Competency Evaluation : A Case Study
Developing employees holistically entails proper observation of their workplace behaviors by the respective managers. Mapping these observations on the relevant competencies helps in evaluating the current level of employees in each competency. This leads to the creation of a ‘Development Plan’ for each employee. This case study illustrates, with the help of an example, how an EmpXtrack client utilized the system for effectively deploying their competency framework.
A company highly focused on employee development had identified a set of competencies which were uniformly applicable to all levels of employees: Junior Executives, Managers and Senior Managers. They needed a process (preferably automated) to evaluate competencies. This was a PCMM requirement from their quality department.
Checking ‘observed behaviors’ at work place against one or more of the competencies chosen by the organization, and assigning appropriate weights to each behavior at different employee levels, helped our business analysts create a competency evaluation model. A scale was then evolved to estimate the current ‘proficiency level’ for each employee.
‘Focus on Results’ was one of the nine (9) competencies on which each employee was to be evaluated.
|(i) Competency Definition:
Ability to manage available resources to produce desired results.
|(ii) Positive Observed Behaviors:||JE||Mgr||SM||OB|
|*||Knowledge of available resources||5||10||20|
|*||Good people manager||5||15||15|
|*||Hands on approach||25||10||5|
|*||Proactive elimination of bottle-necks||5||10||20|
|*||Domain knowledge/ Functional expertise||15||10||5|
|*||Focus on work floor problems||15||10||5|
|(iii) Negative Observed Behaviors:|
|*||Lack of knowledge about ground realities||20||15||10|
|*||Too much or too less control||5||15||20|
|*||Too theoretical in approach||5||15||15|
|*||Uses short-cuts to achieve goals||5||15|
|*||Physical & mental exhaustion||5||10||15|