1. Human Resource Management By Dr. Debashish Sengupta

2. Competency Based Performance Management9
CHAPTER
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3. Key Terms Behavioural Competencies Communication Skill Competency
Competency Based Performance Systems
Competency Buckets
Competency Dictionary
Competency Mapping Process
Functional Competencies
HR Processes
Individual Development
Organizational Strategy
Performance Management System
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4. Competency and Organizational Strategy
Competency based performance systems are thought to be better as they are connected to the strategy that an organization has chartered for itself. The mission, vision, values drive the strategy of an organization. The strategy execution is then drafted in form of departmental and individual objectives. Such objectives help articulate the nature of various tasks in a job, various kinds of job demands and the challenges that are to be confronted to make the strategy successful. This in turn helps identification of competencies required to perform a job successfully.
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5. Competency and Organizational Strategy
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6. Competency and other HR Processes
The Competency Directory is used as a basis for various HR processes.
Recruitment
This Competency Directory is a tool for short listing and selecting the most appropriate candidate by mapping the role competency with the displayed competencies of the candidates.
Performance Management System
The Role Competencies (both Behavioral and Functional) facilitate the goalsetting and performance evaluation process by making possible for both the appraise and appraiser to define better goals and set measurable performance standards.
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7. Individual Development If the desired and displayed competencies are mapped for each employee, the areas of improvement are clearly visible, and steps may be taken to address the performance gaps. Succession Planning The Role Competencies of a top management role may help in identifying the successors (candidates with a competency set closest to the role competency set). Leadership Development The process of identifying and grooming potential leaders can be made more robust by identifying competencies required for leadership position in various functions.
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8. Competency Dictionary
The Competency Dictionary is designed as a resource for managerial, supervisory as well as other employees in the organization. The primary purpose of the competency dictionary is to bring more detailed and clear definition to the behaviors that are important for the organization to achieve its strategic goals. Competency dictionary creates a common language for understanding competencies required for various jobs in the organization.
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9. Competency Buckets
The competency buckets are set of competencies required for a specific role. Competency buckets are used by the supervisors as well as by the employees for: 1. Performance planning: identifying KRA and KPIs and setting performance goals. 2. Setting performance expectations. 3. Managing appraisals. 4. Identifying competency-gaps and developing competencies.
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10. Preparing Competency Buckets
The preparation of competency buckets typically follows three stages:
1. Sensitization
Introduction to Competency – concept, basic terminology, process and outcomes.
Restating the competency mapping exercise objectives.
2. Identification of Functional and Role Competencies
a. Detail various steps in competency bucket preparation.
b. Identification of functional Groups: if two jobs are approximately 60% identical, they may be put in the same group.
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11. Accountability The functional groups are identified.
The competency bucket for the functional groups is identified by Unit head or his next line of command or both. The unit head may seek
verification by one of more people in the functional group.
The functional groups are divided into Roles by Unit head or next line of command.
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12. Competency Gap
The difference between the competency of a person and those required for the job is called competency-gap.
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13. Types of Competencies
Functional Competencies Functional Competencies are set of Competencies required by a person to successfully complete a specific job in a particular functional or operational area. Behavioural Competencies Behavioural competencies refer to personal attributes or characteristics that describe how a job or task is performed as opposed to the particulars of the job or task.
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14. Human Resource Management
Competency Mapping Process
Competency Mapping involves linking roles with relevant behavioral and functional competencies, identifying desired proficiency levels for each role competency (on a scale of 1 to 5) and then matching the job-incumbents (displayed level) against proficiency level to identify the competency gaps.
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15. Steps in Competency Mapping
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16. Functional Competencies
1. Project Management: Planning, development and deployment of IT projects for client organizations. 2. Budgetary Planning: Allocation of financial resources. 3. Competitive Analysis: Determination of other IT solution players in the global markets, to enhance the company’s position.
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17. Behavioural Competencies
1. Time Management: Management of time through scheduling of company activities. 2. Quality Management: Quality Control/Quality Assurance mechanism implementation. 3. Team Development: Management of intra- organizational teams/work groups.
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