Hi All! Can Any one give me information on competency Mapping. What it is? Why and when and how to do the same. Regards Bharti
From India, Mumbai
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From India, Mumbai
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Hi Bharti,
In simple words, competency is the combination of knowledge, skills, and attitude that helps you in your work. The characteristic that is within you can be developed and enable you to bring out the best in your work is called competency. For example, teamwork and team leadership are both competencies. A person may be a very good team member, but it is not necessary that they be a good team leader; and vice versa.
I am attaching a brief introduction to competency mapping, which will help you understand it better.
Regards,
Anuradha
From India, Delhi
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65In simple words, competency is the combination of knowledge, skills, and attitude that helps you in your work. The characteristic that is within you can be developed and enable you to bring out the best in your work is called competency. For example, teamwork and team leadership are both competencies. A person may be a very good team member, but it is not necessary that they be a good team leader; and vice versa.
I am attaching a brief introduction to competency mapping, which will help you understand it better.
Regards,
Anuradha
From India, Delhi
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Dear Riya,
I, Deepika Bharti, am presently with a well-reputed manufacturing and export house in Punjab, working as DM HR & Admin. I am looking for a job change in Chandigarh or nearby places. If you can help me, I will be really thankful.
Regards,
Deepika
From India, Mumbai
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I, Deepika Bharti, am presently with a well-reputed manufacturing and export house in Punjab, working as DM HR & Admin. I am looking for a job change in Chandigarh or nearby places. If you can help me, I will be really thankful.
Regards,
Deepika
From India, Mumbai
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Bharti,
I have one opening right now for CHD, but it's not in HR or admin; it's for an education coordinator, a part-time type of profile. I would try my best to find something good for you.
If any of your friends are looking for a similar profile to what I have mentioned, please let me know.
Thanks
From India, Delhi
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I have one opening right now for CHD, but it's not in HR or admin; it's for an education coordinator, a part-time type of profile. I would try my best to find something good for you.
If any of your friends are looking for a similar profile to what I have mentioned, please let me know.
Thanks
From India, Delhi
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ok dear i will forward the opening to my knowns also kindly let me know the profile of the current opening.
From India, Mumbai
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From India, Mumbai
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It is a profile for an education coordinator, where the girl will be visiting different schools and arranging book fairs there. The earning potential for this particular profile will be up to 15K per month. The base salary would be 6K plus incentives and reimbursements based on actuals.
From India, Delhi
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From India, Delhi
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Competency Mapping - A Thoroughfare
Upendra Chaturvedi
+91-9812345703
Competency mapping - What is it?
It is about identifying ideal behaviors and personal skills that distinguish exceptional and stupendous performance from the average. This aids in setting standards of behavior and performance for the average workforce to follow. Competency maps provide employers with concrete and objective information usable in all employment decisions. As a matter of fact, competency is a behavioral and demonstrative ability that is informed to some degree by a conceptual perception.
Brief history
Concept maps were invented by Joseph Novak in the 1960s for use as a teaching tool. Later in 1986, William Trochim developed the concept map into a strategic planning tool for use in the design of organizational components. Trochim's technique differs significantly from Novak's original school of thought. While Novak's maps are generated for an individual, Trochim's are generated by a group.
Difference - Competence and Competency
A Competency illustrates how a job might be done excellently, whereas a Competence only describes what has to be done, not how. Consequently, the Competences portray the duties of an HR Manager - such as managing the HR office and the staff of the organization, preparing salary stack-ups and compensation benefits and rewards, managing recruitment and selection processes, and motivating the office force. The Competencies that might determine excellence in this role could include Problem Solving and Judgment; Drive and Determination; Awareness of statutory compliances; Interpersonal skills; leadership skills, etc., all of which might be expressed further by Behavioral Indicators concerning explicitly to that position in that organization.
Competence
Based on the work task or job outputs
Describes the attributes of the job
Consists of the various skills and knowledge required to perform a job
Competency
Based on behavior
Describes the attributes of the person
Consists mainly of underlying characteristics of a person which result in effective and/or superior performance on a job
Are not transferable since each competence is specific to a single job or a specific range of jobs
Are transferable from one sphere to another
Measured by performance on the job
Measured in terms of behavior
Are specifically process-centric
Are typically result-centric
How a typical competency map would look
This consists of clusters 1, 2, 3, 4, and 5. The 1st and 5th clusters are solitary reapers and the major clusters that show commonalities of behaviors are 2, 3, and 4. Now the basic problem of how these graphs can be interpreted and inferred arises. The accuracy of the representation of the map is rather dicey to analyze and validate with reference to theory. It aids in breeding fake data with known properties and assesses the reliability of the competency mapping exercise. It surely provides as a workable input to competency mapping. Interpretations of the data are, of course, subject to the designer.
When to use
The use of Competencies can include:
1. Assessment during recruitment, through specific work-based exercises and relevant, validated, psychometric tests,
2. Assessment during auxiliary development; as a profile during assessment to guide future development needs,
3. Succession planning and promotion,
4. Organizational development analysis.
Techniques used to map Competencies include
1. Critical Incident Analysis
2. Repertory Grid
3. Behavioral Event Interview
4. Expert systems
5. Benchmarking
Why competency mapping
Erudition and training are conducted to ensure that people have the knowledge and skills needed to excel at their jobs. In order to do this, it is important to map the required knowledge and skills (competencies) to jobs and to the organization's strategy. It serves as a means to ascertain that an organization's knowledge and capabilities are in alignment with its strategy. Increasing recognition of the importance of competency mapping and alignment, many management systems are including support for this in their systems. But of course, it is evident that this is applicable only to learning organizations. It is advisable to broaden horizons to link competency maps with content so that content searches and purchases can be tightly allied to an organization's strategy. It makes use of sophisticated mapping between competency taxonomy and multiple content taxonomies. This kind of multiple mapping between taxonomies requires the use of information organizations known as ontology.
Competency mapping - how it can be implemented
* Through assessment centers
* By means of sample roles and simple mapping techniques
* Use of Psychometric Tests to assess competencies
* Experience some of the tools used in Assessment and development centers:
o In-basket exercises: Application, methods of developing, and using the tool
o Interpersonal skill exercise: Demonstration Role plays, examination of their potential for assessment
o Leaderless Group Discussions
o Simulation Games, exercises, and discussion
Implementing Competency-Based Systems
Competencies are perspective in nature. They answer the question 'What does a star performer look like in a specific setting?' In other words, effectual competencies are associated with a particular organizational target or goal. As a result, depending on the context, models may be geared toward various levels in the organization:
The total organization (e.g., core competencies or values)
An entire function (e.g., marketing, human resources)
A career level or band (e.g., individual contributor, team leader, Mid-level manager, strategist, or executive)
A specific role (e.g., HR generalist)
A specific job (e.g., compensation analyst)
Applying competencies appropriately endows an excellent engine for raising the slab, endorsing common standards, and assimilating HR processes. Conversely, competencies should be coupled with other interventions such as program offerings and setting objective performance goals to make an optimum impact. However, executing competencies in functions manifold through the cross-section of the organization amounts to a large-scale change and necessitates considerable resources and time. In other words, clarifying the critical success factors or competencies required for the success of future professionals is necessary but not sufficient for functional transformation. More often than not, individuals and organizations hub on defining the specific behaviors that sustain excellence, overlooking restraints to change such as culture, structural, process, and learning systems.
Choosing the accurate competencies
Competency identification is a dominant organizational exercise. The top management has to establish what really steers the organization to success. Scores of imperative attributes and proficiencies can be articulated. Every effective performance evaluation system focuses on both competencies and results. But which competencies should the organization pick to assess? One practical and highly enlightening way to help top management identify the most important competencies for their organization is to list all of the possibilities, together with a definition or explanation, on separate index cards. Each senior executive is then responsible for arranging the cards into three equal lots: ought to, should, and preferable.
How would a star performer behave?
A glaring error on too many performance appraisal forms is that desired performance is only defined, not described. It's a cakewalk for a student to cut and paste an important idea or concept from the encyclopedia or the net. But what about its application? How do you identify or classify it? If you observe a teamwork or leadership master at work, what would you notice? Mastery narrations are much more precise than definitions: descriptive behaviors of one who has mastered the area. Mastery descriptions give the appraiser a yardstick against which to evaluate the actual activities of the individual he is assessing. Even better, it provides the appraisee with an apparent picture of what the organization precisely expects. Once the core competencies have been identified, an equally difficult challenge awaits: what is the basis for evaluating these competencies? What kind of scale should be employed? Choosing the right values of the scale is a seemingly challenging task. For instance, people are apprehensive if a numerical scale is chosen (1-2-3-4-5). An attempt to benchmark the performances against measurable yardsticks would leave ambiguity in the average and below-average performers. They would fail to understand the specifics of the expectations of them (Failed to meet expectations / met expectations / surpassed expectations). Using an absolute verdict system would invite complaints about the rating being unfair (Marginal / Fair / Competent / Superior / Distinguished). In order to evade discontent among the performers, one of the ratings that we have decided to use is a qualitative scale (Disagree Strongly (5) Disagree (4) Neutral (3) Agree (2) and Agree Strongly (1)). The results of this are under a pilot test and shall be discussed at length in our subsequent article. There are yet other opinions that others hold as an alternative to this - a behavioral frequency scale. In this, the rater errors are minimized or even eliminated as the behavioral frequency scales ask raters to indicate how frequently the appraisee behaved like a star performer. Another advantage of the behavioral frequency approach is that it directly guides performance. Instead of having to cite out examples of each of the items on an organization's competency list, the executive has to review the list with the subordinate and say, "Just do the things on this list and you'll be a fully acceptable performer." In fact, this is something that we are trying to instill in our educational institution - PESIT Bangalore. Finally, the behavioral frequency scales give way to ease out the delivery of bad news. Instead of forcing the manager to call Naveen a numero uno or a Marginal performer, the manager can say, "Naveen in this list of business acumen I see you are following certain things listed here, rarely. What is your suggestion for bringing about an improvement or displaying a frequency of this/these particular behaviors? In order for me to project a better report?" There is also an appendage to this. For instance, some assessment items just align with an evaluation through a behavioral frequency scale. Predominantly, absolute verdicts are essential when it concerns the assessment of the appraisee having met the job description or accomplished the set targets
From India, Gurgaon
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Upendra Chaturvedi
+91-9812345703
Competency mapping - What is it?
It is about identifying ideal behaviors and personal skills that distinguish exceptional and stupendous performance from the average. This aids in setting standards of behavior and performance for the average workforce to follow. Competency maps provide employers with concrete and objective information usable in all employment decisions. As a matter of fact, competency is a behavioral and demonstrative ability that is informed to some degree by a conceptual perception.
Brief history
Concept maps were invented by Joseph Novak in the 1960s for use as a teaching tool. Later in 1986, William Trochim developed the concept map into a strategic planning tool for use in the design of organizational components. Trochim's technique differs significantly from Novak's original school of thought. While Novak's maps are generated for an individual, Trochim's are generated by a group.
Difference - Competence and Competency
A Competency illustrates how a job might be done excellently, whereas a Competence only describes what has to be done, not how. Consequently, the Competences portray the duties of an HR Manager - such as managing the HR office and the staff of the organization, preparing salary stack-ups and compensation benefits and rewards, managing recruitment and selection processes, and motivating the office force. The Competencies that might determine excellence in this role could include Problem Solving and Judgment; Drive and Determination; Awareness of statutory compliances; Interpersonal skills; leadership skills, etc., all of which might be expressed further by Behavioral Indicators concerning explicitly to that position in that organization.
Competence
Based on the work task or job outputs
Describes the attributes of the job
Consists of the various skills and knowledge required to perform a job
Competency
Based on behavior
Describes the attributes of the person
Consists mainly of underlying characteristics of a person which result in effective and/or superior performance on a job
Are not transferable since each competence is specific to a single job or a specific range of jobs
Are transferable from one sphere to another
Measured by performance on the job
Measured in terms of behavior
Are specifically process-centric
Are typically result-centric
How a typical competency map would look
This consists of clusters 1, 2, 3, 4, and 5. The 1st and 5th clusters are solitary reapers and the major clusters that show commonalities of behaviors are 2, 3, and 4. Now the basic problem of how these graphs can be interpreted and inferred arises. The accuracy of the representation of the map is rather dicey to analyze and validate with reference to theory. It aids in breeding fake data with known properties and assesses the reliability of the competency mapping exercise. It surely provides as a workable input to competency mapping. Interpretations of the data are, of course, subject to the designer.
When to use
The use of Competencies can include:
1. Assessment during recruitment, through specific work-based exercises and relevant, validated, psychometric tests,
2. Assessment during auxiliary development; as a profile during assessment to guide future development needs,
3. Succession planning and promotion,
4. Organizational development analysis.
Techniques used to map Competencies include
1. Critical Incident Analysis
2. Repertory Grid
3. Behavioral Event Interview
4. Expert systems
5. Benchmarking
Why competency mapping
Erudition and training are conducted to ensure that people have the knowledge and skills needed to excel at their jobs. In order to do this, it is important to map the required knowledge and skills (competencies) to jobs and to the organization's strategy. It serves as a means to ascertain that an organization's knowledge and capabilities are in alignment with its strategy. Increasing recognition of the importance of competency mapping and alignment, many management systems are including support for this in their systems. But of course, it is evident that this is applicable only to learning organizations. It is advisable to broaden horizons to link competency maps with content so that content searches and purchases can be tightly allied to an organization's strategy. It makes use of sophisticated mapping between competency taxonomy and multiple content taxonomies. This kind of multiple mapping between taxonomies requires the use of information organizations known as ontology.
Competency mapping - how it can be implemented
* Through assessment centers
* By means of sample roles and simple mapping techniques
* Use of Psychometric Tests to assess competencies
* Experience some of the tools used in Assessment and development centers:
o In-basket exercises: Application, methods of developing, and using the tool
o Interpersonal skill exercise: Demonstration Role plays, examination of their potential for assessment
o Leaderless Group Discussions
o Simulation Games, exercises, and discussion
Implementing Competency-Based Systems
Competencies are perspective in nature. They answer the question 'What does a star performer look like in a specific setting?' In other words, effectual competencies are associated with a particular organizational target or goal. As a result, depending on the context, models may be geared toward various levels in the organization:
The total organization (e.g., core competencies or values)
An entire function (e.g., marketing, human resources)
A career level or band (e.g., individual contributor, team leader, Mid-level manager, strategist, or executive)
A specific role (e.g., HR generalist)
A specific job (e.g., compensation analyst)
Applying competencies appropriately endows an excellent engine for raising the slab, endorsing common standards, and assimilating HR processes. Conversely, competencies should be coupled with other interventions such as program offerings and setting objective performance goals to make an optimum impact. However, executing competencies in functions manifold through the cross-section of the organization amounts to a large-scale change and necessitates considerable resources and time. In other words, clarifying the critical success factors or competencies required for the success of future professionals is necessary but not sufficient for functional transformation. More often than not, individuals and organizations hub on defining the specific behaviors that sustain excellence, overlooking restraints to change such as culture, structural, process, and learning systems.
Choosing the accurate competencies
Competency identification is a dominant organizational exercise. The top management has to establish what really steers the organization to success. Scores of imperative attributes and proficiencies can be articulated. Every effective performance evaluation system focuses on both competencies and results. But which competencies should the organization pick to assess? One practical and highly enlightening way to help top management identify the most important competencies for their organization is to list all of the possibilities, together with a definition or explanation, on separate index cards. Each senior executive is then responsible for arranging the cards into three equal lots: ought to, should, and preferable.
How would a star performer behave?
A glaring error on too many performance appraisal forms is that desired performance is only defined, not described. It's a cakewalk for a student to cut and paste an important idea or concept from the encyclopedia or the net. But what about its application? How do you identify or classify it? If you observe a teamwork or leadership master at work, what would you notice? Mastery narrations are much more precise than definitions: descriptive behaviors of one who has mastered the area. Mastery descriptions give the appraiser a yardstick against which to evaluate the actual activities of the individual he is assessing. Even better, it provides the appraisee with an apparent picture of what the organization precisely expects. Once the core competencies have been identified, an equally difficult challenge awaits: what is the basis for evaluating these competencies? What kind of scale should be employed? Choosing the right values of the scale is a seemingly challenging task. For instance, people are apprehensive if a numerical scale is chosen (1-2-3-4-5). An attempt to benchmark the performances against measurable yardsticks would leave ambiguity in the average and below-average performers. They would fail to understand the specifics of the expectations of them (Failed to meet expectations / met expectations / surpassed expectations). Using an absolute verdict system would invite complaints about the rating being unfair (Marginal / Fair / Competent / Superior / Distinguished). In order to evade discontent among the performers, one of the ratings that we have decided to use is a qualitative scale (Disagree Strongly (5) Disagree (4) Neutral (3) Agree (2) and Agree Strongly (1)). The results of this are under a pilot test and shall be discussed at length in our subsequent article. There are yet other opinions that others hold as an alternative to this - a behavioral frequency scale. In this, the rater errors are minimized or even eliminated as the behavioral frequency scales ask raters to indicate how frequently the appraisee behaved like a star performer. Another advantage of the behavioral frequency approach is that it directly guides performance. Instead of having to cite out examples of each of the items on an organization's competency list, the executive has to review the list with the subordinate and say, "Just do the things on this list and you'll be a fully acceptable performer." In fact, this is something that we are trying to instill in our educational institution - PESIT Bangalore. Finally, the behavioral frequency scales give way to ease out the delivery of bad news. Instead of forcing the manager to call Naveen a numero uno or a Marginal performer, the manager can say, "Naveen in this list of business acumen I see you are following certain things listed here, rarely. What is your suggestion for bringing about an improvement or displaying a frequency of this/these particular behaviors? In order for me to project a better report?" There is also an appendage to this. For instance, some assessment items just align with an evaluation through a behavioral frequency scale. Predominantly, absolute verdicts are essential when it concerns the assessment of the appraisee having met the job description or accomplished the set targets
From India, Gurgaon
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Hi I am associated with a very reputed ITES Co based at Mohali as AVP - HR . I have couple of openings . If interested plz send me your profile . Thanks suman 9878643001
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Dear All, M trying to prepare a questionnaire to map leadership skills, a leadership questionnaire....need help.. Regards, Nidhi
From India, Pune
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From India, Pune
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got it from net, may be it can be of some use to you.......
From India, Mumbai
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From India, Mumbai
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Dear All, can you tell me, how stop the PF Deduction, what is proceser. what about deducted amount, how can we get that.
From India, Bangalore
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From India, Bangalore
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Dear All,Let me give some of the competency mapping file for your reference. Hope it will be useful to some of them. Thanks & regards, B. Gayathri
From India, Madras
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From India, Madras
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Hi,
I'm currently doing a summer internship. I have to make a project on HR challenges in recruitment in the retail sector. I also have to prepare a questionnaire for the retail recruiters on the same topic.
Mail me at
.
From India, Delhi
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I'm currently doing a summer internship. I have to make a project on HR challenges in recruitment in the retail sector. I also have to prepare a questionnaire for the retail recruiters on the same topic.
Mail me at
From India, Delhi
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competency mappping is a set of human attributes, skills, knowledge that enable an individual to meet as well as exceed expectations of self and others in their worklife
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Dear someone,
Retail recruiters basically look for employees who can carry themselves well, satisfy the customers at the outlet, are quick and sharp, and also who can easily and quickly persuade customers to make a high number of purchases, i.e., over-the-counter selling is made possible.
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Retail recruiters basically look for employees who can carry themselves well, satisfy the customers at the outlet, are quick and sharp, and also who can easily and quickly persuade customers to make a high number of purchases, i.e., over-the-counter selling is made possible.
Acknowledge(0)Amend(0)CiteHR is an AI-augmented HR knowledge and collaboration platform, enabling HR professionals to solve real-world challenges, validate decisions, and stay ahead through collective intelligence and machine-enhanced guidance. Join Our Platform.
Competency mapping-cite hr.xls
Competency mapping to help some HR aspirants.zip
Competency mapping.ppt