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Performance Management System

Notes 4.2 Profiling Competency Framework for a Particular Role

To identify role-specific competencies required industry specific, functional and behavioral
competencies, which need to be developed for enhanced performance. The approach for
developing a competency framework for a particular role is as proposed below:
1. Understand strategic business context of the organizations in term of its structure and
environmental variables.

2. Detail role description for positions. Defining and scaling (relative importance and mastery

level) of specific behaviors for each identified competency as a measure of performance.
3. Develop competency framework taking into consideration the core values and the culture
of the organizations in addition to specific functional and level requirements. This should

jell with the vision and mission of the company.
4. Validate the competency framework through a workshop, which should include
functional experts and top management personnel in order to define critical and desirable

competencies. And also to substantiate the extent to which the competencies differentiate
between high and average performers by validating the content and criteria.

Note The competency framework includes technical competencies, behavioral
competencies and the proficiency levels required froe each competency. Each competency

should be detailed in terms of behavioral indicators that enable observation and
assessment.

4.3 Potential Assessment Centre for Competency Mapping

The linkage between competencies and roles is achieved through a competency mapping exercise,

through which the most critical, success driving behaviors for specific roles are established.

Against the validated competency framework, an individual’s potential is identified through an
Assessment Centre process as outlined below:
1. Design Assessment Centre
2. Conduct Assessment Centre
3. Map individual competencies and gaps
4. Finally assess organizational capability and gaps.

A link between people and competencies is established through an effective system of measuring
the proficiency of an individual on the desired competencies for the role. The link between

people and roles is established through effective measuring tools that evaluate the performance
of the person in the role. On-the-job performance of the individual is evaluated on the basis of a
performance management system.
The Assessment Centre is a powerful tool in the hands of the management for selection and
development. As a selection tool it can be used for management promotions, fast tracks schemes,
high potential list and change of functional role. As a development tool, it is helpful in succession
planning, identifying training needs and career development.
Designing and conducting a potential Assessment Centre should follow basic principles in term
of accuracy, fairness, reliability, legality, efficiency, multiple assessors, multiple tests and optimal

stress to increase performance. It would involve two types of exercises, i.e., group exercises and
individual exercises.

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