MM Bagali, HR, MBA, HRM, HRD, Research Competencies
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This document discusses competencies for PhD students. It covers various competency domains including core, level, and role competencies. Research competencies like drafting, editing, writing, and critical thinking are identified. Competencies can be identified through methods like observation, surveys, interviews, and task analysis workshops. Leadership competencies are also discussed for leading self, others, and organizations. Key challenges and critical competencies for success are outlined at different leadership levels. The document also discusses competencies needed for the insurance area and how competencies change at different stages of a career.
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MM Bagali, HR, MBA, HRM, HRD, Research Competencies
- 1. PhD Course for PhD Students Competencies mm bagali researcher, human resources area mm.bagali@jainuniversity.ac.in
- 3. Competency Mapping Research indicates that of 50% of job performance problems is that people are in the wrong job. 25% of on-the-job performance problems is the inability to identify the ‘gaps’ between the competencies of the person and the requirements of the job. 25% don’t know what skills or competency are required to take the job further
- 4. a look 10 years ago, what u were 10 after, what u want to look like 4
- 5. Why competencies Performance Competent people needed Costs of manpower Few people, several functions Increased emphasis on organisation effectiveness 5
- 6. Superior v/s average performance What are we (I) good in / Surely, what can be done by me Who is high X low performer … Standard output People want success, so to organisation
- 7. What is competencies Superior Performance Enduring characteristic, adds unique value Mastery on the work we do Mastery on the activity we take Strong in that area Fairly deep in that dominion 7
- 8. Practically sure to do it effectively Superior performance on the job Ability associated with high performance A cluster which defines success rate Occupationally relevant capabilities
- 9. Competency domains • Core Competency…. Which are rare • Level Competency …. Which are essential • Role Competency …. Non-substitutable 9
- 10. Research Competencies Drafting Editing Writing Logical end Critical thinking Thought process Attention for details Synthesis 10
- 11. Competencies identified Observation Survey Interview Group work Task forces Task analysis workshop Job description KRA / KPA Feedback form / Human judgments Focused Group 11
- 12. Behavioral way to do it behavioral event interviews role play critical incidence techniques interactive exercise assumptions questionnaire 12
- 13. Competencies mapping Pre – Present - Post mapping knowledge skills behavior personality characteristic 13
- 14. Other ways Psychometric analysis Personality tests Cogitative ability 14
- 15. A note to get started • Who are we (I) • What do we (I) want to accomplish • How we (I) can organize 15
- 16. Leadership Competencies 16
- 18. Key Challenges – Personal Effectiveness and performance – How do you prepare for leadership role
- 19. Critical Competencies for Success – Self Awareness – Communication – Learning Agility – Influence
- 20. • Level Specific Competencies – Establishing credibility – Delivery results – Interpersonal savvy – Tolerating ambiguity – Understanding ones own values and culture
- 22. Key Challenges – Transition from Individual performer to leading a team – Building relationships – Conflict management – Problem solving
- 23. Critical Competencies for Success – Self awareness – Influence – Emotional balance
- 24. • Level Specific Competencies – Coaching and Developing others – Building and maintaining relationships – Resolving conflicts – Learning to delegate – Adapting to cultural differences – Innovative Problem Solving
- 26. • Key Challenges – Set Organizational Directions – Foster alignments across the organisation – Gain commitment for performance
- 27. • Critical Competencies for Success – Self awareness – Influence – Emotional balance
- 28. • Level Specific Competencies – Creating and articulating vision – Creating Strategic alignment – Leading and Developing the culture – Creating the culture of innovation – Catalyzing change – Developing Leadership
- 29. CEO Leadership Challenges for Indian Companies, and what are the competencies needed
- 30. Top 10 business leadership challenges of Indian CEOs 1) Consistent execution of strategy 2) Stimulating innovation 3) Corporate reputation 4) Expansion in India 5) Speed, flexibility, adaptability to change 6) Profit growth 7) Sustained and steady top-line growth 8) Business risk management 9) Changing technologies 10) Aligning IT with business goals
- 31. Competencies needed Global assignments, both short and long term National and international consortia Problem-solving and action-learning Global operations Leadership
- 32. Actions for Leadership Development 1. Measure leadership skills through 360-degree feedback 2. With external consultants, develop company- specific leadership seminars 3. Employ external coaches 4. Through external consultants, assess employee leadership skills 5. Use assessment centers to assess employee leadership skills
- 33. 6. Have senior executives assess employee leadership skills through action-learning seminars 7. Develop country-specific leadership seminars in cooperation with business schools 8. Develop an internal virtual leadership institute 9. Develop an internal brick-and-mortar leadership institute
- 34. The Five Paradoxes of Leadership Development • To achieve success, learn from failure • To develop greatness, practice humility • To foster learning, emphasize doing • To excel at the task, harness relationships • What's the fifth one…..
- 35. Insurance area Policy relations to policy materialization After Pre Post math Different competency at different stages 35
- 36. Competencies for insurance area Communication… verbal / written Analytical ability Planning / Organizing Problem solving / Conflict handling External Soft Relations Creativity / Innovativeness Appraising People Non Disruptive Personality 36
- 37. Initiative …. leadership Negotiation Predicative Optimism Sociability Business orientation Team working 37
- 38. Inter – intra personal relations building Cross functional understanding Customer relations Services delivery EQ / Temperament Business acumen planning and organizing 38
- 39. Stages of core competency Personal attributes 1st year Analytical thinking 2-3 year Communication Understanding Creative / Innovativeness Empathy Relationship building Strategic Planning Leadership 7-9 year 4-6 year Legal attributes Business Writing Management Fundas Time Management Crises Management Interpersonal Relation Mentoring 39
- 40. Issues related to Is it mandatory requirements competencies ISO certification or any other What is u goal…. Quality / excellence What is future that u are looking for What organisation does wit competences What is the value addition for the organisation / individual Who assess 40
- 41. What's your personal experience in competency assessment/ mapping 41
- 42. Any questions or comments about the presentation can be sent to sanbag@rediffmail.com / sanbagsanbag@rediffmail.com http://www.ccl.org