A 3D capability profile is a structured structure for capturing or profiling capabilities comprehensively. Using this, we can profile our capabilities, the assessment of which is the first step in career development. Similarly, employers or organizations will be able to use the framework to determine the ability of their employees to focus their development efforts.
Highlights of the 3D features profile:
1. Complexity: it applies to individuals in any function or industry and covers all areas, talents, professionals and others.
2. Structured: it gradually takes one of the macros at the micro level.
3. Universal: it applies to individuals by region and level in organizations.
Profiling includes two dimensions:
1. Opportunities that we have and
2. The profitability of production capacity
(A butting, perhaps, an ability, a related aspect or skill will mean how well some bats are.)
Our 3D capabilities profile will cover both of these aspects before, that is. To profile the abilities or skills we possess and the levels of knowledge of these skills or abilities.
Career development or employee development means either / or:
1. Acquisition of new abilities or skills
2. Improving skills or skills
Capture Capability Framework
1. Function
Example: HR, art, software development, accounts and sales, etc.
2. Industry
Example: financial services, software, automotive, oil and gas, etc.
3. Roles
Five wide clusters of bars that are tied to one key element or core competency. Position in the organization can be a combination of these five roles in varying degrees. Each of these roles are expected to have different kinds of results.
Example:
• Operations
• Individual contribution to manual or low skills
• Individual contribution based on knowledge or high qualification
• People influencing
• Business manager
4. Functional specialization
Areas within specialization functions provided by a function. A simple way to understand specialization is to take the case of doctors. We have doctors specializing in various fields of medicine, such as orthopedics, dentistry, surgery, etc.
Example:
Software - application development, mainframe, testing, etc.
HR - recruitment, compensation and benefits, training and development, etc.
5. Functional skills
Example:
Programming languages - C, C ++, Java, etc.
HRIS - SAP, Peoplesoft,
Finance and accounts - financial accounting, laws such as company law, auditing, etc.
6. Behavioral / soft skills. Usually the ability to perform one role
Example: communication, delegation, team management, interpersonal skills, etc.
7. Business management skills / manager. Typically, performance in one role.
Example: operations management, marketing, information systems, organizational change, etc.
8. Avocational skills (Hobbies and interests) Our areas of interest are not necessarily related to our profession.
Example: yoga, languages, sports, music, etc.
3D capabilities Profiler is a menu-driven tool that helps us capture our capabilities and skills. It is preloaded with skills in various functions and specializations, and therefore helps us identify the skills or opportunities that we have with little effort.
We need to understand what roles mean in detail. We will discuss this later in this document.
Proficiences
Profession is defined as the ability to cope with a certain level of complexity.
The complexity, in turn, depends on:
1. Volume of information processed
2. The number of variables
3. The interdependence of variables
4. Advance information is available.
The difficulty can be viewed for each of the bars, for example
• Number of people who need to manage
• Area covered by seller
• Number of products or service lines
• The complexity of the subject
• Allowable error
• A mix of technologies to be applied.
• How technology or subject dynamically changes.
We define skills at three levels (Level 1, Level 2 and Level 3)
A simple way to understand different levels would be to learn about this in the subject area, the complexity of the problems we can solve, the ability to create things with a subject or skills.
When we say that with some difficulty I speak in a certain language, I am at level 1. At level 2, I can easily speak a language, making small mistakes or making no mistakes at all. At the third level, I can speak creatively.
In the case of roles, we can look at the levels of professionalism in different ways. You can usually increase your profitability with practice and experience at a certain level of complexity. After we reach a high skill level of a certain level of complexity, we move on to a low skill level of the next difficult level.
Therefore, the goal is to increase profitability, as well as the order of complexity.
In terms of roles, levels of knowledge should indicate the level of complexity.
For example, suppose a seller has reached a profitability level of three (high) in his current role, which controls his territory. Then he needs to assign a higher level of complexity (say, given the responsibility for sales in the region), where he can go to level 1.
Roles
Roles basically mean how we deliver value when creating a product or service — how we use our capabilities and abilities.
Functional specializations are the focus or unique cluster of knowledge and skills within a particular structure.
People usually fulfill five roles whether they work for organizations or independently. These five roles are universal and are good indicators of how we agree with how we create value.
Let's look at these five roles:
1. Operations
2. Individual contributors with manual or low skill
3. Individual contribution based on knowledge or highly qualified
4. People influencing
5. Business Manager
Operations:
1. Involves coordination with various functions, including outside our function (for example, a production manager should coordinate work with finance, procurement, R & D and HR)
2. It is applied in accordance with the mode, process, series of events (examples: production cycle, sales process, customer support process)
3. Involvement in managing people, assigning tasks, ensuring productivity
4. Involves resource negotiations - time, money, money
5. Involves troubleshooting in the process and makes improvements (example: installation breakdown, sudden frequency change, pipeline leaks, increase in defects)
Individual member:
1. Involves the complete work of the individual (or only individual efforts (examples: carpentry, programming, fitting, drawing)
2. Involves skills in analyzing problems and identifying solutions or creating something
3. Involvement in the execution of instructions from others and the execution of instructions
4. May include direct interaction with the end user, understanding of their requirements and their implementation.
Knowledge Provider:
1. Involves a good understanding of a particular subject or field of study.
2. Attracts expert or specialized problem solving, using our knowledge and recommendations (examples: tax consultant, analyzing my income, applying tax rules and advising me on tax savings; an urban transport specialist; cities)
3. Attracts advocacy - gives advice and recommendations (an expert on the insurance domain advises the development team of an insurance claim, a marriage consultant advises a couple)
4. Calls for making decisions independently and owning these decisions.
5. May include direct contact with the end user (in the case of the Doctor, in the case of a specialist in urban transport, no)
Impact on others:
1. Attraction to the sale of products or services or ideas to others (example: soap, health insurance plan, insurance policies)
2. Involves an understanding of people's behavior (can be based on age, geography, culture, earnings, education, etc.)
3. Involves network expansion and connecting with people
4. Involves negotiations (there may be prices, options for products or services, compromises)
5. Attracts comfort in managing or working with people's emotions (some refusal to take up managerial positions, saying that it is not convenient for them to communicate with other people's emotions)
Business management:
1. Attracts management of the business unit responsible for its financial performance (examples: revenue, P & L, growth rate)
2. Attracting investments to risk (examples: make or buy if we invest now or later, if we create a new office in another city or not)
3. Attracting people of different functions to create value
4. Attracting attention and developing opportunities for business improvement.
Professions for five roles
Skill is our ability to cope with a certain level of difficulty. The measure of difficulty varies for different roles. Let's look at some examples of complexity indicators or measures that we use to master each of the five roles.
Operations:
1. Size of operations (number of persons managed, budget size, distribution of operations)
2. The sensitivity of operations (the admissibility of errors, the speed of decision making, the influence of decisions)
3. Criticality of operations (financial value, strategic value, life cycle of operations)
Low individual member skill:
1. The nature of skills (the presence of skills, competition)
2. Working conditions (where skills need to be deployed and when)
3. Contextual diversity (different contexts in which knowledge is being deployed)
High individual participant skill:
1. Area of expertise (level of specialization, exclusivity, rate of change in the field of knowledge)
2. Contextual diversity (different contexts in which knowledge is being deployed)
Acting on:
1. The nature of the product or service (niche market segment or product / service / idea, competition, people's awareness of this)
2. Diversity of audience (demography, culture, geography)
3. The cost of a product or service or idea (criticality, sensitivity, financial or non-financial value)
Business management
1. Financial value or net worth of a business (size, growth, number of people, distribution)
2. The nature of the product or service (competition, market opportunity, process and technology)
3. The complexity of the organization (demographics of people in the organization, functions, skills, geography)
