Competency Mapping. Executive Summary

Transcription

1 Executive Summary In today s competitive world it is becoming very important to build on the competitive activities of the business, particularly regarding what competencies a business needs to have in order to compete in a specific environment. Top management is identifying corporate core competencies and working to establish them throughout the organization. Human Resource Development builds competency based models that drive business results Competency modeling addresses the development of people from process design through succession. But most of the organizations of all sizes are still struggling with defining, designing and implementing competency model projects. The process is completely customizable. The decisions of competency design are driven by number of organizational factors, including management philosophy, customer requirements, business needs and in-place processes. These factors vary from one organization to another, requiring a customized approach to competencies in the workplace. Customization is essential to the overall success of competency efforts, since every organization must integrate competency concepts into its own job design, recruitment, hiring orientation, development and succession processes. The report details the implementation of competency mapping in an Automotive manufacturing organization and also quotes the mapping systems followed by zentec technologies and L& T InfoTech in India. Page 1

2 Chapter 1 Introduction 1.1 Introduction Today organizations are all talking in terms of competence. Gone are the days when people used to talk in terms of skill sets, which would make their organizations competitive. There has been a shift in the focus of the organizations. Now they believe in excelling and not competing. It is better to build a core competency that will see them through crisis. And what other way than to develop the people, for human resource is the most valuable resource any organization has. Organizations of the future will have to rely more on their competent employees than any other resource. It is a major factor that determines the success of an organization. Competencies are the inner tools for motivating employees, directing systems and processes and guiding the business towards common goals that allow the organizations to increase its value. Competencies provide a common language and method that can integrate all the major HR functions and services like Recruitment, Training, performance management, Remuneration, Performance appraisal, Career and succession planning and integrated Human resource management system. Over the past 10 years, human resource and organizational development professionals have generated a lot of interest in the notion of competencies as a key element and measure of human performance. Competencies are becoming a frequently-used and written-about vehicle for organizational applications such as: Defining the factors for success in jobs (i.e., work) and work roles within the organization Assessing the current performance and future development needs of persons holding jobs and roles Mapping succession possibilities for employees within the organization Assigning compensation grades and levels to particular jobs and roles Selecting applicants for open positions, using competency-based interviewing techniques Competencies include the collection of success factors necessary for achieving important results in a specific job or work role in a particular organization. Success factors are combinations of knowledge, skills, and attributes (more historically called KSA s ) that are described in terms of specific behaviors, and are demonstrated by superior performers in those jobs or work roles. Page 2

3 Attributes include: personal characteristics, traits, motives, values or ways of thinking that impact an individual s behavior. 1.2 What Is Competency Any underlying characteristic required for performing a given task, activity or role successfully can be considered as competency. Competency may take the following forms: Knowledge Attitude Skill Other characteristics of an individual including Motives Values Traits Self Concept Competency includes observable behavior as well as aptitudes, skill and knowledge. It can be compared with an iceberg as shown in the figure below: The Behavioral Iceberg Observable Behavior Aptitudes C o m pe te Attitudes / Traits Skills Knowledge Fig 1.1 Behavior of an individual in an organization Page 3

4 1.3 Some Common Definitions of Terms Competency was first popularized by BOYATZIS (1982) with Research result on clusters of competencies: A capacity that exists in a person that leads to behavior that meets the job demands within parameters of organizational environment, and that, in turn brings about desired results UNIDO (2002)- A Competency is a set of skills, related knowledge and attributes that allow an individual to successfully perform a task or an activity within a specific function or job. RANKIN (2002): Competencies are definition of skills and behaviors that organizations expect their staff to practice in work. MANSFIELD (1997): Underlying characteristics of a person that results in effective a superior performance. WOODRUFFE (1991): Competency: A person- related concept that refers to the dimensions of behavior lying behind competent performer. Competence: A work- related concept that refers to areas of work at which the person is competent Competencies: Often referred as the combination of the above two. ALBANESE(1989) : Competencies are personal characteristics that contribute to effective managerial performance. HAYES(1979) : Competencies are generic knowledge motive, trait, social role or a skill of a person linked to superior performance on the job. Behavior Indicator A Competency is described in terms of key behaviors that enable recognition of that competency at the work place. Page 4

5 These behaviors are demonstrated by excellent performers on-the-job much more consistently than average or poor performers. These characteristics generally follow the rule in that they include the key behaviors that primarily drive excellent performance. KNOWLEDGE Relates to information Cognitive Domain Set of SKILLS Relates to the ability to do, Physical domain COMPETENCY Attribute Relates to qualitative aspects Personal Characteristics or traits Outstanding Performance of tasks or activities Fig 1.2 Different Aspects of Competency Different aspects of competency include Knowledge relating to information in the cognitive domain, set of skills relating to the ability to perform the work, Attributes relating to the qualitative aspects and the personal characteristics and the traits of the persons involved. 1.4 Competency Broad Categories The competencies in the companies can be broadly defined into the following categories based on the skill set required. The competencies are divided based on the necessity of the skill for the employees. Page 5

6 Generic Competencies Competencies which are considered essential for all employees regardless of their function or level. - Communication, initiative, listening etc. These are basic competencies required to do the job, which do not differentiate between high and low performers Managerial Competencies Competencies which are considered essential for employees with managerial or supervisory responsibility in any functional area including directors and senior posts Threshold or Performance: Performance competencies are those that differentiate between high and low performers Components of Competency For the measurement of the competency parameters the following conditions are considered essential The competencies are observable or measurable knowledge, skills and abilities(ksa) These KSA s must distinguish between superior and other performers. Competencies in organization are mostly a mix and match of the above categories and generally tend to fall in the following two categories General Functioning Competencies. These competencies include broad success factors not tied to a specific work function or industry (often focusing on leadership or emotional intelligence behaviors). Functional/Technical Competencies. These competencies include specific success factors within a given work. Page 6

7 Chapter 2 Historical Perspective 2.1 The Roots of Competency Approach: Michael Crosier shocked the management community by defining the organization as imperfect social compromises.far from being scientific constructs he depicted a complex organization as a reflection of its actual degree of competency. Despite a growing interest of competency among mangers and human resource professionals in recent years, the modern competency movement in industrial-organizational psychology actually dates from the mid1950 s and early 1970 s. In that regard, John Flanagan s work (1954) and Dave McClelland s studies (1970) might be cited as two landmark efforts that originally invented the concept of competency. Concept maps were invented by Joseph Novak in the 1960s for use as a teaching tool. Later in 1986 William Trochim developed the concept map into a strategic planning tool for use in the design of organizational components. Trochim's technique differs significantly from Novak's original school of thought. While Novak's maps are generated for an individual, Trochim's are generated by a group. 2.2 History of Competencies John Flanagan (1954) A seminal article published by John Flanagan in 1954 established Critical Incidents Technique as a precursor to the key methodology used in rigorous competency studies. Based on studies of US Air Force pilot performance, Flanagan concluded that the principle objective of job analysis procedures should be the determination of critical requirements. These requirements include those which have been demonstrated to have made the difference between success and failure in carrying out an important part of the job assigned in a significant number of instances. From here, critical incidents technique was originally discovered. Critical incidents itself can be defined as a set of procedures for systematically identifying behaviors that contribute to success or failure of individuals or organizations in specific situations. Page 7

8 Flanagan s work, while not strictly about competencies, was important because it laid the foundation for a new approach to examining what people do. In a later form, the critical incidents technique would resurface to focus around significant behavioral events that distinguish between exemplary and fully-successful performers. It is Flanagan s critical incidents technique that sixteen years later inspires David McClelland to discover and develop the term of competency. Benjamin Bloom (USA) In mid fifties BENJAMIN laid the foundation for identifying educational objectives by defining KSA, s needed to be developed in education. The educational objectives developed by them were grouped under the cognitive domain. David McClelland (Harvard Psychologist) He pioneered the Competency Movement across the world and made it a global concept. His classic books on Talent and Society, Achievement motive, The Achieving Society, Motivating economic achievement and power the inner experience brought out several new dimensions of the competency. These competencies exposed by Mc.Cleland dealt with effective domain in Bloom s terminology. Richard Boyatzis. Richard Boyatzis wrote the first empirically-based and fully-researched book on competency model developments. It was with Boyatzis that job competency came to widely understood to mean an underlying characteristic of a person that leads or causes superior or effective performance. Boyatzis was explicit in describing the importance of clearly-defined competency as reflected in specific behavior and clearly defined performance outcomes when he wrote that the important points is that specific actions cause, or lead to, the specified results. Certain characteristics or abilities of the person enable him or her to demonstrate the appropriate specific actions. As founding developer of competency modeling in the United States, Boyatzis grounded competency interventions on documented behavioral indicators that caused or influenced effective job performance. Boyatzis, like Flanagan, stressed the importance of systematic analysis in collecting and analyzing examples of the actual performance of individuals doing the work. The method for documenting the actual performance was collected through the behavioral event interview (BEI), an intensive face-to-face interview that involves soliciting critical incidents from performers and documenting what the performers thinking and doing during the incidents. Page 8

9 Chapter 3 Competency Mapping 3.1 Meaning and Concept of Competency Mapping Competency Mapping is a process of identification of the competencies required to perform successfully a give job or role or a set tasks at a given point of time. It consists of breaking a given role or job into its constituent s task or activities and identifying the competencies (Technical, managerial, Behavioral, conceptual knowledge and Attitude and skills etc) needed to perform the same successfully. Competency Map. A competency map is a list of an individual s competencies that represent the factors most critical to success in given jobs, departments, organizations, or industries that are part of the individual s current career plan. Competency Mapping. Competency mapping is a process an individual uses to identify and describe competencies that are the most critical to success in a work situation or work role Competency profiling It is the process of identifying the knowledge, skills, abilities, attitudes, and judgment required for effective performance in a particular occupation or profession. Competency profiling is business/company specific. 3.2 Process of Competency Mapping The broad processes that are followed in an organization while undertaking the process of competency mapping are detailed below: First stage of mapping requires understanding the vision and mission of the organization. Second stage requires understanding from the superior performers the behavioral as well as the functional aspects required to perform job effectively. Tool for the first and second stage: BEI/ Structured Interview Third stage involves thorough study of the BEI Reports/ Structured Interview Reports a) Identification of the competency based on competency frame work b) Measurement of competency c) Required levels of competency for each job family Page 9

10 d) Development of dictionary which involves detail description of the competency based on the indicators. Care should be taken that the indicators should be measurable and gives objective judgment. Fourth Stage requires preparation for assessment. a) Methods of assessment can be either through assessment centers or 360 Degree Feedback b) If assessment centre is the choice for assessment then tools has to be ready beforehand i. Tools should objectively measure the entire competency required. ii. Determine the type of the tools for measuring competency iii. Prepare the schedule for assessment iv. Training to the assessor should indicate their thorough understanding of the competencies and the tools and also as to how the behavior has to be documented. Fifth Stage involves conducting assessment centre. Usually it is a two day program which would involve giving a brief feedback to the participant about the competencies that has been assessed and where they stand to. Sixth stage involves detailed report of the competencies assessed and also the development plan for the developmental areas. 3.3 Steps in Competency Mapping The Steps involved in competency mapping with an end result of job evaluation include the following: Step 1: Identify departments for competency profiling Step 2: Identifying hierarchy within the organization and selection of levels Step 3: Obtain the job descriptions Step 4: Preparation of semi structured interview Step 5: Recording of interview details Step 6: Preparation of a list of Skills Step 7: Indicate proficiency levels Step 8: Validate identified competencies and proficiency levels with immediate superiors and other heads of the concerned department Step 9: Preparation of competency dictionary Step 10: Mapping of competencies Page 10

11 3.4 Competency Model: The roots of competency modeling date as far back as the early 1900 s but these models have become widely popular these days. A competency model is an organizing framework that lists the competencies required for effective performance in a specific job, job family (e.g., group of related jobs), organization, function, or process. Individual competencies are organized into competency models to enable people in an organization or profession to understand, discuss, and apply the competencies to workforce performance. The competencies in a model may be organized in a variety of formats. No one approach is inherently best; organizational needs will determine the optimal framework. A common approach is to identify several competencies that are essential for all employees and then identify several additional categories of competencies that apply only to specific subgroups. Some competency models are organized according to the type of competency, such as leadership, personal effectiveness, or technical capacity. Other models may employ a framework based on job level, with a basic set of competencies for a given job family and additional competencies added cumulatively for each higher job level within the job family Skills + Knowledge + Ability = Competency = Observable Behavior = Effective Outcomes [Performance on Job] = Strategic Success Modeling A Competency Model Fig 3.1 How Competency Is Formed Page 11

12 3.5 Traditional Job Analysis vs. Competency Approach A detailed Job Analysis leads to Long lists of tasks and the skills / knowledge required to perform each of those tasks. Data generation from subject matter experts; job incumbents Effective Performance Competency model leads to A distilled set of underlying personal characteristics. Data generation from outstanding performers in addition to subject matter experts and other job incumbents. Outstanding Performance The approach allows executives and managers to make a distinction between a person's ability to do specific tasks at the minimum acceptable level and the ability to do the whole job in an outstanding fashion 3.6 Use of Competency Mapping Competency mapping serves a number of purposes. It is done for the following functions: Gap Analysis Role Clarity Selection, Potential Identification, Growth Plans. Succession Planning. Restructuring Inventory of competencies for future planning Competency mapping is also used for the following functions in an organization Competency based recruitment Competency based interviews reduce the risk of making a costly hiring mistake and increase the likelihood of identifying and selecting the right person for the right job Page 12

13 Competency based Performance Appraisal Creation of Competencies in an organization facilitate the Performance appraisal process by means of Establishment of clear high performance standards. Collection and proper analysis of factual data against the set standards. Conduct of objective feedback meetings. Direction with regard to specific areas of improvement Competency based training Competency based appraisal process leading to effective identification of training needs. Opportunity to identify/ develop specific training programmers - Focused training investment. Focused Training enabling improvement in specific technical and managerial competencies. Competency based Development Contribute to the understanding of what development really mean, giving the individual the tools to take responsibility for their own development. Give the line managers a tool to empower them to develop people. Competency based succession planning Competency based succession planning is based on Assessing employees readiness or potential to take on new challenges. It helps in determining the person job fit can be based on matching the competency profile and generates an ideal profile of an individual that confirms to the set of competencies required for excellence within a profession. Individuals would know the competencies required for a particular position and therefore would have an opportunity to decide if they have the potential to pursue that position. The different areas of Human resource management in an organization where the competency model can be implemented are detailed below: Page 13

14 TRAINING & DEVELOPMENT SUCCESSION PLANNING RECRUITMENT & SELECTIONS RECOGNITION COMPETENCY MODEL CAREER PLANNING REPLACEMENT PLANNING PERFORMANCE MANAGEMENT Fig 3.2 Area of Implementation of Competency Mapping The major Areas of research in an organization where competency mapping is widely used are Training & Development Recruitment & Selections Succession Planning Career Planning Recognition Replacement Planning Performance Management Some of the implementations of competency mapping are discussed in the later chapters. Page 14

15 3.7 Benefits of Implementing a Competency-Based Approach Competency based approaches to organizational planning has many advantages. Some of them from the employee perspective, managerial perspective and the company perspective are detailed below. Form the Company Perspective Establish expectations for performance excellence Improved job satisfaction and better employee retention Increase the effectiveness of training and professional development programs by linking them to success criteria Provide a common understanding of scope and requirements of a specific role Provide a common, organization wide standards for career levels that enable employees to move across business boundaries Form the Manager s Perspective Identify performance criteria to improve the accuracy and ease of the selection process Provide more objective performance standards Easier communication of performance expectations Provide a clear foundation for dialogue to occur between the managers and employees and performance, development and career-oriented issues Form the Employee s Perspective Identify the behavioral standards of performance excellence Provide a more specific and objective assessment of their strengths and the tools required to enhance their skills More clear on career related issues 3.8 Issues Faced by the Organizations in Implementing a Competency Based Approach Organizations as well as employees face many problems while transitioning from traditional approaches to competency based approach. Some of them are detailed below: Page 15

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18 Chapter 4 Competency Models 4.1 Need for a competency Model 4.2 Strategies for Model Building Page 18

19 There exist multiple models for mapping of competencies in an organization. The Roman pavilion competency Model framework is being used for the definition of competencies in many companies. This model is detailed below: 4.3 The Roman Pavilion Competency Framework Page 19

20 The Roman pavilion competency framework emphasizes an integrated look at competencies at organizational and individual levels and is divided into the following parts. The above framework is used in a leading automotive original equipment manufacturer to map various competencies to the respective positions. The name of the company has been withheld due to request from the source of information regarding the non disclosure policies. 4.4 General Competency Model of an Organization The general competency model followed by organizations in order to develop their competency models are given in Figure 4.2. In order to map and generate the correct competency model first a clear understanding of the various organizational goals is developed. This then translates into actual roles and responsibilities of the individuals in the organizations through organization structure, roles positions and jobs, which form the core competency of the organization. This process is summarized in Figure 4.2 below Page 20

21 Fig 4.2: Generic Competency Model of Organizations Page 21

22 Chapter 5 Competency Mapping in an Automotive Manufacturing Organization Competency mapping is a process an individual uses to identify and describe competencies that are the most critical to success in a work situation or work role. 5.1 Competency Map A competency map is a list of an individual s competencies that represent the factors most critical to success in given jobs, departments, organizations, or industries that are part of the individual s current career plan. A sample competency map used to map the Research and development division in a leading automotive manufacturing organization is given below: Fig 4.3 Competency Maps Master. Page 22

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24 The process of competency mapping in the organization involved the following steps: 1. Overview of the organization, organization process and jobs 2. Overview of the competency model 3. Identification of Core competencies 4. Definition of a minimum acceptable level of competency 5. Preparation of a base competency map Competency mapping was also done for individuals using the six steps of competency mapping as detailed below: 1. Find and locate relevant competency resources. 2. Identify the individual s current competencies and then determine the top competencies. 3. Define the top competencies with a list of behaviors the individual has demonstrated in the past. 4. For each key behavior, identify past performance examples. 5. Prepare verbal explanations of the examples, using the CAR Model. 6. Use the top competencies and key behavioral examples to write or revise the individual s resume. Page 24

25 These steps are described below. Step 1: Find and locate relevant competency resources. The first action here must be to identify what types of competencies the individual most needs to focus on. The individual may be employed by or seeking employment with an organization that uses any one of the four ways of categorizing competencies that were identified earlier in the article: Organization-Wide Core Competencies, Job Family or Business Unit, Position-Specific, or by Levels of Contribution (i.e. Individual Contributor, Manager, or Organizational Leader). Then, the next action is to find a resource that covers the types of competencies the individual is focusing on. Step 2: Identify one s competencies and determine their top competencies Competencies can also be identified with the assistance of an experienced coach, either organically through sample interview questions, standardized assessments, answer and writing exercises, or through the use of a 360-degree feedback process (i.e., a full-circle multi-rater evaluation) where one is assessed by one s supervisor, subordinates, peers, customers, clients, or others. The individual should identify the four to seven Top Competencies that they believe are the most important to success at this point in their career. It is an intuitive decision based on a combination of three factors: (1) past demonstrated excellence in using the competency; (2) internal passion for using the competency; and, (3) the current or likely future demand for the competency in the individual s current position or targeted career field. Three primary ways of validating one s competencies, and then determining the top competencies, were recommended: A review of the list by an experienced coach who knows the client well, in comparison to an established list of competencies. The inclusion of the individual s competencies in a 360-feedback or multi-rater evaluation process, if feedback is sought from others as part of the coaching process. Feedback from one or more trusted experienced mentors. Step 3: Define the top competencies using behaviors the individual has demonstrated through past performance. Page 25

26 Step 4: List performance examples of each key behavior Individuals should compose a list of their prior work experiences, projects, and volunteer roles. Then, under each entry, they should spend quiet time thinking of one or two concrete behavioral examples - times when they had positive results from their effort. More recent examples are most advantageous. Step 5: Prepare verbal explanations of the examples, using the CAR Model Step 6: Use the top competencies and key behavioral examples to write or revise resumes The above steps were recommended by the organization for the individual employees to identify their core competencies and work towards career development while pursuing the path of excellence. The above chapter details how the various competencies of individuals are mapped at an organizational level and at the individual level. Page 26

27 Chapter 7 Competency Mapping at other Organizations 7.1 Competency Mapping at Zensar Technologies Zensar has a behavioral competency model which is based on various job roles in the organization. The process of implementation is detailed below: Having defined the various job roles, a focused study was initiated where job role holders were interviewed on the critical incident method and the data of success-critical factors was collated. The job roles and deliverables were finalized on the basis of the competencies derived from the data. This data was further analyzed, and on the basis of this competencies that had an impact on the job roles and deliverables were finalized. After identifying the competencies, a job analysis exercise was carried out where the importance level of every competency was ascertained before freezing the competency model. For team leaders and project managers, the company also runs development centers in-house; here, individuals are profiled on behavioral competencies required for their position. This process creates awareness in the individual about his behavioral traits in detail, and helps him chalk out an individual development plan. Development centers help map an individual's potential, which is useful to both the individual and the organization. All management development programs are also fine-tuned to address the specific competency needs at different levels; the 360-degree feedback has also been designed on the competency model, enabling managers to get feedback from their teams. This feedback is based on the rating of the competencies which are an integral part of their managerial skill-set. 7.2 Competency Mapping at L&T InfoTech L&T InfoTech, a PCMM Level 5 company, has a successful competency-based HR system. Recruitment, training, job rotation, succession planning and promotions-all are defined by competency mapping. Nearly all the HR interventions in the company are linked to competency. Competencies are enhanced through training and job rotation. Page 27

28 All people who have gone through job rotation undergo a transformation and get a broader perspective of the company. For instance, a person lacking in negotiation skills might be put in the sales or purchase department for a year to hone his skills in the area. The competency mapping process in the company took eight months for development of six roles and two variations. Eventually, profiles were worked out. The company uses PeopleSoft for competency mapping. Behavioral competencies do not change every month. Two appraisals are done subsequently every project-end for skills, and annual for behavioral competencies. Every quarter, an SBU-based skills portfolio is published. As far as training and development is concerned, instead of asking people to attend classes, they themselves get pulled to the classes. Introduction of competency mapping has also involved introducing skill appraisals in performance appraisals. This has also led to training people on how to assess subordinates on competencies. Competency Profile of a Project Manager in an SBU at L&T InfoTech Page 28

29 Chapter 8 Conclusion Competency is a set of knowledge, skills and attitudes required to perform a job effectively and efficiently. A Competency is something that describes how a job might be done, excellently; a Competence only describes what has to be done, not how. So the Competences might describe the duties of a Sales Manager for example, such as manage the sales office and its staff, prepare quotations and sales order processing, manage Key Accounts and supervise and motivate the field sales force. The Competencies which might determine excellence in this role could include Problem Solving and Judgment; Drive and Determination; Commercial Awareness; Interpersonal skills etc, all of which might be described further by Behavioral Indicators relating specifically to that post in that organization. 8.1 Further scope Mode models of competency mapping may be studied as followed by international organizations A detailed an in depth study may be done on the development of the competency models specific to manufacturing organizations Page 29

30 Chapter 9 References Human Resources Champion - by David Ulrich The Art and Science of Competency Models: Pinpointing Critical Success Factors in Organizations -by Richard Lepsinger, Anntoinette D. Lucia- ebook Building Robust Competencies: Linking Human Resource Systems to Organizational Strategies - by Paul C. Green The Handbook of Competency Mapping: Understanding, Designing and Implementing Competency Models in Organizations- by Seema Sanghi by Sage Publications Pvt. Ltd; Second Edition edition (November 5, 2007) Competency Mapping Education Kit module 3 and 4-T V Rao NIDO-CompetencyModel-Part1.pdf t=762&compid=894 px Page 30