competency mapping study
TRANSCRIPT
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COMPETENCY MODEL
A competency can be defined as the underlying sets of
skills, knowledge, personal characteristics and abilities
needed to effectively perform a role in the organization
and help the business to meet its strategic objective.
The roots of competency modeling date as far back as
the early 1900s but these models have become widely
popular these days.
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Skills + Knowledge + Ability
=
Competency
=
Observable Behavior
=
Effective Outcomes[Performance on Job]
=
Strategic Success Modeling A Competency Model
WHAT IS COMPETENCY MODEL
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WHAT IS COMPETENCY MODEL
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ASSESS is a state-ofart windows, internet based expert
system that produces psychological evaluations for use in
the business environment. These judgments have been developed by Bigby, Havis &
Associates (BHA) experience in assessing over 35,000
managerial and professional candidates The ASSESS Personality Battery contains 350 items
measuring more than 20 personality attributes
Base ofSimbhaoli Competency Model-ASSESS
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The ASSESS PersonalitySurvey measuresa numberof personality
traitsand characteristics which can impacta person'sjob performance.
Providesdescription on 3 characteristics ofa candidates :
ThinkingStyle
WorkingStyle
RelatingStyle
(Refer SSM Competency Library on next page)
Keep in mindthat forpersonality characteristicslow scoresare not
necessarily badandhighscoresare not necessarilygood. The
significance ofthescore depends on what is needed in the job.
THE ASSESS PERSONALITY SURVEY
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The ASSESS SSM Competency Library
The ASSESS Strategic Success Model Builder uses 38 competencies grouped into threegeneral areas: Thinking, Working and Relating. Company-specific success models or
success models tailored to a job or job class are usually constructed from 5-10 of these
competencies with some drawn from each general area.
Thinking Working Relating
Visioning orInnovation*
In-Depth Problem
Solving And Analysis
or
Decisive Judgment*
Championing Change
or
Adapting to Change*
Planning And OrganizingDriving For Results
Or
Delivering Results*
Quality Focus
or
Continuous Improvement
Or
Policies, Processes and Procedures*Safety
Customer Focus
Or
Customer Service*
Resilience
Teamwork andCollaboration
Influencing And Persuading
Or
Persuading to Buy*
Managing Others or
Team Leadership*
Coaching And Developing
OthersMotivating Others
Organizational Savvy or
Relationship
Management*
Negotiation or
Conflict Management*
Interpersonal
Communication
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Theyare observable ormeasurable skills,knowledge,and
abilities.
TheseSKAs(skills,knowledge,attitude) mustdistinguish
between superior/highand otherperformers.
MAJOR COMPONENTS
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Itsendsastrong messageaboutthe
- specific knowledge,
- skills,
- capabilities,- attitudesand behaviorsthatareimportant.
Suchan organization recognizesthat buildingintellectual capitaland
maintaining core competenciesarekeyto achievingsustained
success,anditis willingto maketheinvestmentrequiredto supportcontinuouslearninganddevelopmentasa businessstrategy
FOR AN ORGANISATION
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WHAT COMPETENCIES CAN DO
Translatestrategic direction into action
Clarify behaviorsthatsupportimportantvaluesand principles
Establishstandards ofexcellencethataresharedacross functionsand boundaries
Focuslearninganddevelopment on theachievement of business outcomes
Providea basis forongoing performance feedbackanddevelopment
Identifyemergingvs.decliningskillsetsto help facilitate organizationaltransitions
Acceleratedevelopment ofalearning culture
Facilitateself-directedlearningand careerdevelopment forenhancedemployability
Identifyandleveragehigh performers or"competency carriers"
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WHAT COMPETENCIES CAN'T DO
Describeeverytechnicalskillin detail
Reduce performance feedbackto numbers
Replacethe need forperformance feedbackand
coaching
Serveasajob description
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SIMBHAOLI SUGARS COMPETENCY MODEL
A two day workshop on Strategic Success Modeling from 25th 26th
April 2005 was conducted. The participants of the workshop were the
Senior & Middle Level Managers from the two Sugar units
Simbhaoli and Chilwaria and from the Simbhaoli Distillery unit. In all
28 executives participated during the two days.
M/s Lakshya HRITSS Pvt, Ltd Chennai along with their Strategic
Partners M/s CareersIndia Pvt Ltd, Chennai, facilitated the workshop.
Cluster of jobs in the organization were identified
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JOB CLUSTERS & GROUP PARTICPANTS
Engineering
K Suresh Babu
US Mishra
HK Dubey
Pritpal Singh
Finance & Sales
AK Agarwal
SM Shastri
Sanjay Kulshrestha
KN Singh
Ved Prakash
Process
AK Srivastava
P.RangaRao
NK Jha
DK Chaturvedi
Gopalkrishnan Iyer
Support Services
SN Mishra
A.K. Dua
IS Bhaita
SudhirKumar
PN Singh
Parminder Singh
VK Teotia
KKTyagi
Distillery
SM Tomar
PS Chauhan
Rajesh Kumar
Neeraj Mehrish
Senior Management
Dr GSC Rao
Sanjay Tapariya
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SIMBHAOLI SUGARS COMPETENCY MODEL
Job Outcomes for the various jobs in the Organization were
identified these were identified through an open house
process.
This approach was adopted to involve participation of
all executives, healthy debates, and arriving at mutual
consensus. The final job outcomes were displayed acrossthe boardroom.
Formation of job groups to identify the behavioral competencies
Sorting Exercise Based on the 38 competencies a minimum of 6and a maximum 8 competencies were identified for each Job
group by group consensus.
Revalidation of the identified 8 competencies by the cross
functional team.
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SIMBHAOLI SUGARS COMPETENCY MODEL
Simbhaoli Competency Development Model defined. The
competency model was created and uploaded by M/s Lakshya
HRITSS and M/s Careers India.
Current incumbent were assesses against the SimbhaoliCompetency Development Model. All the participants took the
online ASSESS test.
Following the two-day workshop M/s Lakshya HRITSS
representatives generated the report for each participant. Following
this the report was interpreted for each participant.
Area of executive development were identified.
Individual development action plan drawn up.
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Attitudinal and behavioral programs initiated.
Followed up on the individual progress as per the development
plan
Workshop again conducted next year (March 2006) for Middle
Level Managers. In all 24 executives participated in this workshop.
The session main focus was to brief the potential middle levelmanagers on The Simbhaoli Competency Model which was
framed during 2005 by the senior managers of the group.
SIMBHAOLI SUGARS COMPETENCY MODEL
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Engineering First Cut
The Simbhaoli CompetencySuccess Model
1. Minimizethestoppages/downtime
2. Smooth functioning ofequipments- Best maintenance by optimizing costand minimum inventory
3. Capacity utilization
4. Minimize Losses/ wastages
5. Optimizeinputs energy conservation, fueleconomy
6. Manpowerutilization (productivity)
7. Safety ofequipment
8. Quality steam, flyash
9. Adoption of new technology/systems/automation
10. Expansion of plant Engg
11. Safety, Environment&Housekeeping
Example
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Minimize the stoppage / down time
Optimum maintenance with minimum cost & inventory
Best (maximize / optimum) capacity utilization (incl: resources,manpower, etc) with minimum losses / wastages
Adoption of new Technology / systems / automation
SHE safety, housekeeping & environment
Back
Engineering Final
The Simbhaoli CompetencySuccess Model
Example
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1. Adapting to Change
2. Planning & Organizing
3. Resilience4. Teamwork & Collaboration
5. Motivating Others
6. Safety
7. FunctionalAcumen
8. Interpersonal Communication
6- 8 cannot be measurable in the test
Engineering Final Competencies
The Simbhaoli CompetencySuccess Model
Example
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Outcomes- Process
First Cut1. Quality of final product
2. Maximizingthe output
3. Minimizinglosses
4. Optimizinginput
5. Convertingsugarinto valueadded products/ productdevelopment6. Adding new technologyto the process
7. Expandingthescale of operations
8. Optimizing/ minimizingtheenergyrequirements
9. Final productsdoubleto the marketrequirement flexibilityas permarketrequirements
10. R&D relatedto processtechnical
11. Housekeeping(Hygiene) &Safety
12. Customersatisfaction
13. Scaling up operations
Example
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Outcomes- Process
Quality ofFinal Product withvalueaddition (incl: R&D
and Technology)
Maximizethe output
Optimizingtheinput
CustomerSatisfaction
SHE safety,housekeeping&environment
Example
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Competencies Identified- Process
1. Innovation
2. In-depth problem solvingandanalysis
3. Planning& Organizing
4. Driving forResults
5. Continuous Improvement
6. CustomerService7. Team Work& Collaboration
8. Motivating Others
Example
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Outcomes Distillery
First Cut
1. Maximum Recovery
2. Quality& cost
3. Input/ output
4. Minimum utilization of fuel/losses
5. Hygiene,Safety, Environment Pollution / waste
6. New Technology/ upgradations
7. MarketReach
8. Expanding
9. CustomerSatisfaction
Example
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Outcomes- Distillery
Plant Efficiency(incl: production parameters,input/
outputandrecovery) Quality of products/ new products/ product
development
Market Expansion
SHE safety,housekeeping&environment
Example
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Competencies Identified- Distillery
1. Innovation
2. Decisive Judgment
3. Adaptingto Change
4. Planning& Organizing
5. Continuous Improvement
6. Persuadingto Buy
7. Motivating Others
8. Safety
8 cannot be measurable in the test
Example
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Outcomes Finance&Sales
First Cut
FINANCE
Fund management
Bookkeeping MIS/Statutory
Compliance/ Asset
Management
Budgetary Control
Cost Control
Management Accounting
SALES
Specific product focus
Bulk Markets
Maximizingrealization
Example
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Outcomes Finance&Sales
FINANCE
Fund Management
Management Accounting
Statutory/ MIS/ Asset Management
Cost Control
SALES
Sales(MarketRealization,etc)
Market(Research/ Expansion / Positioning/ New Markets,etc)
Example
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Competencies Identified Finance&Sales
1. Visioning
2. Decisive Judgment
3. CustomerFocus
4. Planning& Organizing
5. Negotiation
6. Relationship Management
7. Interpersonal Communication
8. Integrity8 cannot be measurable in the test
Example
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- Materials
- Cane- IT
- Legal
- Administration
- Human Resources
SupportServices
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Outcomes SupportServices
First Cut
MATERIALS
1. On timegoodquality
material with minimumcost
2. Material procurementat
therighttimeandright
cost
3. Internal customer
satisfaction
CANE
1. Quality/Variety/Quantity of
raw material
2. Supplierrelationship(farmers)
3. Cost of procurement
transport,labour, cutto crush
4. TimelySupply/arrival
Example
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Outcomes SupportServices
First Cut
IT
1. Integratedsystem ERP
2. Networking/ PC Mgt
LEGAL
1. Standardization oflegal
formats
2. Interface oflegalexperts
3. Soundlegal practices within
the organisation
4. Continuous pursuance of
legalissues
Example
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Outcomes SupportServices
- First Cut
ADMINSTRATION
1. Effective Mgt of Internal/
Externalinterfaces
HR
1. Align peopleto business
strategy
2. Organisation Development
3. Implementation of bestHR
practices&systems
Example
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Outcomes SupportServices
MATERIALS
Timely procurement of material (incl: internal customer satisfaction)
CANE Cost procurement (i.e. all types of costs transport, labour, etc incurred)
Quantity / Quality - Cane Management System (Computerization payment tofarmers)
Relationships
Cane Development Strategy
Example
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Outcomes SupportServices
IT
Integrated system ERP solution
Networking / PC Management
LEGAL
Sound legal practices within the organisation
Continuous pursuance of Legal Issues
Example
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Outcomes SupportServices
ADMINISTRATION
Effective management of internal and external
interfaces
HR
Organisation Development (OD) Implementation of best HR practices & systems
Example
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Competencies Identified SupportServices
1. Decisive Judgment
2. Adaptingto Change
3. Planning& Organizing4. Continuous Improvement
5. Resilience
6. Team Work& Collaboration7. Managing Others
8. Coaching& Developing Others
Example