By M R Chandramowly
If you don’t use it, you lose it! Besides the Body, Mind and Intellect, it is also applicable for Competency Models.
Organisational success depends upon the balanced action emerging from the internal capabilities managing the external industrial demand. As external challenges are not in direct control, an organisation must focus on their internal capabilities to match with the external demand. Internal capability is an intangible aspect which combines an Organisation’s business vision, believed values and strategic business goals and how it is aligned with their employee competencies both functional and behavioural.
Vision and way to achieve – disconnect
Absence of Vision and Value alignment between employees and organisation will fail to produce desired business results and other benefits of competency modelling. Alignment process involves few key activities:
· Identification of the competencies that are required to be demonstrated by its employees at all levels to achieve set business goals;
· defining those competencies with proficiency levels along with development and assessment process;
· assessing the current level and identifying the desired levels of competency of existing employees; and
· Consistent awareness and focus on what behaviours can bring in success is the bedrock of competency model.
Wrong Design and complex process
Failure of competency model in some organisations can be attributed to reasons such as wrong design of the model, huge list of competencies with lengthy procedures and complex structure, lack of ownership at functional levels, total disconnect with performance management system, absence of competency based hiring system, active development centres and measures of training effectiveness.
Ornamentation vs. Implementation
Another reason for the failure, is the approach of “Let us also have a best practice” approach without being serious about customising a model and adapting or following the best model available in the market. The food for my body or the medicine for my ailment can be the best and popular items that available in the market. For a healthy and active living, I need to eat what is good for me and I should do it myself and that activity cannot be delegated.
Simplification of competency models to have not more than 3 to 5 competencies have also brought in a compulsion in generalising and making it to fit employees at all levels without redefining, reclassifying macro competencies and carefully customising at individual levels every year.
M. R. Chandramowly is a Trainer and HR Solutions Facilitator. A Graduate in Science and a Post Graduate in Literature/Anthropology he has received course graduation from Covey Leadership, Competency Management Accreditation from SMR Inc, VOICES Certification from Lominger Inc, ‘Human Values’ from IIM Calcutta and ‘Silva Mind control’ from Australian Business Programs.Mowly, with 25 years of HR professional experience worked with organizations like MICO Bosch, PSI-Bull. and took to HR training and consulting after his last assignment as Corporate VP – HR for Praxair Group in India.
An active contributor in the area of Leadership Competencies and HR Education. Mowly has trained executives of several organizations and published articles, presented theme papers in national and international HR conferences. A visiting faculty teaching Business Ethics for Post Graduate HR, Mowly served as secretary of National HRD Network and facilitated HR workshops for National Institute of Personnel Management and Bangalore HR Summit. He is working on synthesizing eastern wisdom with western leadership competencies developing a learning module ‘Value Based Competencies’. The author is an HR Expert and can be reached at firstname.lastname@example.org