Competency mapping, competency framework, power hr forum, HRD function

1. COMPETENCY MAPPING FRAMEWORK
FOR HRD EXECUTIVES OF POWER HR FORUM MEMBER ORGANIZATIONS
Types of Competencies:
1. FUNCTIONAL COMPETENCIES
2. BEHAVIOURAL COMPETENCIES
2.1. THRESHOLD COMPETENCIES
2.2. DIFFERENTIATING COMPETENCIES
LEVELS
COMPETENCIES 1 2 3 4 5
DOMAIN Knowledge Understanding Application Analysis Proficiency
1. FUNCTIONAL / TECHNICAL COMPETENCIES
1.1. TRAINING / LEARNING
1.1.1 Training need • Sources of training needs. • Formulation of a training needs • Identification of operational training needs:
Assessment • Individual training needs: identification form: o Individual performance gaps.
o Training needs form. o Individual o Group performance gaps.
o Performance appraisal. o Group. o Organizational performance gaps.
• Group training needs o Organization. • Identification of strategic training needs:
• Organizational training needs • Consolidation of training needs o Resolving organizational
• ISO 10015 from performance appraisals. problems.
• Segregation of training needs o Creating and sustaining a
into training programs. competitive advantage.
• Formulation of training plan. o Technology shifts.
o Paradigm shifts.
1.1.2 Training & Learning • Segregation and classification of: • Formulation of performance • Designing customized programs on
Design o Individual training needs. objectives for each training the basis of :
o Group training needs. program o Range of competency
o Organizational Training • Formulation of training programs requirements.
needs. on the basis of: o Level of competency
• Alignment of training needs to o Individual training needs. requirements.
performance objectives o Group training needs. • Formulation of programs on the
o Organizational training basis of performance and strategic
needs. needs of groups.
• Formulation of programs on the
basis of performance and strategic
needs of the organization.
• Program redesign on the basis of
assessment of effectiveness.
1.1.3 Instructional Design • Bloom's taxonomy and • Program designing in alignment • Designing of all learning aids in
competency development process. with the competency consonance with the competency
• Gagne’s 9 events development process and development process:
• Dale’s Cone performance objectives of each o Presentation.
• Competency mapping. training program. o Training material.
• Catalyzing each stage of the • Facilitating program content • Designing of exercises /content for
competency development process. design for catalyzing each stage catalyzing each stage of the
of the competency development competency development process.
process (Bloom level). • Innovating the components of the
learning system.
Legend: [J] is for Junior Level (experience <5 years), [M] is for Middle Level (experience 5‐15 years) & (S) is for Senior Level (experience >15years)
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2. COMPETENCY MAPPING FRAMEWORK
FOR HRD EXECUTIVES OF POWER HR FORUM MEMBER ORGANIZATIONS
LEVELS
COMPETENCIES 1 2 3 4 5
DOMAIN Knowledge Understanding Application Analysis Proficiency
1.1.4 Training Delivery • Facilitation of training programs. • Pre and post training. • Internal marketing of training
• Training aids. • Elements of the training delivery programs.
• Training administration. system: • Identifying participants whose
o Briefing of trainers training needs are aligned to
o Application of Audio/Visual program objectives.
aids: • Influencing attendance of
- LCD projector participants whose performance
- White board. needs are aligned to program
- Flip chart. contents.
- Training material. • Database of trainers for all
- Laptops. domains.
• Internet Participant feedback of • Check list of all elements of the
training operations. training delivery system.
• Supervision of training • Check list of training administration
administration. points.
• Integration of innovations in training
delivery systems.
1.1.5 Training Evaluation • Kirkpatrick's training evaluation • Formulation of participant • Level 2 assessment: Formulation of
system feedback forms. pre and post test on the basis of
• Participant feedback form. • Formulation of pre and post test competencies.
• Pre and post test administration as per performance objectives. • Level 3 assessment: Assessment
and analysis. • Feedback to trainer. of behavioral change.
• Feedback to trainees. • Level 4 assessment: Impact of
program.
• RoI on training investment
• Broadcasting of training metrics to
decision makers.
1.1.6 e-Learning • e-Learning methodology. • Formulation of instruction design • Formulation of an e-Learning
• Components of e-Learning. for e-Learning and class room strategy.
• Utility of e-Learning. learning training programs • Deployment of a learning
• Parameters of a successful e- • Application of Learning management system.
Learning system. Management System (LMS). • Deployment of blended learning
• Methodology of integrating e- • Assessment and certification of programs. (e-Learning & classroom
Learning with class room learning participants doing programs on learning).
the LMS. • Training of e-trainers on Learning
• Deploying desktop based stand- Management System.
alone e-learning programs. • Continuous up-gradation of the
LMS.
Legend: [J] is for Junior Level (experience <5 years), [M] is for Middle Level (experience 5‐15 years) & (S) is for Senior Level (experience >15years)
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3. COMPETENCY MAPPING FRAMEWORK
FOR HRD EXECUTIVES OF POWER HR FORUM MEMBER ORGANIZATIONS
LEVELS
COMPETENCIES 1 2 3 4 5
DOMAIN Knowledge Understanding Application Analysis Proficiency
1.1.7 HRD Metrics • Competency metrics. • Assimilation and utilization of • Utilization of training metrics for
• Training metrics. training metrics at influencing participation in training
• OD metrics. individual/group/organization programs.
• Talent metrics. levels. • Calculation of training metrics at
• Calculation of training metrics at Level 3 and Level 4(Kirkpatrick).
Level 1 and Level 2.(Kirkpatrick) • Competency metrics related to
• Calculation, assimilation and competency gaps at group and
application of OD metrics. organization level.
• Calculation of talent metrics at • Competency development metrics.
group level. • Change metrics related to OD
interventions.
• Calculation of talent metrics at the
organization level.
• Broadcasting of training/ OD/Talent
metrics to decision makers and
stakeholders.
1.2. ORGANIZATIONAL DEVELOPMENT
1.2.1 Competency Mapping • Distinction between competence • Sources for identifying • Formulation of competency maps
and competency. competencies. for persons, positions or
• Ingredients of competency. • Method for identifying the performance.
• Utility of competency mapping. expected level of competency for • Integration of competency maps
• Kinds of learning that results in a position. into all HR systems related to
competency formation. • Scales for assessing competency person, position or performance.
level. • Formulation of competency maps
• Utilization of competency maps for strategic organization needs:
for training and recruitment. o Resolution of organizational
• Formulation of competency maps problems.
for training programs. o Technology /Paradigm shifts.
• Synthesis of behavioral indicators
in competency maps.
1.2.2 Knowledge • Components and kinds of • Deployment of a knowledge • Collection and analysis of metrics
Management Knowledge Management System. management system. regarding the knowledge
• Parameters of a successful • Training of input providers and management system.
knowledge management system. users of the knowledge • Broadcasting of KMS metrics to
management system. stakeholders and decision makers.
• Parameters for monitoring the • Identification of knowledge needs
knowledge management system. of strategic positions/strategic
teams/operational teams and
designing the knowledge
management process, accordingly.
• Continuous up-gradation of the
technology and the capabilities of the
knowledge management system.
Legend: [J] is for Junior Level (experience <5 years), [M] is for Middle Level (experience 5‐15 years) & (S) is for Senior Level (experience >15years)
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4. COMPETENCY MAPPING FRAMEWORK
FOR HRD EXECUTIVES OF POWER HR FORUM MEMBER ORGANIZATIONS
LEVELS
COMPETENCIES 1 2 3 4 5
DOMAIN Knowledge Understanding Application Analysis Proficiency
1.2.3 Organizational Survey • Employee satisfaction survey. • Design of survey objectives. • Broadcasting of survey inferences
• Employee engagement survey. • Design of data collection to stakeholders and decision
• Customer satisfaction survey. process. makers.
• Organizational climate survey. • Design of data collection • Facilitation of action planning on
• Organizational culture survey. instruments. the basis of survey inferences.
• Service effectiveness survey • Analysis and synthesis of data. • Facilitating the design of the
• Report preparation. execution and review system of the
• Presentation of survey action plan.
inferences. • Deployment of Web based surveys.
• Checking reliability and validity • Design of all the components of the
web based organizational survey.
1.2.4 Mentoring • Components of the Mentoring • Parameters for identifying • Collection and analysis of metrics
system. mentors. related to impact of mentoring.
• Parameters of a successful • Training of mentors. • Broadcasting of mentoring metrics
deployment of a mentoring • Training of mentees. to decision makers and
system. • Facilitation of the mentor-mentee stakeholders.
• Stage of maturity in mentoring relationship. • Review of mentoring and
system • Monitoring of the mentor-mentee reassigning of mentors/mentees if
action plan. required.
• Preparation of a manual for • Design and deployment of
mentors, mentees and recognition systems for
stakeholders. mentors/mentees.
1.2.5 Employer Branding • Processes that impact employer • Segregation of the target • Designing the target population
brand. population. experience while interacting with
• Unique Selling Proposition of the • Identification of personnel who the organization.
employer. are the face of the organization • Alternative media for
• Points of interaction between the during employer-target communicating with the target
employer and the target population interaction. population.
population. • Training of personnel who are • Designing of the message for the
• Communication systems for interacting with the target alternative via media for
communicating the USP/strengths population. communicating with the target
of the employer to the target • Presentation of organizational population.
population. strengths to the target • Assimilation, broadcast and review
population. of metrics related to brand strength.
Legend: [J] is for Junior Level (experience <5 years), [M] is for Middle Level (experience 5‐15 years) & (S) is for Senior Level (experience >15years)
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5. COMPETENCY MAPPING FRAMEWORK
FOR HRD EXECUTIVES OF POWER HR FORUM MEMBER ORGANIZATIONS
LEVELS
COMPETENCIES 1 2 3 4 5
DOMAIN Knowledge Understanding Application Analysis Proficiency
1.3. CAREER DEVELOPMENT
1.3.1 Talent Management • Appreciative inquiry process. • Talent identification. • Design of strategy for converting
(Appreciative Inquiry) • Talent components. • Design of vision on the basis of talent into performance.
• Vision building on the basis of talent and opportunity. • Formulation of a talent inventory at
strengths. • Formulation of talent the organizational level.
development plans. • Calculation and communication of
• Formulation of a talent inventory talent related metrics to decision
at the departmental level. makers.
• Monitoring execution of talent
development plans.
1.3.2 Assessment and • Objectives for setting up an • Parameters of an effective • Design of assessment system for
Development Centre assessment centre / development assessment and development different employee segments.
centre. centre. • Facilitation of the formulation of
• Components of an assessment • Deployment of an assessment competency development plans.
and development centre. and development centre for a • Selection of tools for competency
• Metrics of an assessment and niche employee segment. assessment.
development centre. • Competency assessment • Selection and training of assessors.
• Stakeholders in an assessment process. • Collection, review and
and development centre. • Competency development communication of metrics to key
• Tools for assessment of process. stakeholders.
competency • Development and application of • Ascertaining validity and reliability
tools for competency assessment of assessment systems.
1.3.3 Coaching and • Coaching process. • Coaching skills. • Collation of coaching metrics.
Counseling • Parameters of an effective coach. • Identification of coaches. • Broadcasting of coaching metrics
• Parameters for selecting • Identification of coachees. to decision makers and
coachees. • Forming coach-coachee pairs. stakeholders.
• Elements of a coaching plan. • Facilitation of the formulation of • Reviewing the progress and
coaching plans by each coach. performance of coach-coachee
• Deployment of the counseling pairs and taking corrective action.
process. • Facilitation of learning sessions
among coaches.
• Facilitation of learning sessions
among coachees.
Legend: [J] is for Junior Level (experience <5 years), [M] is for Middle Level (experience 5‐15 years) & (S) is for Senior Level (experience >15years)
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6. COMPETENCY MAPPING FRAMEWORK
FOR HRD EXECUTIVES OF POWER HR FORUM MEMBER ORGANIZATIONS
LEVELS
COMPETENCIES 1 2 3 4 5
DOMAIN
Knowledge Understanding Application Analysis Proficiency
2. BEHAVIORAL COMPETENCIES
2.1 THRESHOLD BEHAVIORAL COMPETENCIES
2.1.1 Coordination & • Makes self available • Prepares oneself& others • Tracks the work progress,
Planning • Follows systems and procedures • Coordinates with others senses problems, sustains
• Executes when directed/ when • Prioritizes and schedule (J) focus
• Foresightedness, Ready (M, S)
asked to do multiple task for self and others
• Does advance planning with the team
• Timely Delivery
2.1.2 Analytical Thinking • Aware of the organization • Understands the problem, • Analysis of trends/projections
• Aware of rules & policies need, analysis of pros & cons • Strategizes and translates into
• Collects Data and facts • Takes Decision (Present View) (J) (M) action (Future View) (S)
(Past view) • Separates facts from perception; • Able to assess the risk
• Brings in new ideas • Appreciates creativity and
encourages new ideas
2.1.3 Team Work • Generally works by himself • Involves others • Collaborates, leads, develops,
• Just listens to the ideas of others • Support ideas of others engages team members
(Team Worker) • Learns from others (J) • Engages team, motivates (Team Leader) (M, S)
• Shares information • Creates a feeling of
• Resolves conflicts belongingness in the team,
(Team Player) shares wins and successes
2.1.4 Presentation Skills • Just presents information as • Understands the issue, • Articulates outcomes
gathered without ownership presents with conviction, effectively
uses variety of methods to • Owns responsibility
support the views (J) (M, S)
• Translates organizations
• Builds reputation by vision into various initiatives
designing and delivery • Focuses on brand building
• Focuses on image building
2.1.5 Learning Orientation • Aware of news and views • Shares trends, stays abreast • Resilience, appreciates
• Learns from others learning from the past and
(J) • Sees into the merit of ideas of others (M) takes action, translates and (S)
• Promotes the learning builds system and procedures
environment • Emerges as change agent
2.2 DIFFERENTIATING BEHAVIORAL COMPETENCIES
2.2.1 Openness • Is approachable • Empathizes, transparent • Sensitive to the needs of others
• Listens to others (J) • Does counseling (M)
and organization, demonstrates
• Shows warmth • Assesses strength & weakness coaching skills, develops others (S)
of others, motivate others • Has long term perspective
2.2.2 Influencing Skills • Establishes internal and external • Initiates, negotiates, asserts • Is proactive, creates impact on merit
contacts persuades • Influences others, has good sense of
• Communicates and sells ideas • wins consensus and builds trust timing (M, S)
(J) and is enthusiastic • Builds credibility, focused on brand
building
Legend: [J] is for Junior Level (experience <5 years), [M] is for Middle Level (experience 5‐15 years) & (S) is for Senior Level (experience >15years)
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7. COMPETENCY MAP
FOR HRD EXECUTIVES OF POWER HR FORUM MEMBER ORGANIZATIONS
Functional/Technical Competencies:
TRAINING / LEARNING ORGANIZATIONAL DEVELOPMENT CAREER DEVELOPMENT
Competency
Knowledge Management
Competency Mapping
Organization Survey
Talent Management
Employer branding
Training evaluation
Instruction Design
Training delivery
Training Design
Coaching and
HRD Metrics
Assessment
Counselling
e-Learning
Mentoring
Centre
T NA
Seniority
Level
Senior Level
(experience 4 4 4 4 4 4 4 4 4 4 3 3 4 4 3
>15years)
Middle Level
(experience 5-15 3 3 3 3 3 3 3 3 3 3 2 2 3 3 2
years)
Junior level 1 1 2 2 2 1 1 2 1 2 1 1 1 2 1
(experience <5 years)
Scale:
Level 1: Knowledge
Level 2: Understanding
Level 3: Application
Level 4: Analysis
Level 5: Proficiency
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8. COMPETENCY MAP
FOR HRD EXECUTIVES OF POWER HR FORUM MEMBER ORGANIZATIONS
Behavioural Competencies:
Differentiating Behavioural
Threshold Behavioural Competencies
Competency Competencies
Coordination Learning
Seniority Analytical Presentation
Level & Team Work Orientation Openness Influencing Skills
Thinking Skills
Planning
Senior Level
(experience 5 5 5 5 5 5 5
>15years)
Middle Level
(experience 5-15 5 4 5 5 4 4 5
years)
Junior level 3 3 3 3 2 2 2
(experience <5 years)
Scale:
Level 1: Knowledge
Level 2: Understanding
Level 3: Application
Level 4: Analysis
Level 5: Proficiency
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