Hello Everyone! I've started this thread to know the real time experiences from HR professionals of implementing a Competency based HR framework. Please share your experiences in terms of functions integrated to Competency Model, How did you implement it, What were the obstacles for the same, What are the actual benifits you have got. Please also share best practices regarding this and if possible mention the name of organization.
Thanks...
From India, Aurangabad
Thanks...
From India, Aurangabad
Dear Mrun29,
I think such posts do not get many responses for two reasons. One, the blogger fails to say why (s)he is asking the question and, two, fails to give her/his own experience. May I also kindly know, why you want to know the name of the organization?
From United Kingdom
1624I think such posts do not get many responses for two reasons. One, the blogger fails to say why (s)he is asking the question and, two, fails to give her/his own experience. May I also kindly know, why you want to know the name of the organization?
From United Kingdom
Dear Nashbramhall,
Thanks for the analysis of why there are no replies for this post. Welll why I am putting this question across citehr is, when searched for this particular subject I found many theorotical discussions which consisted of many presentations, dictionaries etc. but there was no material available on how it was practically implemented, best practice about this in Industries, practical problems etc. At our organization we are initializing this process so need to know about it. As you may refer that the mention of the name of the organization is optional and I've written "if possible". Its just to know what practices are the companies worlwide using? But just describing the experiences will also be great value addition for all members.
Regards
From India, Aurangabad
Thanks for the analysis of why there are no replies for this post. Welll why I am putting this question across citehr is, when searched for this particular subject I found many theorotical discussions which consisted of many presentations, dictionaries etc. but there was no material available on how it was practically implemented, best practice about this in Industries, practical problems etc. At our organization we are initializing this process so need to know about it. As you may refer that the mention of the name of the organization is optional and I've written "if possible". Its just to know what practices are the companies worlwide using? But just describing the experiences will also be great value addition for all members.
Regards
From India, Aurangabad
Dear Mrun,
Practical application of competency mapping is simply great if appropriate steps are taken with the support of the management and the members involved in the mapping process. I have done about 6 major projects and from which may be i can give you a glimpse. As it is a elaborate process, i shall put it into a nutshell;
1. The first step is to identify the key job related skills and behavioral skills essential for the position. Say for eg., A HR Manager needs the following job skills:
Ability to handle recruitment, training, salary and compensation, factories act, standing orders and rules oft he zone as per govt norms, etc., etc.,
The behavioral skills required will be Patience, ability to seek information, inspire and spread confidence, Team player, Assertiveness, Ability to influence people, Managerial skills which include - Planning, Time mgmt & control, Communication, Coordination,etc., Take initiatives, Problem solving and analytical ability, etc.,( This is the competency set - partially)
2. Once this is clear, the next step is to assess the individual either by a psychometric test, or by a personal interview or both. At times through role play or business case study etc., the behavioral pattern can be evaluated. Say in one of my experience a HR Manager was good in the job skills but extremely poor in interpersonal skills. He always suspected everyone and kept a watch on others and took complaints on the character and the malpractices (minor issues like being late after lunch, or chatting with colleagues, etc.,) of the person, to the management. He was interested in these petty issues instead of solving them. This aggravated and lead to displeasure of the individuals who were not happy when their privacy was trespassed.
3. Now, what should be done is that a map of all the required skills are rated and the shortcomings have to be either given through training (This how we need to truly identify the training needs of the individual), or identify the best possible job with the skills he/she has. In the case of the above example the person was made Manager inward and outward ( In a spinning mill with about 20 trucks coming and leaving and they had their own fleet of 25 vehicles and a petrol station inside the factory) and his job now was to identify all the vehicles and visitors who come to the factory and keep vigil on transport logistics report. He became most effective and was appreciated for his work.
I have tried to make the explanation short, and hope it conveys the meaning.
A word of caution while doing this assignment is that;
1. Make all the competencies explicit and clear and take the acceptance of the individual on the pros and cons of the evaluation. Please ensure there is no policy of throwing out people but making them more effective in the system is the objective of competency mapping.
2. When giving a feedback on the shortcomings or weakness, make it as polite as possible and do not dwell much on it as nobody likes to listen to their inabilities. This is the most difficult task of all as many may not be convinced.
In case you require further details, you can call me.
Nalina.K
09952419530
.
From India, Tiruppur
Practical application of competency mapping is simply great if appropriate steps are taken with the support of the management and the members involved in the mapping process. I have done about 6 major projects and from which may be i can give you a glimpse. As it is a elaborate process, i shall put it into a nutshell;
1. The first step is to identify the key job related skills and behavioral skills essential for the position. Say for eg., A HR Manager needs the following job skills:
Ability to handle recruitment, training, salary and compensation, factories act, standing orders and rules oft he zone as per govt norms, etc., etc.,
The behavioral skills required will be Patience, ability to seek information, inspire and spread confidence, Team player, Assertiveness, Ability to influence people, Managerial skills which include - Planning, Time mgmt & control, Communication, Coordination,etc., Take initiatives, Problem solving and analytical ability, etc.,( This is the competency set - partially)
2. Once this is clear, the next step is to assess the individual either by a psychometric test, or by a personal interview or both. At times through role play or business case study etc., the behavioral pattern can be evaluated. Say in one of my experience a HR Manager was good in the job skills but extremely poor in interpersonal skills. He always suspected everyone and kept a watch on others and took complaints on the character and the malpractices (minor issues like being late after lunch, or chatting with colleagues, etc.,) of the person, to the management. He was interested in these petty issues instead of solving them. This aggravated and lead to displeasure of the individuals who were not happy when their privacy was trespassed.
3. Now, what should be done is that a map of all the required skills are rated and the shortcomings have to be either given through training (This how we need to truly identify the training needs of the individual), or identify the best possible job with the skills he/she has. In the case of the above example the person was made Manager inward and outward ( In a spinning mill with about 20 trucks coming and leaving and they had their own fleet of 25 vehicles and a petrol station inside the factory) and his job now was to identify all the vehicles and visitors who come to the factory and keep vigil on transport logistics report. He became most effective and was appreciated for his work.
I have tried to make the explanation short, and hope it conveys the meaning.
A word of caution while doing this assignment is that;
1. Make all the competencies explicit and clear and take the acceptance of the individual on the pros and cons of the evaluation. Please ensure there is no policy of throwing out people but making them more effective in the system is the objective of competency mapping.
2. When giving a feedback on the shortcomings or weakness, make it as polite as possible and do not dwell much on it as nobody likes to listen to their inabilities. This is the most difficult task of all as many may not be convinced.
In case you require further details, you can call me.
Nalina.K
09952419530
.
From India, Tiruppur
Dear Nalina,
Thanks for your comprehensive reply. In the same context I would like to ask a few things:
1. Whether we should start with the job analysis process or work along with the existing JD's to assess job specific competencies?
2. What kind on psychometric tests can we use to map the competencies?
3. How to overcome the resistance of line managers that might occur during this process?
4. Any specific interviewing tips for conducting a competency mapping interview?
Best Regards,
Mrunmayi Tagare, PHR
From India, Aurangabad
Thanks for your comprehensive reply. In the same context I would like to ask a few things:
1. Whether we should start with the job analysis process or work along with the existing JD's to assess job specific competencies?
2. What kind on psychometric tests can we use to map the competencies?
3. How to overcome the resistance of line managers that might occur during this process?
4. Any specific interviewing tips for conducting a competency mapping interview?
Best Regards,
Mrunmayi Tagare, PHR
From India, Aurangabad
Dear Mrunmayi,
Good to see some interest with the sincerity to the project. Now for your questions the answers are given below:
1. Whether we should start with the job analysis process or work along with the existing JD's to assess job specific competencies?
Start with both the JD and the analysis of the behavioral skills required to perform the job. List them in the order of their importance and
give weightage to the skills. For example For a accounts as a function- the functional skills( competencies) required will be;
Accuracy, Cost control, Time management, Analytical - Data handling with statistical tools, Presentation of data for various mgmt needs, ,
Guide the management on Profit orientation, through statistical proofs, Commitment, Integrity and reliability towards confidential information
relating to banks, interests, loans, stocks and profits.
For example, Now, say for two positions in the accounts department, how the above varies
Accounts officer - middle management, and Accts Manager given as an attachment ( Please note that the weightage is arbitrary and can be
changed based on the working environment)
2. What kind on psychometric tests can we use to map the competencies?
There are many psychometric tests available and use the one which is simple and make it vernacular to avoid confusion or misunderstanding.
The most important thing is not just conducting the tests, but in making a valid interpretation. This comes with experience or trial and error
( We normally do pilot tests and evaluate and ask the known set to comment on the evaluation done. This will ensure the test is apt).
3. How to overcome the resistance of line managers that might occur during this process?
This is the most difficult part, as i have already indicated. The genuine and committed individuals will be very happy in subjecting themselves to the test. The one's who resist have to be addressed on their fear and sometimes use the example of those who are willing to take the test and keep reiterating
that "There is no one with complete positive qualities and there is nothing to worry and the failure to employ a person rightly is the mistake of the HR department" - In a way blaming yourself, which normally helps in bringing people together.
4. Any specific interviewing tips for conducting a competency mapping interview?
Make sure you have the required comfort on either side, on asking questions which are mildly stressful to ascertain their qualities. Never rush. Remain patient until the interviewee is able to open up with confidence. Ensure you maintain integrity on the disclosure which is too personal. Have a watch on the body language
Never use any word or statement which is derogatory and never exchange views that can make the person loose trust on you. Loosing trust can be the worst damage.
So Good luck to succeed and Take care.
Thanks,
For any queries, contact,
Nalina.R
09952419530
From India, Tiruppur
Good to see some interest with the sincerity to the project. Now for your questions the answers are given below:
1. Whether we should start with the job analysis process or work along with the existing JD's to assess job specific competencies?
Start with both the JD and the analysis of the behavioral skills required to perform the job. List them in the order of their importance and
give weightage to the skills. For example For a accounts as a function- the functional skills( competencies) required will be;
Accuracy, Cost control, Time management, Analytical - Data handling with statistical tools, Presentation of data for various mgmt needs, ,
Guide the management on Profit orientation, through statistical proofs, Commitment, Integrity and reliability towards confidential information
relating to banks, interests, loans, stocks and profits.
For example, Now, say for two positions in the accounts department, how the above varies
Accounts officer - middle management, and Accts Manager given as an attachment ( Please note that the weightage is arbitrary and can be
changed based on the working environment)
2. What kind on psychometric tests can we use to map the competencies?
There are many psychometric tests available and use the one which is simple and make it vernacular to avoid confusion or misunderstanding.
The most important thing is not just conducting the tests, but in making a valid interpretation. This comes with experience or trial and error
( We normally do pilot tests and evaluate and ask the known set to comment on the evaluation done. This will ensure the test is apt).
3. How to overcome the resistance of line managers that might occur during this process?
This is the most difficult part, as i have already indicated. The genuine and committed individuals will be very happy in subjecting themselves to the test. The one's who resist have to be addressed on their fear and sometimes use the example of those who are willing to take the test and keep reiterating
that "There is no one with complete positive qualities and there is nothing to worry and the failure to employ a person rightly is the mistake of the HR department" - In a way blaming yourself, which normally helps in bringing people together.
4. Any specific interviewing tips for conducting a competency mapping interview?
Make sure you have the required comfort on either side, on asking questions which are mildly stressful to ascertain their qualities. Never rush. Remain patient until the interviewee is able to open up with confidence. Ensure you maintain integrity on the disclosure which is too personal. Have a watch on the body language
Never use any word or statement which is derogatory and never exchange views that can make the person loose trust on you. Loosing trust can be the worst damage.
So Good luck to succeed and Take care.
Thanks,
For any queries, contact,
Nalina.R
09952419530
From India, Tiruppur
Dear Mrunmayi,
It is pleasure to answer queries, relating to core HRM. I am passionate and a strong believer of "PEOPLE" as the most wonderful resource in any organization, as they are the most simple and the most complex to understand as they can behave differently in different situations with different people around them. They can make wonders if rightly handled or bring things to halt when troubled.
This is the key to any HR assignment. Some of my experiences worth sharing, are
1. There has been several occasions were the psychometric test and the personal interview did not correlate to the behavior of the person. Under such circumstance some investigation has to be done. Or should take time to evaluate with an in-basket training -i.e., on the job behavior.
2. There are certain profiles of JD which require behavior at cross-roads, for example: A Branch manager of an agricultural bank has to be both kind when dealing with small farmers for loans and at the same time remain tough as they are habitual defaulters and reluctant in repaying the loans. In such cases you might have to design your own psychometric tests. In many cases kind and patient leaders/ managers will make the environment pleasant but will destroy the same with their complacence. Striking a balance is essential.
3. Senior professionals with technical skills often do not give importance to suggestions from juniors, which is the fear of loosing their position. This is one behavior which cannot be identified through psychometric tests, Sometimes they are too clever and present the suggestion as theirs by throwing the junior out, or bring a BIG consultant who will work hands in glove to establish the new technology or process changes required and will be projected as if things would not happen without such a Head.
With respect to changes in portfolio, after the mapping of competencies there can be a good level of resistance and drama, which at times has to be dealt patiently. At times can be highly humiliating with politics in the environment. Determination and Courage is required to succeed. Building trust is the key to success in these assignments.
If trouble is created by some influential person in the structure, it is not easy to deal with, as there will be very high support from the management for that person and touching such issues can be volcanic.
Some of my points above can be very disturbing but,an experience is a builder of mental strength, so don't get worried.
Apologies, if any of my point is hurting any individual.
Thanks,
Nalina
From India, Tiruppur
It is pleasure to answer queries, relating to core HRM. I am passionate and a strong believer of "PEOPLE" as the most wonderful resource in any organization, as they are the most simple and the most complex to understand as they can behave differently in different situations with different people around them. They can make wonders if rightly handled or bring things to halt when troubled.
This is the key to any HR assignment. Some of my experiences worth sharing, are
1. There has been several occasions were the psychometric test and the personal interview did not correlate to the behavior of the person. Under such circumstance some investigation has to be done. Or should take time to evaluate with an in-basket training -i.e., on the job behavior.
2. There are certain profiles of JD which require behavior at cross-roads, for example: A Branch manager of an agricultural bank has to be both kind when dealing with small farmers for loans and at the same time remain tough as they are habitual defaulters and reluctant in repaying the loans. In such cases you might have to design your own psychometric tests. In many cases kind and patient leaders/ managers will make the environment pleasant but will destroy the same with their complacence. Striking a balance is essential.
3. Senior professionals with technical skills often do not give importance to suggestions from juniors, which is the fear of loosing their position. This is one behavior which cannot be identified through psychometric tests, Sometimes they are too clever and present the suggestion as theirs by throwing the junior out, or bring a BIG consultant who will work hands in glove to establish the new technology or process changes required and will be projected as if things would not happen without such a Head.
With respect to changes in portfolio, after the mapping of competencies there can be a good level of resistance and drama, which at times has to be dealt patiently. At times can be highly humiliating with politics in the environment. Determination and Courage is required to succeed. Building trust is the key to success in these assignments.
If trouble is created by some influential person in the structure, it is not easy to deal with, as there will be very high support from the management for that person and touching such issues can be volcanic.
Some of my points above can be very disturbing but,an experience is a builder of mental strength, so don't get worried.
Apologies, if any of my point is hurting any individual.
Thanks,
Nalina
From India, Tiruppur
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Competency-base d HR Management.ppt
Sample Competency Based Interview Questions.doc
Competency Based Interviewing Techniques.pdf