ppts for class managerial competency-amity

8/8/2019 PPTs for Class Managerial Competency-Amity

1/94

Managerial Competency andCareer Development (MCCD)

Dr. Ashok Kumar

Professor(HR & OB)Amity Business School

Lucknow


2/94

2

Course Contents

Module I: Introduction to Managerial Competencies Business Service Performance Management and Future

Managers, managerial Competencies. Values for managerialeffectiveness and competencies in career development.Individual career goals and action plan.

Module II: Identification of Career Opportunities in VariousIndustries Industry scenario and identifying career opportunities. Key

position competencies at entry level in different industries andgrowth prospects. Career Recruitment / selection processes invarious industries and companies.

Module III: Career Development Process Diagnostic instruments. Steps in career Development, Career

Counseling. Seeking, giving and receiving face-to-face feedback.Strategies for improving managerial competencies.Opportunities and tactics for developing managerialcompetencies.


3/94

3

Course Contents (Contd.)Module IV: Developing Skills for Career Prospects How to succeed in interviews, Mock interviews and

GDs. Special focus areas. Career Clusters, Role ofMentor in career development. Importance ofEntrepreneurial and leadership skills in careerdevelopment.

Module V: Enhancing Learning through Experience

Sharing Experience sharing of successful industry

professionals, entrepreneurs, alumni and careerspecialists.


4/94

4

Module I-Introduction to

Managerial Competencies


5/94

5

What is Performance?

Performance is what is expected to be

delivered by an individual or a set ofindividuals within a time frame. What is

expected to be delivered could be stated

in terms of results with specification of

conditions under which it is to be given


6/94

6

What is High performance

The ability to get more things

done with the same resources


7/94

7

Giving high performanceis not a quick fix activity.

The whole human system must

be conditioned if performance

is to be high.


8/94

8

There is no law that says anybodyhas to improve. It is all voluntary.

It is only a matter of survival.

- Dr.W.Edwards Deming


9/94

9

What is Competency?Derived from Latin word :Competere means to besuitable.

It is an underlying characteristics of an individualwhich enable him to deliver superior performance in agiven job situation.

It is understood as the relation between human and

work tasks. It is the combination of relevant resources(Knowledge, Skill, Personality traits, Attitude) that theindividual mobilizes to reach to a particular result.


10/94

10

What is Competency ? (contd.)

A cluster of related knowledge, skills,

and attitudes that affects a major part of

ones job, that correlates with

performance on the job, that can be

measured against well-accepted

standards and that can be improved via

training and development including self-

development


11/94

11

Types of Competency Characteristics

Motives

Traits

Self Concept

Knowledge

Skill


12/94

12

Competencies : Iceberg Model

Knowledge

Skill

Behaviour

MotivesTraits

Thought

Identify & Train For

Select For

Attitude


13/94

13

Knowledge General

Functional (specially products/services

including those of competitors)

Job related (specially processes)

THROUGH Examination

Interview


14/94

14

What is Skill?

Ability to do an act

or

action by oneself


15/94

15

One machine can do work of fifty

unskilled men.

No machine can do the work of one

skilled man.


16/94

16

Technical Skill

Ability to use knowledge, methods

techniques and equipment necessary for

the performance of specific tasks.


17/94

17

Managerial Skill

The skills required for a manager to

take actions that will make it possible

for individuals to make their best

contribution to group objectives


18/94

18

Examples of Managerial SkillsSl. No. Skill Possible job title

1. Leadership Common for almost

2. Decision Making any level of executives

3. Communication

4. Time management

5. Inter-personnel effectiveness

6. Developing subordinates

7. Team building /Team working8. Managing discipline

9. Motivating subordinates

10. Co-ordination


19/94

19

Skill Base

It is the level of capabilities of

employees in performing jobs up

to a particular standard


20/94

20

Criticality of Skills

The criticality of skills arises when

the demand for specific skills

exceeds the available skill base

and mostly such skills require

reasonable time and effort to be

acquired.


21/94

21

Steps for Identifying Skill

Gap Top-driven

Joint effort

Line Personnel Training

Identification of Functions / Trade Identification of skill-Function/Trade wise

Category of Gap Current In never future

Identifying Critical Skills Current In near future


22/94

22

The Essential Generic Skills

Resource Management Skills (TimeManagement)

Information Management Skills (DataInterpretation)

Personal Interaction Skills (Teamwork)

Systems Behavior and Performance Skill(Cause-effect Relationships)

Technology Utilization Skills(Troubleshooting)


23/94

23

Listen to what a man says and observe

what he does and how, then will you

know what he is.

- Confucius


24/94

24

Behavior!

What a person actually says and does

Observable and verifiable by others

Behavior is not:

Judgmental conclusions Feelings, opinions, or inferences

Vague generalizations

Statements of future actions

A Statement is not behavioral if one has to ask

How did he/she do that ? How do you know ?, or Whatspecifically did he/she say? in order to understand whatactually took place


25/94

25

Behaviour Assessment Technique

Covering soft measures into hard

targets. Behavior needs to be defined.


26/94

26

BEHAVIROAL ASSESSMENT TECHNIQUES(contd.)

ObserveVerbal and non-verbal,during demonstrationAsk Through proper questioning for factual evidences

Record Factual,verbatim, unbiased, non judgmental,

Classify According to required behaviors only.After demonstration. Each piece of evidencecan only be counted once. Highlight and indicatepositive or negative.

Evaluate Using agreed scoring/ weight


27/94

27

AttitudeAttitudes are evaluate statements-either

favorable or unfavorable-about objects,people, or events.

They have three components- Cognitive-opinion or belief Affective-emotions or feelings Behavioral-intentions to behave in certain

ways

(Companies hire for attitudes, train for skills )Slide show on attitude


28/94

28

How Attitudes are Assessed Psychometric methods

Interviews

Assessment Centres (also behavior)

Exercises (also behavior)

Group Discussions (also behavior)


29/94

29

Values

Enduring beliefs that a specific mode of

conduct or end state of existence is personally

or socially preferable to an opposite or

converse mode of conduct or end state of

existence


30/94

30

Values

Terminal values that represent the goals to be

achieved, or the end states of existence

Examples: honesty, politeness, courage

Examples: happiness, salvation, prosperity

Instrumental values that represent the

acceptable behaviors to be used in

achieving some end state


31/94

31

LAYERS OF MANAGERIAL VALUES

Layer I Core traditional values: deeply held, robustand widely shared

Layer II Individual managerial values: work values,

ethical and other such values anchored to thecore tradition but also in the process oftransition

Layer III Situational values: role dependent valuescontingent upon situational elements of micro-

environmental policies and corporate culture


32/94

32

Work Values

Achievement (career advancement)

Concern for others (compassionatebehavior)

Honesty (provision of accurate

information) Fairness (impartiality)


33/94

33

Two Types of competency

1. Threshold Competencies

2. Differentiating Competencies


34/94

34

Can Do | Will Do Evaluation Chart

Can not do Can do

Will do

Wont do

A B

C D


35/94

35

Identifying CompetenciesIt provides framework for individual

training and development, career

planning and Training Need

Assessment. A clear identification will

help in matching the competencies

with the job profiles


36/94

36

Levels of Competency

Functional competency

Behavioural competency

Managerial Competency

Conceptual Competency


37/94

37

Competency Building ModelIt helps employee to understand

what and how to deliver. Three

ways of developing model:

Job profile

Bhavioural indicators

Evaluating current competency level


38/94

38

Competency Profiling

It is typically a method for

identifying specified skill,knowledge, attitude and behavior

necessary for a task, activity or

career


39/94

39

Competency Mapping

It is process of identifying key competencies

for a job and incorporating these competencies

(manifestation of knowledge, skill,attitude,motivation etc) through out various process

(i.e. job evaluation, recruitment, training

performance management etc) of the organisation.


40/94

40

Methodology for Competency MappingSelect the Departments

Identify Key Functions /Areas/Job Clusters/ Quality Positions / Work Platform

List of the Competency required in each area of the above

Identifying employees occupying the positions

Design format & prepare the test questions

Evaluate the Skill Through on-the-job Performance Evaluate the Knowledge Through Test

Collate Results and Prepare the Capability Matrix

Whether

Competent

ReassessAfter Training

Send the list of Employees Identified

for Training to Sr. Management

Maintain Records of Individual Employees Reassessing their

Competence at least once in two year

No

Yes


41/94

41

Methods forAssessing Competencies

Fact finding

Observation

Performance appraisalFeedback

BEIs

Assessment Centre


42/94

42

Competency Based

Interviewing (CBI)

It is process which gathers actual examples

of behavior of the competency in a givensituation, through appropriate questioning


43/94

43

Competency Assessment

through Assessment Centres All competencies are adequately

represented for assessment through a

minimum of 2 to 3 exercises

Each exercise addresses at least 3competencies


44/94

44

Use of Competency Mapping

Recruitment

Compensation

Appraisal for promotion/selectionTraining and Identification

Self development initiative

Performance diagnostics


45/94

45

Exercise on Self-Audit ofManagerial Competencies


46/94

46

Module II: Identification ofCareer Opportunities in Various

Industries


47/94

47

Broad Classification of

Industries in India

Manufacturing

Service


48/94

48

Manufacturing Industry Nature

-Basic

-Consumer Classification

-Heavy

-Light

Size-Large

-SME

-Cottage


49/94

49

Service Industry Fast growing

-Infrastructure

-Telecom

-ITES

-Health including pharma-Entertainment

-Hospitality

-Travel

Wide scope-Rural market (Retail)-African countries

-Outsourcing


50/94

50

Skills for Manufacturing Technical

Conceptual

Inter-personal

TeamWork

Time Management

Computer Analytical


51/94

51

Skills for Service Time Management

Listening

Persuading Inter-personal

Problem solving

Observing

Creativity and innovation

Analytical


52/94

52

ExercisePart-I I would like to live in a world full of (name 3

things)

1.

2.

3.

Things I would like to do and contribute to others

.. (name 3 things)

1.2.

3.


53/94

53

ExercisePart-II

The most likely positive benefits of my career

option (name 3 benefits)1.

2.

3.


54/94

Module III. Career DevelopmentProcess


55/94

55

A career is defined as the pattern of

work-related experiences that span

the course of a persons life

What is Career?What is Career?


56/94

56

Two Views of Career

1. Career as structural property oforganization.

2. Career as property of individual.


57/94

57

Career Management

It is process by which individuals develop

implement and monitor career goals andstrategies.


58/94

58

Formula of Success Know more than others

Work more than others

Expect less than others

-Shakespeare


59/94

59

Career Development

An ongoing process by which individuals

progress through a series of stages, eachof which is characterised by a relatively

unique set of issues, themes and tasks.


60/94

60

Stages of Career Development (Career

Cluster)

Stage 1: Occupational choice: Preparation

for worth

Stage 2: Organizational entryStage 3: The early career

Stage 4: The Midcareer

Stage 5: The late career


61/94

61

Stage 1: Occupational Choice: Guidelines for

Effective Decision Making.

Development of self awareness

Development of accurate occupational

integration Effective goal setting

Development of career strategies

Skill development

Competence in current activities Self-development for future.


62/94

62

Stage 2:Action During the Entry Process

Development of self awareness

Identification of prospectiveemployees

Effective job interviews behavior

Assessing organizations.


63/94

63

Fundamental of Self-

Development We are responsible for our life

Our thoughts are our choice

We create our own reality

Think, re-think, then think again

Self-esteem is everything

The comfort zone complex

The power of belief

How to change core belief

Have a dream bigger than you


64/94

64

Stage 3: Early Career- Establishment and

Achievement

Individual Actions

o Career exploration and goal setting

o Career strategies: Influencing the environment

o Set Realistic goals Performance and responsibility on the current job

Mobility Paths.

Attaining sponsorship.


65/94

65

The MidcareerIssues

Remaining Productive:

Career Plateau.

Obsolescence.

Becoming bored.

Feeling underused. Being in position for which one is under qualified.

Recognizing that original occupational choice was

inappropriate.


66/94

66

OrganizationalAction During Midcareer

Help employees understand midcareer

experiences.

Provide expanded and flexible mobilityopportunities.

Utilization of the current job.

Encourage and teach mentoring skills.

Training and continuing education.


67/94

67

Individual Actions During Midcareer

Dealing with job loss.

Self assessment.


68/94

68

Late CareerIssues

Productivity.

Preparation forRetirement.


69/94

69

OrganizationalActions During Late Career

Performance standard and feedback.

Education and job restructuring.

Retirement planning programs.

Flexi work patterns.Individual Actions During Late Career.

Acquiring more challenging assignments.

Retirement planning.


70/94

70

The Career Development Process

AssessmentPhase

DevelopmentalPhase

DirectionPhase


71/94

71

The Assessment Phase

Self Assessment Organisational Assessment

Assessment Centres Psychological Testing Performance Appraisals Promotebility

Succession Planning.


72/94

72

The Direction Phase

Individual Career Counseling Information Service

Job posting Skills inventory Career pathsA Career resource centre


73/94

73

The Development Phase

Mentoring Coaching

Job rotation Tuition Assistance Programme


74/94

74

Career Development

Initiatives Career PlanningWorkbooks

Stimulate thinking about careers,

strengths/ limitations, development needs Career PlanningWorkshops

Discuss and compare attitudes, concerns,plans

Career Counseling

Discussing current job activities andperformance, personal and careerinterests and goals, skills, and

career development objectives.


75/94

75

Managing Career Actively Take charge

Dont stop thinking

Think. Then dont hesitate to act Make friends when you dont need them

Watch your value equation like a hawk


76/94

76

Ask yourself Are you adding different dimensions to

your career experience over the years?

Are you becoming too specialized? Are you making measurable difference

to the bottom line?

Are you creating supporters in theorganization


77/94

77

The New Definition of a JobNo body has a regular job anymore. Everyone

is always looking around for the next project,

either where the already work, or somewhereelse , or both.


78/94

78

Competencies for Any Career1. Focus on results

2. Adapt to new situations quickly

3. Manage information4. Think critically

5. Define and redefine and solve problems

6. Communicate well and relate to people

7. Become a great team player8. Negotiate and resolve conflicts

9. Gain computer and internet competence


79/94

79

Six Values and Priorities to

Guide You1. Quality

2. Integrity

3. Fulfillment

4. Well being

5. Connection with others

6. Personal growth

Career Change


80/94

80

Career ChangeOrganizational Assistance

Relocation services

Services provided to an employee

who is transferred to a new location: Help in moving, in selling a home, in

orienting to a new culture, and/or inlearning a new language.

Outplacement services

Services provided by organizations to helpterminated employees find a new job.


81/94

81

LastWords

Dont compare yourself with anyone in

the world. If you do so you are insultingyourself

- Alen Strike


82/94

82

Module IV: Developing Skillsfor Career Prospects

Functions of Front Line


83/94

83

Functions of Front LineExecutives

Micro-planning

Resource Mobilization

Assigning Responsibilities

Developing Individuals

Problem Solving

Decision Making

Managing Human Discipline

Managing Technical Discipline

Building and Motivating Work Team

Monitoring and Controlling

Taking Corrective Actions


84/94

84

Problem Solving

in GroupAgree on PurposeAgree on Purpose

Avoid Group ThinkAvoid Group Think

Generate IdeasGenerate Ideas

Share InformationShare Information

Ensure Inclusion and ParticipationEnsure Inclusion and Participation Encourage ExperimentationEncourage Experimentation

Take DecisionTake Decision


85/94

85

Competencies for

Entrepreneurship and Leadership


86/94

86

The emergence of the entrepreurial

society may be a major turning point

in history

- Peter Drucker


87/94

87

LEADERSHIP

It is an ability to influence

others in such a way that theywillingly and enthusiastically

try to achieve the goals


88/94

88

LEADERSHIP IS DYNAMIC

Whenever the word changes so dramatically,

what characterizes appropriate leadership also

changes

- John Naisbitt,Co-author of megatrends

---- As markets evolve, so does the definition ofleadership

- Fortune Magazine


89/94

89

THE EMERGING CONVERGENCE OF

ENTREPRENEURSHIP AND LEADERSHIP

Entrepreneur

Create animage of

future Embrace change

Action/goal oriented

Learning

Speed

Leader

A MODEL OF ENTREPRENEURIAL LEADERSHIP


90/94

90

A MODEL OF ENTREPRENEURIAL LEADERSHIP

Action Goal

FeedbackChange


91/94

91

SMART MOVES: INTERGRATING CONVETIONALAND UNCONVENTIONAL WISDOM

Breaking the action into:

smaller faster

low-cost, and

feedback rich steps


92/94

92

CHARACTERISTICS OF ENTREPRENEURIAL

LEADER

Learned trait

Opportunity focused Innovation

Continuous Learning

Speed


93/94

93

Module V: Enhancing Learningthrough Experience Sharing


94/94

PANEL DISCUSSION

ppts for class managerial competency-amity

Documents