace Target Target to be Achieved
1 Conduct an assessment of the All employees submit their performance assessment form on time employee's Performance 2 Improve the system for performance assessment 3 Conduct Training activity Target:Completed 100% In novemebr 2008 Target: To Impart 6 man days training on various aspects in a year (Measured Quaterly)
4 Carry out on the job Training Target:90% of the total Employee activities who attend the training experience an increase in skill and knowledge
Target should be measurable and specific
Competency Profile Per Position
Competency : Collaboration
Basic Activity listens, and clarifies understanding where required, in order to learn form others Empathies with audience and formulates messages accordingly Shares resources and information Rsponds,promptly to others team member's need Intermediate Actively listens, and clarifies understanding where required, in order to learn form others Empathies with audience and formulates messages accordingly Shares resources and information Balances complementary strengths in team and seeks diverse contribution and perspective involves team in decision that effect them Encourage co-operation rather than competition within the team and with key stakeholder Advance Actively listens, and clarifies understanding where required, in order to learn form others Empathies with audience and formulates messages accordingly Shares resources and information Actively builds internal & External networks. Expert Actively listens, and clarifies understanding where required, in order to learn form others Empathies with audience and formulates messages accordingly Shares resources and information Builds internal & External networks and uses them to efficiently to create value
uses cross functional team to draw upon uses cross functional team to draw upon skills skills & Knowledge throughout the & Knowledge throughout the organization organization Builds and maintain relationships across The company Drives and leads key relationship groups across The Company Manages alliance relationship through complex issues such as point of competing interest Ensure events and systems, eg IT for collobration are in placed and used Drwa upon the full range of relationships (Internal, External, across the company) at critical points in marketing and negotiations
Assessing Competency through Assessment Centre
Assessment Centre Characteristics:
•A Standardized evaluation of behavior based on multiple inputs. •Multiple trained observers and technique are used. •Judgments about behaviors are made, in major part, from specifically developed assessment stimulation. •These judgments are pooled in a meeting among the assessors or by a statistical integration process.
Types of Test in Assessment Centre
In-Basket Exercise
In-trays or in-baskets involve working form the contents of a manager’s in-tray, which typically consists of letters, memos and background information, you may be asked to deal with paperwork and make decisions, balancing the volume of work against a tight schedule .
Role Simulation
In a role, you are given a particulars role to assume for a certain task. The task will involve dealing with a role player in a certain way, and there will be an assessor watching the role play.
Types of Test in Assessment Centre
Presentation
You May be required to make a formal presentation to a number of assessors. In some cases this will mean preparing a presentation in advance on a given topic . In other cases, you may be asked to interpret and analyze given information, and present a cases to support a decision.
Fact-Finding Exercise
In a fact-finding exercise, you may be asked to reach a decision starting form only partial knowledge. Your task is to decide what additional information you need to make the decision, and sometimes also to question the assessor to obtain this information.
Types of Test in Assessment Centre
Group Discussion
Group exercise are timed discussion, where a group of participants work together to tackle a work-related problem. Sometimes you are given a particulars role within a team, for example sales manager or personnel manager. Other times there will be no roles allocated. You are observed by assessors, who are not looking for right or wrong answers, but for how you interact with your colleagues in team.
Competency Assessment and Rating
Result of observation through The assessment centre
Competency Score
Recommended Further Readings
1.Paul Green, Building Robust Competency, John Wiley and sons 2.David dubois, Competency – Based HR management, Black publishing
Thank You
Regards Madhan.K.G
Content:1. 1.Framework of Building Competency-based HR Management System. 2. Developing Competency Model 3. Competency – Based Interview Method 4. Competency – Based Career Planning 5. Competency – Based Training & Development 6. Competency – Based Performance management
Competency – Based HR Management : A Framework.
HR Management Framework based on Competency
The Competency framework will be the basis for all HR function and serves as the “linkage" Between Individual performance and business result.
Recruitment & Selection Training & Development BUSINESS STRATEGY Competency Framework Performance Management BUSINESS Result
Reward Management
Career Management
Definition of Competency
• A Combination of skills, job attitude, and knowledge which is reflected in Job behavior that can be observed, measured & evaluated. Competency •Competency is a determining factor for successful performance. •The focus of competency is behavior which is an application of skills, job attitude and knowledge.
Definition of competency:Skill Job Attitude Knowledge
Competency
Observable Behavior
Job Performance
Competency & Job Description
•Job description looks at what, whereas competency model focuses on how. •Traditional job description analysis look at elements of the jobs and defines the job into sequences of tasks necessary to perform the job. •Competency studies the people who do the job well , and defines the job in terms of the characteristics and behavior of these people.
Types of Competency
Managerial Competency ( Soft Competency)
This type of competency relates to the ability to manage job and develop an interaction with other person. For Example problem solving, leadership, Communication, etc.
Functional Competency (hard Competency)
This type of competency relates to the functional capacity of work, it mainly deals with the technical aspects of the job. For example: market research, financial analysis, electrical engineering, etc.
Competency Identification process
CLARIFY ORGANIZATIONAL STRATEGY AND CONTEXT
COMPETENCY IDENTIFICATION
GENERATE COMPETENECY MODELS
• Analyze work Role and process • Gather Data through behavior Event Interview and Focus Group •Conduct Benchmark Study
VALIDATE, REFINE AND IMPELEMNT
Examples of Competency
DEFNITION:Adaplibity – Maintaining effectiveness when priorities change and new task are encounter, and when dealing with individuals who have different views and approaches. Effectively performing in different environments, culture, and locations, and when working with different technologies and levels of individuals.
Key Behavior.
• Seeking understanding - Makes efforts to better understand changes in the environment; actively seeks. • Information or attempt to understand nature of individuals difference, logic or basis for change in tasks and situations. • Embracing change – Approaches change or newness with positive orientation, views change or newness as a learning as a learning or growth opportunity. • Making accommodations – Makes accommodation in approach, attitude or behavior in response to changing environmental requirements.
Examples of Competency
DEFNITION:-
Analysis/Problem Assessment – Securing relevant information and identifying key issues and relationship from base of information; relating and comparing data from different sources; identifying cause – effect relationships.
Key Behavior
• Identifying issues and problems - Recognizing major issues; identifying key facts, trends, and issues; Separating relevant form irrelevant data. • Seeking information – identifying/Recognizing information gaps or the need for additional information; obtaining information by clearly describing what needs to be known and the means to obtain it; questioning clearly specifically to verify facts and obtain the necessary information. •Seeing Relationship – Organizing information and data to identify/explain trends, problem, and the causes; comparing, contrasting, and Combining information; Seeing associations between seemingly independent problems or events to recognize trends, problems, and possible cause – effects relationships. •Performing data analysis – Organizing and manipulating quantitative data to identify/explain trends, problem, and their causes.
Benefits of Using Competency Model
For Managers, The benefits are: • Identify performance criteria to improve the accuracy and of the hiring and selection process. ease
•Clarify standards of excellence for easier communication of performance expectations to direct reports.
•Provide a clear foundations for dialogue to occur between the managers and employee about performance, development, and careerrelated issues
Benefits of Using Competency Model
For Employees, The benefits are: •Identify the success criteria (i.e. Behavioral standards of performance excellence) required to be successful in their role.
•Support a more specific and objective assessments of their strengths and specify targeted areas for professional development.
•Provide development tools and methods for enhancing their skills
Key Characteristics of successful implementation
1. Alignment :Competencies impact system that actively support the organization’s vision, Strategy, and key capabilities
2. Integration: Competency initiatives that produce the most significant change are applied systematically across a range of HR development processes
3. Distribution: Competency standards alone produce little effect. They must be actively and relentlessly communicated and installed with users.
Key Characteristics of successful implementation
1. Self-Directed Application: Competency system frequently fail because they are too complex or require an unsustainable level of sponsorship or program support . Implementation that work best focus on the development of “tools” that can produce result for users with relatively little ongoing support.
2. Acculturation :In competency system that work. they become part of the culture and the mindset of leaders through repeated application and refinement over a significant period of time.
Competency-Based Interview for selection
Types of Interview
•Conventional Based Interview •Competency-Based Interview
Conventional Interview
•Unstructured :
•Is a type of interview where the question are not designed systematically and not properly structured
•There is no standard format to follow, therefore the process of interviewing can go in any direction.
•Is seldom equipped with formal guidelines regarding the system of rating/scorning the interview.
Conventional Interview
•Has Low reliability and validity - there is no accuracy in predicting performance •Susceptible to bias and subjectivity ( gut feeling)
Competency-Based Interview (CBI)
• Is a structured type of interview. The questions are focused on disclosing examples of behavior in the past.
•The process of interview is intended to disclose specifically and in detail examples of behavior in the past.
•Is designed based on the principle: past behavior predicts future behavior (Candidates are most likely to repeat these behavior in similar situations in the future)
Competency-Based Interview (CBI)
•Has a high level of validity and reliability •Equipped with a standard scoring system which refers to behaviors indicators
Approach in Competency-Based Interview
S What was the situation in which you were involved? T What was the task you needed to accomplish? A What Action(s) did you take ? R What Result did you achieve?
Approach in Competency-Based Interview
Situation
Can you explain the situation? Where and when did the situation happen? What events led up to it? Who was involved in the situation ( Work colleagues, supervisor, Customers)?
Approach in Competency-Based Interview
Tasks/Actions
What tasks were you supposed to do at that time? What did you actually do at that time? How did you do it? What specific steps did you take? Who was involved?
Approach in Competency-Based Interview
Results
What was the outcome? Can you tell me the results of talking such action? What specific outcome was produced by your action?
Sample questions in CBI
Competency
Persistence
Sample Questions
In the process of selling, we are sometimes not successful in securing a new transaction. Can you tell me about one or two situations where you repeatedly failed to get a new client? What specific steps did you take? What was the result?
Influencing others
Can you describe one or two cases in your effort to obtain new customers? what did you do? What was the result?
Sample questions in CBI
Competency
Interpersonal Understanding
Sample Questions
Can you tell me about a situation where you faced a client who was disappointed with your product? What was the situation like? What specific steps did you take? What was result?
Planning & Organizing
In working, we often face a number of priorities that must be tackled at the same time. Can you tell me about one or two actual cases where you had to face such a situation? What did you do? What was the consequence?
Bias in the Interview Process
An interviewer might make a snap judgment about someone based on their first impression – Positive or Negative – That clouds the entire Interview
First Impressions
For examples, letting the fact that the candidate is wearing out-of-the –ordinary clothing or has a heavy regional accent take precedence over the applicant’s knowledge, skills or abilities.
Bias in the Interview Process
The “halo” effects occurs when an interviewer allows one strong point about the candidates to overshadow or have an effects on everything else.
Halo Effect
For instance, Knowing someone went to a particulars university might be looked upon favorably. Everything the applicant says during the Interview Is seen in this light.
Bias in the Interview Process
Strong(er) candidates who interview after weak(er) ones may appear more qualified than they are because of the contrast between the two.
Contrast Effect
Note taking during the interview and a reasonable period of time between interviews may alleviate this.
Competency-Based Career Planning
Career Planning Flow
Career Planning System
Career Path Design
Analysis of Employees Future Plan
Implementation of Development Program
Defining Career path
What is Career path?
Career path is a series of positions that one must go through in order to achieve a certain position in the company. The ‘Path’ is based on the Position Competency profile that an employee must have to be able to hold a certain position.
Defining Career path
Analyzing a position or job based on the Competency Required
Categorizing the positions that require similar Competencies into one Job Family
Identifying career paths based on the job Family
Competency Profile (Functional and Managerial) Competency Per Position
Categorizing the positions into a job Family
•Career path; Vertical, Lateral & Diagonal •Mandatory Training
Assessing Employee career Plan
Employee Career Needs Match? Organization Career Needs
•Assessment of the career type of the employee •Assessment of the employee Competency Level (For example through assessment centre)
•Assessment of the competency profile required by the position •Assessment of the organization’s need of manpower planning
Employee Development Program
Employee Career Needs Organization Career Needs
Match? Development Programs & Interventions
Apprenticeship in other Company
Special Assignment
Training/Workshop
Executive Development program
On the Job Development
Presentation Assignment
Mentoring
Job Enrichment
Desk Study
Competency-Based Training & Development
Competency-Based Training Framework
Current Competency Level of the employee
Competency Gap
Required Competency level for certain position
Competency Assessment
Training and Development Program
Competency Profile Per Position
Position
Required Competency
1
Required Level 2 3 4
5
Communication Skill Public Speaking Training & Leadership Development Training Need Analysis Manager Material Development Training Evauation Communication Skill Interview Skill Recruitment Analytical Skills Supervisor Understand Selection Tools Teamwork Customer Orientation
Competency Profile Per Position
Managerial Competency Leadership 1 2 3 4 Required Level Actual Level Achievement Orientation Team Work
Planning & Organizing
Functional Competency Mechnical Engineering
1
2
3
4
Mechnical Equipment Maintenance
Position
Competency Requirement
Relevant Training Module Leadership I Communication Skill I The Art of Motivating of Employee Providing Effective Feedback Goal Setting Technique Work Motivation Planning & Organizing Continous Self improvement
Leadership Supervisor Achievement Orientation
Training Matrix for Competency Development
Craetive Problem Solving
Productive Communicatio n Series
Achivement M otivation Training
Position
Managerial Competency
Communication Skill Leadership TeamWork Supervisor Achievement Orientation Customer Focus Job Functional Skills Communication Skill Leadership Team Work Achievement Orientation Manager Customer Focus Strategic Thinking Problem Solving & Decision Making Job Functional Skills
* * * * * * * * * * * * * *
*
Compulsory Training
Building Productive Teamwork
Professional Sem inar Series
Training detail
Service Excellence for Customer
On Becoming Effective Leadrship 1
On Becoming Effective Leadrship 2
Strategtics management
Competency-Based Performance Management
Individual Performance Element
Individual Performance Elements has two main Categories
1.Performance Result: Hard or Quantitative aspects of performance (Result)
2.Competencies: it represent soft or qualities aspects of performance (Process)
Individual Performance Element
1.Performance Result Score
Overall Score
2.Competencies Score
Will determine the employee’s career movement, and also the reward to be earned
Element # 1: Performance Result
S.No Main Performace Target Target to be Achieved
1 Conduct an assessment of the All employees submit their performance assessment form on time employee's Performance 2 Improve the system for performance assessment 3 Conduct Training activity Target:Completed 100% In novemebr 2008 Target: To Impart 6 man days training on various aspects in a year (Measured Quaterly)
4 Carry out on the job Training Target:90% of the total Employee activities who attend the training experience an increase in skill and knowledge
Target should be measurable and specific
Competency Profile Per Position
Competency : Collaboration
Basic Activity listens, and clarifies understanding where required, in order to learn form others Empathies with audience and formulates messages accordingly Shares resources and information Rsponds,promptly to others team member's need Intermediate Actively listens, and clarifies understanding where required, in order to learn form others Empathies with audience and formulates messages accordingly Shares resources and information Balances complementary strengths in team and seeks diverse contribution and perspective involves team in decision that effect them Encourage co-operation rather than competition within the team and with key stakeholder Advance Actively listens, and clarifies understanding where required, in order to learn form others Empathies with audience and formulates messages accordingly Shares resources and information Actively builds internal & External networks. Expert Actively listens, and clarifies understanding where required, in order to learn form others Empathies with audience and formulates messages accordingly Shares resources and information Builds internal & External networks and uses them to efficiently to create value
uses cross functional team to draw upon uses cross functional team to draw upon skills skills & Knowledge throughout the & Knowledge throughout the organization organization Builds and maintain relationships across The company Drives and leads key relationship groups across The Company Manages alliance relationship through complex issues such as point of competing interest Ensure events and systems, eg IT for collobration are in placed and used Drwa upon the full range of relationships (Internal, External, across the company) at critical points in marketing and negotiations
Assessing Competency through Assessment Centre
Assessment Centre Characteristics:
•A Standardized evaluation of behavior based on multiple inputs. •Multiple trained observers and technique are used. •Judgments about behaviors are made, in major part, from specifically developed assessment stimulation. •These judgments are pooled in a meeting among the assessors or by a statistical integration process.
Types of Test in Assessment Centre
In-Basket Exercise
In-trays or in-baskets involve working form the contents of a manager’s in-tray, which typically consists of letters, memos and background information, you may be asked to deal with paperwork and make decisions, balancing the volume of work against a tight schedule .
Role Simulation
In a role, you are given a particulars role to assume for a certain task. The task will involve dealing with a role player in a certain way, and there will be an assessor watching the role play.
Types of Test in Assessment Centre
Presentation
You May be required to make a formal presentation to a number of assessors. In some cases this will mean preparing a presentation in advance on a given topic . In other cases, you may be asked to interpret and analyze given information, and present a cases to support a decision.
Fact-Finding Exercise
In a fact-finding exercise, you may be asked to reach a decision starting form only partial knowledge. Your task is to decide what additional information you need to make the decision, and sometimes also to question the assessor to obtain this information.
Types of Test in Assessment Centre
Group Discussion
Group exercise are timed discussion, where a group of participants work together to tackle a work-related problem. Sometimes you are given a particulars role within a team, for example sales manager or personnel manager. Other times there will be no roles allocated. You are observed by assessors, who are not looking for right or wrong answers, but for how you interact with your colleagues in team.
Competency Assessment and Rating
Result of observation through The assessment centre
Competency Score
Recommended Further Readings
1.Paul Green, Building Robust Competency, John Wiley and sons 2.David dubois, Competency – Based HR management, Black publishing
Thank You
Regards Madhan.K.G
