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COMPETENCY BASED HRM MODEL

COMPETENCY MAPPING AND ASSESSMENT


By
Sana
Jaya
Shilpa
Sonika
Lovely
Subhashish
MBA-HR
(2014-2016)

RECRUITMENT

RESOURCES

BUDGET

FM

Financial measures
Indicators

30,00,000

Audit

Fund centre
Sector workbook

25,00,000

Treasury

Risk management
Capital adequacy
arbitrage

25,00,000

Taxation Financial
Analysis

Fiscal policy
Interest rate
Money supply
Government
spending

10,00,000

Accounting
Investment
Management

PBIT
Performance
management tool

5,00,000

AND SELECTION

PERFORMANCE EVALUATION
CRITERIA
Goals and expectations should be clearly defined at the start of the performance
management cycle .
Supervisors should provide performance criteria, standards and/or metrics so
that employees understand what the various performance rating levels look
like in terms of performance and actions.

Employees should be provided the opportunity to submit a self appraisal before


the supervisors appraisal is finalized.
Supervisors should apply the performance appraisal process consistently among
employees.

PERFORMANCE APPRAISALS
Open-Ended This format is generally recommended for supervisors who
have a small number of direct reports. It provides an open-ended format to
evaluate performance. Supervisors who prefer to provide a free flow
narrative or have used a general performance letter will find this template a
good fit.
Structured Response This format is generally recommended for
supervisors who have a small or moderate-size number of direct reports. It
provides guided questions or topics that define parameters used to evaluate
performance. Supervisors who prefer to communicate by providing responses
to structured questions or performance measures will find this template a
good fit.
Checklist This format is generally recommended for supervisors with a
large number of direct reports. It provides a set of major performance
factors with related metrics, providing the ability to rate performance on
each metric or major factor. Supervisors who prefer to communicate
succinctly and in a highly structured format will find this template a good
fit.

TRAINING AND
DEVELOPMENT

DEVELOPMEN
T
Defining training
needs

performance

Training design
and planning

In house training
Outsourcing
mentoring

Provide training

Selection of trainees
Choose method of

evaluation through one


to one coaching plan
Types: organizational
analysis, person
analysis, work analysis,
performance analysis
and cost-benefit
analysis.

training
Equipments
Facilities
Time gaps in which
training should be
imparted

Training outcome

Cognitive task

Methods: product
training 15%
Interpersonal/communi
cation 10%
Rest 5% i.e software
training and others

EDUCATION AID

TIPS FOR USE

White board

White large, markers

Overhead projector

Use pointer to focus attention and


read off the text.

Videos/films

Preview tape before session


Prepare questions/ discussion
topics

Charts/graphs

Ensure everyone can see details


Allow time for questions or doubts.

Handouts

Keep language simple and


sentences short
Use effective but simple
illustrations

COMPETENCY OR SKILLS
REQUIRED FOR T&D

Adaptability
Analytical Skills
Business Knowledge
Communication
Customer Focus
Global Perspective
Innovation
Interpersonal Skills
Establishing Objectives
Problem Solving
Results Orientation
Teamwork

BUDGET FOR T&D


A total of 1.95 lacks is assumed for T & D
For managers and senior executives50,000
For other employees- 20,000
For product material and arrangements
15,000
For trainer- 1,00,000
For evaluation of training, test material,
feedback and travelling of employees10,000