competency architecture talk at shrm
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The Five Parts of EI
SelfSelf
MotivationMotivation
EmpathyEmpathy
ManagingManaging
RelationshipsRelationships
33
44
55
Know whatKnow whatyou are feelingyou are feeling
Self Awareness
ManageManage
your feelingyour feeling
Self Regulation
11 22
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PersonPerson
PeoplePeople
PurposePurpose
ofCompe
tencies
ofCompe
tencies
Behavioral
Interviewing
Building
Mission and
Vision
Managing
Results
Managing
Emotions
Leadership
Excellence
Values
Workshop
Setting
SMART
Goals
Building
Execution
Competencies
Communi-
Cation
Excellence
Change
Leadership
Coaching
And
Mentoring
The
Excellence
Model
ProcessProcess
PerfectionPerfectionDimensions
Dimensions
Developing
Competencies
Competency
Modeling
Competency
Mapping
Performance
Excellence
HR
Policies &
Systems
Personal
Excellence
Business
Ethics
CompetencyBased
HR Practices
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EOPLE
People
developme
nt,
training,
coachingand
mentoring
1 Handled people issues inappropriately resulting in employee turnover and low morale2 Did not handle people development issues properly to realize business results3 Handled the people development issues properly in some cases but not in all4 Identified potential people and developed them by training, coaching and mentoring to improve
efficiency5 Aligned people development needs with business goals resulting in outstanding performance.
Delegation
and
Empower
ment
1 Controlled the subordinates by reducing their autonomy2 Maintained status quo without delegating power to employees3 Delegated responsibilities (duties)to subordinates without delegating authority(official power)4 Delegated responsibilities and authority to subordinates without developing them5 Identified potential people from among the subordinates and delegated responsibility and authority
after developing their capabilities
Managing
Succession
Planning
1 Did not take any initiative to develop subordinates for higher positions2 Encouraged people development in some cases but not in all cases3 People are not developed in accordance with succession plan/ company vision4 People development initiatives were not sufficient to meet succession plan5 Aligned people development efforts with succession plan resulting in effective second line leadership
Team
playing
and Team
Building
1 Avoided working in teams2 Worked in teams to achieve his individual goals3 Worked in teams in some situations but not in all4 Participated as a member of team to work for team goals5 Brought people together and led them to work as a team resulting in enhanced results
People
developme
nt,training,
coaching
and
mentoring
1 Handled people issues inappropriately resulting in employee turnover and low morale2 Did not handle people development issues properly to realize business results
3 Handled the people development issues properly in some cases but not in all4 Identified potential people and developed them by training, coaching and mentoring to improve
efficiency5 Aligned people development needs with business goals resulting in outstanding performance.
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Ability to continuously identify and meet the needsAbility to continuously identify and meet the needs
of internal and external customers by gaining theirof internal and external customers by gaining their
trust and respect through listening andtrust and respect through listening and
understanding customers base objectives and itsunderstanding customers base objectives and itsinterlink with own actions of organisation and beinginterlink with own actions of organisation and being
sensitive to create best value to organisation insensitive to create best value to organisation in
terms of quality, cost and delivery that makes aterms of quality, cost and delivery that makes a
difference.difference.
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AbilityAbility toto continuouslycontinuously identifyidentify andand meetmeet thethe needsneeds ofof
internalinternal andand externalexternal customerscustomers bybygaininggaining theirtheir trusttrustandand
respectrespect throughthrough listeninglistening andand understandingunderstanding customerscustomers
basebase objectivesobjectives andand itsits interlinkinterlink withwith ownown actionsactions ofoforganisationorganisation andand beingbeing sensitivesensitive toto createcreate bestbest valuevalue toto
organisationorganisation inin termsterms ofof quality,quality, costcost andand deliverydelivery thatthat
makesmakes aa differencedifference..
Skill Knowledge AttitudeAttitude Attribute ValuesValues MotivesMotives
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DEFINITIONDEFINITIONThe ability to notice, interpret, and anticipate others concerns and
feelings, and to communicate this awareness empathetically to
others.a) Understands the interests and important concerns of others.
b) Notices and accurately interprets what others are feeling, based on their choice
, , , .
c) Anticipates how others will react to a situation.
d) Listens attentively to peoples ideas and concerns.
e) Understands both the strengths and weaknesses of others.
f) Understands the unspoken meaning in a situation.
g) Says or does things to address others concerns.
h) Finds non-threatening ways to approach others about sensitive issues.
BEHAVIOURAL
INDICATORS
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Maintains
effectiverelations
Follows
Owns
responsibilityto deal withcustomerissues /expectation
Beginner Executive Manager HODAssociate
Looks outforunderlyingneeds ofothers
Continuousl
Makes business
judgmentsconsideringimpact oncustomers
Links
organisationalperformanceevaluation withcustomer trustand delight
requirements, requestsandcomplaints
Understandsprinciples ofbusiness
y strives forefficientservices byminimizingprocedures
Developsinnovativesolutionsthinking beyondcustomer needs
Looks out for longterm benefits anddirects organisationaccordingly
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VALUE BASED COMPETENCIESEliciting commitment
Research* shows thatthe prime factor forincreasingcommitment to work is
High
CLARITY OF 4.9/7.0 6.3/7.0
COMPANY
VALUES 4.9/7.0 6.1/7.0
values,not awareness oforganization values
* by Barry Posner, DeanSanta Clara University
Business School USA
Low
from research by BarryPosner
Low HighCLARITY OF
PERSONAL VALUES
(Numbers refer tolevel of commitment to work
based on a 7-point scale)
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nt us ast c Being enthusiastic is a visible demonstration of energy in every responsibility undertaken. In displaying this value, an enthusiastic
employee -isenergeticand eager about every task undertaken, has thedriveto complete the task against all odds , isperseveranttill the goal is accomplished andinspiresothers to make things happen
Reflects zeal and avid interest in undertaking any responsibility
Shows an urgency in completing tasks as committed
Has a penchant for quality and perfection in all aspects in completing tasks undertaken
Enjoys what one does , is dedicated
Communicates and transmits the zest with concern, empathy and a positive energy
Aware of how ones energy and enthusiasm would impact the environment and generates a positive force in the
community.
Retains the focus on the task at hand and steers the stakeholders towards achievement of the goals
Pushes forward alternatives when encountered with challenges
Demonstrates a sense of responsibility
Energetic
Takes onresponsibility with
zeal and fervor
Drive
Propels with a
positive energyand force
Does not give up under pressure and committed to see the end through Resolves to finding a solution when encountered with challenges or problems
Explores and works with alternatives when met with challenges
Demonstrates determination in the face of odds and does not let the stress of the situation get the better of him/her
Enlists support and help of others when in a crisis
Arouses a sense of interest and enthusiasm in the activities undertaken
Creates and communicates the sense purpose
Encourages divergent views, alternatives and explores the feasibility of the same
Motivates and provides guidance to the stakeholders in achieving the goals
Effectively creates a positive environment for all to function
Perseverant
Determined andconsistently tries
all options
Inspires
Is a source ofmotivation to
others
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Have Employees executedand accomplished
strategic objectives?
Are Behaviours of Leaders
and Employeesconsistent to achieve
Strategic Objectives
What specific
Internal Processesto be optimized?
Customerdesires to be met
Financialcommitments to be met
HR Scorecard Balanced Scorecard
Kaplan and Norton
David Ulrich, Mark and Brian Based on Workforce Scorecard
HR Competencesfor its roles of
Strategic partner,
Change agent,
Employee advocate and
Administrative expert
HR Practices(Work design, Staffing,
Development, PMS,
Rewards and
Communication)
HR Systemsof aligning, integrating and
differentiating
Is there a
Mind-set and Cultureto embrace the strategy
supporting execution?
Do employees have required
Competenciesto execute
strategic objectives?
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Mana ers
Sr Managers
GM/VP
Building Team Spirit
Decision Quality
Dealing With Paradox
Strategic Agility
Asst Mgrs
Executive
Personal Learning
Total Quality Management
Action Oriented
Peer Relationships
Conflict Management
Priority Setting
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Mapping Flow Chart
Job Description
Role Clarification
Competencies needed for
Job
Competencies job holderhas
Competency Mapping
Bridging Competency Gap
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CC Based Performance EvaluationBased Performance Evaluation
ScoreScore
ScoreScore
ScoreScoreverallS
core
verallS
core
RewardReward
DevelopmentDevelopment
PlanPlan
CareerCareer
MovementMovement
1. Performance Results: Quantitative
outcome Goals
2. Competencies: Qualitative
aspects of performance
3. Vision / Values: Operating
Princi les Dis la ed
WhatWhat?
How?How?
Why?Why?
Performance Targets : SMART, Stretched ,
Aligned , reviewed and Documented
Competencies : Levels: Basic, Intermediate, Advanced, Expert
New Competencies Learnt, Displayed Behaviours? Dev. Plan
Vision / Values : Out of 360
Degree Feed back on Organisational Values
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Competency AssessmentCompetency AssessmentAssessment Center Characteristics:Assessment Center Characteristics:
A standardized evaluation of behavior based on multiple inputs.
Multiple trained observers and techniques.
Judgments on behaviors are made from assessment simulations.
Judgments are pooled in using statistical integration process
Reach a decision from partial
information and decide additional
information required...
Fact-FindingExercise
In-BasketExercise
to deal with in-tray and make
decisions, balancing the volume of
work against a tight schedule.
Role
Simulation
Dealing with other role player for
a certain task
Presentation
Present a given case, interpret and
analyse to support a decision.
Group
Discussion
Tackle a work-related problem - sometimes with a
role within a team. Assessors doesnt look right or
wrong answers, but for behavior of interaction
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ThanksThanks
ChandramowlyCompetency Architect, HRD Dimensions
c m o w l y @ g m a i l . c o m
9 00 8989 046