for performance effectiveness

8/14/2019 For Performance Effectiveness

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Learning ObjectivesLearning Objectives Define Competency and recognize its fit

within all HR practices. Experience building a competency map

as part of a panel of subject matter

experts.

Use a competency dictionary to define

strategic and functional competencies.

Overview the competency mapping

process.


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Training Norms

Mobile phones OFF!

Be on TIME

Participate!

REWARDS


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Brief Historical &Brief Historical &

Theoretical BackgroundTheoretical Background


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Brief History:Brief History:

A Precursor of CompetencyA Precursor of CompetencyModelingModeling

1950s: John Flanagan

1954 establishedCritical Incidents Technique as a

precursor to the key methodology used in rigorouscompetency studies

significant behavioral events that distinguish

between average and superior performers. It is Flanagans critical incidents technique that

sixteen years later inspires David McClelland to

discover and develop the term of competency.


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The Concept of CompetencyThe Concept of Competency

1970s: Testing for Competence Ratherthan Intelligence (McClelland, 1973)

Competency: an underlying characteristic of aperson which enables them to deliver superiorperformance in a given job, role, or situation.

Not biased

Can be learned and developed over time

Implication: If competencies are made visible andtraining is accessible, individuals can understand

and develop the required level of performance.


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Competency ModelingCompetency ModelingMaturesMatures

1980s: Certain characteristics or abilities ofthe person enable him or her to demonstratethe appropriate specific actions. (Boyatzis,Richard E. The Competent Manager: A Model forEffective Performance. New York: Wiley, 1982, p. 12). the first empirically-based and fully-researched book on

competency model developments specific behavior and clearly defined performance outcomes

like Flanagan, stressed importance of systematic analysis incollecting and analyzing examples of the actual performance of

individuals doing the work behavioral event interview (BEI)


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TODAY!TODAY!34 years after the firstcompetency model, more than

half of the Fortune 500

companies are using competencymodeling.


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Concepts of CompetencyConcepts of Competency


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Competencies areCompetencies are

INPUTSINPUTS

They consist of clusters ofknowledge, skills, and personal

attributes that AFFECT anindividuals ability to PERFORM.


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CompetenciesCompetencies

DistinguishDistinguishExemplaryExemplary PerformersPerformers

fromfrom

AverageAverage PerformersPerformers


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Components ofComponents of

CompetencyCompetency

1. Skill capabilities acquired through practice.

2. Knowledge

understanding acquired through learning.3. Personal attributes

inherent characteristics which are brought to the job

4. Behavior The observable demonstration of some competency,

skill, knowledge and personal attributes attributed toexcellent performance.


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Competencies:Position a new product

introduction so that it isclearly differentiated in

the market

Knowledge:Understand market

pricing dynamics

Skill: Set up newProduct

introduction

project

Figure 1. Competency ComponentsFigure 1. Competency Components


Knowledge

Personal

Motives

Skills

Competency:Uses an understanding of

market pricing dynamics

to develop pricing models

Competency:

Meets all commitments

in a timely mannerPersonal Motives:

Achievement wants to do an excellent job.


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Competency Flow ModelCompetency Flow Model

Personal

Attributes/Motives

Knowledge

Skills

Competency

Observable Behaviors

Job PERFORMANCE

Competencies are to performance what DNA is to people.


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Type of CompetencyType of Competency

1. Employee Core Competency2. Managerial Competency

3. Technical/Functional Competency4. Personal Attribute


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Job description looks at whatwhat.

elements of the jobselements of the jobs and defines the

job into sequences of taskssequences of tasks

necessary to perform the jobnecessary to perform the job

Competency model focuses on howhow.

studies the people who do the jobthe people who do the job

well (well (STARsSTARs)), and defines the job in

terms ofthe characteristics andthe characteristics andbehaviors of these peoplebehaviors of these people..

Job Description vs.Job Description vs.

Competency ModelCompetency Model


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What is aWhat is a

Competency Model?Competency Model?


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Competency ModelCompetency Model

A set of competencies necessary forsuccessful performance in a

particular job or job family.

Driven by organizations strategy.


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Competency Model FrameworkCompetency Model Framework

Vision & Mission

Core capabilities

Stakeholder requirements

Market realities

Competency Model

BUSINESS STRATEGY

Success Factors

Behaviors

Competency Requirements

SkillKnowledge

Attributes


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The Competency ContinuumThe Competency Continuum

OneOne--SizeSize Full ModelFull Model

FitsFits--All ModelAll Model

e.g.

core

for all

PersonalPersonal

AttributesAttributes

e.g. group,

family or role

competencies

Abilities/Abilities/

SkillsSkills

competenciesdown to the

job level

KnowledgeKnowledge


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A DIAGNOSTIC MODEL TO DEFINEA DIAGNOSTIC MODEL TO DEFINE

COMPETENCIESCOMPETENCIES

Existing Behavior Targeted Behavior

PartnerAdversary

Consulted with"Sold to"

CUSTOMER FOCUS

People "involved," listened to pPeople "told"

Extensive sharingLimited sharing

MultidirectionalTop-down

COMMUNICATION

Decisive consensusUnilateral action

"Follow my example""Do what I say"

Coach and role modelManage and supervise

Inspire goal achievementCommand and control

LEADERSHIP


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SAMPLE CORE IDEOLOGIES OF SELECTED COMPANIES

American Express Co.: customer service, reliability, initiativeThe Boeing Co.: leading edge, pioneers; challenges and risks; product safety andquality; integrity and ethics; aeronauticsCiticorp: expansionism; being out front (best, innovative); autonomy and

entrepreneurship; meritocracy; aggressiveness and self-confidence

General Electric Co.: technology and innovation, balance among stakeholders,responsibility and opportunity, honesty and integrityHewlett Packard Co.: technical contribution, respect and opportunity for HP people,contribution and responsibility, affordable quality, profit and growthProcter & Gamble Co.: product excellence, self-improvement, honesty and fairness,respect for individual3M Corp.: innovation, integrity, initiative and personal growth, tolerance for honestmistakes, product quality and reliability, problem solvingWal-Mart Stores Inc.: value to customers; buck conventional wisdom; partnership withemployees; passion, commitment, enthusiasm; run lean; pursue high goalsWalt Disney Co.: no cynicism; consistency and detail; creativity, dreams, imagination;"magic"; "bring happiness" and "American values"


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SHARED COMPETENCIESIDENTIFIED IN A 10-COMPANY

SAMPLE

CompetencyFrequency

of Use

Customer Focus 8Communication 7Team orientation 6Technical expertise 6Results orientation 6

Leadership 6Adaptability 5Innovation 5


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Design DecisionDesign Decision

1. Context2. Level of Orientation

3. Level of Complexity4. Linked to Strategy

5. Company Specific

6. Flexible

7. Future Oriented


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Design DecisionDesign Decision1. Context

What does a superior performer look like in aspecific setting?

effective competencies are linked to a particular

organizational target or goal. the design of models may be geared toward:

the total organization (e.g., core competencies or values)

an entire function (e.g., finance, human resources) a specific role (e.g., HR generalist)

a specific job (e.g., compensation analyst)


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2. Level of Orientation Will the model reflect future or current

job requirements.


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Design DecisionDesign Decision3. Level of Complexity

The length of models and the degree ofcomplexity and detail described inbehavioral indicators.

Number one reason competency initiativesfail.

Provide a simple framework to users in atimely manner.

80-20 rule

20% of behaviors that drive 80% of excellentperformance.


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Design DecisionDesign Decision4. The model should be linked to strategy

Effective competency models support and contributeto the company's and the function's strategy andgoals.

For instance, if a goal of the company is totranscend functional barriers, the model needs todescribe the behaviors that demonstrate thatcompetency.

If goal is all employees communicate and worktogether effectively, the model should describe thebehaviors that demonstrate that competency.


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Design DecisionDesign Decision5. The model should be company-specific

Unlike many job descriptions, competencymodels are not easily transferable.

Competencies are determined by thecompany's unique characteristics: Culture

Strategy Size

industry


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Design DecisionDesign Decision6. The developed model should be flexible

May use as performance management tool with

enough detail to distinguish between employees

at different levels of proficiency.

Yet flexible enough to accommodate differing

approaches to success, simple enough to be

easily understood, and readily adaptable to

changing business environments.


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7. The model should be future-oriented Forward-looking perspective stimulates

organizational change.

Articulate how the job is evolving and willbest be performed in the future.

Increases model's shelf life Ensures employees have enough time to

understand and to develop.


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Firm Core Competence andFirm Core Competence and

Employee Core CompetenciesEmployee Core Competencies

FIRM

Strategic strength, the

essence of what makes

one firm competitive in its

environment

McDonalds: production

and delivery speed.

Microsofts: user friendlysoftware.

translated into

EMPLOYEE McDonald (production

and delivery speed)

all McDonald employeesshould generate

competencies that reflect

these core competencies.


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A Holistic ApplicationA Holistic Application

Help companies raise the bar forperformance expectations

Help managers align subordinatesbehaviors with key organizational

strategy

Each employee understands how to

achieve expectations


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Developing aDeveloping a

Competency CatalogueCompetency Catalogue


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Stages of Competency CatalogueStages of Competency Catalogue

DevelopmentDevelopment

Stage 2

Identifying

Competency

Components

Stage 2

IdentifyingCompetency

Components

Stage 3

Developing

Competency

Catalogue

Stage 3

DevelopingCompetency

Catalogue

Stage 4

Developing

Competency

Profile

Stage 4

DevelopingCompetency

Profile

Stage 1

Conducting

Competency

Workshop

Stage 1

ConductingCompetency

Workshop


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introduce the concept of competency deciding the scope of competency

project

Stage 1

Conducting

CompetencyWorkshop

Stage 1

Conducting

CompetencyWorkshop


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Stage 2

Identifying

CompetencyComponents

Stage 2

Identifying

CompetencyComponents

Stage 2a: Identifying Employee Core Competencies

possessed by all employees regardless of their functions.

Review business vision and strategy

Identify Employee Core Competencies (behaviors) toachieve strategy

Stage 2b: Identifying Job Relevant Competencies

Relevant to each existing function/job/role.

Determine and understand the nature of the

job/role/position to be analyzed.

Conduct focus group discussion


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What is the Secret toWhat is the Secret toSuccess?Success?

What characteristicsmost distinguish a star

sales person from anaverage one?

Discuss and select 8competencies of a star


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Stage 3

Developing

CompetencyCatalogue

Stage 3

Developing

CompetencyCatalogue

Conduct behavioral event interview to identifybehavior indicators.

Define the competency with a description which

includes the previously identified behavior indicators Scale each identified behavior indicator from lower to

higher levels of performance.

Validate and confirm the matrix of competencycatalogue with key stakeholders


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Stage 4:

Developing

CompetencyProfile

Stage 4:

Developing

CompetencyProfile

Define number of positions to be reviewed Identify roles and responsibilities of each position

(JD or JA)

Establish competency matrix: match the roles andresponsibilities with the competencies

Analyze the weight of the roles and responsibilities

as a basis to decide the level of proficiencies.


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They donThey dont actually do anything. I just like the wayt actually do anything. I just like the waythey make me feel.they make me feel.


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What CompetencyWhat Competency--BasedBased

Management does, inManagement does, incontrast, is connect thesecontrast, is connect these

pulleys and leverspulleys and levers -- totoconnect our various HRconnect our various HR

processes.processes.


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Alignment of HR SystemsAlignment of HR Systems

Recruitment & Selection

Performancemanagement

Compensation

Training &Development

CompetencyCompetencyModelModel

ADVANTAGESADVANTAGES


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Links HR activities through a common

language

Reflects the values and mission of the

organization

Establishes clear expectations - competencies

are observable and measurable

Facilitates employee development

Streamlines HR activities

ADVANTAGESADVANTAGES


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Competency BasedCompetency Based

RecruitmentRecruitment

Competency based interviews reducethe risk of hiring mistakes and

increase the likelihood of identifying

and selecting the right person for theright job.


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First, we compose a profile on your personalFirst, we compose a profile on your personalhabits, traits, basic attitude and job skills. Then we tryhabits, traits, basic attitude and job skills. Then we try

to match you with a supervisor who wouldnto match you with a supervisor who wouldnt bet beaffected by itaffected by it


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Competency basedCompetency based

Performance AppraisalPerformance Appraisal

Establishment of clear highperformance standards

Collection and proper analysis of

factual data against set standards

Conduct objective feedback meetings

Clear direction in regards to specificareas of improvement

CBPM SCALECBPM SCALE


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CBPM SCALECBPM SCALE0 - Cannot Rate - Insufficient information to assess

1 - Introductory - Little or no knowledge/proficiency.

Rarely demonstrates. Needs significant development.

2 - Basic - Basic knowledge/proficiency. Sometimes

demonstrates. May need development.

3 - Proficient - Knowledgeable/proficient. Usually

demonstrates. Little development required.

4 - Very Proficient - In-depth knowledge/proficiency.

Demonstrates most of the time. No development required.

5 - Mastery- Expert knowledge/proficiency.


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TrainingTraining

CB PM leads to effective identification oftraining needs

Identify/develop targeted trainingprograms focused training investment

Focused training enables improvementin specific and aligned technical and

managerial competencies


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DevelopmentDevelopment

Gives individual the tools to take

responsibility for their own development.

Gives line manager a tool to empowerthem to develop their people.


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CompensationCompensation

Provides an incentive for employees

to grow and enhance their abilities.


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Review

Evaluations Thank You!

ClosingClosing

for performance effectiveness

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