Emerging Framework Competency Mapping HRM

Competency Mapping An emerging framework for HRM
Dr Aruna Mankidy Mankidy Associates Center for HR Solutions
Coverage
Environmental Effects on HRM Need for Competency Based Approach Competency Based HRM
Dr. Aruna Mankidy - MankidyAssociates - Center for HR Solutions
Environmental Effects on HRM
Age of Discontinuity Rapid Change and Uncertainty
Drivers of Change

Competition Technology Changing Work Patterns Changing Customers Changing Quality of Work Changes in the Employees
Competitive Pressures
More Competitors are emerging in many industries. Customers have more choice.
Increased competition has brought over supply and lower margins. Corporations with radically reinvented processes give more customer
Dr. Aruna Mankidy satisfaction. - MankidyAssociates - Center for HR Solutions
Competitive Pressures
The spread of quality movement encourages customers to demand quality.
Rapid growth of technology leads to new business opportunities and renders many existing operations obsolete.
New product design-to launch cycles are shortening

Impacts of Technology

IT Can Enhance Quality of Service Speed of Operations Simpler and Transparent Operations Faster Decision-Making : Structure Less Human Power: Redundancy Quality and Nature of Employees Faster Obsolescence Increased Risks Cultural Shift
Impact of Technology
TV - Videotape DVD iPod iTouch - Amazonekindle Need to Redefine Company, Customer and Competitor: (The 3 Cs of strategy) Eg. Competitor of Kodak is no longer Fuji or Agfa it could be cell phone business - Nokia or Motorola . Or it could be HP which is into ink jet printers.
The Emerging World of Work
Three Dimensions of Work

Where
: Physical Place It Is Carried Out When : The Time It Is Carried Out How : The Process Through Which It Is Done
All The Above Dimensions of Work are Undergoing Transformation and Hence It Is An Evolving Concept
The New Work

You You You You You
dont have to go to Shop for shopping
dont have to go to Bank for banking needs dont have to go to School/College for learning dont have to go physically to be Present in a meeting dont have to go to Office for work
New work place
Enhancing Customer Value Through Quality Management
Quality of Services
Will Determine Survival Success and Excellence of Organizations
Emergence of the Customer

In the last century, the conflict was between Labour and Capital. Now it is between the worker and the customer. The company is in the middle. The customer wants goods and services cheaper. The company can guarantee jobs for the worker only when it survives in the competition
I cant wait here the whole day to catch your Attention. I want this cheque credited. Thats all!
Instead of listening to the customers complaints, he is complaining to the customers about the conditions of work here.
Changing Customer Expectations

Informed
Customers Customer Demands Focus on Customer
Increasing
Organizational
Satisfaction
Customer
Retention - Delight - Surprise
The New Employee
Information Age
Importance of Knowledge and Knowledge Management
Knowledge Management
Basic Characteristics of Knowledge Workers
High
Degree of Mobility,they Are in Greater Demand and Have Less Organizational Loyalty Do Not Respond to Traditional Methods of Supervision and Control Are Young, Enthusiastic and Fun Loving
They
They They
Respond Positively to Learning Opportunities

The Most Significant aspect of the new era of Change: The Rising Power of the Individual
Thomas Friedman, The World is Flat, A Brief History of the Globalized World in the 21st Century, Penguin 2005 John Naishbit, Megatrends
2000
Responding for Change
Need for a Paradigm Shift
Darwin on Change
It is not the Strongest who survives, nor the most Intelligent; but the one who is
Most Responsive to change

Charles Darwin
Paradigm Shift
When paradigm shifts everything goes back to zero. The past guarantees nothing..
Joel Barker
We cannot become what we WANT to be by being what we ARE.

Joel Barker
Built to Last is not enoughyou must Built to Change

Gary Hamel
You can not change the direction of the wind , but you can always adjust your sails
Dynamics of Satisfactory Underperformance

Successful Business Strategy Competitiveness growth and profits Managers begin to believe they are the best
Builds layers of staff to cope with growth Gradual decline into satisfactory under-performance and to crisis External Arrogance and internal focus on control
Initiatives and innovation stifled
Downward Spiral of Rationalization

Poor Performance Performance declines again
Underlying problems not solved
Cut resources : sell businesses close factories, sack people
Cut Again
Temporary Improvement in results

Source : Ghoshal, Piramel and Bartlett, 2000. Dr. Aruna Mankidy - MankidyAssociates - Center for HR Solutions
The Interrelated Seven-S Framework

Strategy
Structure
Systems
Skills
Shared Values
Style
Staff
Successful Organizations Are Those Which Recognize HRM As A Key Corporate Strategic Issue Rather Than Simply An Outcome Of Corporate Strategic Decisions
OECD Study
HRM Model
Training
Goals
Knowledge Skills
Knowledge Skills
Performance
Organization Structure
Organizational Culture
R O L E S
Attitudes
Occupy
Individuals
Attitudes
Changing Perspective of HRM Function

Phase I Staff - Record keeping of wage/welfare statutor - Focus on 9 to 5 activities CLERICAL APPROACH - Developing Systems & Rules - Focus Beyond 9-5 Activities, Still work related ADMINISTERING APPROACH - Futuristic, Developmental, Integrated - Focus on Beyond 9-5 : Complete Being - Making him Effective Mature Member PHILOSOPHICAL APPROACH
Phase II Person
Phase III Human
Towards Strategic Human Resource Management
Changing Perspective of HRM Function
Legalistic Economic contract Passive - Reactive
Psychological Contract Positive Proactive
Strategic Management
Strategic management is making those decisions that define the overall mission & objectives of the organisation, determining the most effective utilisation
of its resources and crafting and executing the strategy in ways that produce the intended results.
The Balanced Scorecard

The Balanced Scorecard is like the dials in an airplane: giving managers complex information at a glance. The Balanced Scorecard provides answers to four basic questions how do customers see us? what must we excel at? how we can improve and innovate? how do we look to shareholders?
Balanced Scorecard Framework

Financial perspective Customers Perspective Vision & Strategy Internal Business process
Learning & growth

Translate Strategy to Operational Terms

Financial Perspective If we succeed, how will we look to our shareholders
Customer Perspective To achieve my vision, how must we look to our customers?
The Strategy
Internal Perspective To satisfy my customer, at which processes must I excel?
Organization Learning To achieve my vision, how must my organization learn and improve?
Strategic Human Resource Management
Why does HR needs to become strategic?

Every
function in organization today needs
to prove its worth!
Strategic vs traditional HRM

Dimensions
Strategic HRM
Traditional HRM
Planning and Participates in formulating Is involved in strategy overall organisational operational formulation strategic plan and aligning planning only HR functions with company strategy Authority
Scope
Has high status and authority for top HR officer Has medium status (e.g. vice president for HR) and authority (e.g. HR director) Is concerned with all managers and employees Is concerned primarily with hourly, operational and clerical employees
Strategic vs traditional HRM (continued)

Dimensions
Strategic HRM
Traditional HRM
Decision making Integration
Is involved in making strategic decisions
Makes operational decisions only Has moderate to small integration with other organisational functions Does not coordinate all HR functions
Is fully integrated with other organisational functions e.g. marketing, finance, production Coordinates all HRM activities
Coordination
HR Scorecard

HR Scorecard is a strategic measurement system. Uses hard data to demonstrate HRs contribution to the companys performance.
HR Scorecard is a generic framework to arrive at what we want to do. In other words, there are no definite answers or strategies. It is dynamic and evolves in relation to the organizational goals.
HR Audit : Macro level view

At the macro level, HR Audit is an assessment of the three critical `Cs' of HR
Competence
of the workforce of the management, and
Commitment Culture
of the organization
HR audit is conducted through a systematic study through out the organization to review the three Cs, HR systems and processes
Dr. Aruna Mankidy - Book, 1999 HRD Audit, T V Rao, Response MankidyAssociates - Center for HR Solutions
Competency based HRM

What is a Competency based HRM
A
framework of Competencies is arrived at
that translate the strategic vision and goals for the organization into measurable and observable behaviours or actions that employees must display.
Competency Based HRM

This
common framework of competencies then provides means for integrating all aspects of HR so that employees are selected, evaluated, developed, promoted and rewarded based on competencies that support organizational success. communicating these competencies, organizations empower employees to take charge of their careers, direct their own personal development, and continually self-evaluate and improve.
By
Competency Mapping is the starting point
What is Competency Mapping
Competency Mapping is a process of identifying key competencies for an organization and/or a job and incorporating these competencies in the various HR systems (i.e. training, recruitment).
Competency Map
Competency Map is a Document that describes set of competencies particular to a position / job or occupational group
What is Competency
Competency
is any skill, knowledge, or
other attribute that is observable which leads to performance.
Competency Mapping : Few Important macro Level Aspects

Link Vision, Strategy and Link Roles to Structure

Structure
Each role to be unique Non-Repetitive Value adding
Ensure:
Vertical and horizontal logical role linkages Non repetitive tasks in different roles Core competencies for each task
Align HR and Vision/Mission

Forecast
HR needs for future. of current talents. gaps.
Inventory
Determine Plan
make or buy approaches. (develop/recruit ?) with other systems, retention, training and development, compensation etc.
Align
CBHRM - Questions
What and where are our
skill gaps?
Are current capabilities sufficient to meet future
needs?
Are training efforts aligned with what our
people
really need to know?

Who are the competent employees to fill
critical
positions or project teams?

The steps in competency mapping

Define performance effectiveness criteria. Conduct a job/role analysis by asking role occupants to
complete a position information questionnaire (PIQ or interviews) The purpose is to gather from job holders what they feel are the key behaviors necessary to perform their respective jobs. Using the results of the job analysis, develop a competency based job description
The steps in competency mapping

The
competencies of the respective job description become the factors for assessment on the performance evaluation results of performance evaluation can be used to identify in what competencies individuals need additional development or training.
The
Extend competency map to all other HR activities
CBHRM and Performance Management
The performance management system can become more strategic when employee results and competencies are linked to corporate business goals. CM can provide the platform for defining, communicating and monitoring the development of key competencies during the performance period.
CBHRM and Talent Management

3
Competency map is a base for developing and managing talent in the organization It is a cost -effective tool to link continuous learning and development for critical positions in the organization CM can facilitate human capital growth by focusing on those competencies that increase the organisation's capacity to deliver results.
Successful Implementation of CBHRM: Some pre-conditions
Culture with participative decision-making, innovation, flexibility, excellence in performance, continuous learning. Strong leadership and support from all management levels in implementing CBHRM. Buy-in and participation of key stakeholders. Effective communication of the systems to all concerned.
Advantages of CBHRM
Provide a systems approach to human resource activities and make them more effective Provide a common language to human resource activities for easy implementation Provide management a view of available and required competency level
Competency
An underlying characteristics of an individual which is causally related to effective or superior performance in a job. A capacity that exists in a person that leads to behaviour that meets the job demands within the parameters of organizational environment, and that, in turn brings about desired results
R.E.Boyatzis (1982), The Competent Manager , A Model of Effective Performance, Wiley.
Competency Mapping: Examples

Competency Beh. Dimensions Proficiency Level 1 2 3 4 5
Business Knowledge Tech. Skills Team working Problem Solving Communication Customer Orientation
(details)
Competency Mapping: Examples

Competency Competency cluster: Tech. Business Knowledge Business / Tech. skills Competency cluster: Managerial Planning Skills Problem Solving Competency cluster: Human Leadership Skills Team working Communication
Beh. Dimensions 1 2
Proficiency Level 3 4 5
Competency Mapping: Examples Jr. Mgt.

Beh. Dimensions 1
Proficiency Level 2 3 4 5
Competency Mapping: Examples Mid. Mgt.

Beh. Dimensions 1
Competency Mapping: Sr./Top Mgt.

Competency Competency cluster: Tech. Business Knowledge Business Skills/ Tech. skills Competency cluster: Managerial Planning Skills Problem Solving Competency cluster: Human Leadership Skills Team working Communication
Beh. Dimensions 1
Competency Grid for Talent Management

Competency Competency cluster: Tech. Business Knowledge Business Skills/ Tech. skills Competency cluster: Managerial Planning Skills Problem Solving Competency cluster: Human Leadership Skills Team working
Dr. Communication Aruna Mankidy - MankidyAssociates - Center for HR Solutions
Beh. Dimensions 1
Competency Mapping : Measurements
Assessment Centre Methodology
Assessment Center Methodology
- More than one tools used to measure a competency - More than one observers are involved in observing behaviour - Observers are interchanged to avoid any bias /prejudice
Measurement Tools
Tests / Inventories / Questionnaires Situational exercises Group Discussion Group Exercise (Activity is a Component) In Basket Individual Assignment - Task, Case Study Interview - Biographical BEI Career Anchor Identification
Human Behaviour
Individual Level
Motivation Perception Learning Attitudes Values Personality
Interpersonal Level
Communication Relationships
Group Level
Roles Communication Norms Status Power
Conflict
Tool for observing the competencies: Inventories/Tests/Questionnaires
Motivation / Attitudes :
Personal Effectiveness , Locus of Control, Introversion Extraversion, etc.
Perception:
Case study to understand positive outlook, prejudices etc.
Values:
Work values
Tool for observing the competencies: Role Plays

Communication: Exercise, Simulation Leadership Relationships: Motivating, Performance Feedback, Employee Counseling, Persuading etc. Client Management: Orientation to Customer Service
Tool for observing the competencies: Group Discussion
Group Roles /Norms Task : Summarizer ,Orienter , Fact Seeker, Initiator Relationship : Encourager, Harmonizer, Gatekeeper , Analyzer Communication in Group Status /Power - Team Leader Team Builder Conflict Resolution / Management Perspective Win Lose vs Win -Win
A TYPICAL FRAMEWORK FOR ASSESSMENT CENTRE Exercises Used

Attributes Observed Group Discussion Case Stimulation Games (Action Implied) Role Play Negotiation Gr Decision Individual Making Exercise (Planning) In Basket Exercise (Priorities)
Decision Making Planning Understanding the Linkages
Communication Interpersonal Communication in Team Openness for Ideas Reasoning for Persuation
Competency based HRM Model

Knowledge Skills
Training
Knowledge Skills
Goals
Performance
Organization Structure
Organizational Culture
R O L E S
Attitudes
Occupy
Individuals
Attitudes

Emerging Framework Competency Mapping HRM

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Competency Mapping An emerging framework for HRM

Dr Aruna Mankidy Mankidy Associates Center for HR Solutions

Dr. Aruna Mankidy - MankidyAssociates - Center for HR Solutions

Environmental Effects on HRM

Dr. Aruna Mankidy - MankidyAssociates - Center for HR Solutions

Age of Discontinuity Rapid Change and Uncertainty

Dr. Aruna Mankidy - MankidyAssociates - Center for HR Solutions

Dr. Aruna Mankidy - MankidyAssociates - Center for HR Solutions

New product design-to launch cycles are shortening

Dr. Aruna Mankidy - MankidyAssociates - Center for HR Solutions

The Emerging World of Work

Dr. Aruna Mankidy - MankidyAssociates - Center for HR Solutions

Three Dimensions of Work

Dr. Aruna Mankidy - MankidyAssociates - Center for HR Solutions

The New Work

dont have to go to Shop for shopping

New work place

Dr. Aruna Mankidy - MankidyAssociates - Center for HR Solutions

Enhancing Customer Value Through Quality Management

Dr. Aruna Mankidy - MankidyAssociates - Center for HR Solutions

Emergence of the Customer

Dr. Aruna Mankidy - MankidyAssociates - Center for HR Solutions

Dr. Aruna Mankidy - MankidyAssociates - Center for HR Solutions

Changing Customer Expectations

Customers Customer Demands Focus on Customer

Retention - Delight - Surprise

Dr. Aruna Mankidy - MankidyAssociates - Center for HR Solutions

The New Employee

Dr. Aruna Mankidy - MankidyAssociates - Center for HR Solutions

Importance of Knowledge and Knowledge Management

Dr. Aruna Mankidy - MankidyAssociates - Center for HR Solutions

Respond Positively to Learning Opportunities

Dr. Aruna Mankidy - MankidyAssociates - Center for HR Solutions

Responding for Change

Need for a Paradigm Shift

Dr. Aruna Mankidy - MankidyAssociates - Center for HR Solutions

Most Responsive to change

Dr. Aruna Mankidy - MankidyAssociates - Center for HR Solutions

Dr. Aruna Mankidy - MankidyAssociates - Center for HR Solutions

We cannot become what we WANT to be by being what we ARE.

Built to Last is not enoughyou must Built to Change

Dr. Aruna Mankidy - MankidyAssociates - Center for HR Solutions

Dr. Aruna Mankidy - MankidyAssociates - Center for HR Solutions

Dynamics of Satisfactory Underperformance

Initiatives and innovation stifled

Dr. Aruna Mankidy - MankidyAssociates - Center for HR Solutions

Downward Spiral of Rationalization

Underlying problems not solved

Cut resources : sell businesses close factories, sack people

Temporary Improvement in results

The Interrelated Seven-S Framework

Dr. Aruna Mankidy - MankidyAssociates - Center for HR Solutions

Changing Perspective of HRM Function

Phase III Human

Towards Strategic Human Resource Management

Dr. Aruna Mankidy - MankidyAssociates - Center for HR Solutions

Changing Perspective of HRM Function

Legalistic Economic contract Passive - Reactive

Psychological Contract Positive Proactive

Dr. Aruna Mankidy - MankidyAssociates - Center for HR Solutions

Dr. Aruna Mankidy - MankidyAssociates - Center for HR Solutions

The Balanced Scorecard