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Methodology for Functional competency Mapping


Process flow for Competency Mapping(CM)
Competency model are position models which are at the heart of every competency-based HR application. The bases of generating competency models are processes. Thus questions that needs to be raised:
  • What does the employee have to be able to do?
  • What does the employee have to know in order to do it.


Background information about the organization
  • Product and Services provided by the organization
  • Process Flow-chart( From Raw material to Finished Product)
  • Sister units and Sub-units(within the organization)
  • Hierarchy level followed

Decide on the Job Positions that need to be assessed
  • Finalization of Hierarchy Level to be covered
  • Grouping of certain Levels into one group




Career stages categorization
Level 3 – Senior
Manage Managers

Technical leader or guide to a group of professionals



Level 2 – Professional
Manage Others

Technical professional or guide to a group of entry level professionals



Level 1 – Entry Level Professional
 Manage Self

New Entrants/Entry Level professional





Description of career stages
Career Stage -- I: Manage Self
• Accountable for own actions.
• They are usually new to culture and work environment and learn from others.
• Responsible for their own work and limited actions.
• Activities like communicating, enabling, building relationships, etc comes into focus
Career Stage – II: Manage others
• First time manager and accountable for others actions.
• This stage requires a major transition – the responsibility is for getting work done through others, in addition, to own.
• New managers recognize this intellectually and reject it psychologically. Typically they overpower their direct reports with their expertise.
• Giving up tasks and responsibilities that earned them a manager’s title in the first place is tremendously difficult aspect of this stage.
• Managerial activities like planning, organizing, delegating, monitoring, communicating, enabling, building relationships, etc comes into focus.

Career Stage – III: Manage Managers
• Important middle-management position for managing and developing support managers.
• False assumption that there is very little difference between the previous stage and this one.
• This stage calls in for different skill sets which include selecting and training first line managers, holding them accountable for managerial work, deploying/redeploying resources, etc.
• Managers, who fail to become proficient at this stage display poor performance management, fail to build a strong team, have difficulty in delegating, etc.
• This person is the ‘management’ for the greatest number of people in the company who do ‘hands on’ work.

Presentation for Head of Departments(HOD's)
  • To discuss the purpose and applications of the exercise
  • To validate the categorization of various hierarchical levels
  • Suggestions for improvements(if any)
  • Assigning of coordinators from different units and different section.

Presentation for coordinators:
  • Complete competency exercise discussed
  • Discussion about competency dictionary, Road map and forms to be used
  • Discussed plans for data collection to frame competency dictionary

  • To be filled by individuals
  • Carries information about past work experience
  • Key trainings attended
  • Key Responsibility Areas in previous organization
  • Special Assignment handled

Data Collection:

1. Source of Primary Data
Brain storming session with the coordinator of particular section in a particular unit

2. Source of Secondary Data
    a) Job Descriptions
    b) Resumes/ Bio-data/ CV
    c) Dictionaries used by other organizations of relevant Industry downloaded from internet.

Organize Data:
  • Organize collected data to give final shape
  • List top 8 to 12 broad competencies
  • Splitting Broad competencies into small branches to get insight of the competency
  • Validation of competency dictionary by HOD (Both by HR and Sub-unit).

Assessment centre
The assessment team which consists of subject matter expert from similar industry, the HOD and the supervisor, will assess the individuals by means of an interview to check the knowledge domain.

For skills, field test is considered as appropriate. This would give the assessor a fair idea of the practical aspect of his/her job. His/her on the job skills would be assessed. This is the main aim of the assignment that the present skill can be determined in the most effective manner for easy conduct of gap analysis

Assessment form(to be uploaded shortly)
The form used by assessors to assess the individuals is posted herein. All the assessors individually assess them and at the end of interview they standardize the grades awarded into one final form.


Process Flow for Identification of Talent Pool


Potential assessment:
After identification of employee career stage i.e. managing self, managing others, managing managers etc, competencies of each employee would be assessed by a panel consisting of his/her respective plant /functional head, HR head and professional from similar industry.

Following 5 Point scale would be used to assess potential of individuals at each level of the Career stage:

Potential assessment rating scale
Criteria
Scale
Exercises outstanding performance on this competency far exceeds acceptable standards
5
Exercises very good performances on this competency better than acceptable standards
4
Exercises quite acceptable performance on this competency and meets requirements
3
Performance on this competency is not quite up to acceptable standards.
2
Performance on this competency fails to meet acceptable standards.
1

Note: If any individual is ‘inadequately equipped’ i.e. he/she shows some gap between his current competency level and required competency level, for his current / next 1-2 level of career stage his assessment stops at that particular level and he would be considered only for the immediate below level career stage where he has ‘exceeded / adequately equipped’ for all the competencies mentioned for that career stage.
However, If any individual is ‘inadequately equipped’ for his current level career stage he/she will not be considered for further potential assessment and talent pool segmentation and training will we arranged for such individuals.

Potential slotting
Based on the above potential assessment for current and next level of career stage, potential slotting will be done. For potential slotting competency lead is calculated i.e. first the maximum lead that an individual can take is calculated, then the present lead is calculated i.e. Present level – Required level. Now Present lead is divided by maximum lead and percentage is calculated. For slotting, Please use following table and assign A / B / C rating as per the below mentioned criteria and explanation in talent assessment and Segmentation form:

Potential rating criteria
Rating
Criteria
C
If individual’s competency lead lies between 0-40 %, it means the individual is equipped for the present level only.
B
If individual’s competency lead lies between 40-80 %, it means the individual has potential to compete for the next level.
A
If individual’s competency lead lies between 80-100 %, it means the individual has high potential to compete for next two levels.

Note: Please do not assess potential of an individual below his current level of career stage for e.g. If any individuals current career stage is “Managing Others” then he / she should not be assessed for career stage below “Managing others” i.e. “Managing Self”.

Performance assessment:
To assess performance of managerial employees, last 3 performance ratings would be considered. 3 point scale (3, 2, 1) would be used to assess performance. Based on following combinations of last 3 performance ratings (01-02, 02-03, 03-04), performance of an individual would be assessed using 3 point scale.
Performance rating criteria
Rating Criteria
Performance assessed as per the scale
3 A / 2 A and 1 B
3
3 B / 1 A and 2 B
2
Any other combination of Performance rating with “C” but not with ‘D’ and ‘E”
1
For e.g. If any managerial employee having 3 outstanding / exceptional achiever or 2 outstanding/ exceptional achiever and 1 Very Good / High Achiever rating in last 3 years would get 3 on the performance scale. Like wise, if an individual is having combination of 1 Outstanding and 2 Very Good or 3 Very Good continuously in last 3 years, he would be assigned 2 on the performance scale. Similarly, if a performance rating of any individual in last 3 years is in the combination of 2 Very Good and 1 Good or 1 Very Good and 2 Good or 3 Good or 1 Outstanding and 2 Good or 1 Outstanding and 1 Very Good and 1 Good, he would be assigned 1 on the performance scale.
Individuals having performance ratings below ‘Good’ in any of the last 3 years would not be considered for Talent Management.

The next important step is ‘Talent Segmentation’ where each manager would be placed in one of the boxes of performance – potential matrix. Performance and Potential are the two most important element of talent segmentation. Correct assessment of performance and potential provides the building block to talent management process. Performance and potential can be best understood as per following:
Potential and performance parameters
Performance
Potential
Linked to Present Job
Is capable of coming into being in future.
Is measurable
Potential rated low is not a write off case.
Consistent good / high performance is a pre-requisite to advancement.
High potential may represent the
organizations inventory of future leaders
High performance is not a sure indicator of ability to move to next 1-2 career stages.
Judgment of senior management in assessing potential is the most critical tool for potential identification.
Age, career stage, compensation, upbringing, motivation, style of boss, culture at workplace etc impact performance.
Potential assessment examines if an
individual has “what it takes” to advance to position of greater management
/leadership/ technical skills.
Is relative to others
Comes from within
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