Dear Wowow, Please find herewith the attached files, where it helps you in designing JD and understand competency. Regards, Vani M
From India, Bangalore
22From India, Bangalore
Dear Wowow,
You may follow link below in order to get clarification on how to map competencies and KRA and KPI.
https://www.citehr.com/280802-how-id...-platform.html
In addition try to make groups of these people ex: Department/Section, Position/Designation, similar kind of work etc, sounds easy but is not, then you may arrive at a smaller number for which you have to map competencies.
And one more thing start mapping competencies from top to bottom, i:e, from CEO/MD/CMD > Directors >HOD and down below, this will help to keep your competencies alined to organisations Vision and Mission.
Regards,
Vicky Rathod
From India, Mumbai
You may follow link below in order to get clarification on how to map competencies and KRA and KPI.
https://www.citehr.com/280802-how-id...-platform.html
In addition try to make groups of these people ex: Department/Section, Position/Designation, similar kind of work etc, sounds easy but is not, then you may arrive at a smaller number for which you have to map competencies.
And one more thing start mapping competencies from top to bottom, i:e, from CEO/MD/CMD > Directors >HOD and down below, this will help to keep your competencies alined to organisations Vision and Mission.
Regards,
Vicky Rathod
From India, Mumbai
Hi,
You are approaching it right. The idea is to align organisation Vision, Values and Mission with business results. This is required as we want all employees to do ceratin things in a particular manner which require a level of profeciency in a set of competencies.
Thus organisation structure has to first asnwer the question - Why this role and what are the outcomes expected of this role. In order to do this role what skills and demonstrated behaviours will be required. If this question is answered the rest is coining them as JD, KPI, KRA etc..
With a competency map available then the process is of assesing and developing people to be abLe to do those roles well. This can be attempted through skill programs or behavioural programs.
The competency map itself should be reviewed in 3-5 years time since the business envoirnment is chnaging all the time.
Regards
Saandeep
9810350976
From India, New Delhi
You are approaching it right. The idea is to align organisation Vision, Values and Mission with business results. This is required as we want all employees to do ceratin things in a particular manner which require a level of profeciency in a set of competencies.
Thus organisation structure has to first asnwer the question - Why this role and what are the outcomes expected of this role. In order to do this role what skills and demonstrated behaviours will be required. If this question is answered the rest is coining them as JD, KPI, KRA etc..
With a competency map available then the process is of assesing and developing people to be abLe to do those roles well. This can be attempted through skill programs or behavioural programs.
The competency map itself should be reviewed in 3-5 years time since the business envoirnment is chnaging all the time.
Regards
Saandeep
9810350976
From India, New Delhi
Dear Wowow,
We need to understand there are three different stages:
1.Vision, mission & core values.
Team to sit with: Entrepreneur-either the Chairman, MD, Strategy Head and few associated people.
2.Business process, Jod design & analysis, Job description -this shall bring our job-related skills and behavioral skills, which reflect competency for the job.
Team to sit with: MD, Business Head and departmental Heads.
3.Competency mapping, KRA,KPA & KPI. This shall define and measure the existing staff skills & competency areas.
Team to sit with: Dept. Heads & Line Managers.
These three need to be aligned and implemented.
Implementation: This involves Behavioral skills training (to a large extent), job-related skills (to a lesser extent), re-shuffle of personnel.
Most important-Training needs to start from bottom.
Justification: Entrepreneur has started business from bottom and now sits at the top.
One more thing which I should add-this exercise is iterative; as it needs to be re-aligned every few years and this structural need calls for BSC /tools.
Thank you.
Warm regards.
From India, Mumbai
We need to understand there are three different stages:
1.Vision, mission & core values.
Team to sit with: Entrepreneur-either the Chairman, MD, Strategy Head and few associated people.
2.Business process, Jod design & analysis, Job description -this shall bring our job-related skills and behavioral skills, which reflect competency for the job.
Team to sit with: MD, Business Head and departmental Heads.
3.Competency mapping, KRA,KPA & KPI. This shall define and measure the existing staff skills & competency areas.
Team to sit with: Dept. Heads & Line Managers.
These three need to be aligned and implemented.
Implementation: This involves Behavioral skills training (to a large extent), job-related skills (to a lesser extent), re-shuffle of personnel.
Most important-Training needs to start from bottom.
Justification: Entrepreneur has started business from bottom and now sits at the top.
One more thing which I should add-this exercise is iterative; as it needs to be re-aligned every few years and this structural need calls for BSC /tools.
Thank you.
Warm regards.
From India, Mumbai
Vision and Mission need to be spelt out, documented else everyone has his/her own interpretation. It also needs to be mentioned again and again.
if you want a proof just go out and ask people in any organization. No two answers will be same. (Most of all may not even know if such things existed in their organization)
JUST DOCUMENT THESE IMPORTANT PHILOSOPHIES
if you want a proof just go out and ask people in any organization. No two answers will be same. (Most of all may not even know if such things existed in their organization)
JUST DOCUMENT THESE IMPORTANT PHILOSOPHIES
We seem to be mixing up issues. If the requirement is alignment of individual goals to the organizational objectives & the purpose is to improve accountability at all levels, B S C is the right approach. To achieve this, you need to conduct (through subject experts) multiple workshops, starting initially with a workshop for the senior/ top management to decide the organizational objectives (Financial, Customer, Business Processes, Learning & Growth), and also the initiatives to be launched across the organization to achieve these objectives. Some of these initiatives directly become the goals for specific departments, while others require contribution by more than one department. Thus inter department teams get constituted. This process of allocating initiatives & laying down the measuring yardsticks (KPIs) for each initiative is discussed & decided in the remaining workshops. The eventual outcome is a balanced score card for each function/ department. The functional/ departmental head, thereafter allocates the initiatives assigned to them (or the goals based on these initiatives) to teams/ individuals in their respective domains. Each goal/ KRA/ Initiative is clearly defined in terms of its measurable outcome & the targets to be achieved by teams/ individuals in specific time periods. This completes the alignment process. But to make it operational, Goal Sheets for each employee & an effective on-line tracking system is needed. This can not be done through a manual process. 'EmpXtrack' offers an effective automated tool which is being used internationally by many organizations.
The second aspect is 'employee development' to achieve the assigned goals. This relates to competencies & skills. While skills refer to 'special job skills' required for different job positions, and are more applicable at the workers level, the competency framework applies at the executive/ manager level. A preferred approach is to decide & list out the 'core competencies' while conducting the first workshop on B S C. A definition of each competency needs to be documented in terms of (i) what the competency means (ii) to whom all it is applicable (iii) what is the measure/ KPI for the same and (iv) list of programs which help in developing this competency.
How the above two aspects are related? When an employee is unable to achieve the assigned goals/ KRAs, it becomes necessary to do 'competency gap analysis' so that appropriate 'development plan' can be created & implemented for each employee. An organization with sufficient maturity (whose managers are highly objective and can identify competency gaps in their subordinates) can do this exercise internally through their TNI (training needs identification) process, which may be a part of their PMS (performance management system) or TMS (training management system). 'EmpXtrack' offers the right solution. When the organizations are yet to acquire the desired level of maturity, services of experts in the Assessment & Development Centers (ADCs) are hired to do competency gap analysis. This is an expensive & time consuming exercise, but is always encouraged, especially for the Senior Managers (irrespective of the maturity level of the organization).
Hope the above viewpoint adds some clarity to the issue being discussed.
From India, Delhi
The second aspect is 'employee development' to achieve the assigned goals. This relates to competencies & skills. While skills refer to 'special job skills' required for different job positions, and are more applicable at the workers level, the competency framework applies at the executive/ manager level. A preferred approach is to decide & list out the 'core competencies' while conducting the first workshop on B S C. A definition of each competency needs to be documented in terms of (i) what the competency means (ii) to whom all it is applicable (iii) what is the measure/ KPI for the same and (iv) list of programs which help in developing this competency.
How the above two aspects are related? When an employee is unable to achieve the assigned goals/ KRAs, it becomes necessary to do 'competency gap analysis' so that appropriate 'development plan' can be created & implemented for each employee. An organization with sufficient maturity (whose managers are highly objective and can identify competency gaps in their subordinates) can do this exercise internally through their TNI (training needs identification) process, which may be a part of their PMS (performance management system) or TMS (training management system). 'EmpXtrack' offers the right solution. When the organizations are yet to acquire the desired level of maturity, services of experts in the Assessment & Development Centers (ADCs) are hired to do competency gap analysis. This is an expensive & time consuming exercise, but is always encouraged, especially for the Senior Managers (irrespective of the maturity level of the organization).
Hope the above viewpoint adds some clarity to the issue being discussed.
From India, Delhi
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