COMPETANCY DEVELOPMENT PERFORMANCE MANAGEMENT SYSTEM CHAPTER V - - PowerPoint PPT Presentation

PERFORMANCE MANAGEMENT SYSTEM

CHAPTER V

COMPETANCY DEVELOPMENT

PERFORMANCE MANAGEMENT SYSTEM

CHAPTER V

COMPETANCY DEVELOPMENT

• Objectives:
• Identify different types of competencies.

List skills required of employees at different levels.

• Methods & approaches to mapping

competency & practical application.

PERFORMANCE MANAGEMENT SYSTEM

CHAPTER V

COMPETANCY DEVELOPMENT

• Contents:
• 1. Meaning & classification.
• 2. Identifying competency.
• 3. Individual & collective competencies.
• 4. Managerial skills.
• 5. Competencies of HR Professionals.
• 6. Essential competencies.
• 7. Assessment of competencies.
• 8. Competency mapping.
• 9. Competency models.

PERFORMANCE MANAGEMENT SYSTEM

CHAPTER V

COMPETANCY DEVELOPMENT

5.1 Meaning & classification of competencies

• Competence means a skill (performance

what people can do) and the standard of performance reached, while competency means behavior by which it is achieved (how people do it). Competencies refer to behavior adopted in competent performance.

• Hogg B defined competency as

‘competencies of a manager that lead to the demonstration of skills and abilities, which result in effective performance within an

• ccupational area. Another definition is an

underlying characteristic of a person which results in effective and/or superior performance on a job.’

PERFORMANCE MANAGEMENT SYSTEM

CHAPTER V

COMPETANCY DEVELOPMENT

5.1 Meaning & classification of competencies

• The five types of competency characteristics:
• 1. Motives-things a person consistently thinks

about or wants and drive, direct or select behavior towards certain actions or goals.

• 2. Traits- physical characteristics and consistent

responses to situations or information.

• 3. Self-concept- A person’s attitude, values or

self image.

• 4. Knowledge- information a person has in a

specific content area.

• 5. Skills- the ability to perform a certain physical
• r mental task.

PERFORMANCE MANAGEMENT SYSTEM

CHAPTER V

COMPETANCY DEVELOPMENT

5.1 Meaning & classification of competencies

• Competency classifications:
• 1. Central & surface competencies- visible

and developed with training.

• 2. Threshold and Differential competencies-
• Threshold: those required for job.
• Differentiating: differentiate superior performers

from average.

• Other classification:
• 1. Organisation competencies.
• 2. Job-role competencies.
• 3. Personal competencies.

PERFORMANCE MANAGEMENT SYSTEM

CHAPTER V

COMPETANCY DEVELOPMENT

5.1 Meaning & classification of competencies

• A competency map is an essential tool
• utlining the skills and behaviors required

to succeed as manager and by which team members can help focus and support a participant’s learning process. Purpose

• f competency development is to

constantly enhance capability of workforce.

PERFORMANCE MANAGEMENT SYSTEM

CHAPTER V

COMPETANCY DEVELOPMENT

5.2 Identifying a competency

• It can be done with 360 degree feedback. Their

ratings o 5 or 7 point scale can be weighted and multiplied by scores and ranked in order of

• importance. A core competency is bundle of skills &

technologies that enable company to provide particular benefits to customers. Core competence does not diminish with use, but enhance as they are applied & shared. They need to be nurtured & protected, knowledge fades if not used. Skills are

• btained through work. Transferable skills can be

used in any occupation. Many companies are adopting competency based people management practices and systems to find new and innovative solutions for managing and motivating workforce.

PERFORMANCE MANAGEMENT SYSTEM

CHAPTER V

COMPETANCY DEVELOPMENT

5.3 Individual & collective competencies

• Individual competence can be gained through

education & experience. Competencies obtained through education are general & applicable in more than one firm. Competencies gained through experience may be firm-specific & difficult to obtain. One challenge is to co-ordinate and utilise a range of dissimilar competencies spread among large number of employees. This affects performance of the firm. Key competencies in the firm are unique compared to those of competitors. and generate competitive advantage. Organisational performance is determined by the manner in which the competencies are chosen, combined and utilized. This has a social dimension, i.e. the way in which people interact and produce collective competence and teamwork.

PERFORMANCE MANAGEMENT SYSTEM

CHAPTER V

COMPETANCY DEVELOPMENT

5.4 Competencies for HR professionals:

• Different stages in the organization life cycle

may require different types of skills by the

• manager. They also depend on the position of

the manager. Skills can be categorized as technical, interpersonal or human relation, and decision-making or conceptual skills. Need for decision-making or conceptual skills tend to increase in importance as one moves up the

• rganizational hierarchy. Interpersonal or

human-relations skills are equally important at all levels

PERFORMANCE MANAGEMENT SYSTEM

CHAPTER V

COMPETANCY DEVELOPMENT

5.5 Competencies for HR personnel:

• Core HR competencies centre on leadership and

managerial skills, functional performance and personal attributes.

• HR competencies are divided into five distinct

domains-

• 1. Knowledge of the business: i.e. organisation’s

financial, strategic, technical and human capabilities, as well as company’s external competitive environment and customer demands.

• 2. Delivery of HR practices, concepts and build HR

credibility.

PERFORMANCE MANAGEMENT SYSTEM

CHAPTER V

COMPETANCY DEVELOPMENT

5.5 Competencies for HR personnel:

• 3. Management of change: strategic

performance management competency facilitate the pace and extent of change in the

• rganisation..
• 4. Management of culture: A high performance

HR strategy is a leading indicator of high performance culture .e.g. in case of a strategic shift in business; organisation’s culture has to move from one focused on product and costs to

• ne focused on customer service.
• 5. Personal credibility: is the foundation on

which other pillars of dimensions rest.

PERFORMANCE MANAGEMENT SYSTEM

CHAPTER V

COMPETANCY DEVELOPMENT

5.5 Competencies for HR personnel:

• Credibility comprises of three dimensions:

i) HR personnel ‘live’ the firm’s values like

• penness, candor, ability to be a team player,

capacity to treat individuals with respect, concern for due process and professional bent

• f mind.

ii) HR personnel build credibility when their relati9nshipwith colleagues are founded on trust and they skillfully support business objectives. iii) HR personnel earn the respect of their colleagues offering innovative ideas and solutions and encouraging debate about key issues.

• Assessment of HR performance: is on results and
• behaviors. For development internal and external

programmes are organized.

PERFORMANCE MANAGEMENT SYSTEM

CHAPTER V

COMPETANCY DEVELOPMENT

5.5 Competencies for HR personnel: Skill Development

• Various skills are developed under each of the following

groups:

• 1. Planning & Organisation skills.
• 2. Oral & written communication skills
• 3. Decision-making, Supervisory, Management and/or

Leadership Skills.

• 4. Financial management skills.
• 5. Critical thinking, Problem- solving and Conflict-resolution

Skills.

• 6. Teamwork & teambuilding skills.
• 7. Ethics & tolerance skills.
• 8. Personal & professional management skills.
• 9. HR & interpersonal skills.
• 10. Career building skills
• 11. Management & administrative skills.

PERFORMANCE MANAGEMENT SYSTEM

CHAPTER V

COMPETANCY DEVELOPMENT

5.5 Competencies for HR personnel: Skill Development

• 1. Planning & Organisation skills:

i) Follow up to evaluate progress. ii) Praise & give credit. iii) Motivate others on group projects iv) Facilitate brainstorming activities v) Develop goals for organisation vi) Work effectively with organisation numbers vii) Identify tasks vii) Prioritise tasks ix) Facilitate discussions

PERFORMANCE MANAGEMENT SYSTEM

CHAPTER V

COMPETANCY DEVELOPMENT

5.5 Competencies for HR personnel: Skill Development

• 2. Oral & written communication skills:

i) Organise ideas for formal and spontaneous speeches. ii) Effectively participate in group discussion iii) prepare concise written material iv) listen and respond to messages v) Effectively utilize campus resources for public relations. vi) Respond to positive & negative feedback vii) debate issues without being abrasive viii) possess courteous telephone skills.

PERFORMANCE MANAGEMENT SYSTEM

CHAPTER V

COMPETANCY DEVELOPMENT

5.5 Competencies for HR personnel: Skill Development

• 3. Decision-making, Supervisory, Management

and / or Leadership Skills:

i) understands steps involved in it ii) facilitate group in the process iii) implement sound decisions iv) take responsibility for decisions v) evaluate effects and effectiveness of decisions vi) make decisions without feeling pressure. vii) remain flexible with decision viii) explain unpopular decisions to others ix) motivate others to common goals x) use effective coaching. Mentoring skills with peers & subordinates.

PERFORMANCE MANAGEMENT SYSTEM

CHAPTER V

COMPETANCY DEVELOPMENT

5.5 Competencies for HR personnel: Skill Development

• 4. Financial management skills:

i) develop expenses & income budgets ii) justify it to others iii) work within budget iv) keep accurate financial records v) ensure timeliness of payments vi) develop and implement fund-raising event

PERFORMANCE MANAGEMENT SYSTEM

CHAPTER V

COMPETANCY DEVELOPMENT

5.5 Competencies for HR personnel: Skill Development

5.Critical thinking, Problem-solving and Conflict Resolution Skills: i) anticipate problems ii) define problem & possible causes iii) list possible solution & select appropriate ones iv) help groups finding solutions v) develop plans of implementing solution vi) handle problems vii) Understand steps in critical thinking vii) Recognise if a problem needs to be addressed

PERFORMANCE MANAGEMENT SYSTEM

CHAPTER V

COMPETANCY DEVELOPMENT

5.5 Competencies for HR personnel: Skill Development

• 6. Teamwork & Team-building skills
• i. Motivate members to work towards

common goal.

• ii. Understand strength & weaknesses and

use strengths of members to build team development.

• iii. Collaborate on project.
• iv. Support & praise on reaching goals and

accomplishments.

PERFORMANCE MANAGEMENT SYSTEM

CHAPTER V

COMPETANCY DEVELOPMENT

5.5 Competencies for HR personnel: Skill Development

• 7. Ethics & Tolerance skills:
• i. Define & explain ethical behavior

ii. Practice ethical behavior in different situations

• iii. Accept opinions and actions in non-

judgmental way

• iv. Interact & appreciate persons from different

backgrounds as well as physically & mentally challenged persons.

PERFORMANCE MANAGEMENT SYSTEM

CHAPTER V

COMPETANCY DEVELOPMENT

5.5 Competencies for HR personnel: Skill Development

8.Personal & professional management skills:

• i. Work effectively under pressure
• ii. Manage time & stress effectively

iii Seek additional

• pportunities

for professional development.

• iv. Regularly participate in activities for stress

management

• v. Evaluate personal & professional strengths

& weaknesses

• vi. Take initiative in job related activities

vii. Discern appropriate behaviors for workplace

PERFORMANCE MANAGEMENT SYSTEM

CHAPTER V

COMPETANCY DEVELOPMENT

5.5 Competencies for HR personnel: Skill Development

• 9. Human Relations & interpersonal skills:

i Keep group on track while moving towards goal. ii Maintain group cooperation & support Iii Delegate tasks & responsibilities iv Interact effectively with peers, superiors & subordinates V Understand others feelings Vi Make commitments to people Vii Be prepared to take risks Viii Teach skills, concepts or principles to others ix Demonstrate effective social behavior in different settings & circumstances.

PERFORMANCE MANAGEMENT SYSTEM

CHAPTER V

COMPETANCY DEVELOPMENT

5.5 Competencies for HR personnel: Skill Development

• 10. Career Building skills:

i) Determine likes & dislikes of current position

ii) Practice new skills involving small projects (low risk) iii) Join new or different professional organizations related to new interests iv) Take continuing education or exploratory courses for professional development v) Acquire new interests outside work. vi) Work in organization related to new interests vii )Plan & investigate a second career after retirement

PERFORMANCE MANAGEMENT SYSTEM

CHAPTER V

COMPETANCY DEVELOPMENT

5.5 Competencies for HR personnel: Skill Development

• 11. Management & Administrative skills:

i Analyse tasks ii Identify people who can contribute to the solution of a problem or task iii Identify resources useful in solution of a problem or task iv Delegate responsibility for completion of a task v Motivate & lead people vi Organise people & tasks to achieve specific goals

PERFORMANCE MANAGEMENT SYSTEM

CHAPTER V

COMPETANCY DEVELOPMENT

5.6 Essential competencies:

• There are 12 such competencies that

every employee must possess:

• 1. Adhere to systems.
• 2. Analytical ability.
• 3. Business understanding.
• 4. Communication.
• 5. Cross-functional perspective.

….cont.

PERFORMANCE MANAGEMENT SYSTEM

CHAPTER V

COMPETANCY DEVELOPMENT

5.6 Essential competencies:

• There are 12 such competencies that every

employee must possess (cont)

• 6. Customer focus.
• 7. Decision making.
• 8. Innovation & change.
• 9. Organisation skills.
• 10. People management.
• 11. Strategic thinking.
• 12. Teamwork.

PERFORMANCE MANAGEMENT SYSTEM

CHAPTER V

COMPETANCY DEVELOPMENT

5.7 Assessment of companies

• Competency statements state expected outcome

from and skills and attitudes essential for performance of specific functions. Competence- based assessment system gives judgment on whether standard is met. It does not focus on individuals, does not give ratings or compare with

• ther individuals. All standards are expected to be
• met. Purpose of this system is to collect evidence

that persons can act as per standard.

• It serves the purpose of:
• i) measuring contribution of individual, group or

team to company’s objectives and

• ii) identifies future development potential.

PERFORMANCE MANAGEMENT SYSTEM

CHAPTER V

COMPETANCY DEVELOPMENT

5.7 Assessment of companies

• Competency assessment can be used for:

i) Certification, ii) Performance appraisal, iii) Identifying training needs, iv) Skill audit, v) Prior learning, vi) Recruitment & selection and vii) Evaluating training.

PERFORMANCE MANAGEMENT SYSTEM

CHAPTER V

COMPETANCY DEVELOPMENT

5.8 Competency mapping:

• It is a process of identifying key competencies and

incorporating them in various processes.

• Methods of Competency mapping:
• 1. Assessment centre: Assesses strengths,

weaknesses and potentials of employees through techniques like group discussions, in trey (play another person’s role), interview simulations/ role play and case studies.

• 2. Critical incidents technique: to identify behaviors

resulting in success/ failure.

• 3. Interview techniques.
• 4. Questionnaire.
• 5. Psychometric tests.

PERFORMANCE MANAGEMENT SYSTEM

CHAPTER V

COMPETANCY DEVELOPMENT

5.9 Competency models:

• It shows combination of knowledge, skill and

characteristics needed to perform a role effectively and used for: selection, training, development, appraisal & succession planning. It should be noted that behaviors vary regarding some competencies, like customer focus, different jobs have different challenges and model should be developed with specific role in mind.

PERFORMANCE MANAGEMENT SYSTEM

CHAPTER V

COMPETANCY DEVELOPMENT

5.9 Competency models:

• To ensure consistent standards globally following

steps need to be taken by the company-

• 1. Hiring the best available people,
• 2. productivity maximization,
• 3. enhancing 360 degree feedback process,
• 4. adapting to change and
• 5. aligning behavior with organizational strategies

and values.

• Two principles followed in developing competency

models are:

• 1. Focus on superior performers without making an

assumption. 2.Focus on what they do to perform the given role.

PERFORMANCE MANAGEMENT SYSTEM CHAPTER V

COMPETENCY DEVELOPMENT

THE END