Dear all,
I am an MBA student working on a project about competency mapping for an automobile company. I have gathered data concerning the organization, the specific department for the mapping, and the job descriptions. I acquired this information through interactions and observations. Currently, I am struggling to determine how to identify the competencies and evaluate the employees. Are there any straightforward methods available? I am under time pressure as I need to complete my project by the end of this month. Please assist me as I am feeling quite confused.
With regards,
Haritha
From India, Madras
I am an MBA student working on a project about competency mapping for an automobile company. I have gathered data concerning the organization, the specific department for the mapping, and the job descriptions. I acquired this information through interactions and observations. Currently, I am struggling to determine how to identify the competencies and evaluate the employees. Are there any straightforward methods available? I am under time pressure as I need to complete my project by the end of this month. Please assist me as I am feeling quite confused.
With regards,
Haritha
From India, Madras
Dear Haritha, Greetings of the day! I can help you out with Competency Mapping techniques. Kindly contact me at 0-9632299066
From India, Bangalore
5From India, Bangalore
Dear Haritha,
I cannot believe you have started this project without mapping out what you actually needed to do!!
1. Review the job descriptions and identify the key skills needed for each job, e.g., communication skills, negotiating skills, etc.
2. Use the web link below to see lots of great competencies - each one has been mapped out according to ability - novice or expert. http://www.microsoft.com/education/c...petencies.mspx
3. Map the roles in the automobile company against the competences given in the link.
Following these 3 steps will ensure you have mapped out the key competences needed for each role and the degree of ability needed, e.g., intermediate or expert, etc.
In order to assess the employees:
4. Set up a survey for each job using the free surveying software FREE: Unlimited online survey tool
5. Send one survey to the job holder asking them at what level they think they are currently for each key competency needed for the job. For a job in Customer Services, a key competency will be 'communication skills,' and person A may complete the survey and see themselves as 'intermediate' in that skill.
6. Send the same survey to the line managers asking them to assess the skills of individual employees. For example, as the manager of person A assessing their 'communication' skills, I see them as a 'novice.'
7. Any gaps between the individual's perception of their skills and their line managers' perceptions of their skills are the 'skills gap.' This will identify the training courses that are needed to help the individual fill the gap.
From United Kingdom, Manchester
I cannot believe you have started this project without mapping out what you actually needed to do!!
1. Review the job descriptions and identify the key skills needed for each job, e.g., communication skills, negotiating skills, etc.
2. Use the web link below to see lots of great competencies - each one has been mapped out according to ability - novice or expert. http://www.microsoft.com/education/c...petencies.mspx
3. Map the roles in the automobile company against the competences given in the link.
Following these 3 steps will ensure you have mapped out the key competences needed for each role and the degree of ability needed, e.g., intermediate or expert, etc.
In order to assess the employees:
4. Set up a survey for each job using the free surveying software FREE: Unlimited online survey tool
5. Send one survey to the job holder asking them at what level they think they are currently for each key competency needed for the job. For a job in Customer Services, a key competency will be 'communication skills,' and person A may complete the survey and see themselves as 'intermediate' in that skill.
6. Send the same survey to the line managers asking them to assess the skills of individual employees. For example, as the manager of person A assessing their 'communication' skills, I see them as a 'novice.'
7. Any gaps between the individual's perception of their skills and their line managers' perceptions of their skills are the 'skills gap.' This will identify the training courses that are needed to help the individual fill the gap.
From United Kingdom, Manchester
can describe a mobile network company as a foreign direct investment? am doing thesis on mtn Zambia for my diploma 2 under abma uk. regards prince
From Zambia
From Zambia
Hi Haritha,
Enclosed is the document describing the Process & Approach towards Organizational Competency Mapping. I am sure the approach and models mentioned would be of some help. Wish you good luck :)
Best Regards,
Safeer Hashmie | 9718349423
W: safeer@teamact.org
From India, Lucknow
Enclosed is the document describing the Process & Approach towards Organizational Competency Mapping. I am sure the approach and models mentioned would be of some help. Wish you good luck :)
Best Regards,
Safeer Hashmie | 9718349423
W: safeer@teamact.org
From India, Lucknow
Hi Ranjit,
Thank you very much for the data you have provided. I have identified the skills and knowledge required for the individuals in the work area. Additionally, I have also determined the functions of the department.
My current challenge is how to map these skills with the functions. Each function requires the skills I have identified, but they vary in percentage levels. To address this, I have created a matrix with functions on one side and skills and behaviors, which I consider as competencies, on the other side.
Each function involves specific processes and requires individuals to perform certain tasks. Therefore, I have associated competencies with each step in the process and task in the job description, identifying core and supporting competencies. The core competency is the one that is required most frequently by many individuals, aligns with the organization's mission and vision, while the others are supporting competencies.
After finalizing the competencies, I am defining the skill levels for each competency based on the work requirements. For example, for manufacturing knowledge:
L1 - Beginner: Understand drawings, knowledge of processes, usage of measuring tools, etc.
L2 - Doer: Provide suggestions on processes and drawings in case of deviations.
L3 - Expert
L4 - Master
Once this process is complete, the competency framework will be reviewed and approved by senior officials before being shared with employees for assessment and training. My responsibility extends until defining the competency levels.
I appreciate the data you have shared. Is the approach I am taking correct? Your feedback will be greatly beneficial.
With regards,
Haritha
From India, Madras
Thank you very much for the data you have provided. I have identified the skills and knowledge required for the individuals in the work area. Additionally, I have also determined the functions of the department.
My current challenge is how to map these skills with the functions. Each function requires the skills I have identified, but they vary in percentage levels. To address this, I have created a matrix with functions on one side and skills and behaviors, which I consider as competencies, on the other side.
Each function involves specific processes and requires individuals to perform certain tasks. Therefore, I have associated competencies with each step in the process and task in the job description, identifying core and supporting competencies. The core competency is the one that is required most frequently by many individuals, aligns with the organization's mission and vision, while the others are supporting competencies.
After finalizing the competencies, I am defining the skill levels for each competency based on the work requirements. For example, for manufacturing knowledge:
L1 - Beginner: Understand drawings, knowledge of processes, usage of measuring tools, etc.
L2 - Doer: Provide suggestions on processes and drawings in case of deviations.
L3 - Expert
L4 - Master
Once this process is complete, the competency framework will be reviewed and approved by senior officials before being shared with employees for assessment and training. My responsibility extends until defining the competency levels.
I appreciate the data you have shared. Is the approach I am taking correct? Your feedback will be greatly beneficial.
With regards,
Haritha
From India, Madras
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