Competency-Based HR Framework: What Are Your Real-Life Implementation Stories?

Seeking Real-Time Experiences on Competency-Based HR Framework

I've started this thread to gather real-time experiences from HR professionals about implementing a Competency-based HR framework. Please share your experiences regarding the functions integrated into the Competency Model, how you implemented it, what obstacles you faced, and the actual benefits you have gained.

Please also share best practices regarding this and, if possible, mention the name of the organization. Thanks...

Regards

Thank you for the analysis of why there are no replies to this post. The reason I am posting this question on CiteHR is that when I searched for this particular subject, I found many theoretical discussions that included presentations, dictionaries, etc., but there was no material available on how it is practically implemented, best practices in industries, practical problems, etc.

At our organization, we are in the process of initiating this procedure, so we need more information about it. As you may recall, the mention of the organization's name is optional, and I have stated "if possible." I am simply interested in knowing what practices companies worldwide are employing. Describing experiences would also be a valuable addition for all members.

Regards

Practical Application of Competency Mapping

Practical application of competency mapping is great when appropriate steps are taken with the support of management and the members involved in the mapping process. I have completed about six major projects, from which I can provide you with a glimpse. As it is an elaborate process, I will summarize it briefly:

1. The first step is to identify the key job-related skills and behavioral skills essential for the position. For example, an HR Manager needs skills such as the ability to handle recruitment, training, salary and compensation, knowledge of the factories act, standing orders, and rules of the zone as per government norms, etc. The required behavioral skills include patience, the ability to seek information, inspire and instill confidence, teamwork, assertiveness, the ability to influence people, and managerial skills like planning, time management, control, communication, coordination, etc. Additionally, taking initiatives, problem-solving, and analytical ability are essential components of the competency set.

2. Once these skills are identified, the next step is to assess the individual either through a psychometric test, a personal interview, or both. Behavioral patterns can also be evaluated through methods like role play or business case studies. In one instance, an HR Manager exhibited strong job skills but lacked interpersonal skills. His behavior of constantly suspecting others and reporting minor issues to management led to displeasure among colleagues.

3. Moving forward, a comprehensive assessment should be conducted to rate all required skills and address any shortcomings through training. Alternatively, identifying a role that aligns with the individual's strengths can be a solution. In the example mentioned earlier, the individual was reassigned to manage inward and outward logistics in a spinning mill, where his skills were effectively utilized, leading to recognition for his work.

In conclusion, it is crucial to ensure that all competencies are explicit, and the individual acknowledges the evaluation's outcomes. The objective of competency mapping should focus on enhancing individuals' effectiveness within the system rather than dismissing them. When providing feedback on weaknesses, it is essential to be tactful and focus on improvement without dwelling excessively on shortcomings.

If you need further details, feel free to contact me.

Regards, Nalina K [Phone Number Removed For Privacy Reasons]

Dear Nalina, thanks for your comprehensive reply. In the same context, I would like to ask a few things:

1. Should we start with the job analysis process or work along with the existing JDs to assess job-specific competencies?
2. What kind of psychometric tests can we use to map the competencies?
3. How can we overcome the resistance of line managers that might occur during this process?
4. Any specific interviewing tips for conducting a competency mapping interview?

Best Regards,
Mrunmayi Tagare, PHR

Dear Mrunmayi, Good to see some interest with sincerity towards the project. Now for your questions, the answers are given below:

1. Should We Start with the Job Analysis Process or Work Along with the Existing JDs to Assess Job-Specific Competencies?

Start with both the JD and the analysis of the behavioral skills required to perform the job. List them in the order of their importance and give weightage to the skills. For example, for an accounts function, the competencies required will be:

- Accuracy
- Cost control
- Time management
- Analytical skills - Data handling with statistical tools
- Presentation of data for various management needs

Guide the management on profit orientation through statistical proofs, commitment, integrity, and reliability towards confidential information relating to banks, interests, loans, stocks, and profits.

For example, now, for two positions in the accounts department, how the above varies:

- Accounts officer - middle management
- Accounts Manager given as an attachment (Please note that the weightage is arbitrary and can be changed based on the working environment).

2. What Kind of Psychometric Tests Can We Use to Map the Competencies?

There are many psychometric tests available. Use the one which is simple and make it vernacular to avoid confusion or misunderstanding. The most important thing is not just conducting the tests but making a valid interpretation. This comes with experience or trial and error (We normally do pilot tests, evaluate, and ask the known set to comment on the evaluation done. This will ensure the test is apt).

3. How to Overcome the Resistance of Line Managers That Might Occur During This Process?

This is the most difficult part, as I have already indicated. The genuinely committed individuals will be very happy to subject themselves to the test. The ones who resist have to be addressed on their fear and sometimes use the example of those who are willing to take the test. Keep reiterating that "There is no one with complete positive qualities and there is nothing to worry, and the failure to employ a person rightly is the mistake of the HR department" - In a way, blaming yourself, which normally helps in bringing people together.

4. Any Specific Interviewing Tips for Conducting a Competency Mapping Interview?

Make sure you have the required comfort on either side when asking questions that are mildly stressful to ascertain their qualities. Never rush. Remain patient until the interviewee is able to open up with confidence. Ensure you maintain integrity on the disclosure, which is too personal. Have a watch on the body language.

Never use any word or statement that is derogatory and never exchange views that can make the person lose trust in you. Losing trust can be the worst damage.

So, good luck to succeed and take care.

Thanks,

For any queries, contact,

Nalina R.

[Phone Number Removed For Privacy Reasons]

Thanks for such a comprehensive explanation. I will definitely get in touch with you for further queries. Could you share some of your experiences with this process?

Best Regards,
Mrunmayi

It is a pleasure to answer queries relating to core HRM. I am passionate and a strong believer in "PEOPLE" as the most wonderful resource in any organization, as they are the most simple and the most complex to understand. They can behave differently in different situations with different people around them. They can work wonders if handled properly or bring things to a halt when troubled.

Key to HR Assignments

Some of my experiences worth sharing are:

• There have been several occasions where the psychometric test and the personal interview did not correlate with the behavior of the person. Under such circumstances, some investigation has to be done, or one should take time to evaluate with in-basket training, i.e., on-the-job behavior.

• There are certain profiles of JD which require behavior at crossroads. For example, a Branch Manager of an agricultural bank has to be both kind when dealing with small farmers for loans and at the same time remain tough as they are habitual defaulters and reluctant in repaying the loans. In such cases, you might have to design your own psychometric tests. In many cases, kind and patient leaders/managers will make the environment pleasant but will destroy it with their complacence. Striking a balance is essential.

• Senior professionals with technical skills often do not give importance to suggestions from juniors, fearing the loss of their position. This behavior cannot be identified through psychometric tests. Sometimes they are too clever and present the suggestion as theirs by throwing the junior out, or bring in a BIG consultant who will work hand in glove to establish the new technology or process changes required and will be projected as if things would not happen without such a head.

With respect to changes in portfolio, after mapping competencies, there can be a good level of resistance and drama, which at times has to be dealt with patiently. It can be highly humiliating with politics in the environment. Determination and courage are required to succeed. Building trust is the key to success in these assignments.

If trouble is created by some influential person in the structure, it is not easy to deal with, as there will be very high support from the management for that person, and touching such issues can be volcanic.

Some of my points above can be very disturbing, but experience is a builder of mental strength, so don't get worried.

Apologies if any of my points are hurting any individual.

Thanks,

Nalina