Leolingham2000
Management Consultant
Patilsushil
Training And Development, Recruitment, Performance

Hello to you all!
I am member of competency mapping team in my organisation. My organisation is chemical firm with turnover of around Rs.350 cr and next target is to reach Rs. 500 cr turnover.
This is very traditional organisation trying to adjust with modern system and technology changes.
My task is to identify oraganisational capabilities in order to be successful in current environment. Again based on this we will go for competency mapping exercise. Hence this is very crucial step.
Please help me regarding this.
Waiting for series of responses!
Regards
Sushil Patil
7th August 2006 From India, Mumbai
OC.

I HAVE OUTLINED 3/4 APPROACHES , FOR INDIVIDUAL /ORGANIZATIONAL CAPABILITY.

YOU CAN TUNE IT TO YOUR REQUIREMENTS.

IT IS A FLEXI TOOL.

Organizational Capability:

The firm’s ability to manage people

to gain competitive advantage.

Organizational Capability:

focuses on internal processes and systems for meeting customer needs

creates organization-specific competencies that provide competitive advantage since they are unique

ensures that employee skills and efforts are directed toward achieving organizational goals and strategies

Traditional Sources of Competitive Advantage:

Economic / financial capability: able to produce good or service at lower cost than competitors

Strategic / marketing capability: products or goods that differentiate a firm from its competitors, typically by “adding-value” or “product-portfolio mix.”

Technological capability: products or services that customers receive are innovative, high-quality, state-of-the art, typically in how they are built or delivered.

Strategic planning typically focuses on resource allocation.

Organizational capability focuses on achieving goals through employee commitment and competence.

Two criteria for competitive advantage:

1) adding perceived value to the customer

2) offering uniqueness that cannot be easily imitated by a competitor

Organizational Capability enhances perceived customer value in three ways:

1) Responsiveness: the ability of the business to understand and meet customer needs more quickly than competitors

2) Relationships: the ability of a business to develop enduring relationship between customer and employee

3) Service quality: the ability of business to design, develop and deliver service that meets or exceeds customer expectations.

Organizational Capability enhances uniqueness because it is difficult to imitate:

Imitation requires changing the way people think, act, and interact.

Social engineering of complex social processes such as culture, teamwork, leadership are neither well-understood nor easily replicated.

Four critical elements of capable organizations:

Shared mindset

Management practices

capacity for change through understanding and managing organizational systems

Leadership at all levels in the organization

SHARED MINDSET

Common understanding and goals of ends (strategies) and means (processes, work systems, activities)

Congruence between customer and employee expectations

MANAGEMENT PRACTICES

Policies, programs, operating procedures, and traditions that guide work

Transform individual behavior to create customer satisfaction and consistency in how customer is treated

Complement and integrate with one another to create common expectations, behaviors, and goals

CAPACITY FOR CHANGE

Ability to reduce cycle time of all activities

Four Principles:

Symbioses: ability to cope with external change; a bridge between internal action and external conditions

Reflexiveness: ability to learn from past experiences; self-assessment and continuous learning

Alignment: ability to integrate tasks, structures, processes, and systems with political, technical, and cultural aspects of the firm.

Self-renewal: ability to change over time successfully when needed.

LEADERSHIP

Owns passionately a vision which is promoted both within and outside the organization

Translates external conditions into vision for organization and how employee must act to attain vision

Empowers individuals at all levels within the organization to act within his or her domain

================================================== ==================

ORGANIZATIONAL / COMPETITIVE CAPABILITY

*TO WHAT EXTENT DO WE UNDERSTAND ECONOMIC AND SOCIAL

CONDITIONS AFFECTING OUR BUSINESS

-----------------------------------------------------------------------------------------------------

COMPETITIVE ADVANTAGE

*TO WHAT EXTENT DO WE UNDERSTAND AND MEET CUSTOMER NEEDS.

------------------------------------------------------------------------------------------------------

PERCEIVED CUSTOMER VALUE UNIQUENESS

SOURCE OF UNIQUENESS ---TECHNOLOGICAL CAPABILITIES

*TO WHAT EXTENT OUR BUSINESS HAVE WORLD CLASS PERFORMANCE

ON EACH SOURCE OF UNIQUENESS AND HAVE THE ABILITY TO

INTEGRATE ACROSS THE SOURCE OF UNIQUENESS.

------------------------------------------------------------------------------------------------------

ORGANIZATION CAPABILITY

*financial *strategic *marketing * technological *HR

*SHARED MINDSET

-to what extent do we have a shared mindset inside and outside

the organization.

*HR PRACTICE

-to what extent do we use all human resources to build shared

mindset.

*CAPACITY FOR CHANGE

-to what extent do we have the capacity to change

*LEADERSHIP AT ALL LEVELS IN THE ORGANIZATION.

-to what extent do we have leadership throughout the organization.

*TO WHAT EXTENT DO WE HAVE LEADERSHIP THROUGHOUT

THE ORGANIZATION

-ability to transalate external needs to internal vision

-ability to translate internal vision into employee actions.

*TO WHAT EXTENT DO WE HAVE THE CAPACITY FOR

TO GROW?

-ability to remove obstacles

-to learn from the previous actions

-ability to align with strategies, processes etc

-self renewal ability to integrate.

*TO WHAT EXTENT DO WE USE ALL THE MANAGEMENT

PRACTICES TO BUILD SHARED MINDSET

-integrating ability

-unifying ability

*TO WHAT EXTENT DO WE HAVE SHARED MINDSET

INSIDE AND OUTSIDE THE ORGANIZATION

-internalize customer value ability to make customer value

the employee value

-mindset to share inside / outside the organization

*TO WHAT EXTENT DO WE HAVE THE WORLD CLASS

PERFORMANCE IN EACH SOURCE OF UNIQUENESS AND

HAVE THE ABILITY TO INTEGRATE ACROSS THE

SOURCE OF UNIQUENESS.

-ability to deal with competitive demand.

*TO WHAT EXTENT DO WE UNDERSTAND AND

MEET THE CUSTOMER NEEDS

-ability to continuously scan and learn from customers

-ability to continuosly examine and learn from competition.

*TO WHAT EXTENT DO WE UNDERSTAND ECONOMIC AND

SOCIAL CONDITIONS AFFECTING OUR BUSINESS

-ability to constantly learn about conditions which affect the business.

================================================== ====

================================================== ====

ORGANIZATION CAPABILITY ASSESSMENT

FREQUENCY:

IS IT 1]ALWAYS or 2]MOSTLY or 3] SOMETIMES or4] RARELY or5]NEVER

IMPACT

IS IT : HIGH OR MEDIUM OR LOW



1. Are priorities clarified, well communicated and managed

accordingly?

2. Are several options considered against clear and

objective criteria before making and communicating

decisions?

3. Are the true causes of problems established so that

problems are solved once and forever?

4. Are plans consciously protected against risks?

5. Are projects actively managed to achieve targeted

benefits?

6. Are changes sufficiently well planned to anticipate and

manage the impacts on people, process and technology?

7. Are major decisions consistently aligned with a welldefined

and well-communicated strategy?

8. Do strategies have well-defined deployment plans across

the organization with success measures and time lines?

9. Are solutions to problems continually built into business

processes to improve performance?

10. Are people’s expectations based on clear objective

measures linked to processes and is specific feedback

used to initiate problem resolution?

11. Are issues and trends with the potential to impact your

firm and its customers identified and prioritized for action?

12. Is your company or department achieving its full potential?

================================================== ==

================================================== ==

Capability Assessment

Brief overview

The Capability Assessment is a new multiple level suite of reports that

aggregates individual participant responses to the profile questionnaire. It

facilitates strategic analysis and decision making about employees as well as individuals.

The reports assess employee and organization capabilities across 34 psychometrically validated

factors related to career success, benchmarked against international standards for excellence.

The Capability Assessment provides a global organisation or

sectionalised view by presenting aggregated findings across a number of key capabilities directly

related to job performance, simply by candidates completing the Profile questionnaire.

Assessments are made against high performing benchmarks .

Macro reporting provides analysis and diagnosis of corporate culture and health, and is useful

for strategic human capital planning and shaping future culture and performance

Micro reporting identifies specific strengths and weaknesses at division/team/business unit and

individual level.

Outcomes include:-

• Identification of mis-matched workplace culture

• Confirmation of appropriate workplace culture

• Interventions for key people

• Enhance Retention

• Reduce unplanned workforce attrition

• Individual training and development reports

• Soft skills Training Needs Analysis

• Identification of potential for career enhancement/fast-tracking

• Improve recruitment practices and processes

• Shape and control future culture

• Eliminate problem areas

• Align role requirements with suited people.

How does it work?

The organisation decides the demographic framework for reporting, using six standard

benchmark levels . The six standard benchmark levels

reported are:-

1. Executives/Senior Management

2. Middle Managers/Supervisors/

3. General Workforce[ technical ]

4. General Workforce [ non-technical]

4. Sales

5. Service

For major organisation studies and assessment, customised benchmark levels may be

constructed if desired.

Participants simply complete the Profile questionnaire, taking around 30 minutes.

The Capability Assessment dynamically updates and reports for each

demographic

the individual level (33 factors 8 broad individual groupings).

the demographic group (33 factors 8 broad individual groupings).

What are the Capability Indicators?

The 33 capability indicators are grouped with other meaningful associated factors,

and reported under three main headings:

The Indicator Organisational Alignment reports on how individuals and groups match the

profile of high performers in their career drives, leadership and strategic orientation.

The Indicator Relationship Base reports on how individuals and groups match the profile of

high performers in their dealings with team members, clients, and internal and external

stakeholders.

The indicator Modifiers reports on how individuals and groups match the profile of high

performers in terms of coping, and their approach to tasks and work.

What value does this new tool offer?

1. Adds extra value to an existing product : adds

extra value TO the individual profile.

2. Holistic overview: A holistic approach which provides HR Directors with a single

document about the workforce of interest at Board level. This might be the first time

that the whole workforce can be sensibly reviewed in a single document.

3. Joins recruitment and development: Semlessly blends the disparate areas of

organization development, recruitment, performance management and training, until

now often the preserve of different departments, which helps them share holistic

information and align their KPI’s to workforce efficiency and effectiveness. Enables the

HR and Organisation Development functions to come together using a common tool

for strategic human capital management.

4. Scaleable: The Capability Assessment can be applied across

everybody in the organization, or across selected organization demographics.

5. Flexible: The Capability Assessment can be used to improve

the performance management process with an objective normed instrument to

measure gaps in performance, usable for all roles, specifically designed to improve

participant efficiency and effectiveness. The normed tool can even be benchmarked

to the organisation’s high performers.

Features

1. Group reports are available as soon as respondents complete their Profile

questionnaire

2. No additional software, plug ins etc.

3. Individuals can have access to developmental information about themselves expressed

in tactful and constructive plain language narrative.

4. Training in interpretation is available but not compulsory for the seasoned HR

practitioner.

5. Cost and time is a fraction of a customised organisation survey.

6. Data can be aggregated by any nominated demographic of the organisation - by

region, country, state, by division, by workgroup or customised.

Workforce Capability Assessment-Groupings

Organisational Alignment Relationship Base Modifie

Workplace

ORGANIZATION ALIGNMENT

========================

1.a.CAREER DRIVES

Achievement

Ambition

Remuneration

Recognition

Independence

1.bLEADERSHIP AND INFLUENCE

Delegating

Coaching

Power

Persuasion

Decisive

1.cSTRATEGIC ORIENTATION

Innovation

Proactive

Analysing

Goal Setting

====================================

2.RELATIONSHIP BASE

2.aPEOPLE ORIENTATION

Agreeable

Teamwork

Extraversion

Intimacy



`2.b CONFLICT MANAGEMENT STYLE

Assertive

Competitive

Collaboration

Compromising

2.c VALUES

Altruism

Trust

Loyalty

Conforming

================================

3. MODIFIERS

3.a WORKPLACE MANAGEMENT

Conscientious

Detail

Self Organization

3.b COPING

Stress Resilence

Sensitivity

Security

Responsibility

Ratings



Terms

O.S. Outstanding

Exc. Excellentg

G. Good

A. Average

F. Faire

Inad. Inadequate

(Normally the weightings to the various check factors would vary with the types of supervisory functions. But, since this assessment was carried out under a simulated condition, with all the participants doing similar assignments, the weightings remained the same for all check factors.)

YOU CAN USE ANY TYPE OF RATINGS OF YOUR CHOICE.

================================================== =====

================================================== ======

I HAVE ALSO LISTED A SAMPLE FORMAT FOR INDIVIDUAL CAPABILITY

ASSESSMENT.

CAPABILITY PROFILE

Personal Functional

Emotional Maturity Drive

Personal Forcefulness Responsibility

Tough mindness Analytical Ability

Conscientiousness Creative Capacity

Self Discipline Foresight

Initiative Communication Skills

Plan/organise Tech. Proficiency

Critical thinking Social Sensitivity

Self Confidence Resourcefulness

Adjustment Judgement

FUNCTIONAL CAPABILITY PROFILE

A definition of the various terms used in the profile system.

Check factors Terms included

Drive Self starter, sees things through

Responsibility Knows what's wanted

Analytical ability Thinks through, copes with change

Foresight Sees ahead, anticipates change

Communication skills Sells ideas, forceful communication

Technical proficiency Adequate skills, knows details

Sociability Sensitive to reaction

Resourcefulness Identifices opportunities, knowledge

of resources

Judgement Recognises alternatives, seeks

advice, courage to act, etc.

================================================== ==============

Ratings



Terms

O.S. Outstanding

Exc. Excellentg

G. Good

A. Average

F. Faire

Inad. Inadequate

(Normally the weightings to the various check factors would vary with the types of supervisory functions. But, since this assessment was carried out under a simulated condition, with all the participants doing similar assignments, the weightings remained the same for all check factors.)

PERSONAL CAPABILITY PROFILE

A definition of the various terms used in the profile system.

CHECK FACTORS TERMS INCLUDED

Emotional Maturity ability to face reality and deal

With positively and constructively

Reflecting self control/self confidence. --------------------------------------------------------------

Personal Forcefulness one’s own mental strength to

Achieve the results

----------------------------------------------------------------

Tough mindness strong,hardy inclination,willing

To bend but not break

----------------------------------------------------------------

Conscientiousness to act in a matter of one’s conscience ,with high principle

----------------------------------------------------------------

Self Discipline tremendous control of one’s

Communication and action.

----------------------------------------------------------------

Initiative Takes the lead on his/her freewill

Plan/organize maps an action in advance and puts

It in a working order

----------------------------------------------------------------

Critical thinking Establishes principle of judgement

On merit.

----------------------------------------------------------------

Self Confidence confidence in oneself both in

Words and action.

--------------------------------------------------------------

Adjustment sets it right and makes a

Settlement.

---------------------------------------------------------------

REGARDS

LEO LINGHAM
9th August 2006 From India, Mumbai
Dear Sir,
You have provided very detailed information. Various dimensions of Organisational and Individual capability are explained beautifully. Its very nice to have senior member like you who is always ready to share knowledge with newcomers like me. Thank you!
Regards
Sushil Patil
10th August 2006 From India, Mumbai
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