Competency Mapping- Modus Operandi

Research indicates

• 50% of job performance problems are because people are in the wrong job

• 25% of on-the-job performance problems is the inability to identify the ‘gaps’ between the competencies of the person and the job requirements

MACRO COMPETENCY MANAGEMENT

Organizational Strategy

Vision, Mission, Values, Strategic,Intent, Corporate Governance, Corporate Social Responsibility & Ethics

Business Strategy

Business Plan & Goals, CulturePeople, Technology

Role Strategy

Ability, Autonomy, Multiskilling,Task identity, PerformanceEvaluation & rewards and performance development

Teamwork Strategy

Leadership, CommunicationConflict Management, InterpersonalSkills, Project Orientation, Self Managed Teams (SMT)

STRATEGIC FRAMEWORK

Stakeholder Interest

Market Positioning

COMPETENCY MODELING FRAMEWORK

Achieving Business Targets

Employee Satisfaction

Profit Center Orientations

Team Development & Synergy

Performance Accomplishment

Individual Development

COMPETENCY FRAMEWORK

Core Competencies(Organizational wide)

Business Competencies(SBU specific)

Team Competencies(Project driven)

Role Competencies(Role wise)

Competency Framework :Defined

Define Purpose Process Data Build Framework

•Group all of the behaviors and skill sets into competencies.

•Create subgroups, Refine the subgroups, Identify and name competencies.

•Add levels for each competency; Useful when using the framework for compensation or performance reviews.

•Each competency, and the related behaviors will be divided into measurement scales according to complexity, responsibility, scope, or other relevant criteria..

Validate and Revise

•For each item, questions to be asked:

•Is this behavior demonstrated by people who perform the work most effectively?

•Conversely, are people who don't demonstrate this behavior ineffective in the role?

•Is this behavior relevant and necessary for effective work performance?

•Via a simple tick cross online survey. Gets consensus and agreement.

•Once validated, freeze the document

Deliver

•The finalized competency framework.

•To facilitate a workshop for key personnel to communicate and explain the frame work to concerned

•Before we start analyzing jobs, and figuring out what each role needs for success, we will look at the purpose for creating the framework. How WE plans to use it will impact whom we involve in preparing it, and how we determine its scope.

•A competency framework team comprising HR and some line managers. If possible, this should include diversity of our org . It's also important to include long-term needs, so that we can keep the framework updated and relevant.

•Main part which will decide the accuracy of the framework.

•Techniques to collect information will include Observe, Interview people, Create a questionnaire and Analyze the work.

•Besides corporate business plan, strategies, objectives, Organizational principles and Job descriptions, we will look at Regulatory and other compliance issues.

•Raw data will be analyzed and grouped effectively to help organizing the information into larger competencies, when we move on to next step.

Work Scope

Skill identification from Competency Framework

Jacob Erection Engineer

Safety, Efficiency and Speed of Installation

Knowledge of equipment

Safety Standards

Time Management

Maria Billing Manager

Efficiency and Speed of Billing

Knowledge of Billing Accuracy

Time Management

Steve Design Engineer

Cost Effective and Speedy Designs

Product Knowledge

Time Management

Employee/ Job Function/JD

Employee/ Job Function/JD

Desired SkillsDesired Skills

Example

Common Skills : Groups

Identify Common Skills &

Club

Group & Sub Group : Skills

Create Skills Dictionary

Map Competency

Identify Gaps

Convert to Training

Monitor Performance

Remap Competencies

For all skills – which, when summed, will make an efficient organization

Define Levels and assign Competence for each employee based on current function

Map Each employee for Present

and Desired levels Re-map based on grade and

role

Use Identified Absent Skills Present but not up to

desired level

- Measure Effectiveness

- Retention after 6 month

- This could be the best way to make Objective Appraisals which are data not opinion based

Training Customized to plug Identified Gaps

Uniform Training

Competency Mapping is a cyclic process

Leadership

Business Acumen

Business Process

Technical

Work Scope

Grouping & Sub Grouping

Supervising and leading teams

Provide ongoing direction and support to staff.

Take initiative to provide direction.

Communicate direction to staff.

Monitor performance of staff.

Motivate staff.

Develop succession plan.

Ensure that company standards are met

Here's an example of groupings and subgroupings for general management competencies:

Recruiting and staffing

Prepare job descriptions and role specifications.

Participate in selection interviews.

Identify individuals' training needs.

Implement disciplinary and grievance procedures.

Ensure that legal obligations are met.

Develop staff contracts.

Develop salary scales and compensation packages.

Develop personnel management procedures.Make sure staff resources meet organizational needs.

Grouping & Sub Grouping

Continued example of groupings and subgroupings for general management competencies:

Training & Development

Need Analysis

Operation & Deliver of Trainings

Content Management System

Knowledge Management / Vendor Management

Learning Evaluation

Managing Projects

Prepare detailed operational plans.

Manage financial and human resources.

Monitor overall performance against objectives.

Write reports, project proposals, and amendments.

Understand external funding environment.

Develop project/program strategy.

Level Symbol

Level 0

Level 1

Level 2

Level 3

Level 4

Skill 1

Skill 2

Skill 3

Skill 4

Skill 5

Skiil6

Skill 7

Skill 8

Remarks

Name 1

Name 2

Name 3

Name N…

Name

Proficiency Level

Revision Date mm dd yy Skill Group

This will be developed for all N… employees

1. Skills will be grouped and sub groped based on Competencies required for various positions and the job functions2. Competencies will be mapped to decide level of existing skill with each individual3. This will establish Training & Coaching needs 4. Tool to be constantly updated. Can be used for performance evaluation

Sample Skill Matrix : Names – Skills - Levels

Work Scope

Work Scope

An exclusive web page will be created to host the dictionary of

- all skills required for each role

- Level required for each job function

- Training available for each level

- Method measuring your own level : Present and Required

The ETA Skill DictionaryDig

ital O

nlin

e S

up

port

No More Opinion based Appraisals

Check your own Skills level and

get Trained to enhance

No more ambiguity in Promotions

and Rewards

Get an instant Report on your performanceEmployee Achiever

Stressed HR

What’s in it for Me Ultimately any initiative is s as successful as the belief in people to accept and

own it Unless that Value is explained and see n by people – it will not fly off Here are the pay offs for Employees and for the Management

Customized training and professional development.

Ensure people demonstrate sufficient expertise.

Recruit new staff more effectively.

Effective Performance Evaluation.

Efficient skill and competency gaps.

Smooth Succession Planning.

More efficient implementation of change management processes

1

2

3

4

5

6

7

HR Partner

Behavioural Competencies

Revenue Generation

Support Function

SpecialistRevenue

Generation Support Function

SpecialistRevenue

Generation Support Function

SpecialistRevenue

Generation Support Function

Specialist

Customer Service Orientation

Level 5 Level 4 Level 4 Level 4 Level 3 Level 4 Level 2 Level 2 Level 2 Level 2 Level 2 Level 2

Organisational Commitment

Level 5 Level 4 Level 4 Level 4 Level 3 Level 3 Level 3 Level 3 Level 3 Level 2 Level 2 Level 2

Problem Solving Level 4 Level 4 Level 3 Level 2

Business Insignt Level 5 Level 4 Level 4

Flexibility and Adaptability

Level 5 Level 4 Level 4 Level 2 Level 2

Focus on Results Level 5 Level 4 Level 4 Level 4 Level 4 Level 3 Level 3 Level 3 Level 3 Level 2 Level 2 Level 2

Teamwork and collabration

Level 3 Level 3 Level 3 Level 3 Level 2 Level 2 Level 2 Level 2

Leadership Level 5 Level 5 Level 4

Holding People Accountable

Level 4 Level 4 Level 4 Level 4 Level 3 Level 3

Developing Capability Level 5 Level 5 Level 4 Level 5 Level 4 Level 4 Level 3 Level 3 Level 3 Level 2 Level 2 Level 2

Total Competency 8 8 7 6 6 6 6 6 6 6 6 6

ETA ASCON STAR GROUP -BEHAVIOURAL COMPETENCY MAPPING

CompetenciesGenaral Manager Manager / Senior Manager Executive / Sr. Executive Technical / Sales / Administration

Job Family Summary

Unit Category TotalStaff 40Worker 16

ENGG Total 56Staff 42Worker 18

Others Total 60Grand Total 116

Summary of Job Family

ENGG

Others

DET GET Assistant Jr.Executive Sr.Executive Manager Sr.Manager AGM DGM GMRegional Director

Employee Orientation Program (EOP)

Ethics w orkshop

Communication Skills

Customer Orientation

Cross cultural sensitivity

Decision Making Skills

Time Management

Assertiveness Skills

Presentation Skills

Conducting Effective Meetings

Internal Quality Auditors

Quality Management Systems

ISO Aw arness

Successful Team Building

Stores ManagementFinance & Management Control for Non financial Engineers(FAME)

Pre& Post contract Management

Training on Brake overhauling

Elenessa & Nexw ay Training

Project Management

Training on Mitsubishi STD

Trouble shooting

Maintance procedure routine maintenance of elevators & Escalators

Elevator Safety

FIDIC & Contract ManagementElevator Draw ing Reading Skills/Fire fighting Equipment/ CableTesting

Material Management

Primavera

Please note:

programs that can be made mandatory to attendprograms that are recommended for your role

* indicates the program is relevant only if you need to use that particular skillsPeople w ill be invited/nominated to programs that may not be show n here as recommended programs based on their role requirementIn case role demands equipping w ith a skill that is not indicated against role, candidates need to discuss w ith their manager on nomination

ROLE BASED DEVELOPMENT MATRIX BASED ON TRAINING NEEDS IDENTIFICATION FOR ETA MELCO Turkey & CIS

TRAINEES STAFFRoles

Outstanding Examples of Competency Model

• Kier • Balfour Beatty • Morgan Sindall • Royal Bam • Carillion• EC Harris• Honda Motors -18 Competencies• GE – 23 Competencies

Technical Competencies

S.no Jobs Count of Competency

1 Electrical & Instrumentation 59

2 Design 36

3 HVAC 56

4 Plumbing 43

5 MEP Coordination 44

6 Installation 50

7 Testing & commissioning 38

326G.Total

Summary of Competency

Requirement

• Forming Steering Group• JD• Designing Questionnaire• Collecting the results• Analytics

ByIfthiquar Ali Ahmed

dr.ifthiquar@gmail.com