Conceptual Framework for

M e d h a M e d h a

National Conference on Competency Mapping, Assessment & Development, Bangalore July 23-24

M e d h a M e d h a

The Wisdom of the Ancients

North

Power

Presence

Right Action

Responsibility

Wisdom Vision

M e d h a M e d h a

EastWest

South

Wisdom

Clarity, Objectivity

Discernment

Detachment

Vision

Insight, Truth

Creativity

Spirit

Emotion

Attending to that which has heart

and meaning

Impact on others

HR – Competency Key Events• 1929 Scientific Mgmt … FW Taylor rise of Human

Relations Era of psychological motivation

• 1932 The Hawthorne Studies by Elton Mayo –

Importance of human factors over physical conditions

• 1954 – Maslow hierarchy needs provided a framework for gaining employee’s commitment

M e d h a M e d h a

• 1969 – The Peter Principle- Peter and Hull satirize promotion to the level of incompetence

• 1973 – David McClelland, a Harvard psychologist writes “Testing for Competence Rather than for Intelligence” -

• 1980s – QCs, Attitude Surveys, Team-building pgms, Japanese Style of Management.

• 1964 – JRD Tata’s Tata Mgmt Training Center

HR – Competency Key Events - 2• 1982 – Boyatzis’s book ‘ The Competent Manger…’,

popularised the term Competency

• 1984 - Raven publishes ‘ Competence in Modern Society extending competency from academics to practitioners

• 1990 - C.K. Prahlad’s “Core Competencies” HBR

• 1987 - Stephen Covey’s 7 HHEP – 7 universal competencies.

M e d h a M e d h a

• 1995 - Daniel Goleman’s Emotional Intelligence based on Competency NeResearch.

• 1993 - ‘ Competence at Work’ a land mark book by Lyle M.Spencer and Signe M. Spencer. Use of competencies in 57 federal organisations,- Peter and Hull satirize promotion to the level of incompetence

• 1990 - C.K. Prahlad’s “Core Competencies” HBR

• 1991 - UK NVQ Movement. ‘core skills’

• 1994 – Australian National Training Board

David C. McClelland

M e d h a M e d h a

(1917-1998)

What Predicts

Success

in

Life or Job?

David McClelland –Where are the roots of excellence?

• What predicts success in life or job? Academic/test grades ? or something else?

• What are those variables which would predict job performance ?

M e d h a M e d h a

performance ?

• Criterion samples of HIGHLY SUCCESSFUL with LESS SUCCESSFUL

• Identified those ‘ characters’ associated with success

• Identified ‘thoughts’ and ‘behaviours’ that predict success

• 1970 The First model of McBer :Foreign Service Information Officers

Desired

DevelopDevelop

EmployeeEmployee

CompetenciesCompetencies

Develop Develop

Competency Competency

Model Model

Competency Framework – Business Model

M e d h a M e d h a

Desired

Objectives

Execute Execute

Actions Actions --

Implement Implement

StrategiesStrategies

Assess Assess

Employee Employee

CompetenciesCompetencies

© Chandramowly

DEVELOPMENTDEVELOPMENT

DEFINITIONDEFINITION

DICTIONARYDICTIONARY

MAPPING MAPPING

AND AND

MODELMODEL

Competency Framework - overview

M e d h a M e d h a

COMPE-

TENCIES

EXECUTION EXECUTION

THROUGH THROUGH

INTEGRATED INTEGRATED

H R SH R S

COMPETENCY COMPETENCY BUILDING AND BUILDING AND ASESSMENTASESSMENT

© Chandramowly

The Making of a President/CEOThe Making of a President/CEO

Competencies Frequency Shown

Self-Control 7X

3XEmpathy

M e d h a M e d h a

3X

Teamwork 2.5X

Self-confidence 2x

Achievement Orientation 2x

Number of times those who became president/CEO displayed competency compared with those passed over

Empathy

SkillSkill

KnowledgeKnowledge

AttitudeAttitude

M e d h a M e d h a

AttributesAttributes

ValuesValues

MotivesMotives

SkillSkill

KnowledgeKnowledge

AttitudeAttitude

M e d h a M e d h a

AttributesAttributes

ValuesValues

MotivesMotives

M e d h a M e d h a

Competencies encompassCompetencies encompass

What is Competency?….Uses MS office

Ability to perform a

physical or intellectual or

emotional task

….PhD. In C.S

Information a person has in

specific context areas

..Experience /Exposure base

Predictable…Characteristics and consistent

responses to situations, Main

frame req. Storage Memory,

Physical Traits, Emotion,

….Controls Emotions

Interplay of a person’s

feelings, cognitions and

behavioral tendencies

M e d h a M e d h a

Physical Traits, Emotion,

Stress, Bio-chemical, Built-in..

behavioral tendencies

towards ….

that promote higher performance in individuals and organizations

Defining Competencies

Clear Definitions are key because competencies are used for:

• People Evaluation and Selection

• Diagnose Training and Development Needs

M e d h a M e d h a

• Guide Career Planning Decisions

• Design Training and Dev Programs

• Decide Compensation

• Provide feedback

• Set a common language for HR systems

BEHAVIORALBEHAVIORAL

What one says KNOWLEDGEKNOWLEDGE

SKILLSKILL

RESULTSRESULTSJOB JOB

PERFORMANCEPERFORMANCE

Defining Competencies

M e d h a M e d h a

MOTIVATIONALMOTIVATIONALHow one feels

about Job,

Orgn. G-Locn

& does resulting

In G/P

Performance

SKILLSKILLWhat one knows

Facts, Tech, Process

Credentials

COMPETENCIES

Developing Definition

M e d h a M e d h a

Definition

2 Key Competencies of

Sales Sales

Manage

SubordinateDevelop

Selling Skills

Enhance group performance.

Establish challenging SMART goals

Dev Tracking Sys to monitor Per

Provide effective FB on progress

M e d h a M e d h a

SupervisorSupervisor

Subordinate

PerformanceSelling Skills

Est. +ve Rel. with Team

Dev. through coaching skills

Teach Key phases of Model

Improve team performance

Achieve group objective

Manage Subordinate Performance

The ability to enhance group performance by setting SMART goals, develop tracking systems that objectively monitor performance, and provide effective feedback to employees on goal process and accomplishment

Develop Selling Skills

M e d h a M e d h a

The capacity to establish positive relationship with subordinates and develop them through application of coaching skills, teach subordinates how to apply the key phases of consultative selling model and improve individual performance through their use of consultative skills

Develop Selling Skills

Behavioral indicators of Strategic Thinking for each level of proficiency are:

Superior

• Critically evaluates strategies for profit growth and increased revenues

Average

M e d h a M e d h a

Average

• Assesses problems in context of organizational strategies

Marginal

• Considers only immediate issues when making decisions at the expense of long-term issues.

MAPPING MAPPING AND AND

M e d h a M e d h a

MODELMODEL

Conceptual Thinking

Ability to understand complex situations and see the relationships between situations that are not obvious. It also involves seeing

complex underlying relationships within situations and the use of creative, conceptual, or inductive reasoning.

1. Relies on past experience:

M e d h a M e d h a

2. Analyzes patterns:

3. Applies theories:

4. Integrates complex data or situations:

5. Creates new concepts for complex issues:

6. Creates new theories:

Competency grouping

• Functional/Technical, Core, Leadership

• Core, Job, Personal

M e d h a M e d h a

• Core, Job, Personal

• Personal, Team, Operational

• Behavioral, Functional, Core, Role

• Threshold, Differentiating

Source: B.T.Novations

Assumptions� Competencies result from collaboration

among different partsof an organization. Usually these resources must be integrated with other resources in order to form a capability.

M e d h a M e d h a

� Typically, competencies reside in a company’s people, not in its assetson the balance sheet.

� A competency model is a blueprint of company’s potentially valuable competitive capability.

Generic Competency Models

• Customisable Dictionaries and Database offered by consulting firms reduce the cost of research and time.

• Generic model are not been developed for your

M e d h a M e d h a

• Generic model are not been developed for your company and may lose precision in describing behavioural indictors in business context.

• It will lack the language and vocabulary common to the orgnisation.

• The models will be in the ballpark, but not a home run.

Source: Susan Ennis – Leadership

Communication Inc

Competency Models

• Models developed for services (Public Service, Education..) of most of the States of the US, Canada, Australia…

• 1980 –95 Models developed for most of the

M e d h a M e d h a

• 1980 –95 Models developed for most of the fortune 500 companies. AT&T studies, CCL, DDI, Lominger, SHL….

• 1995 –2000 onwards… Models adapted in Indian MNCs and others

• 2000 onwards Competency Vendors, Consultants, Competency Dictionaries, Libraries..

SHL Competency Map

Role Role Director/ Senior Manager

Manager

Culture Specific

Individual Specific

Organising

Business Leading

Aligning Organisation

Role Role Director/ Senior Manager

Manager

Culture Specific

Individual Specific

Organising

Business Leading

Aligning Organisation

M e d h a M e d h a

(After Farrell C and Thomson N, Competency Mapping, 1997)

Supervisor

Staff

Technical and

Professional

Organising People and Tasks

Supervisor

Staff

Technical and

Professional

Organising People and Tasks

The Hay EQ Competency Framework

• Emotional Self-Awareness

• Accurate Self-Assessment

• Self-Confidence

• Empathy

• Organisational Awareness

• Service Orientation

Self AwarenessSelf Awareness Social AwarenessSocial Awareness

M e d h a M e d h a

• Self-Control

• Trustworthiness

• Conscientiousness

• Adaptability

• Achievement Orientation

• Initiative

• Developing others

• Leadership

• Influence

• Communication

• Change Catalyst

• Conflict Management

• Building Bonds

• Teamwork &Collaboration

Self ManagementSelf Management Social SkillsSocial Skills

Steps in developing a Competency Model

· Create a Competency Systems Team

· Identify Performance Measures and Validation Sample

· Develop a List of Tentative Competencies

M e d h a M e d h a

· Define Competencies and Behavioral Indicators

· Develop an Initial Competency Model

· Cross-Check The Initial Model

· Refine the Model

· Validate the Model

BUSINESS VISIONBUSINESS VISION/ GOALS

Drives change strategy,Defines organizational needs, Provides model context to Mission

, Human

DRAFTCOMPETENCY

MODEL

List of Competencies, Human Values, Comprehensive Definitions for levels,Behavioral Indictors,

Dictionary

Individual Feedback

INTEGRATEDHRM

Selection: JD, BEIPMP: Measures, T&D: CurriculumDemand PredictionCareer Dev, SP,

Individual Feedback

Execute Actions and Implement Strategies

M e d h a M e d h a

OBJECTIVE

Develop Competency Model, Map across, aligning

HRS to enhance Organisational andPeople Effectiveness

AWARENESS

BEI

AWARENESSWORKSHOP

Awareness WorkshopFor Leaders and ManagersIntroductory Workshop

For cross section,Best Practices, Consultation &

BEI

PILOT - DATA

Pilot group / work unitStar Performers-

Success Factors, DATA main themes/patterns,Define competencies,

Draft model

Evaluate Results with Planning and Strategies

© Chandramowly

EXECUTION EXECUTION THROGH THROGH

M e d h a M e d h a

THROGH THROGH INTEGRATED INTEGRATED

H R SH R S

M e d h a M e d h a

M e d h a M e d h a

Plan for future talent requirements. Determine which roles, areasof expertise, and competencies are likely to be the most criticalfor immediate future

Pinpoint Organisational Strengths and Gaps Simply compare thecollective Competency levels against the competencies in thedefined model.

Individual development Behavioral data around each of thecompetencies collected on an ongoing basis enhances the specificityand effectiveness of feedback for individual development.

M e d h a M e d h a

Job Banding Competencies and areas of expertise can be usedas the basis for job descriptions and Band Profile Levels forOrganisation and Groups

Identify Work Expectations :The most effective performancemanagement process uses both quantitative goals ( “what” and“how many”) and behavioral competencies (“how”).

for immediate future

CompetencyCompetencyBasedBased

IntegratedIntegrated

PerformancePerformanceManagementManagement

ProcessProcess

EmployeeEmployeeDevelopmentDevelopment

PlansPlans

Training &Training &

RecruitmentRecruitmentSelection &Selection &

CompetencyCompetencyModeling Modeling EngineEngineDrivingDrivingHR SystemsHR Systems

Indl. Dev Needs

Training Curriculum

Group Trg Needs

Beh. Categorisation

Self-Dev Planning

Job Profile

Tests

Selection

Promotion

BEI – S T A R

Achievement objective

demonstrated

Competencies

Results

Individual Dev.

Areas

360 DFB, Dev Plan

Changed

Behaviours

-Criteria for elevation

- Linked to level

of proficiencyKey Positions

M e d h a M e d h a

`IntegratedIntegratedHRSHRS

Training &Training &DevelopmentDevelopment

strategiesstrategies

SuccessionSuccessionPlanningPlanning

CompensationCompensationandand

BenefitsBenefits

Selection &Selection &PromotionPromotion

of proficiency

-Pay for Knowledge

And Skill

Define levels

Assess degree of

Match

Target gaps for Dev

CUSTOMER FOCUS

Is dedicated to meeting the expectations and requirements of internal and external

customers; gets first-hand customer information and uses it for improvements in products

and services; talks and acts with customers in mind; establishes and maintains effective

relationships with customers and gains their trust and respect.

Sample Questions :

���� Tell me about when you lost an internal/external customer.

M e d h a M e d h a

���� Who are your internal customers? What’s different about dealing with themthan external?

���� When are exceptions to customers warranted and not warranted?

Observations :

� Investigation of root causes/understands principles of business

� Understands customer policies, problems – has a framework rather than a one at a time approach

� Learning from other organizations

� Likes talking with/listening to people

� Can deal with conflicts – irate customers, sales objections, etc.

� Going out of one’s way customer service

The organization shall…

�Determine the necessary competence for personnel performing work affecting quality

Provide training or take other actions to

M e d h a M e d h a

�Provide training or take other actions to satisfy those needs

�Evaluate the effectiveness of the action taken

�Maintain appropriate records of the training, skills and experience

COMPETENCY COMPETENCY BUILDING & BUILDING &

M e d h a M e d h a

BUILDING & BUILDING & ASESSMENTASESSMENT

HR Generalist Competencies

Developmental Stages

1. LEARN 2. APPLY 3. MASTER4.LEAD/

STRATEGIZE

Focus of Stage Learning related Technical and operational Human Relationship

orientedConceptual and business related

Some Key Behaviors/ Milestones

Learns activities/tasks

associated with

competency related to own

work/role.

Learns to work/cooperate

Demonstrates

understanding of

competency in own areas

of work

Makes significant

Demonstrates full mastery

of competency.

Shares own expertise in

this competency for the

good of the organization.

Provides strategic

leadership and vision related

to this competency to the

organization.

Promotes growth and

M e d h a M e d h a

Learns to work/cooperate

with colleagues in this

competency.

Depends on others for

instructions, guidance, and

direction.

Makes significant

contribution in this

competency to the work

team.

Is independent; works

without significant

guidance.

good of the organization.

Develops, mentors, and

coaches others.

Promotes growth and

development of the

organization.

Primary Focus Operational Tactical Tactical Strategic

Direction of Influence

The organization influences the Individual.

The organization influences

the Individual.

The Individual influences

the Organization.The Individual influences the Organization.

Psychological Issues

Learning how to work. Applying and further

developing skills in

competency area.

Empowering others and

"letting go" of hands on

delivery.

Coping with the unknown.

M e d h a M e d h a

2: My Real Self-

Who am I?

1: My Ideal Self-

Who do

I want to be?Practicing the

new behaviour

Building new neural path-

Ways through

to mastery

5. Developing

Trusting relationships

M e d h a M e d h a

My Strengths-

where my Ideal

& Real Self are

Similar

4. Experimenting

With new behaviour,

thoughts and feelings

My Gaps-

where my Ideal

and Real Self differ

3. My Learning

Agenda- Building on

my Strengths while

reducing Gaps

That help, support and

Encourage each

Step in the

process

5 Discoveries

2: My Real Self-

Who am I?

1: My Ideal Self-

Who do

I want to be?Practicing the

new behaviour

Building new neural path-

Ways through

to mastery

5. Developing

Trusting relationships

M e d h a M e d h a

My Strengths-

where my Ideal

& Real Self are

Similar

4. Experimenting

With new behaviour,

thoughts and feelings

My Gaps-

where my Ideal

and Real Self differ

3. My Learning

Agenda- Building on

my Strengths while

reducing Gaps

That help, support and

Encourage each

Step in the

process

5 DiscoveriesSource: The New Leaders

– Goleman & Boyatzis

States of Career Growth

M e d h a M e d h a

States of Career Growth

Defining Career Path Stages for an individual

Four States of Career Growth

• Stage 1 – Depending on others

• State 2 – Contributing independently

M e d h a M e d h a

• State 2 – Contributing independently

• Stage 3 - Contributing through others

• Stage 4 - Organisational Leadership

Source: B.T.Novations

M e d h a M e d h a

Development Activities: How do we

make it happen?

• New leader who is still becoming acquainted with his team determines that two of his direct reports inefficiently manage their time.

M e d h a M e d h a

reports inefficiently manage their time.

• Instead of focusing on addressing the specific needs of the two individuals, he sends his entire team through a time-management course.

• A company sends all of its leaders through a multiple-course leadership development program.

Development Activities: How do we

select Participants?

M e d h a M e d h a

Higher-Level leaders, who have been in leadership positions for some time, gain little in the way of new skills they actually can use.

They view their time spent in training as wasted time. Training Effectiveness is Last

Development Activities: How do we

make it interesting?

M e d h a M e d h a

M e d h a M e d h a “I’m going to spend the next three days teaching you things that you already know.”

Competency Based Workshop Competency Based Workshop ModulesModules

� Execution – Competencies for Getting things done

� Developing Emotional Intelligence Competencies

� Developing Leadership and Managerial Competencies

� Building Competencies for success

� Building Value Based Competencies

M e d h a M e d h a

� Building a Competency model

� Competency based Performance Management Process

� Competency Based Selection (BEI)

� Coaching Pilot - Building coaches to develop Competencies

� Team Building and Team Fitness Competencies

� Cutting Edge -Competency based 5 P model

1997..2004

Knowledge

Skill

The 5 Competency LayersThe 5 Competency Layers

M e d h a M e d h a

Attitude

Motives

Attributes/Values

Vital (PrAna)

Material (Anna)

The 5 SheathsThe 5 Sheaths

M e d h a M e d h a

Mental (ManO)

Bliss (Aananda)

Wisdom(VijnAna)

M e d h a M e d h a

cm cm o w l y @ o w l y @ gmail.comgmail.com