A lot of criteria affect the results of work, and every manager understands that employees must not only be properly trained and developed, but also hired correctly. One of the important aspects influencing business results is their development. It is for the assessment of competencies that the personnel competency matrix was created.
What is a personnel competency matrix
The personnel competency matrix is a set of competency models for company employees, which displays a set of competencies for specific positions, as well as the required level of competency to successfully perform the functions of this position.
Competencies are the ability of an employee to perform tasks. An employee's competencies are a combination of his experience, knowledge, talents and skills. More importantly, the competence of an employee is his behavior, both in a particular situation and at work in general. It is important to take into account the fact that it is not enough for an employee to be able to perform actions, it is important that the employee does them.
The competency model is a set necessary competencies employee with specific indicators of their manifestations in work activities. As mentioned above, the competency matrix consists of a list of competency models, their only difference is that the matrix includes a list of competencies for all positions, and the competency model is written for a specific position.
The personnel competency matrix is necessary to identify and evaluate the most important competencies for specific positions. It is important to understand that for each position, even in the format of one department or division, certain competencies are important. The matrix allows you to understand whether the employee is ready to work in this position, and what positions he can apply for with his set of competencies.
How to develop a personnel competency matrix
As mentioned above, the competency matrix is a set of competency models for positions. Therefore, to develop a competency matrix, we need to develop a competency model for each position. To do this, it is necessary to determine the list of competencies that are most significant in the work of the company, and then evaluate which of them are important for each of the specific positions.
For example, strategic thinking is a very important competence for the level of TOP managers, but it is not so important for middle managers and is not in demand at all for lower echelon managers, since their work is prescribed 100% from above.
We define the most significant competencies
Initially, if you list all the competencies, you will get a fairly impressive list, but you need to designate no more than 10 key competencies (about 5 is better). This will allow you to focus on the most significant moments of the employee's activities, remember.
In order to determine the most significant competencies, it is recommended to involve in this work the direct supervisors of employees for whom the competency model is compiled. To compare competencies, use the comparison and scaling method. Pay attention, first of all, to those competencies that are used most often and have the greatest impact on the success of an employee's performance.
In the process of identifying the most significant competencies, it is important to use different approaches and points of view. Up to the assessment by independent experts. You can also collect from employees of related departments. Do not forget to also take into account the specifics of the company for which the competency matrix is being compiled.
Compiling a description of each of the competencies
After you have identified the most significant competencies, you need to describe each competency and draw up a rating scale. This is a very important stage, since based on the clarity and specificity of the wording described in the scale, personnel will be assessed and personnel decisions will be made.
First you need to determine the number of competency development levels. It is recommended to do no more than 5-6 levels. Next, you will need to describe in detail the employee behavior characteristic of each level. Here you need to work on the wording, they should describe the behavior in as much detail as possible at each level. At least 7 indicators are desirable, and each wording should be as specific and measurable as possible.
In addition, there should be a clear qualitative difference between each of the levels of each competency. The transition to a new level of competence should mean qualitative changes in work. At the same time, what is characteristic of a lower level should be characteristic of a higher one. In addition to positive factors, you can and should use negative factors that show a lack of competence.
|
Competence level |
Behavioral indicators |
| Level 1 Strives to do a better job |
|
| Level 2 Strives to meet the standards set by management |
|
| Level 3 Works independently to improve efficiency |
|
| Level 4 Set ambitious but achievable goals |
|
| Level 5 Goes on entrepreneurial risks |
|
| Negative indicators | Demonstrates a lack of interest in work. Does only what is required. Easily "lowers the bar", sacrificing quality standards, does not meet deadlines. Complains about the large amount of work. Prefers to complete tasks easier. |
We draw up a matrix of personnel competencies
To compile the competency matrix itself, you will need to bring it into a single table. Describe competencies in columns, positions in lines. In the intersecting cells, you need to indicate the required level of competency for each position. Example:
|
Job title |
Competence/target level |
|||||
| interpersonalunderstanding | Initiative | Sustainabilityand | Developmentothers | CommandWork | Impactandinfluence | |
| Head of production department | ||||||
| Head of marketing department | ||||||
| Head of Recruitment Department | ||||||
| Head of IT department | ||||||
Application of the competency matrix
The competency matrix is widely used in, as well as in the selection of personnel. It should be borne in mind that this matrix must be agreed with the heads of departments, only integrated use will allow you to get all the benefits from using the competency matrix.
After reading this article, you will be able to determine an individual approach to managing subordinates, depending on their level of motivation and competence, which will allow you to achieve maximum production efficiency.
Matrix "Motivation / Competence"
The "Motivation/Competence" matrix allows to develop an individual approach to the development of each employee, allows you to determine the general goals of management and thereby increase managerial efficiency. The matrix uses two categorization parameters - competence and motivation.
Competence
Competence implies a set of knowledge, skills and abilities necessary to perform certain tasks. professional duties and putting these skills into practice.
Competence is described in terms of indicators of competence at several levels (knows, knows how, applies at the proper level).
Motivation
Motivation - the desire to get a high result and perform the task in the best way. The manager can judge the average level of motivation by the performance of the production norm established in the department / company. The concept of the average level of motivation helps to objectively determine the level of motivation. The employee is responsible for the average level of motivation. Indicators (signs) of motivation:
- Initiative, proactivity.
- Creativity.
- The level of communication with the leader (frequency, constructiveness).
The high level of motivation, first of all, is influenced by the immediate supervisor of the employee. A decrease in motivation can be considered a long-term, conditionally more than six weeks, decrease in the manifestations of motivation indicators and any non-compliance with the norms.
An employee with high motivation, but a low level of competence development
An employee with high motivation, but a low level of development of competencies - this is a beginner - the first priority of the leader.
The time for the development of such an employee is approximately 40% of the total time for working with personnel. The purpose of interaction with an employee is to develop basic skills. The method of development is mentoring (on the job training) with a subsequent transition to coaching.
It is also important to remember that such employees need to be assigned tasks in a directive, i. explain “what” and “how” to do, by what date and clearly set the standards by which their work will be evaluated.
The type of control over the work of such an employee should be either “process” or “intermediate”. And of course, in some cases it is worth using “preliminary” control, i.e. before performing a task, make sure that the employee has an understanding of how to perform it.
Therefore, strive to “catch” such an employee on what he is already doing well and express your positive attitude towards this to him.
Employees with high motivation and high level of competence development
Highly motivated employees high level development of competencies are the "stars" that bring the highest result - the first priority of the leader. The goal of interaction with an employee is the consistent empowerment, delegation and development of the necessary advanced or management skills.
Development method - delegation, coaching, involvement in decision-making. The optimal time is 40% of the time allocated for work with the staff. These are individual meetings, invitations as an expert to meetings.
The general goals of management are to retain employees with high competence and motivation, to use their positive resource to increase the efficiency of the entire team. It is necessary to achieve the highest performance of the "stars".
When setting tasks for such an employee, the manager needs to ask the employee more questions about how he sees the situation, what ideas he has on how to complete the task in the best way, by what time he can do it, etc. It is also important for this category of employees to explain why you turned to them with this task and why its implementation is important for the department and the organization as a whole.
When choosing control over the work of such an employee, it is worth giving preference to control by “result” and “selective” control, but “intermediate” control is also acceptable if the task is new and complex.
An employee with high competence but low motivation
An employee with high competence, but reduced motivation is an “old man”, “gray beard”, who has lost motivation. The goal of the management of such an employee is to restore the level of employee motivation, change the trend.
The method of work for him is consulting, motivational conversation, you can also be involved as an expert in meetings, seek advice, etc.
Depending on the situation, tasks are assigned to such an employee either as an employee with high motivation and competence, or directive, but the importance of the task for the department and / or organization should always be voiced.
But it is worth monitoring the activities of such an employee more carefully than the activities of an employee with high motivation and high competence.
Scheme of a motivational conversation with an employee with high competence, but reduced motivation.
Example:
- Positive reception: "Hello, good to see you. How are you?
- Conversation goal message: "Today I propose to sum up the work for the next month and discuss plans with you"
- Statement of high competence and fulfillment of standards (reception: “I-statement): "I was pleased to see your results of the last test. Excellent as always. All parameters are 3-5% above the set standards."
- Statement of low results (reception: "I-statement") and the Question about the reasons: "But the sales report alerted me. For the second quarter in a row, your share in total sales has been falling, I see that again, most likely, it will not be possible to fulfill the quarterly plan. I compared these figures with your colleagues and with competitors. Everywhere there is an increase of 6 -8%. And you have a decline. What do you attribute the current situation to?"
- Feedback from an employee: "Listen to the opinion of the employee on the current situation."
- Aftermath conversation: "Unfortunately, such results cast doubt on your receipt of a quarterly bonus, and nullify your hopes of moving to another city. To advance in our company, you need consistently high results"
- Work Standards Conversation: "The first thing to make sure is that the basic requirements are met...let's take a look at this report..."
- Development of an action plan: "The situation is serious. We need to create a plan to remedy the situation and discuss the frequency of our meetings on this matter. What do you suggest first"?
*I-statement is a powerful tool and the best reception feedback. By making the I-statement, the manager is saying, “This is my opinion. Here's how I feel about it. If you don't agree, correct me."
As a reason for the decrease in motivation, "gray beards" often put forward the lack of career development. The manager needs to make it clear that:
“They don’t promote for motivation, but promote motivated people”,
those. consistently high results are primary, career advancement is secondary.
An employee with low competence and reduced motivation.
The management goal for such an employee is “UP” or “OUT”, i.e. restore standards or leave.
The method of working with such an employee is a motivational conversation, in which the causes of the current situation are identified, the period for correcting the situation is discussed (that is, by what time the employee must again reach the production norm set for him), and it is also necessary to specify the consequences of what will happen if the employee will not be able to correct the situation (deprivation of the bonus, reprimand, demotion, dismissal, etc.). And of course, it is worth adding positive motivation, i.e. what can the employee expect when the situation is corrected.
Employees with reduced motivation are not a priority for the manager.
But it is also impossible to leave the situation to its own devices, since demotivated employees destroy the climate in the team, which can lead to a loss of motivation among other employees. If an employee can be replaced, it is better to do it, and not torturing yourself or him.
Exercise:
Take one minute and rank your employees on the Motivation/Competence Matrix.
It is important to remember that the wrong approach to employees can demotivate them. For example, the lack of new complex tasks, excessive control and directive style when setting goals can demotivate experienced staff. And the lack of instruction and control can scare the “newbies”.
Take a snapshot of the staff monthly and every time you take on a serious assignment, analyze a specific employee. You must be sure that as an employee's level of motivation and competence changes, your management style also changes.
Article prepared by:
Andrey Shapovalov,
Business trainer.
Reliable development practices.
1) Peter Ferdinand Drucker - Effective leader
If you manage a team, you know how important it is to select the right people to the right positions. It happens that everything is fine on paper - the team has the necessary skills, works hard, but productivity, like them, is constantly declining. Perhaps the reason is that when you hired employees, they were supposed to do one job, but time has passed, conditions and projects have changed and now they simply do not meet the requirements. Or you see the discrepancy between people and their positions. Either way, it's all about skill. And the skills matrix will allow you to analyze the existing abilities of team members, identify the lack of knowledge or experience, and then train them appropriately.
What is a skill matrix?
It is a grid that will allow you to check and record reports on the skills of your team members. It's a simple table with people's names in the rows and skills in the columns. In each cell, you rate the skills of a particular person. For clarity, you can paint a good skill score in green, an average one in yellow, and a bad one in red.
It's a great tool for productivity and knowledge gap analysis. it fast way to compare skills different people in one or more positions.
Benefits of the Skills Matrix
- Analyze and select the skills you need for your team.
- Develop a plan to bridge the knowledge gap.
- Assistance in the development of the career of each member of the team.
- Awareness of the required skills for the person being promoted.
- Increasing awareness of their abilities among team members.
- A clear and visual understanding of the starting point and future prospects.
- Increasing the motivation of employees, provided that they are provided with a schedule of changes in a successful team member over time.
How to use the technique
Follow these tips:
Determine the Skills Required for Jobs
Talk to a person in a similar position and ask them what skills are needed to do a good job today and in the future, because it is clear that responsibilities change over time and demands increase.
Here is an example of the skills required for one position:
- The ability to process information.
- Ability to use
- Critical thinking.
However, this approach can lead to cumbersome lists. So put them in different sections. For example, "technical" and "leadership" skills.
List people and job titles
The second step is extremely simple: next to the first and last name, write down the title of the position. You can also create separate tables of people with the same job title.
Determine the correct coding system
You can choose a system with a skill level assessment - from 1 to 5. However, instead of numbers, you can enter small symbols:
- "Learned Skill";
- "Expert";
- "In the process of studying";
- "No training required";
- "There is no required skill."
Evaluate and write down on paper the level of productivity
The more skill information you collect, the more accurate your matrix will be. Here are ways to get this information:
- Interviews and questionnaires: Ask people to honestly assess their ability to perform certain tasks.
- Test: Ask people to complete a test task and assess the level of skill and gaps in knowledge and skills.
- Observation: this means not just observing team members from time to time, but doing it consciously and writing down everything you see.
- Analysis: remember the requirements for the position and compare it with the real results of the person.
The most important condition of this stage is to be objective. If you treat a person badly, you can significantly underestimate their skills, so do not fall into this trap.
Analyze Matrix
- What potential opportunities do you see?
- What skills should be developed and by whom?
- Are there knowledge gaps?
- Are some people in inappropriate positions?
Make your matrix a living document
The matrix must be developed and supplemented. Do not put it in a drawer, but always keep it at hand. Review it and find out what conclusions can be drawn from this information. Create a personal development plan for each team member and share it with your people. You can also introduce your team to the matrix itself or make it secret - the choice is yours.
We wish you good luck!
reflecting for each employee of the area under consideration the level of indicators of their activities (development of skills, abilities and competencies) at the present time. Qualification matrices are working documents like a table bandwidth process, visually reflecting the current capacity of the site in the direction of personnel qualification. With their help, you can evaluate the preparedness and qualifications of the personnel of a particular section. Qualification matrices are updated as their components change - the appearance of a new employee and the improvement of the qualifications of any of them.
An example of the design of the matrix is presented in table 8.5. Visually, the qualification matrix is a list of employees of a certain area (team, department, etc.) who have the same list of indicators of their qualifications, i.e., it is impossible, for example, to compare the indicators of a foundry and machining areas. The number of indicators or competencies, as presented in the example, will depend on the complexity of the process under consideration. The status of each indicator is visually reflected by painting one of the segments of the circle. Thus, a newly hired worker can apply the appropriate skills in performing operations only under the supervision of an experienced worker (one segment is shaded) to prevent errors. An employee who has completed an internship can perform operations without supervision, but with periodic check(two segments are shaded), and the normal qualification of an already fully accustomed employee implies his ability to independently perform a particular job that requires the appropriate skill or competence.
Table 8.5
The ideal variant of competence (all segments are shaded) is the ability of an employee not only to work flawlessly independently, but also to train others. I don't think it's worth explaining what you need to strive for. When developing qualification matrices, provide for the relationship between them with standard operating cards, if a certain qualification is required to perform a certain operation, then this should be reflected in the QMS, etc.
From the completed matrix, the need for training becomes visible, both for each employee and for each indicator, on the basis of which it is possible to plan training and set deadlines. This is the next step in the "Assessment of required qualifications" and "Development of training plans" algorithm. From the matrices you will see the key competencies that not enough people currently have, which in some situations can lead to errors or delays in the process. On the other hand, the development of any employee should take place as a gradual improvement of skills, which can be expressed in various indicators. The training plan should first of all focus on especially scarce professions and qualifications. It should contain the topics and dates of training, as well as the names of the participants. Based on the plan, you can generate schemes and rotation schedules. The main essence of the content of schedules and rotation schemes lies in the logical understanding of the sequence of rotation of workers in a certain area, as well as the formalization of the rotation itself. Graphs and diagrams can be both complementary documents and used separately. Table 8.6 shows the rotation schedule. According to this schedule, placed on the work site, each employee sees and understands the sequence of his movements around the workplace.
Table 8.6
The manager controls the rotation of employees, guided by the same schedule. If there is free staff in the same schedule, or separately, you can record training at the workplace. Another option for formalizing rotation at the site is a rotation scheme that visualizes jobs, directions and frequency of movement of site workers. Its purpose is to formalize the movement of workers. Sometimes the implementation of the scheme may be more optimal than the schedule. An example of a rotation scheme is shown in Figure 8.7.
The example shows two options for moving workers between six jobs in one area.
There may be more options, they may be between several places, etc., depending on the required areas of study and the shortage of qualifications. For example, if all workers in a given area have the qualifications required for jobs 1,2 and 3, then the entire rotation can be reduced to alternating jobs at jobs 4,5 and 6 of those workers who especially need it. In this example of a rotation scheme, the checklist principle is used, i.e. this scheme is not only a formalizing document regulating the daily rotation, but also a means of verification for the manager. The manager's mark (tick, cross or signature) in the cell corresponding to the working day of a certain calendar week of the month indicates confirmation of the rotation.
The step of visualizing the personnel placement is carried out in parallel with the development of qualification matrices, this can be seen from the algorithm. Visualization of the deployment is necessary to assess the availability of the required number of personnel, which helps to assess the shortage of personnel in a timely manner and quickly respond to it. It also allows you to manage the rotation of staff, clearly fix the location of each employee and make all the above information publicly available. An example of visualization of the staffing is shown in Figure 8.8.
The given example schematically displays the workplaces of the site, repeating the scheme of Figure 8.7. The most convenient method known to me for the operational and visualized placement of personnel, not counting the use of electronic systems, consists in the use of magnets with the names of employees located at the corresponding workplaces on the diagram. Thus it is possible to carry out rapid change constellations without updating either the diagram or any other documentation. In the absence of an employee, as in the above example at workplace number 6, an open red rectangle will immediately attract attention. Magnets with the names of absent employees are moved to the scheme zones corresponding to the reasons for their absence (sick days and administrative days, unplanned absence, training, etc.). Employees from other sections (involved workers) can be involved in the place of absent workers, who can either come with their own magnets (from their site), or a set of spare magnets for involved workers can be located on the site.
The deployment of personnel can be carried out at the beginning work shift foreman or any lower-level manager. The detected shortage of personnel at the beginning of the shift allows you to move workers from less critical areas or operations to the necessary ones. Having a full complement of employees allows planning for the mentoring and training of less experienced staff. There can be a huge number of options for implementing such a scheme, the limitation is only your imagination. However, one should not get carried away, it is necessary to remember the main tasks that the layout scheme will help to solve.
The final step is the organization of personnel rotation, which is the creation of a constantly functioning system to maintain the required level of employee competencies through mentoring, continuous training and rotation. The main tools in this system are a qualification matrix, staff rotation schedules or schemes, and a visualized staff deployment.
Since constant rotation is a change, special attention should be paid to the control and maintenance of the system. It will not be easy, especially at first, since any movement of an employee will take him out of his usual and comfortable state, but such changes are also a matter of habit. It is necessary to develop the habit of constantly updating knowledge and experience and learning something new, for which you will have to seriously prepare for the organization of the rotation: highlight and communicate all the benefits to employees, keep them aware of upcoming changes, and also identify and work with leaders.
Professional competencies- these are the employee's ability to perform work in accordance with the requirements of the position, and the requirements of the position are the tasks and standards for their implementation adopted in the organization or industry.
Why do you need to manage professional competencies? I will name only those reasons that justify (in my opinion, of course), investments in the creation of systems of professional competencies: There are new professions that no one teaches anywhere. These professions need to be taught to beginners, these professions need to be developed. If people who start to specialize in this profession leave the company, then 80% of the knowledge leaves with them. I myself saw how entire divisions of companies are closed due to the departure of several specialists. Not creating a system of succession and development of these professions means carrying out subversive activities in the company. The success of many companies is due to the key competencies of the company, which should also be preserved, reproduced and developed. By definition …
Introduction
Managing an organization in today's world is a complex job that requires extraordinary intelligence. Perhaps the most difficult thing today is the difficulty of determining the future. To plan the consequences of your actions, you need to imagine what the conditions of your actions will be. And actions should be planned taking into account these conditions. This means that by your actions, in fact, you want to change the future. But, unfortunately, in addition to you, your competitors and your suppliers also want to change the future. In the era of globalization, there are more and more people who want to change the future and they are becoming stronger and smarter. The question arises on what solid foundation to build your path in the future. Below I will show a rather paradoxical answer - based on the negation of oneself ...
Domestic companies have begun to implement knowledge management systems. Some companies believe that they have achieved significant results in this process. Maybe.
However, we should not forget that the very discipline of knowledge management is still only going through the first stages of its formation and has a huge, untapped potential. At the same time, it is increasingly heard that most knowledge management projects are just a tribute to fashion and either do not pay off, or even lead to damage. Mistakes in the creation of knowledge management systems not only harm a particular company, but also discredit the entire concept of knowledge management as a whole.
The way out of the situation is to determine the rigid framework and requirements (standards) that can be presented to the knowledge management system. Only such an approach can guarantee real effectiveness and efficiency…
Introduction
Domestic business has relatively a little story. However, unlike Western capitalist society, this history has its own very definite beginning (late 1980s - early 1990s), its own stages and patterns of development, its own heroes and anti-heroes, its own mythology and legends, its own fashion and much more. , which defines today the "Face" of domestic business. Over the past time, he actually lived and mastered what was created, accumulated and cultivated in the West for centuries. Therefore, we can say that our businessmen in a limited time actually lived through such a number of events that in other countries of the world would be enough for several lives. The current stage of development of the domestic business culture is facing challenges that involve turning to more "high" and "subtle" technologies than the technologies of financial control, document management, business processing, project management, etc.
“There is a crisis in the economy, and you are discussing sex here,” the reader will say reproachfully. Why did we decide to talk about this burning topic?
First, because this topic is bright and eye-catching; secondly, because sexual relations between managers and subordinates are as common as they are taboo, it is not customary to talk about them, but they have a very tangible impact on relationships in organizations, thirdly, because sexual energy actually spiritualizes all topics , which are usually discussed at large business platforms - the topics of leadership, customer focus, teamwork, innovation, and so on and so forth.
The sexuality of corporate life is an objective reality. Moreover, it has its own patterns and specifics. So, one should understand the causes and features of the sexual connotation of corporate relations, i.e. manage the source of your firm's forward movement.
My article for the journal "Science and Innovations".
Introduction
Recently, among specialists in organizational development Increasingly, there is talk of continuous improvement of performance (CCI) of enterprises. They talk about this because various management technologies that were previously used in cases of reorganizations, mergers, and changes in strategies are now becoming everyday tools for operational management. If at the end of the 20th century, for example, strategies were developed for 3-5 years and companies followed strategic plans, then today we hear more and more about the rejection of strategies or about the short-term nature of strategic planning. This means that companies should change not once every 3-5 years, but constantly, not on a strategic, but on a operational level management. At the same time, there are many approaches to the NIA of enterprises, however, for various reasons, all these approaches are not effectively applied in the post-Soviet space.
The purpose of our article is...
Now very difficult times have begun, which can only partly be called a crisis, because a crisis is not a fall in the wave of demand, an increase in the cost of labor resources, a financial infrastructure oriented towards speculation and, as a result, financial bubbles, etc.
Under these conditions, a new approach to the creation of organizations is maturing. The general essence of this approach is the following statement: from now on, the unit economic activity should become not a separate firm, country or regional economy, but an industry chain. Moreover, the main goal of managing industry chains from now on will not be to increase profits due to the principle of scaling (as with a wave of demand), but to increase it.
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