Can anyone help me understand clearly the process of job design, job analysis, competency mapping, and KPIs, please?
Understanding the Process Flow
In my understanding, any organization will start the process from Business Process ➔ Org. Chart ➔ Job Design ➔ Job Analysis ➔ Competency Mapping ➔ KRA ➔ KPA ➔ KPI. I wonder if my understanding is correct. Please correct me!
Thanks
From Vietnam, Hanoi
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14Understanding the Process Flow
In my understanding, any organization will start the process from Business Process ➔ Org. Chart ➔ Job Design ➔ Job Analysis ➔ Competency Mapping ➔ KRA ➔ KPA ➔ KPI. I wonder if my understanding is correct. Please correct me!
Thanks
From Vietnam, Hanoi
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I am a member of an HR Project tasked with developing a professional HR system in my organization, which has about 5,000 employees. Therefore, we are exploring the right approach to achieve this. One aspect that concerns me is whether Vision, Mission, and Core Values are truly essential for my organization. I understand that the HR system must align with the organization's strategy, starting with the Vision. The complete process should follow this sequence:
Vision ➡️ Mission ➡️ Core Values ➡️ Business Process ➡️ Org. Chart ➡️ Job Design ➡️ Job Analysis ➡️ Competency Mapping ➡️ KRA ➡️ KPA ➡️ KPI.
If Vision, Mission, and Core Values are absent, do the remaining components still hold significance?
Additionally, I am seeking tools to facilitate the implementation of the aforementioned process. Could you please assist me with these tools?
Thanks.
From Vietnam, Hanoi
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Vision ➡️ Mission ➡️ Core Values ➡️ Business Process ➡️ Org. Chart ➡️ Job Design ➡️ Job Analysis ➡️ Competency Mapping ➡️ KRA ➡️ KPA ➡️ KPI.
If Vision, Mission, and Core Values are absent, do the remaining components still hold significance?
Additionally, I am seeking tools to facilitate the implementation of the aforementioned process. Could you please assist me with these tools?
Thanks.
From Vietnam, Hanoi
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If your organization has 5,000 employees, it is apparent that they would have been recruited for some 'Job Positions' which had pre-defined 'Job Descriptions'. Your exercise, it seems, is the alignment of people to the business objectives, thus ensuring goal-based accountability at all levels. Balanced Scorecard (BSC) is the tool utilized by most organizations to achieve such alignment. Coupled with that, attitudinal transformation may be needed in some people where resistance to change is the vital problem to be addressed.
The approach discussed above by you and Mr. (Cite Contribution) is meaningful since to achieve any worthwhile alignment, Vision, Mission, and Values have to be the starting point. But job design and job analysis, leading to competency gap analysis of employees, need not be the next step. Maybe the identification of 'Core Competencies' as per the business of your organization is the next step. These are the competencies required for all 'white-collar jobs'. For the same competency, the definition, however, may vary as per the job levels. For example, if 'Drive for Results' is a core competency, it may have a 'strategic focus' when applied to higher-level job positions (like CFO, COO, Corporate Head HR, and other Functional Heads) as compared to junior-level executives (in different departments) where the focus may be purely operational. For middle-level positions, the definition of the competency 'Drive for Results' may cater for 20-30% as strategic and the balance as an operational role. Like this, one may pick up about 6-7 core competencies initially and create training programs to develop these competencies for junior, middle, and senior-level employees in the organization.
In addition to the core competencies, 2-3 special skills required for people in each department need to be identified. Training programs to develop these skills have to be designed.
While the design of BSC for your organization is being progressed by experts, training of people on core competencies and special skills has to begin simultaneously, so that a message travels across the organization about the launch of a 'strategic change process' by the management.
Well, you do need automated systems to manage these change initiatives. 'EmpXtrack' is one such system which has already helped many organizations to successfully achieve alignment of people to the organizational objectives.
Any queries that you may have on the approach suggested above may be shared to get responses based on the experience of experts.
From India, Delhi
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The approach discussed above by you and Mr. (Cite Contribution) is meaningful since to achieve any worthwhile alignment, Vision, Mission, and Values have to be the starting point. But job design and job analysis, leading to competency gap analysis of employees, need not be the next step. Maybe the identification of 'Core Competencies' as per the business of your organization is the next step. These are the competencies required for all 'white-collar jobs'. For the same competency, the definition, however, may vary as per the job levels. For example, if 'Drive for Results' is a core competency, it may have a 'strategic focus' when applied to higher-level job positions (like CFO, COO, Corporate Head HR, and other Functional Heads) as compared to junior-level executives (in different departments) where the focus may be purely operational. For middle-level positions, the definition of the competency 'Drive for Results' may cater for 20-30% as strategic and the balance as an operational role. Like this, one may pick up about 6-7 core competencies initially and create training programs to develop these competencies for junior, middle, and senior-level employees in the organization.
In addition to the core competencies, 2-3 special skills required for people in each department need to be identified. Training programs to develop these skills have to be designed.
While the design of BSC for your organization is being progressed by experts, training of people on core competencies and special skills has to begin simultaneously, so that a message travels across the organization about the launch of a 'strategic change process' by the management.
Well, you do need automated systems to manage these change initiatives. 'EmpXtrack' is one such system which has already helped many organizations to successfully achieve alignment of people to the organizational objectives.
Any queries that you may have on the approach suggested above may be shared to get responses based on the experience of experts.
From India, Delhi
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Thank you all for your comments and advice. There are some more things that I need you to continue helping me understand more.
Balanced Scorecard in Organizational Processes
1. Where does the Balanced Scorecard (BSC) appear and play its role in the process Vision ➔ Mission ➔ Core Values ➔ Business Process ➔ Org. Chart ➔ Job Design ➔ Job Analysis ➔ Competency Mapping ➔ KRA ➔ KPA ➔ KPI?
2. As B K BHATIA commented that our company is aligning people with business objectives to ensure goal-based accountability at all levels, I would like to provide more details: our company has now started a project to develop a competency framework, KPIs, and so on. It has job descriptions for every position already, but only job descriptions, not competencies and KPIs. Therefore, it considers that its HR system is not effective and good enough. With the above concerns, I do hope to have your support.
Thank you.
From Vietnam, Hanoi
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Balanced Scorecard in Organizational Processes
1. Where does the Balanced Scorecard (BSC) appear and play its role in the process Vision ➔ Mission ➔ Core Values ➔ Business Process ➔ Org. Chart ➔ Job Design ➔ Job Analysis ➔ Competency Mapping ➔ KRA ➔ KPA ➔ KPI?
2. As B K BHATIA commented that our company is aligning people with business objectives to ensure goal-based accountability at all levels, I would like to provide more details: our company has now started a project to develop a competency framework, KPIs, and so on. It has job descriptions for every position already, but only job descriptions, not competencies and KPIs. Therefore, it considers that its HR system is not effective and good enough. With the above concerns, I do hope to have your support.
Thank you.
From Vietnam, Hanoi
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In the drill-down you had indicated, the Balanced Scorecard will be crucial and will take a place next to Business Process. It is an excellent tool to implement strategy and will be very useful in identifying the required organizational structure, competencies, and KRAs and KPAs.
In fact, your exercise will be complete only when you implement some sort of Balanced Scorecard. Some find it difficult to implement all aspects of the BSC, but organizations have succeeded in implementing it fully.
From India, Chennai
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In fact, your exercise will be complete only when you implement some sort of Balanced Scorecard. Some find it difficult to implement all aspects of the BSC, but organizations have succeeded in implementing it fully.
From India, Chennai
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Thank you all for your kind support. To conclude the process in the implementation of HRM linked to strategic management, the standard flow is: Vision ➡️ Mission ➡️ Core Values ➡️ BSC ➡️ Business Process ➡️ Org. Chart ➡️ Job Design ➡️ Job Analysis ➡️ Competency Mapping ➡️ KRA ➡️ KPA ➡️ KPI. However, the Job Design and Job Analysis will exchange their places based on the context of the organization. That means if the organization wants to do re-engineering or restructuring, the Job Analysis should follow the Job Design.
One more crucial thing that I am still looking for your help with is how to do competency mapping, KRAs, and KPIs setting up with the current JDs of my organization while we have 5000 employees?
Thanks.
From Vietnam, Hanoi
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One more crucial thing that I am still looking for your help with is how to do competency mapping, KRAs, and KPIs setting up with the current JDs of my organization while we have 5000 employees?
Thanks.
From Vietnam, Hanoi
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Let me add a little bit on the job description part. In my company, I have used two methods for Competency Mapping: DACUM & CUDBAS. I can't attach any material here due to company restrictions, but do look it up on the net to get some idea. CUDBAS provides a quicker process, especially for the technical group. It took me two years to do this for my former company of 4,000 employees.
Hope this helps.
Best Regards,
Audi Narasingam
ASM Technologies
Malaysia/Singapore
From Singapore, Singapore
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Hope this helps.
Best Regards,
Audi Narasingam
ASM Technologies
Malaysia/Singapore
From Singapore, Singapore
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Dear Wowow, Please find herewith the attached files, where it helps you in designing JD and understand competency. Regards, Vani M
From India, Bangalore
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From India, Bangalore
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You may follow the link below to get clarification on how to map competencies and KRA and KPI: https://www.citehr.com/280802-how-id...-platform.html.
In addition, try to group these people, for example, by Department/Section, Position/Designation, or similar kinds of work. This may sound easy, but it is not. By doing this, you may arrive at a smaller number for which you have to map competencies.
One more thing, start mapping competencies from the top to the bottom, i.e., from CEO/MD/CMD > Directors > HOD and downwards. This approach will help you align your competencies with the organization's Vision and Mission.
Regards,
Vicky Rathod
From India, Mumbai
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In addition, try to group these people, for example, by Department/Section, Position/Designation, or similar kinds of work. This may sound easy, but it is not. By doing this, you may arrive at a smaller number for which you have to map competencies.
One more thing, start mapping competencies from the top to the bottom, i.e., from CEO/MD/CMD > Directors > HOD and downwards. This approach will help you align your competencies with the organization's Vision and Mission.
Regards,
Vicky Rathod
From India, Mumbai
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You are approaching it right. The idea is to align the organization's Vision, Values, and Mission with business results. This is required as we want all employees to do certain things in a particular manner, which require a level of proficiency in a set of competencies.
Defining Roles and Outcomes
Thus, the organization's structure has to first answer the question - Why this role and what are the outcomes expected of this role? In order to do this role, what skills and demonstrated behaviors will be required? If this question is answered, the rest is defining them as JD, KPI, KRA, etc.
Competency Mapping and Development
With a competency map available, the process is of assessing and developing people to be able to do those roles well. This can be attempted through skill programs or behavioral programs.
The competency map itself should be reviewed in 3-5 years since the business environment is changing all the time.
Regards,
Saandeep
[Phone Number Removed For Privacy Reasons]
From India, New Delhi
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Defining Roles and Outcomes
Thus, the organization's structure has to first answer the question - Why this role and what are the outcomes expected of this role? In order to do this role, what skills and demonstrated behaviors will be required? If this question is answered, the rest is defining them as JD, KPI, KRA, etc.
Competency Mapping and Development
With a competency map available, the process is of assessing and developing people to be able to do those roles well. This can be attempted through skill programs or behavioral programs.
The competency map itself should be reviewed in 3-5 years since the business environment is changing all the time.
Regards,
Saandeep
[Phone Number Removed For Privacy Reasons]
From India, New Delhi
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We need to understand that there are three different stages:
Vision, Mission & Core Values
- Team to sit with: Entrepreneur - either the Chairman, MD, Strategy Head, and a few associated people.
Business Process, Job Design & Analysis, Job Description
- This shall bring out our job-related skills and behavioral skills, reflecting competency for the job.
- Team to sit with: MD, Business Head, and departmental Heads.
Competency Mapping, KRA, KPA & KPI
- This shall define and measure the existing staff skills & competency areas.
- Team to sit with: Dept. Heads & Line Managers.
These three aspects need to be aligned and implemented.
Implementation
This involves behavioral skills training (to a large extent), job-related skills (to a lesser extent), and a reshuffle of personnel. Most importantly, training needs to start from the bottom.
Justification
The Entrepreneur has started the business from the bottom and now sits at the top.
One more thing to add - this exercise is iterative; it needs to be realigned every few years, and this structural need calls for BSC/tools.
Thank you.
Warm regards.
From India, Mumbai
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Vision, Mission & Core Values
- Team to sit with: Entrepreneur - either the Chairman, MD, Strategy Head, and a few associated people.
Business Process, Job Design & Analysis, Job Description
- This shall bring out our job-related skills and behavioral skills, reflecting competency for the job.
- Team to sit with: MD, Business Head, and departmental Heads.
Competency Mapping, KRA, KPA & KPI
- This shall define and measure the existing staff skills & competency areas.
- Team to sit with: Dept. Heads & Line Managers.
These three aspects need to be aligned and implemented.
Implementation
This involves behavioral skills training (to a large extent), job-related skills (to a lesser extent), and a reshuffle of personnel. Most importantly, training needs to start from the bottom.
Justification
The Entrepreneur has started the business from the bottom and now sits at the top.
One more thing to add - this exercise is iterative; it needs to be realigned every few years, and this structural need calls for BSC/tools.
Thank you.
Warm regards.
From India, Mumbai
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Competency mapping.ppt
Balanced Scorecard.zip
ART AND SCIENCE OF COMPETENCY MAPPING.doc