competency based pms some workshop slides chandramowly copy
TRANSCRIPT
H R D H R D DimensionsDimensions [email protected]@gmail.com
H R D H R D DimensionsDimensions [email protected]@gmail.com
H R DH R D
DIMENSIONSDIMENSIONS
H R D H R D DimensionsDimensions [email protected]@gmail.com
Competency Based PMSCompetency Based PMS
Business Life Cycle
Growth Phase
Matured PhaseDecline
Phase
H R D H R D DimensionsDimensions [email protected]@gmail.com
Start Phase
Growth Phase
Renewal
Phase
Era of strategic initiatives
Customer Imperatives
VBMQualityDelivery
Globalisation EVA focus
P S E T Factors
Current Market
CorporateCompetencies
H R D H R D DimensionsDimensions [email protected]@gmail.com
Era of strategic initiatives
Inherent strength
To discriminateothers
Influence ofKey
Executives
SharedVisionValues
FutureOpportunity
2 challenges for Business Strategy
1. Competing with current
H R D H R D DimensionsDimensions [email protected]@gmail.com
1. Competing with current
market challenges.
2. Creating future markets
IHRD – Day 1
Conceptual framework for building Competencies.
H R D H R D DimensionsDimensions [email protected]@gmail.com
Defining competencies & Behavioral Indicators.
Developing customized competency models.
Effective competency Mapping
COMPETENCY AGENDA
• Background
• Definition
• Mapping
• PMP Linkage
H R D H R D DimensionsDimensions [email protected]@gmail.com
• Definition
• Types
• Application
• Modeling
• PMP Linkage
• HRDD Study
• Development
• Assessment
Competency Based Culture
ContextContext
ContentContent
H R D H R D DimensionsDimensions [email protected]@gmail.com
ContentContent
ControlsControls
Competency Practices -IBM
H R D H R D DimensionsDimensions [email protected]@gmail.com
Competency Practices -IBM
Best Practices - UNILIVER
H R D H R D DimensionsDimensions [email protected]@gmail.com
Competency Context
• Ability to perform effectively in relevant job areas.
Degree to which an individual does – what is important for the job
H R D H R D DimensionsDimensions [email protected]@gmail.com
in relevant job areas.
• Defining what is required for effective performance
Defining what is important to be successful in job
Job Competency Survey
• 2/3ds use for over 8 years
• 85% managers involve in identifying competencies. 70% Senior Leaders are involved
• 65% of PMS linked to Competencies
• 50% support Succession Planning
H R D H R D DimensionsDimensions [email protected]@gmail.com
• 50% support Succession Planning
• 86% define competencies from> 4 sources
• 80% - BEI, 68% Group Discussions, 61% surveys
• 75% use Competencies for selection and promotion
• 65% use it for PMP l
• 91% report improved selection process and training program design
COMPETENCY
Competence
Individual
Competencies
Leadership
CompetenciesCompetent
Managerial
CompetenciesBehavioural
Competencies
H R D H R D DimensionsDimensions [email protected]@gmail.com
Competency means only what the definer wants them to mean…ZemkeCompetency means only what the definer wants them to mean…Zemke
Competency
Core
Competence
Functional
Competencies
Essential
Competencies
Behavioural
Competencies
Role
Competency
Competent
Competency
Competency Competency
is “ anis “ an
underlying underlying
H R D H R D DimensionsDimensions [email protected]@gmail.com
characteristiccharacteristic
of a personof a person
which results inwhich results in
Effective Performance”Effective Performance”
Basic Communication
Personal Effectiveness
Relating to People
Collaborating & Leading
H R D H R D DimensionsDimensions [email protected]@gmail.com
Collaborating & Leading
Action & Results
Analytical & Conceptual
Environmental Acumen
Specialized Knowledge
Competency Dictionary provides a definitions each
Competency (customised for SEPL), Behavioural
Indicators and 4 to 5 Levels.
Each SEPL Competency is defined with theses 3
dimensions
H R D H R D DimensionsDimensions [email protected]@gmail.com
� DEFINITON
� BEHAVIOURAL DESCRIPTORS
� LEVELS
dimensions
TEAM WORK
Definition
The intention to work cooperatively and productively with others, to be
part of a team and to work together as opposed to separately or
competitively.
Displaying a collaborative approach that places the needs of the
H R D H R D DimensionsDimensions [email protected]@gmail.com
Displaying a collaborative approach that places the needs of the
organization ahead of the interest of their own unit's interest and
assignments.
Develop and maintain respect for cooperative working relationships to
contribute to the integrated and seamless delivery of products to the
customers.
It is about building effective teams of people with diverse talent and
tolerant of differing needs and viewpoints, and reinforce effort towards
common goal.
TEAM WORK
Behavioural Descriptors
� is able to work in and lead a range of different teams to achieve a desired outcome;
� recognises the opportunity for team working and building teams;
H R D H R D DimensionsDimensions [email protected]@gmail.com
� develops individuals as team members, identifying team strengths and weaknesses;
� able to work with others to ensure cumulative contributions and enable teams to manage themselves effectively;
� acts as an advisor to teams, often mentoring the team leader if required;
� recognises the value of the diversity within teams and how that can be captured to achieve best results.
TEAM WORK
LevelsLevelsLevelsLevels1. Cooperates: Respects others, does his/her share of the work. Supports team decisions. As a member of
the team, keeps other team members informed and up-to-date about the group process, individual
actions, or influencing events. Shares all relevant or useful information as required
2. Actively Participates: Contributes positively by actively sharing information, listening, and accepting
others' points of view. Shares the workload with others, and contributes by being prepared and
completing assigned tasks. Maintains a positive outlook and shows flexibility to new approaches and
ideas.
3. Involves other team members: Solicits ideas and opinions to help form specific decisions or plans.
Demonstrates genuinely valuing others' input and expertise and is willing to learn from others.
H R D H R D DimensionsDimensions [email protected]@gmail.com
Demonstrates genuinely valuing others' input and expertise and is willing to learn from others.
Contributes own expertise to the team. Able to give and receive constructive criticism. Promotes team
cooperation (even during heated discussions). Is willing to set aside personal agenda in order to
support the team consensus.
4. Encourages others and facilitates effective outcomes: Publicly credits others who have performed
well. Encourages and empowers others, making them feel valued and important. Gets the talent of the
team recognized outside of the team. Facilitates and influences positive outcomes that support team
goals. Assists in mediating between team members to resolve conflict. Assists team members through
mentoring and longer-term assistance.
5. Builds cohesive Teams: Acts to promote a welcoming, productive climate, good morale and
cooperation. Protects and promotes the group reputation with outsiders. May involve team in diagnosis
of problems and in developing solutions to effectively transfer knowledge within the organization
Defining JobDefining Job
H R D H R D DimensionsDimensions [email protected]@gmail.com
Defining JobDefining Job
CompetencyCompetency
H R D H R D DimensionsDimensions [email protected]@gmail.com
Competencies – Three Streams
• ORGNISATIONAL
• JOB
H R D H R D DimensionsDimensions [email protected]@gmail.com
• JOB
• INDIVIDUAL
Competencies – 4 Types
• Behavioural
• Functional
H R D H R D DimensionsDimensions [email protected]@gmail.com
• Functional
• Role
• Core
Organisational or Core
SONY
PHILIPS
HONDA
H R D H R D DimensionsDimensions [email protected]@gmail.com
HONDA
CANON
3M
INTEL
NEC
INDIVIDUAL COMPETENCIES
LEADERSHIP SUCCESSLEADERSHIP SUCCESS
MANAGERIAL SUCCESS
INDIVIDUAL SUCCESS
SUCCESS DIFFERENTIATORS
Mission
Vision - Values
Business Strategies
Objectives - Sector
Goals – Department
H R D H R D DimensionsDimensions [email protected]@gmail.com
Execution
Results
Goals – Department
KPI s - Individuals
Challenges, Demands, Tasks
COMPETENCIESKnowledge Skill Behaviour Traits/Motives
Co
mp
ete
ncy b
ase
d P
ractic
es
Connection
Performance Mgmt
Based Interview
Succession Planning
Level 3
Job Profile
Balance Score Card
Career Management
Prescription
H R D
H R D Dim
ensio
ns
Dim
ensio
ns
om
om
Co
mp
ete
ncie
sC
om
pe
ten
cie
s
C - Connection
Performance Mgmt
C – Based Interview
Succession Planning
PCMM – Level 3
Job Profile
Balance Score Card
Career Management
ISO - Prescription
Resolving Performance
IssuesIssues
Exercise using PAQ tool
Perfo
rmance A
naly
sis
Quadra
nt(P
AQ
)
0 1 2 3 4 5 6 7 8 9 10
Does the Employee have adequate job Knowledge ?
H R D
H R D Dim
ensio
ns
Dim
ensio
ns
om
om
0 1
2 3
4 5
6 7
8 9
10
0 1 2 3 4 5 6 7 8 9
Does the em
ployee have the proper attitude (desire) to perform
the job?
Does the Employee have adequate job Knowledge ?
Performance Analysis Quadrant (PAQ)
0
1
2
3
4
5
6
7
8
9
1
0
KNW
H R D H R D DimensionsDimensions [email protected]@gmail.com
0 1 2 3 4 5 6 7 8 9 10
0
1
2
3
4
5
6
7
8
9
ATTD
Performance Analysis Quadrant (PAQ)
0
1
2
3
4
5
6
7
8
9
1
0
KNW
H R D H R D DimensionsDimensions [email protected]@gmail.com
0 1 2 3 4 5 6 7 8 9 10
0
1
2
3
4
5
6
7
8
9
ATTD
Performance Analysis Quadrant (PAQ)
0
1
2
3
4
5
6
7
8
9
1
0
KNW
H R D H R D DimensionsDimensions [email protected]@gmail.com
0 1 2 3 4 5 6 7 8 9 10
0
1
2
3
4
5
6
7
8
9
ATTD
Performance Analysis Quadrant (PAQ)
0
1
2
3
4
5
6
7
8
9
1
0
A B
MotivationResource /
Environment
KNW
H R D H R D DimensionsDimensions [email protected]@gmail.com
0 1 2 3 4 5 6 7 8 9 10
0
1
2
3
4
5
6
7
8
9
DC
TrainingSelection
ATTD
Performance Analysis Quadrant (PAQ)
Sufficient KW
insufficient ATT
Adjust
Consequences
(Rewards)
0
1
2
3
4
5
6
7
8
9
1
0
A BMotivation Resource / Environment
KNW
Sufficient KW and ATT
but low performance
No fault of employee
Lace of Resource Work
atmosphere issues
H R D H R D DimensionsDimensions [email protected]@gmail.com
0 1 2 3 4 5 6 7 8 9 10
0
1
2
3
4
5
6
7
8
9
DC TrainingSelection
ATTD
Insufficient KW and
ATTD
Selection / fitment
issue
Transfer / Discharge
Interviewing skills?
Insufficient KW but
Sufficient ATTD
Training
Performance Links to Leadership Competencies
Performance Expectations
Improvement Opportunities
Performance Challenges
Related Competencies
•Consistent Customer Satisfaction
•Penetrate with
•Accurate Timely Action
•Reliable Systems and Behaviours
•Target Right
•Passion for service Excellence
•Strategic
H R D H R D DimensionsDimensions [email protected]@gmail.com
•Penetrate with new products of high margin
•High utilisation of Operating capacity
•Launch New target segment product lines
•Cost effective procurement
•Target Right market, leveraging band strengths
•Secure reliable /cost effective supply chain relationship
•Strategic Market perspective
•Change leadership
H R D H R D DimensionsDimensions [email protected]@gmail.com
HUMAN VALUES
1 ABANDONMENT OF 'I' 21 GIVING 41 QUIETUDE
2 ABSENCE OF PRIDE 22 GRATITUDE 42 RESPECT FOR OTHERS
3 ABUNDANT MENTAILITY 23 HARMONY 43 RESPECT TO INDIVIDUAL
4 BLISS 24 HUMILITY 44 RIGHTEOUSNESS
5 COMPASSION 25 INTEGRITY 45 SELF CONTROL
6 CONSISTENCY 26 LOVE 46 SELF DISCIPLINE
7 CONSTANT SELF KNOWLEDGE 27 MODESTY 47 SELF KNOWLEDGE
8 CONTENTMENT 28 NOBILITY 48 SELF RESTRAINT
H R D H R D DimensionsDimensions [email protected]@gmail.com
8 CONTENTMENT 28 NOBILITY 48 SELF RESTRAINT
9 COOPERATION 29 NON HATRED 49 SELF SUFFICIENCY
10 COURTESY 30 NON-ATTACHMENT 50 SELFLESSNESS
11 CREATIVITY 31 NON-EGOISM 51 SERVICE
12 DIGNITY 32 NON-VIOLENCE 52 SIMPLICITY
13 DISPASSION 33 OPENNESS 53 STEADINESS
14 ENDURANCE 34 PATIENCE 54 TRUST
15 EQUALITY 35 PEACEFULNESS 55 TRUTHFULNESS
16 EVEN MINDEDNESS 36 PERCPTION OF ULTIMATE 56 UNDERSTANDING
17 EVEN TEMPER 37 POLITENESS 57 UNITY
18 FAIRNESS 38 POSITIVE ATTITUDE 58 UNMALICIOUS TONGUE
19 FORTITUDE 39 PURIFIED MIND 59 UNPRETENTIOUSNESS
20 GENTLENESS 40 QUALITY 60 UPRIGHTNESS
Purpose 1 ACCOUNTABILITY
Purpose 2 MISSION AND VISION BUILDING
Progression 3 ACHIEVEMENT ORIENTATION
Planning 4 ANALYTICAL THINKING
Planning 5 BUILDING COMPETENCIES
People 6 BUILDING TRUST
Peformance 7 BUSINESS ALIGNMENT
Perfection 8 COACHING AND MENTORING
Performance 9 COLLABORATION
Personal 10 COMMANDING
Progression 11 COMMITMENT TO LEARNING
Process 12 COMMUNICATION
Problem Solving 13 CONCEPTUAL THINKING
Peformance 14 CONCERN FOR QUALITY
Personal 15 CONFIDENCE AND BRAVERY
Perfection 16 CONFLICT MANAGEMENT
Problem Solving 17 CRITICAL THINKING
People 18 CULTURAL SENSITIVITY
Process 36 KNOWLEDGE SHARING
Partership 37 LEADING AND MANAGING CHANGE
Personal 38 LISTENING, UNDERSTANDING AND RESPONDING
Performance 39 MANAGING AND MEASURING PEFORMANCE
Peformance 40 MANAGING BUSINESS
Planning 41 MANAGING FINANCE
Performance 42 MANAGING HUMAN CAPITAL
Purpose 43 MANAGING RELATIONS
Process 44 MARKETING
Process 45 MEDIATION AND NEGOTIATION
Progression 46 MOTIVATING AND INSPIRING
People 47 NETWORKING
Process 48 ORGANISATIONAL AWARENESS
Perfection 49 ORGANISATIONAL COMMITMENT
Personal 50 PERSONAL MOTIVATION
Planning 51 PLANNING, PRIORITISING AND INITIATIVE
Process 52 POLITICAL SAVVY
Perfection 53 PRAGMATIC CONTINUOUS IMPROVEMENT
H R D H R D DimensionsDimensions [email protected]@gmail.com
People 18 CULTURAL SENSITIVITY
Purpose 19 CUSTOMER ORIENTATION
Problem Solving 20 DEALING WITH AMBIGUITY
Perfection 21 DECISION MAKING
Perfection 22 DEVELOPING SELF AND OTHERS
Personal 23 EMOTIONAL INTELLIGENCE
Planning 24 EMPOWERING OTHERS
People 25 ENERGIZING OTHERS
Process 26 FACILITATION AND GROUP MODERATION
Personal 27 FLEXIBILITY / ADAPTABILITY
Purpose 28 HEALTH AND SAFETY
Performance 29 IMPACT AND INFLUENCE
Process 30 INFORMING AND SEAKING INFORMATION
Personal 31 INITIATIVE
Progression 32 INNOVATIVE THINKING
Personal 33 INTEGRITY AND ETHICS
People 34 INTERPERSONAL UNDERSTANDING
Process 35 INTERVIEWING SKILLS
Perfection 53 PRAGMATIC CONTINUOUS IMPROVEMENT
Planning 54 PRESENTATION AND PUBLIC SPEAKING
Perfection 55 PROACTIVE POWER
Perfection 56 PROBLEM SOLVING AND DECISION QUALITY
Performance 57 PROFESSIONALISM
Perfection 58 RESILIENCE
Perforamance 59 RESULTS ORIENTATION
Personal 60 SELF CONTROL
Personal 61 SELF-CONFIDENCE
Parnership 62 SHARING RESPONSIBILITIES
Personal 63 STAMINA/STRESS RESISTANT
Performance 64 STRATEGIC AGILITY
Performance 65 STRATEGIC ORIENTATION
Partership 66 SYNERGISING AND VALUING DIFFERENCES
Process 67 SYSTEMS THINKING
Partership 68 TEAM LEADERSHIP
Partership 69 VALUING DIVERSITY
People 70 WARMTH AND SOCIABILITY
Purpose
Personal
Planning
People
H R D H R D DimensionsDimensions [email protected]@gmail.com
People
Process
Partnership
Peformance
Progression
Perfection
BodyBody
OrgansOrgans
A A -- SS
IntInt
ChoicesChoices
DescriDescri--
MindMind
EmotionsEmotions
FeelingFeeling
UniversalUniversal
PrinciplesPrinciples
Effort &Effort &
BalanceBalance
H R D H R D DimensionsDimensions [email protected]@gmail.com
ConsConsValuesValues
MissionMission
EgoEgoDesire Desire ––
DislikeDislike
DescriDescri--
minationminationPrinciplesPrinciples
WorldWorld
OutsideOutside
Competency Acquisition Process
Developing New competency
Application/Practice using the competency
Co
mp
ete
ncy
H R D H R D DimensionsDimensions [email protected]@gmail.com
Recognition of the competency
Understanding the competency
Competency Gap scoring
Developing New competency
Co
mp
ete
ncy
Str
en
gth
Time
Assessment of individuals on
key
Feedback toindividuals
Training /Development
planning
Implementationof training /Dev.plans
Feedback toindividuals
Reassessment
of
H R D H R D DimensionsDimensions [email protected]@gmail.com
key competencies
Analysisof training
effectiveness
Analysisof group results
Identificationof common
training needs
Developmentof trainingcurriculum
Implementation
of trainingcurriculum
of individual
H R D H R D DimensionsDimensions [email protected]@gmail.com
Levels : Complexity and Impact
Level 3
Level 4HC
om
ple
xity
H R D H R D DimensionsDimensions [email protected]@gmail.com
Level 2
Level 1
Level 3
HL
Co
mp
lexity
Impact
Fix Fix DesiredDesired
Ratings forRatings for
JOBSJOBSIndl. GoalsIndl. GoalsProductsProductsServicesServices
MarketMarketTrendsTrendsSpecificSpecificCustomerCustomerNeedsNeeds
••CompetitorsCompetitors•• Group Group specificspecificGoalsGoals
IndividualIndividualinterviewsinterviewsfocussingfocussing
••Paired Paired comparisoncomparison
by by superiorssuperiors
BUSINESSBUSINESSGOALS OF GOALS OF ORGANISAORGANISA--
TIONTION
IdentifyIdentifyNeeded Needed
CompetenciesCompetenciesforfor
Group SuccessGroup Success
DevelopDevelopDesired Desired RatingsRatingsfor for
Competencies Competencies for each Groupfor each Group
IndividualIndividualassessmentassessment
of of CompetenciesCompetencies
Identify 3Identify 3--4 top compete4 top compete--ncy gaps for each business ncy gaps for each business Group by Pareto AnalysisGroup by Pareto Analysis
Identify 3Identify 3--4 top compete4 top compete--ncy gaps for each individualncy gaps for each individual
for developmentfor development
Align SMART goals withAlign SMART goals withGroup Sales plan andGroup Sales plan and
Business PlanBusiness Plan
Identify 3Identify 3--4 key parts of4 key parts ofeach competency for each competency for
Ratings forRatings forfor for BandBandLevelsLevels
ServicesServiceson perceptionon perception
of needsof needs
COMPETENCYCOMPETENCY
GAPSGAPS
each competency for each competency for dev. for each individualdev. for each individual
Development ProcessDevelopment ProcessUse CompetencyUse Competency
Development PlannerDevelopment Planner
••Training Training ••CoachingCoaching•• Feed backFeed back
Assessment of ‘ Gap filled’ Assessment of ‘ Gap filled’ CompetenciesCompetencies
Match and recycleExtend to other BUs
Identifying,
Developing and
Assessing
CompetenciesMowly / vbc / hr
Lominger’s 6Lominger’s 6--Step Step
Development ModelDevelopment Model
A B C3 2 1
4. Build4. Build
5. Blend5. Blend
6. Consequences6. Consequences
H R D H R D DimensionsDimensions [email protected]@gmail.com
1. Aware1. Aware
2. Accept2. Accept
3. Act3. Act
THE COMPETENCY CONE THE COMPETENCY CONE
CC
H R D H R D DimensionsDimensions [email protected]@gmail.com
CC
Leadership Mastery
SOFTSOFT HARDHARDPerfect
Balance
H R D H R D DimensionsDimensions [email protected]@gmail.com
Attitude, Feeling SKILL
Balance
Leadership Mastery
InfluenceInfluence ActionAction
H R D H R D DimensionsDimensions [email protected]@gmail.com
To do wellTo do wellTo do willinglyTo do willingly
BLOCKAGEBLOCKAGE
H R D H R D DimensionsDimensions [email protected]@gmail.com
BLOCKAGEBLOCKAGE
SURVEYSURVEY
The Blockage Survey
1 2 4 2 5 4 8 4 9
1
2 2 3 2 6 4 7 5 0
2
3 2 2 2 7 4 6 5 1
3
4 2 1 2 8 4 5 5 2
4
5 2 0 2 9 4 4 5 3
Your totals Grid No.
H R D H R D DimensionsDimensions [email protected]@gmail.com
5 2 0 2 9 4 4 5 3
5
6 1 9 3 0 4 3 5 4
6
7 1 8 3 1 4 2 5 5
7
8 1 7 3 2 4 1 5 6
8
9 1 6 3 3 4 0 5 7
9
1 0 1 5 3 4 3 9 5 8
1 0
1 1 1 4 3 5 3 8 5 9
1 1
1 2 1 3 3 6 3 7 6 0
1 2
HOW COMPETENCY DEVELOPMENT TAKES PLACE?
H R D H R D DimensionsDimensions [email protected]@gmail.com
H R D H R D DimensionsDimensions [email protected]@gmail.com
An off-the-shelf approach to predicting competencies through internal feedback and assessment
Personal Qualities
��
�
�
�
Is highly supportive and sympathetic to colleagues in need.
Consults others and encourages them to contribute.
As willing as most to express views.
May enjoy winning but perhaps not against colleagues.
1 2 3 4 5
Interpersonal Sensitivity
H R D H R D DimensionsDimensions [email protected]@gmail.com
�
��
�
�
Enjoys variety and change.
Adjusts behaviour very readily to new circumstances.
Prepared to follow the consensus decision most of the time.
Is fairly optimistic when faced with change.
1 2 3 4 5
Flexibility
�
��
�
�
Finds it difficult to relax.
Is highly sensitive to criticism or negative feedback.
Will retain a moderate degree of control over emotions.
Is fairly likely to take an optimistic and positive view.
1 2 3 4 5
Resilience
�
�
�
Has considerable energy and likes to keep busy.
Unlikely to be highly driven by career ambition.
Is likely to demonstrate moderate competitive drive.
1 2 3 4 5
Personal Motivation
Cannot beCannot beOutsourcedOutsourced
copiedcopied
ORGANIORGANI--SATIONALSATIONALCAPABILITYCAPABILITY
PCMMPCMM
Dev.Dev.CapabilitiesCapabilitiesIn CoreIn Core
CompetenceCompetence
IndividualIndividualAbility toAbility toPerform anPerform anActivity toActivity to
Aspects /Aspects /DifferenDifferen--tiatorstiators
Sony…Sony…Honda…Honda…Intel…Intel…
ORGANISA ORGANISA ––TIONALTIONALCOMPTECOMPTE--TENCIESTENCIES
JOBJOBCOMPECOMPE--TENCIESTENCIES
PERSONALPERSONALCOMPECOMPE--TENCIESTENCIES
Identify 3Identify 3--4 top compete4 top compete--ncy gapsncy gaps
Identify 3Identify 3--4 Human4 HumanValues that supportValues that supportThose competenciesThose competencies
Identify the elements of Identify the elements of Selected competencySelected competency
Decide the developmentalDecide the developmental
HRHRSystemsSystems
Built aroundBuilt around
H R D H R D DimensionsDimensions [email protected]@gmail.com
copiedcopiedActivity toActivity tostandardstandard
COMPETENCYCOMPETENCY
GAPSGAPS
Decide the developmentalDecide the developmentalActivityActivity
Obtain commitmentObtain commitmentSupport and decide measuresSupport and decide measures
••Training Training ••CoachingCoaching•• Feed backFeed back
Assessment of ‘ Gap filled’ Assessment of ‘ Gap filled’ CompetenciesCompetencies
Match and recycleExtend to other BUs
Mowly / vbc / hr
Built aroundBuilt aroundJob CsJob Cs
Assessing competence via personality questionnaires
mapping scales to competencies
Is patient, sensitive and diplomatic in his/her interactions. Reads others
well and builds rapport quickly. Resolves conflicts and encourages others
to share their views.
Empathy and Interpersonal skills
Competency
H R D H R D DimensionsDimensions [email protected]@gmail.com
Competency Definition
Outgoing
Behavioural
Democratic
Affiliative
Designated Scales
assessing competence via personality questionnaires
Is patient, sensitive and diplomatic in his interactions. Reads others well
and builds rapport quickly. Resolves conflicts and encourages others to
share their views.
Empathy and Interpersonal skills
personality profiling
H R D H R D DimensionsDimensions [email protected]@gmail.com
Outgoing
Behavioural
Democratic
Affiliative
Candidate is assessed and profiled
Specimen Assessment FormatFormat
Competency:
Manage objectives by Aligning Goals and KPIs
Behavioural Descriptors
Knowledge Understanding Skills AttitudeProduct knowledge Client needs &
That there are choices
Critical thinking Evaluation
Client-centered Proactive
- Develops strategic and business plans that support the organization’s goals.
- Inspires a shared vision and creates a compelling mission for the organization - Establishes strong relationships with colleagues across the organization
What is this Competency?
H R D H R D DimensionsDimensions [email protected]@gmail.com
Client needs & preferences The organization The industry…
choices Biases of clients……..
Evaluation Communication Keeping up………..
Proactive Inquisitive Professional Objective Committed Seeks challenges
What do you do that applies to this competency?
1. - Excels at this - it is one the strengths. 2 - Level of knowledge or ability is adequate, needs to excel. 3 - Level of knowledge or ability is adequate in meeting this. 4 - Need to improve in this.
5 - Has little or no training towards this, and needs it
Rating:By Self
By Superior
Records:
Incidents
Instances
Peer rating
360
T & D
Subsystems
for a Middle
Manageme
nt Position.
Here
Training
Assess-
ment
Center
BEI or
360
Outside
Pgms
Mg
mt S
up
po
rt, C
oa
ch
ing
, F
ee
db
ack
H R D H R D DimensionsDimensions [email protected]@gmail.com
Training
Programs
are targeted
to specific
compe –
tencies
Source: DDI Monograph
360
Inside
Pgms
Pgms
Mg
mt S
up
po
rt, C
oa
ch
ing
, F
ee
db
ack