Competency Evaluation : A Case Study

Employee Counseling & Development

Based on the above analysis, the employee receives counseling from his Manager to:

1. improve his domain knowledge.
2. acquire work planning skills.
3. improve his relationship with other team members.

For other eight (8) competencies the observed vital behaviors were captured in the same manner and included in the Manager 's counseling notes.

The gap between the desired and current proficiency levels for each competency lead to the training needs identification of the employee and was reflected in the 'Employee Development Plan' (for the case in view , the desired proficiency level for 'Focus on Results' was 3. The gap being 0, this competency did not feature in his Development Plan.

However, as per their succession planning logic, which is based on the overall performance & potential profile of an employee, he was considered fit for induction into the succession pipe-line. And since for succession to the Manager's position, this competency: 'Focus on Results' carried a 'desired level' of 4, the succession based Development Plan' for this employee did reflect this competency indicating a time frame of 2 - 3 years to enhance the level from 3 to 4.

Lessons Learned

	Employee development planning requires detailed evaluation of the competency profiles.
	Competencies management has a deep process orientation. It is a difficult process to be managed manually in mid-size & large organizations.
	Performance Appraisal, Employee Counseling, Training & Development plans and succession planning are co-related with competencies evaluation.
	Automation of the above activities requires an integrated & holistic approach.