FUNCTIONAL KNOWLEDGE
FUNCTIONAL KNOWLEDGE
• Production
• Maintenance and Utility
• Human Resources Management
• Finance and Marketing
• Chemical Operations Management
• Commercial Knowledge
• Cost / Benefit understanding
• Project Management
• Safety / Healthy / Environment
MEASURING OF COMPETENCIES
•Each identified Competency Parameter for
Position/Person
profile
are
assigned
“Importance” and rated on a five level scale
as per the Competency Directory.
•Competency Directory gives
definitions of
each scale. Description from one level to
another clearly showed a marked difference
in the requirements.
•Identified competencies are prepared,
giving definitions of each competency
and its five level scale documented.
•The final compilation is termed as
competencies dictionary
•Competency Ratio- Person/Position is
determined.
Competency Profiling Process
• Position Profiling - Scope, size and
responsibility of a Position is needed for
Competencies (KRAs).
• Person Profiling : Person is rated on
identified competencies on a five point scale.
Competency Profiling - Result
• Competency Ratio :
Weighted value of person’s level of competency
Weighted value of Competency required by Position
• Median Person/ Position ratio of Executives on
Individual competencies is calculated.
• Company average on each of the competencies with the
number of employees above and below the average.
Competency Profiling - Interpretation
• Competence Ratio Interpretation indicates
the degree of fit between the person and the
position.
• Gap Analysis depicts the person competence
versus the position requirement.
• Individual and Group Training needs.
Who Does the Profiling ?
90o to 180o to 360o
-90o
- Supervisors / Incumbents
-180o - Supervisors / Incumbents / Peers
-360o internal - Supervisors / Incumbents /
Peers / Subordinates
-Full 360o - Supervisors / Incumbents /
Peers / Subordinates / Customers
SELECTED POSITION PROFILE
P rofile P osition s
P rofiling C riteria
1
2
P rofile
3
– A ttention to D etail
– B road P erspective
– C reativity
X
X
X
P osition:
X
X
– K now ledge T ransfer
– L eadership
F inance
M anager
X
X
– O w nership
– A daptability
X
– C om m itm ent
X
– D iplom acy
– Initiative
5
X
– Interpersonal S kills
– Independence
4
X
X
PERSON PROFILE
P ro file P erso n s
P ro filin g C riteria
1
– A tten tio n to D etail
– B ro ad P ersp ectiv e
– C reativ ity
2
P ro file
3
O
O
O
O
– K n o w led g e T ran sfer
– L ead ersh ip
O
– C o m m itm en t
O
O
– D ip lo m acy
– In itiativ e
O
O
P erso n :
Jo h n
D av is
O
O
– O w n ersh ip
– In d ep en d en ce
5
O
– In terp erso n al S k ills
– A d ap tab ility
4
PERSON VS. POSITION
M a tch P ersoPROFILE
n v s. P o sitio n
P ro filin g C riteria
1
2
– A tten tio n to D etail
P ro file
3
O
– B ro ad P ersp ectiv e
O
– C reativ ity
4
5
X
6
X
3
X
O
– In terp erso n al S k ills
2
X
– K n o w led g e T ran sfer
– L ead ersh ip
O
O
X
– O w n ersh ip
– A d ap tab ility
O
– In d ep en d en ce
X
– In itiativ e
O
X
O
8
X
9
4
6
4
X
– C o m m itm en t
– D ip lo m acy
S cor
P erson
P
X
O
O
O
X
4
O
12
3
X
6
67
P osition: F inance M anager
P erson: John D avis
P erso n / P o sitio n R atio
85
COMPETENCY RATIO
M atch P erson vs. P osition
P rofiling C riteria
1
2
– A ttention to D etail
P rofile
3
O
– B road P erspective
O
– C reativity
5
X
6
12
3
6
2
2
O
X
O
8
6
4
4
X
9
12
6
6
4
6
O
X
4
4
O
12
9
3
2
6
10
67
79
X
X
O
– Interpersonal S kills
X
– K now ledge T ransfer
– L eadership
O
O
X
– O w nership
– A daptability
O
X
– C om m itm ent
– D iplom acy
– Independence
X
– Initiative
P osition: Finance M anager
4
X
O
O
P erson: John D avis
S core
P erson
Position
X
P erson / P osition R atio
85
When to Change Profiles
1.
2.
TRIGGERS
PROJECT STEPS
Changes in company
Identify criteria, develop
strategy, values, mission
scales
Changes in organisation work Determine criteria
units
weightings, profile positions
Changes in/new person,
3.
changes in knowledge, skills, Profile person
aptitudes, attitudes
4.
Changes in any of the above
Compare position profile and
person profile.
ANALYSIS
»The competencies are developed based on company requirement
»Vision:- a customer focussed company committed to leadership
through quality. We strive for building trusting relationship ,
encouraging entrepreneurship and sharing prosperity”
»Mission:Company
to
build
a
multi-product
company
manufacturing chemicals, industrial raw materials and other
products using modern technology and serving domestic and
international markets.
»The quality of our products and services are of the utmost
importance for continous achievement of business goals.
»Company. will harness the spirit, will and intelligence of its
people for achieving:
A reasonable return on equity for its investors
A safety and healthy environment at work
A reputation for making a responsible corporate body
ANALYSIS
»Person vs. Position Competency ratio.
The total number of points related to the position’s
required
competencies is correlated with the total
number of points related to the person’s level of
competency .
» If the Ratio is significantly below 100 (below 80) ,
it might be considered that the person should not be
assigned to this position or a transfer may be
considered.
»If the Ratio is between 80 to 100, the person may
be assigned to, or confirmed in the position but a
training program must be designed as some as
possible for the person to catch up with the position
requirements.
Person Profile From 10º to 360º
Customer
Customer
Supplier
Supplier
THE POSITION AND THE PERSON
ACTUAL EXECUTION
A CASE STUDY
PROJECT OBJECTIVES
• Establish Core Competencies
• Establish Competencies Requirements
• Measure Competencies Level of each
incumbents against the Competencies
Requirements.
• Identify training needs and potential of every
person under review.
PROJECT DEVELOPMENT
• Workshop for the Top Management Team on
Developing Competency Definition, Scales and
Dictionary.
• Validation of Competency Dictionary and
Scales.
• Position / Person profiling with Top
Management Team.
• Preparation of the Final Draft of the
Competency Dictionary.
• Position – Person Profiling
PROJECT DEVELOPMENT
• Preliminary discussion of the analysis of the
competency profiles.
• Submission of the draft of the Graphic and Gap
analyses of the Position – Person Profiles.
• Draft Report Presentation.
METHODOLOGY
Competencies Dictionary
• In a focus group meeting with the Top Management
Team the inventory of the core competencies are
identified and selected.
• These core competencies are identifiable through an
analysis of the key messages conveyed by the company
on its vision, mission, motto etc.
• These competencies are the human capabilities that are
required for the organization to maintain and develop its
competitive advantage. They reflect the corporate
culture, they are measurable and possible to develop.
METHODOLOGY
Competencies Dictionary
• Competencies are cut across functions and business
lines and can generally be applied to all types of
employees.
• Each identified competency is then defined and a five
level scale is established to indicate what are the
different levels of competency that can exist in the
organization. Descriptions from one level to another
should clearly showed a marked difference in the
requirements.
• The final dictionary is then confirmed with the Top
Management. Each competency is shown with its
definition and its five-level scale.
METHODOLOGY (2)
Position Requirements Profile
• The blank profiles and copies of the Competencies
Dictionary and distributed them to the line managers.
• On the basis of the Competencies Dictionary,
weightage is assigned to each competency to enhance
the relative importance that the position gives them.
The degree of importance for all criteria is set
according to the following principle.
– + 1/3 of the criteria is of High Importance
– + 1/3 of the criteria is of Medium Importance
– + 1/3 of the criteria is of Minor Importance
METHODOLOGY (2)
Position Requirements Profile
• Without referring to the degree of importance established,
relevant members of the Top Management team along with the
line manager concerned applied the level of requirement for
each criterion as defined on a scale from 1 to 5 (Level 1 without
definition can only be applied to the Person when evaluating the
profile of the Person). When selecting the appropriate level of
requirement, the profilers took care that the position required all
aspects stated in the level of requirement and not simply most of
the aspects.
• All position – person profiles are then reviewed and approved by
the Executive Director and Head – Human Resources.
METHODOLOGY (3)
Person Competencies Profile
• On the basis of the Competencies Dictionary, the
person must be evaluated against all competencies, so
that this profile can be compared with that of the
position.
• Without referring to the degree of importance and the
requirement levels established above, five people
(supervisor, colleagues/peers, and subordinates selected
by the incumbent, and the incumbent him/herself) is
evaluated separately and anonymously the level of
individual’s competencies. This is done for each
criteria relevant to the position.
METHODOLOGY (3)
Person Competencies Profile
• The evaluators are invited to come to a dedicated room to
complete the form within half to one hour, based on the
instructions given to the Consultants.
• The final person profile is determined by the calculation of
the median of all responses of competency.
Gap Analysis
• Once both the position and person profiles are completed, a
Person Development form was filled for each employee.
These forms showed the matches for the person versus his
current position.
FINDINGS (1)
Competencies Development
• The competencies are developed an exercise
– Vision: Assuming a company with vision of- A customer
focused company committed to leadership through quality
Company strive for building trusting relationship,
encouraging entrepreneurship and sharing prosperity.
– Mission: The mission is to build a multi product company
manufacturing chemicals, industrial raw materials and other
products using modern technology and serving domestic and
international markets.
– The quality of our products and services are of the utmost
importance for continuous achievement of business goals.
FINDINGS (1)
Competencies Development
– Company will harness the spirit, will and
intelligence of its people for achieving:
• A reasonable return on equity for its investors.
• A safe and healthy environment at work.
• A reputation for making a responsible corporate
body.
• A total positions are identified as benchmark
positions, and all profiled along with the position
holders.
FINDINGS (2)
Competencies Dictionary
• The Core Competencies identified for this
company are as follows:
Attitides/Aptitudes
Knowledge
Customer Focus
Chemical Operations Management
Empathy
Cost/benefit Understanding
Integrity
Safety Health/ Environment
Openess
Quality Focus
Willingness to Change
Skill
Computer Literacy
Logistics Management
Multi-skilling
Process Management
FINDINGS (2)
Competencies Dictionary
• The additional competencies required for management
positions were as follows
Attitides/Aptitudes Knowledge
Commitment
Creativity
Entrepreneurship
Flexibility
Self Development
Team Work
Skill
Commerical Knowledge Communication
Project Management
Leadership
Negotiating Skills
Relationship Building
FINDINGS (3)
Competency Ratio
• The ratio shows the calculation of the weighted value of each
competency as required by the position, as well as the
weighted value of the person’s level of competency. The
results appear as a number of points line by line.
• The total number of points related to the position’s required
competencies is correlated with the total number of points
related to the person’s level of competency, so as to produce a
Person Vs. position Competency Ratio.
• If the Ratio is significantly below 100 (below 80), it might be
considered that the person should not be assigned to this
position or a transfer may be considered.
FINDINGS (3)
Competency Ratio
• The following are the results of the profiling
8 persons falls between
80% and
100%
of the position requirements
14 persons falls between 100% and 110%
15 persons falls above
110%
37*
of the position requirements
of the position requirements
• *Two person profiles were subsequently not
done due to non-availability.
FINDINGS (3)
Competency Analysis
• The average rating of the 37 people profiled for each of the
competencies identified was 3.4
• The highest and lowest ratings were given for the following
competencies.
Highest
Willingness to change
Customer Focus
Functional Knowledge
Flexibility
Quality Focus
Self Development
Rating Lowest
3.8
3.7
3.7
3.6
3.6
3.6
Chemical Operations Management
Computer Literacy
Safety / Health / Environment
Entrepreneurship
Logistics Management
Rating
2.5
2.7
2.9
2.9
2.9
•These scores indicate the highest competencies of the
individuals profiled; however, the scores do not reflect
competencies relative to Position requirements.
FINDINGS (4)
Position / Person Match
• The median position / person ratio for the 37 people
profiled was 100% while the average was 112%. (A
100% position / person ratio indicates a perfect match
between the position requirements and the incumbent’s
competency level).
• The median position / person ratio for all but three
competencies was 100%.
• The median ratio of the executives profiled for three
competencies was 133%: Project Management,
Negotiating Skills, Willingness to change.
FINDINGS (5)
Shortfall in Competencies
• The competencies that position holders most often fell below the
position requirements are listed below. Management should
concentrate its training and development efforts on these
competencies.
Competency
Cost/Benefit Understanding
Entrepreneurship
Openess
Communication
Leadership
Safety/Health/Environment
Customer Focus
Integrity
Multi-skilling
Process Management
Quality Focus
Relationship Building
Teamwork
No. of Staff rated below requirement
6
6
5
4
4
4
3
3
3
3
3
3
3
RECOMMENDATIONS (1)
Follow-up
• The evaluation results of the competencies’
requirements and the person competencies level should
be provided to the employee in a feedback session. It
is recommended that this session be done on a one-onone basis between the person and his/her supervisor. It
is also recommended that this session be started with
the review of key challenges during the past six months
before results of the evaluation is discussed within the
context of the person’s work environment, personality
type and decision making style.
RECOMMENDATIONS (1)
Follow-up
• The one-on-one meeting should also be used to
discuss the specific changes required and to
brainstorm the next realistic steps on development
goals. The person needs to identify his/her own
approach to learning before undertaking a specific
action step toward development.
RECOMMENDATIONS (2)
Training and Development
• Once the person and his supervisor have identified the
appropriate skill or behavior that he would like to improve
with formal training, the next step is to identify an
appropriate training opportunity.
• The person can also find ways to enhance their current job
or change assignments to provide them with developmental
experiences. This is recommended to be in line with HR
planning for the future organization.
• Both training and development goals set by the person and
his supervisor will provide motivation for change not only
in their current jobs but in their future jobs as well.
RECOMMENDATIONS (2)
Training and Development
• Understanding that majority of position holders falls just within
the position requirements, it is necessary to realize that the
objective of training and development program is to acquire a
certain set of skills. Therefore, when addressing competency
deficiencies, Management should consider “learning process and
methods” and “follow-up action” to ensure acquisition of
required skills.
• To ensure cost effectiveness of training and development
programs, it is suggested to sue the competency models for
recruiting purpose.
To train and develop competency
deficiencies is much more expensive than to recruit new
employee who already have the required competencies.
RECOMMENDATIONS (2)
Training and Development
• First priority in preparing training and development
program is given for employees who fall below
100% of the position requirements.
RECOMMENDATIONS (3)
Succession Planning
• The individual profiles can be used as a basis for a succession
planning program for the entire organization. This planning is
not only for, traditionally, higher position levels, but it can also
be for position at the same level or even below the position
level. Moreover, for future needs, succession planning can also
be designed for lateral job moves (job rotation, relocation,
transfer to different function, etc.).
• By grouping competencies into its direct and indirect correlation
with Vision, Mission and Value or grouping by competency
criteria, and by looking its individual profile and ratio,
management will be able to identify employees who will be key
future players.
RECOMMENDATIONS (3)
Succession Planning
• The individual profiles can be used as a basis for a succession
planning program for the entire organization. This planning is
not only for, traditionally, higher position levels, but it can also
be for position at the same level or even below the position
level. Moreover, for future needs, succession planning can also
be designed for lateral job moves (job rotation, relocation,
transfer to different function, etc.).
• By grouping competencies into its direct and indirect correlation
with Vision, Mission and Value or grouping by competency
criteria, and by looking its individual profile and ratio,
management will be able to identify employees who will be key
future players.
COMMUNICATION
EXPECTED
ROLE
COMMITMENT
PERCEIVED
ROLE
PERIODICAL CONTRACT
ACTION PLANS
ACCEPTED
ROLE
•Position
Clarification
is
a highly effective tool
that can be used in all respects of Human Resource
Management,
Development,
including
Recruitment,
Performance
Training
&
Management,
Organization, Analysis and Compensation.
•Position description for
are identified.
key benchmark
position
The supervisor and position holder
then indicate the scope and size of responsibility of
the position.
•It helps in clarifying roles, allocating responsibilities
and
ranking
positions
in
accordance
with
the
Organizational structure.
•It helps the organization in defining the purpose,
size,
operating
responsibilities
of
network,
a
position.
requirements
The
mapping
and
of
responsibilities shows how they are allocated to
positions and allows the identification of gaps and
overlaps.
POSITION CLARIFICATION
Identity
Unit
Date
Organization
Person
Approval
Purpose(Why does the position exist, Within
what limits and With what objectives)
Size
Financial
Operating Network
External
Non-Financial
Internal
Minimum Requirements
External
Education/Experience
Specific Knowledge
Business Understanding
THE ROLES
COMMUNICATION
EXPECTED
ROLE
COMMITMENT
PERCEIVED
ROLE
MOTIVATION
ACCEPTED
ROLE
FULFILLED
ROLE
POSITION
CLARIFICATION
PERFORMANCE
PERFORMANCE
CONTRACT
COMPENSATION
ORGANIZATION
STRATEGY
PERSON
DEVELOPMENT
ORGANIZATION
DEVELOPMENT
ADAPTATION
COMPETITION
POSITION CLARIFICATION
OBJECTIVE
SETTING
POSITION EVALUATION
PERFORMANCE REVIEW
COMPENSATION
PERSON DEVELOPMENT