The competencies are required to be matched with the current and future goals. Therefore, we begin with understanding your business and supply chain objectives and key strategic initiatives so as to address the current as well as future competency gaps.
Having got a fair idea about the business and supply chain, we get down to analyze organization structure and job descriptions to identify the key results areas and the activities performed. In case the detailed job descriptions are not detailed enough we conduct interviews of the incumbent, the managers and other stakeholders so that we do not miss out important aspects of the job.
The KRAs are mapped with our standard competency matrix (SC-MAP) that defines the expected abilities, knowledge and skills. The KRAs and identified competencies are validated and refined through extensive process of interviewing, shadowing the person and going through the key information handled or produced. As part of refinement, the overlapping competencies are combined and superfluous competencies are removed. The final competency map contains critical few and high impact competencies ready to be used for learning & development, hiring, lateral movements or promotions.
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Competency map integrates the key activities, best practices and KPIs related to the job role to the competencies required to perform the activity effectively and efficiently. The output of the exercise is the single-page snapshot of competencies per job roles, making it simple enough to comprehend and act upon.
Assessment Centre is well recognized as powerful means for assessing employees in competencies vital to organizational success. Assessment Centre is a reliable and objective means of assessing whether the candidate can demonstrate the requisite capabilities, and can provide an accurate profile of an individual's skills, abilities and style of working.
Assessment Centre requires competencies mapping step to be completed in all respects, else it would result in garbage-in garbage-out. No single technique, how well it may have been designed and executed, is sufficient to capture with certainty how well an employee will perform in a given role. Therefore, a multi-pronged approach to assessment that includes testing knowledge using online questionnaire, ability to apply knowledge using simulations and behavioral aspects using role plays, is highly desired for better accuracy. The observations made through various assessments are corroborated with the managers and performance appraisals.
The final outcome is the detailed Assessment Report that profiles competencies of each individual including key strengths, development areas and future potential. A separate Assessment Report is prepared at the functional level highlighting the common competency gaps, the risks involved with the gaps and possible interventions so as to help prioritize and undertake development measures.
Competency development interventions are designed keeping in mind the strategic goals and ongoing learning and development needs of the organization. There is no single intervention that would meet all the requirements and every individual has a different style of learning. Therefore, a multi-layered and meaningfully structured development program is designed that provides sufficient resources, options and time to learn for each individual.
Depending on the desired outcome, any development initiative would be a combination of two or more of the following types of interventions:
Prior to designing the competency development interventions, the success criteria are agreed with the key stakeholders and impact assessment is done at the key milestones. Sufficient time gap is provided between different interventions to allow for the learnings to sink in and ingrained in the demonstrated competencies.
Have you ever wondered how many people read and refer to the SOPs and manuals? Out of those who read and refer, how many really understand and apply in real sense?
eLearning is an excellent platform for training people on the processes, policies, tools, software and other operational aspects. Especially, when you have a large operational team spread over different geographies, it is not feasible and cost effective to get them in the classroom to learn. Such trainings can be extremely dull and boring that can actually put-off the learners.
eLearning allows the learner to learn at their own pace, at the time most convenient to them and in a manner that is independent of the style of the trainer. Learners may repeat the training number of times, without incurring any extra cost. New employees can be trained quickly without going through the learning curve and cost.