Professional Documents
Culture Documents
Human Resources
Management
Group No. 2
Hitendra Singh Akash Agarwal
Sourabh Khare Richa Jha
Anjali Kumari Aman
Sinha
Wednesday, December 8,
2021 1
Agenda
Competency Modeling
2
Competency-Based
HR Management :
An Introduction
3
Understanding Competency
Skill
Job Attitude
Knowledge
Competency
Observable Behavior
Job Performance
4
Definition of Competency
Competency
• Competency is a determining factor
for successful performance
6
Types of Competency
Functional Managerial
7
Types of Competency
8
Types of Competency
9
Competency Identification Process
Clarify
Generate
Organizational Competency
Competency
Strategy and Identification
Models
Context
10
Examples of Competency
Adaptability
• Maintaining effectiveness when priorities
change and new tasks are encountered, and
when dealing with individuals who have
different views and approaches.
• Effectively performing in different
environments, cultures, and locations, and
when working with different technologies and
levels of individuals.
11
Examples of Competency
Seeking Understanding:
• Makes efforts to better understand changes in
the environment
• Actively seeks information or attempts to
understand nature of individual differences,
logic, or basis for change in tasks and situations.
12
Examples of Competency
Embracing change:
• Approaches change or newness with a positive
orientation
• Views change or newness as a learning or
growth opportunity.
13
Examples of Competency
Making accommodations:
• Makes accommodations in approach, attitudes,
or behaviors in response to changing
environmental requirements.
14
Examples of Competency
Analysis/Problem Assessment:
• Securing relevant information
• Identifying key issues and relationships from a
base of information
• Relating and comparing data from different
sources
• Identifying cause-effect relationships.
15
Examples of Competency
16
Examples of Competency
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 and specifically to verify facts and
obtain the necessary information.
17
Examples of Competency
Seeing Relationships:
Organizing information and data to
identify/explain trends, problems, and their
causes
Comparing, contrasting, and combining
information
Seeing associations between seemingly
independent problems or events to recognize
trends, problems, and possible cause-effect
relationships.
18
Examples of Competency
19
HR Management Framework Based on
Competency
Competency based People Strategy
Recruitment &
Selection
BUSINESS BUSINESS
Training & Performance
RESULTS
STRATEGY
Development Management
COMPETENCY
FRAMEWORK
Reward Career
Management Management
The competency framework will be the basis for all HR functions and
serve as the "linkage" between individual performance and business
results 20
Benefits of Using Competency Based
HRM
• Identify performance criteria to improve the accuracy
and ease of the hiring and selection process.
22
Characteristics of Successful Implementation
Alignment
Integration
Distribution
Acculturation
Self Direct Application
23
Characteristics of Successful Implementation
24
Characteristics of Successful Implementation
25
Characteristics of Successful Implementation
26
Our Discussions with the Industry
27
Discussing CB-HRM with Infosys
28
Discussing CB-HRM with Infosys
29
Discussing CB-HRM with Infosys
30
Discussing CB-HRM with Tech-Mahindra
31
Agenda
Competency Modeling
32
Competency Modeling
33
Competency Modeling
34
Importance of Competency Modeling
35
Best Practices in Competency Modeling
36
The PCMM Model for Competency
37
PCMM Maturity Level 1: Initial
38
PCMM Maturity Level 2: Managed
40
PCMM Maturity Level 4: Predictable
41
PCMM Maturity Level 5: Optimizing
42
Other Competency Models
43
Other Competency Models
Campion’s Model:
Suggests that teams composed of individuals
with complementary competencies are more
effective and have higher levels of job
satisfaction than teams whose members have
the same competency sets. This is especially
true for work that is complex and varied in
scope. For routine work, the benefit of
heterogeneous team member competencies is
less noticeable.
44
Other Competency Models
45
Other Competency Models
46
Other Competency Models
47
Agenda
Competency Modeling
48
Agenda
Competency Modeling
49
Competency-based
Interview for Selection
50
Competency Based Selection Process.
51
Steps in a Good Selection Process
52
Steps in a Good Selection Process
53
Selection Centre
54
Types of Interview
55
Conventional Interview
Unstructured :
56
Conventional Interview
• Has low reliability and validity – there is no
accuracy in predicting performance
• Susceptible to bias and subjectivity (gut feeling)
57
Competency-based Interview (CBI)
• Is a structured type of interview. The questions are
focused on disclosing examples of behavior in
the past.
59
Approach in Competency-based Interview
Situation
61
Approach in Competency-based Interview
Tasks/Actions
62
Approach in Competency-based Interview
Results
•What was the outcome?
•Can you tell me the results of taking such action?
•What specific outcome was produced by your
action?
63
Sample Questions in CBI
Competency: Persistence
Sample Question:
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?
64
Sample Questions in CBI
Sample Question:
Can you describe one or two cases in your effort to obtain
new customers? What did you do What was the result?
65
Sample Questions in CBI
Sample Question:
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
the result?
66
Sample Questions in CBI
Sample Question:
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?
67
Bias in the Interview Process
69
Bias in the Interview Process
70
Competency-based
Career Planning
71
Competency-based Training
& Development
72
Competency-Based Training Framework
Competency
Training and
Assessment
Development
Program
73
Steps in Competency Based Training
76
Steps in Competency Based Training
77
Steps in Competency Based Training
5. Succession planning:
The competencies required for the top
management should be completed in the job
profiling, but further who should be groomed;
what competencies will be needed and how to
develop the same would require a good system
78
Competency Profile Per Position
Required Level
Position Required Competency 1 2 3 4 5
Communication Skills
Public Speaking
Training &
Leadership
Development
Manager Training Need Analysis
Material Development
Training Evaluation
Communication Skills
Interview Skills
Recruitment Analytical Thinking
Supervisor Understand Selection Tools
Teamwork
Customer Orientation
79
Competency Profile Per Position
Managerial competency 1 2 3 4
Leadership Required Level
Actual Level
Achievement Orientation
Teamwork
Functional competency 1 2 3 4
Mechanical Engineering
Competency
Position Relevant Training Modules
Requirements
Leadership I
SUPERVISOR Leadership
Communication Skills I
Service Excellence
Building Productive
Motivation Training
Training Title
Effective Leader 1
Effective Leader 2
Creative Problem
Communication
Seminar Series
On Becoming
On Becoming
Achievement
for Customer
Management
Professional
Productive
Teamwork
Strategic
Solving
Series
Position Managerial Competency
Communication Skills V
Leadership V
Teamwork V
Supervisor
Achievement Orientation V
Customer Focus V
Job Functional Skills V
Communication Skills V
Leadership V
Teamwork V
Achievement Orientation V
Manager
Customer Focus V
Strategic Thinking V
V = compulsory training
81
Agenda
Competency Modeling
82
Competency-based Performance
Management
83
Competency Based Performance
Management
84
Elements in Competency Based
Performance Management
85
Individual Performance Element
86
Individual Performance Element
Overall Score
2. Competencies Score
87
Element # 1 : Performance Results
No. Main Performance Target Target to be
Achieved
1 Conduct an assessment of the All employees submit their performance assessment form
employee's performance on time
Encourages co-operation rather Builds and maintains Drives and leads key relationship groups
than competition within the team relationships across The across The company.
and with key stakeholders. company.
90
Types of Test in Assessment Center
91
Types of Test in Assessment Center
• You may be required to make a formal
presentation to a number of assessors. In some
Presentation cases this will mean preparing a presentation in
advance on a given topic. In other cases, you
may be asked to interpret and analyse given
information, and present a case to support a
decision.
92
Types of Test in Assessment Center
Results of Observation
Through the Competency Score
Assessment Center
94
Agenda
Competency Modeling
95
Competency-Based
Career and Succession Planning
96
Career Path in a Hierarchical Organization
97
Career Path in a Flattened Organization
98
Career Planning Flow
Career Planning
System Career Path
Design
Analysis of Employees
Future Plan
Implementation of
Development Program
99
Defining Career Path
What Is
Career
Career Path is a series of
Path? 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.
100
Defining Career Path
101
Assessing Employee Career Plan
Employee Organization
Career Needs Career Needs
Match?
• Assessment of the • Assessment of the
career type of the competency profile
employee required by the
• Assessment of the position
employee • Assessment of the
competency level organization’s need
(for example through of manpower
assessment center) planning
102
Employee Development Program
Employee Organization
Career Needs Career Needs
Match?
103
Succession Planning
104
Steps in Succession Planning…
105
Steps in Succession Planning…
106
Steps in Succession Planning
107
Legitimate Questions
108
Legitimate Questions
109
Agenda
Competency Modeling
110
Question Hour…
111
Thank You!
112