Competency Mapping By Ifthiquar Ali Ahmed
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The document discusses competency mapping, emphasizing that a significant percentage of job performance issues stem from misalignment between individuals and job requirements. It outlines a systematic approach for developing a competency framework, including defining, validating, and delivering competencies based on relevant data. The framework aims to enhance employee performance through targeted training and skills assessment while ensuring alignment with organizational goals.
Competency Mapping By Ifthiquar Ali Ahmed
- 1. Competency Mapping - Modus Operandi
- 2. Research indicates • 50% of job performance problems are because people are in the wrong job • 25% of on-the-job performance problems is the inability to identify the ‘gaps’ between the competencies of the person and the job requirements
- 3. MACRO COMPETENCY MANAGEMENT Organizational Strategy Vision, Mission, Values, Strategic, Intent, Corporate Governance, Corporate Social Responsibility & Ethics Business Strategy Business Plan & Goals, Culture People, Technology Role Strategy Ability, Autonomy, Multiskilling, Task identity, Performance Evaluation & rewards and performance development Teamwork Strategy Leadership, Communication Conflict Management, Interpersonal Skills, Project Orientation, Self Managed Teams (SMT) STRATEGIC FRAMEWORK Stakeholder Interest Market Positioning COMPETENCY MODELING FRAMEWORK Achieving Business Targets Employee Satisfaction Profit Center Orientations Team Development & Synergy Performance Accomplishment Individual Development COMPETENCY FRAMEWORK Core Competencies (Organizational wide) Business Competencies (SBU specific) Team Competencies (Project driven) Role Competencies (Role wise)
- 4. Competency Framework :Defined Define Purpose Process Data Build Framework •Group all of the behaviors and skill sets into competencies. •Create subgroups, Refine the subgroups, Identify and name competencies. •Add levels for each competency; Useful when using the framework for compensation or performance reviews. •Each competency, and the related behaviors will be divided into measurement scales according to complexity, responsibility, scope, or other relevant criteria.. Validate and Revise •For each item, questions to be asked: •Is this behavior demonstrated by people who perform the work most effectively? •Conversely, are people who don't demonstrate this behavior ineffective in the role? •Is this behavior relevant and necessary for effective work performance? •Via a simple tick cross online survey. Gets consensus and agreement. •Once validated, freeze the document Deliver •The finalized competency framework. •To facilitate a workshop for key personnel to communicate and explain the frame work to concerned •Before we start analyzing jobs, and figuring out what each role needs for success, we will look at the purpose for creating the framework. How WE plans to use it will impact whom we involve in preparing it, and how we determine its scope. •A competency framework team comprising HR and some line managers. If possible, this should include diversity of our org . It's also important to include long-term needs, so that we can keep the framework updated and relevant. •Main part which will decide the accuracy of the framework. •Techniques to collect information will include Observe, Interview people, Create a questionnaire and Analyze the work. •Besides corporate business plan, strategies, objectives, Organizational principles and Job descriptions, we will look at Regulatory and other compliance issues. •Raw data will be analyzed and grouped effectively to help organizing the information into larger competencies, when we move on to next step.
- 5. Work Scope Skill identification from Competency Framework Jacob Erection Engineer Safety, Efficiency and Speed of Installation Knowledge of equipment Safety Standards Time Management Maria Billing Manager Efficiency and Speed of Billing Knowledge of Billing Accuracy Time Management Steve Design Engineer Cost Effective and Speedy Designs Product Knowledge Time Management Employee/ Job Function /JD Employee/ Job Function /JD Desired SkillsDesired Skills Example Common Skills : Groups
- 6. Identify Common Skills & Club Group & Sub Group : Skills Create Skills Dictionary Map Competency Identify Gaps Convert to Training Monitor Performance Remap Competencies For all skills – which, when summed, will make an efficient organization Define Levels and assign Competence for each employee based on current function Map Each employee for Present and Desired levels Re-map based on grade and role Use Identified Absent Skills Present but not up to desired level - Measure Effectiveness - Retention after 6 month - This could be the best way to make Objective Appraisals which are data not opinion based Training Customized to plug Identified Gaps Uniform Training Competency Mapping is a cyclic process Leadership Business Acumen Business Process Technical Work Scope
- 7. Grouping & Sub Grouping Supervising and leading teams Provide ongoing direction and support to staff. Take initiative to provide direction. Communicate direction to staff. Monitor performance of staff. Motivate staff. Develop succession plan. Ensure that company standards are met Here's an example of groupings and subgroupings for general management competencies: Recruiting and staffing Prepare job descriptions and role specifications. Participate in selection interviews. Identify individuals' training needs. Implement disciplinary and grievance procedures. Ensure that legal obligations are met. Develop staff contracts. Develop salary scales and compensation packages. Develop personnel management procedures. Make sure staff resources meet organizational needs.
- 8. Grouping & Sub Grouping Continued example of groupings and subgroupings for general management competencies: Training & Development Need Analysis Operation & Deliver of Trainings Content Management System Knowledge Management / Vendor Management Learning Evaluation Managing Projects Prepare detailed operational plans. Manage financial and human resources. Monitor overall performance against objectives. Write reports, project proposals, and amendments. Understand external funding environment. Develop project/program strategy.
- 9. Level Symbol Level 0 Level 1 Level 2 Level 3 Level 4 Skill1 Skill2 Skill3 Skill4 Skill5 Skiil6 Skill7 Skill8 Remarks Name 1 Name 2 Name 3 Name N… Name Proficiency Level Revision Date mm dd yy Skill Group This will be developed for all N… employees 1. Skills will be grouped and sub groped based on Competencies required for various positions and the job functions 2. Competencies will be mapped to decide level of existing skill with each individual 3. This will establish Training & Coaching needs 4. Tool to be constantly updated. Can be used for performance evaluation Sample Skill Matrix : Names – Skills - Levels Work Scope
- 10. Work Scope An exclusive web page will be created to host the dictionary of - all skills required for each role - Level required for each job function - Training available for each level - Method measuring your own level : Present and Required The ETA Skill Dictionary DigitalOnlineSupport
- 11. No More Opinion based Appraisals Check your own Skills level and get Trained to enhance No more ambiguity in Promotions and Rewards Get an instant Report on your performance Employee Achiever Stressed HR What’s in it for Me Ultimately any initiative is s as successful as the belief in people to accept and own it Unless that Value is explained and see n by people – it will not fly off Here are the pay offs for Employees and for the Management Customized training and professional development. Ensure people demonstrate sufficient expertise. Recruit new staff more effectively. Effective Performance Evaluation. Efficient skill and competency gaps. Smooth Succession Planning. More efficient implementation of change management processes 1 2 3 4 5 6 7 HR Partner
- 12. Behavioural Competencies Revenue Generation Support Function Specialist Revenue Generation Support Function Specialist Revenue Generation Support Function Specialist Revenue Generation Support Function Specialist Customer Service Orientation Level 5 Level 4 Level 4 Level 4 Level 3 Level 4 Level 2 Level 2 Level 2 Level 2 Level 2 Level 2 Organisational Commitment Level 5 Level 4 Level 4 Level 4 Level 3 Level 3 Level 3 Level 3 Level 3 Level 2 Level 2 Level 2 Problem Solving Level 4 Level 4 Level 3 Level 2 Business Insignt Level 5 Level 4 Level 4 Flexibility and Adaptability Level 5 Level 4 Level 4 Level 2 Level 2 Focus on Results Level 5 Level 4 Level 4 Level 4 Level 4 Level 3 Level 3 Level 3 Level 3 Level 2 Level 2 Level 2 Teamwork and collabration Level 3 Level 3 Level 3 Level 3 Level 2 Level 2 Level 2 Level 2 Leadership Level 5 Level 5 Level 4 Holding People Accountable Level 4 Level 4 Level 4 Level 4 Level 3 Level 3 Developing Capability Level 5 Level 5 Level 4 Level 5 Level 4 Level 4 Level 3 Level 3 Level 3 Level 2 Level 2 Level 2 Total Competency 8 8 7 6 6 6 6 6 6 6 6 6 ETA ASCON STAR GROUP -BEHAVIOURAL COMPETENCY MAPPING Competencies Genaral Manager Manager / Senior Manager Executive / Sr. Executive Technical / Sales / Administration
- 13. Job Family Summary Unit Category Total Staff 40 Worker 16 ENGG Total 56 Staff 42 Worker 18 Others Total 60 Grand Total 116 Summary of Job Family ENGG Others
- 14. DET GET Assistant Jr.Executive Sr.Executive Manager Sr.Manager AGM DGM GM Regional Director Employee Orientation Program (EOP) Ethics workshop Communication Skills Customer Orientation Cross cultural sensitivity Decision Making Skills Time Management Assertiveness Skills Presentation Skills Conducting Effective Meetings Internal Quality Auditors Quality Management Systems ISO Awarness Successful Team Building Stores Management Finance & Management Control for Non financial Engineers(FAME) Pre& Post contract Management Training on Brake overhauling Elenessa & Nexway Training Project Management Training on Mitsubishi STD Trouble shooting Maintance procedure routine maintenance of elevators & Escalators Elevator Safety FIDIC & Contract Management Elevator Drawing Reading Skills/Fire fighting Equipment/ CableTesting Material Management Primavera Please note: programs that can be made mandatory to attend programs that are recommended for your role * indicates the program is relevant only if you need to use that particular skills People will be invited/nominated to programs that may not be shown here as recommended programs based on their role requirement In case role demands equipping with a skill that is not indicated against role, candidates need to discuss with their manager on nomination ROLE BASED DEVELOPMENT MATRIX BASED ON TRAINING NEEDS IDENTIFICATION FOR ETA MELCO Turkey & CIS TRAINEES STAFFRoles
- 15. Outstanding Examples of Competency Model • Kier • Balfour Beatty • Morgan Sindall • Royal Bam • Carillion • EC Harris • Honda Motors -18 Competencies • GE – 23 Competencies
- 16. Technical Competencies S.no Jobs Count of Competency 1 Electrical & Instrumentation 59 2 Design 36 3 HVAC 56 4 Plumbing 43 5 MEP Coordination 44 6 Installation 50 7 Testing & commissioning 38 326G.Total Summary of Competency
- 17. Requirement • Forming Steering Group • JD • Designing Questionnaire • Collecting the results • Analytics