Friday, March 31, 2006

Competency Development Plan-Analysis

Step 1: Analysis
• Determine the job descriptions for the roles—team members, leads, consultants, managers (Learning Consultant (LC) and Human Resources team (HR))

• Determine the competencies across the roles (LC)

• Determine account specific competencies project requirements. (LC and account leadership)


• Competency dictionary

Teams involved

• LC

• Senior account leaders

• HR

Thursday, March 30, 2006

Competency Development Plan-At a glance

Provide comprehensive competence management with an account focus where training function is an active partner to the business objective.

Step 1: Analysis
Step 2: Design
Step 3: Develop
Step 4: Implement
Step 5: Evaluate

Determine the measurement matrices

Define critical success factors

The forthcoming postings will cover the above aspects in greater depth.

Monday, March 27, 2006

Competency Mapping: Introduction

What are Competencies?
  • Competencies are general descriptions of the behavior or actions needed to successfully perform within a particular [work] context (e.g. job, group of jobs, function, etc).
  • Competencies are increasingly applied across human resource functions to drive both employee and corporate performance.
  • Employees learn, develop and refine many of their competencies over the course of their careers.
Competencies are used to:
  • Translate the organization’s vision and goals into expected employee behavior
  • Identify areas for employee development that are directly linked to desired outcomes and organizational objectives
  • Target training monies into areas that will realize the most return on investment (ROI)
  • Identify gap between present skills and future requirements
Other tangible benefits

  • Recruitment process
  1. Define the selection criteria based on the available and required skills
  2. Determine the evaluation areas for prospective candidates
  3. Determine the number of resources needed
  4. Reduce hiring costs
  • New projects
    1. Match account member skills with the requirement for a new project
  • Account member exit (from account or company)
    1. Ensure retention of the essential competencies for the success of the account

Thursday, March 23, 2006

Competency Mapping: Organizational Scenario

Onsite/Offsite/Onshore account team

Typical Scenario:





“We expect the account member to know the bare minimum about…but he did not know about it. We did not want to spend as much time on each new team member”

What was it that the earlier account member knew? What is the performance gap between the two


“The account member does not have the same level of expertise as the account member who earlier handled this project”

I want to be able to meet my client expectations and serve him better. How can I know the skill-set of the previous account member

Project Manager

“I need to immediately train this account member so that my client thinks I have taken action and I can keep him happy. ”

Where can find the skill-set he possesses currently and the level that he is on for each of the skills?

Project Manager

“I need five resources with Java/JSP skill-set for 3 months. Do we have any free resources available for this time? Would I need to recruit/contract resources?”

Who are the people with this skill-set?

Functional Manager

“I need to grow my team. What exact skills should I recruit so that I have a good mix within my team”

Where can I find the skills distribution for my entire team at a high level? Where can I go to identify skills gap in my team?

Team Lead

“I want to be able grow into a Project Manager”

What skills do I need to add to the skills that I currently have?

Team Lead

“I want to be able to consult with my clients effectively”

What skills do I need to add to the skills that I currently have?

Team Member

“I think I am good to be a Team Lead but I am not being recognized as one”

How can I let my Manager where I add value to the team?

Team Member

“I have do not have project work in the coming week, maybe I should take some training”

Would the training help me in reaching my professional goals?

Typical Challenges:
  • Training is primarily need-based and reactive.
  • Focus is on quantitative rather than qualitative training.
  • Training is provided in an haphazard, ad hoc manner.
  • Risk reduction and change readiness are the key drivers for providing training, not business objectives.