Hi all, help me out in finalising the process for competence mapping. Mohit
From India, Ludhiana
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3From India, Ludhiana
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Hi Mohit,
Competencies are the mixture of skill, knowledge, and attitude. There are multiple variants in the definition with a few more attributes adding to it as well.
Competencies are viewed at two broad levels:
1. Core or Generic competencies which are exhibited by all employees at all levels in an organization.
2. Role/Function/Level specific competencies.
The critical factor, according to me, is translating the skills into measurable behaviors to analyze as well as measure the competencies, which might require a psychologist most often.
Various roles/levels require various degrees of the same competencies. For example, communication for a junior-level and senior-level employee can never be at the same level.
The mapping of competencies is the process of matching the competency levels depicted by an employee vis-à-vis the actual level desired for that role/level/function.
The process:
1. Identify the competencies.
2. Translate into measurable behaviors.
3. Define the degrees of measurement for each level.
4. Set the standard - the competency level which must be exhibited.
Once you have done these, you have to carry out the competency analysis. This is done through:
1. Assessment center - psychometric tests, role plays, etc., with a psychologist observing and interpreting the behaviors.
2. BEI - behavioral event interviews.
3. Critical incident discussion, etc.
Once these exercises are over, we would be able to understand the competencies portrayed by an employee and the degree.
This has to be mapped against the desired competency level for that role/function/level the employee falls into and identify the gaps to circumscribe the gap through various interventions.
Mapping is actually for identifying the gap of an employee's competency by comparing the actual to the desired level.
Hope I have not confused you. :)
Cheers,
Rajesh B
Valuelanes, Bangalore
From India, Bangalore
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Competencies are the mixture of skill, knowledge, and attitude. There are multiple variants in the definition with a few more attributes adding to it as well.
Competencies are viewed at two broad levels:
1. Core or Generic competencies which are exhibited by all employees at all levels in an organization.
2. Role/Function/Level specific competencies.
The critical factor, according to me, is translating the skills into measurable behaviors to analyze as well as measure the competencies, which might require a psychologist most often.
Various roles/levels require various degrees of the same competencies. For example, communication for a junior-level and senior-level employee can never be at the same level.
The mapping of competencies is the process of matching the competency levels depicted by an employee vis-à-vis the actual level desired for that role/level/function.
The process:
1. Identify the competencies.
2. Translate into measurable behaviors.
3. Define the degrees of measurement for each level.
4. Set the standard - the competency level which must be exhibited.
Once you have done these, you have to carry out the competency analysis. This is done through:
1. Assessment center - psychometric tests, role plays, etc., with a psychologist observing and interpreting the behaviors.
2. BEI - behavioral event interviews.
3. Critical incident discussion, etc.
Once these exercises are over, we would be able to understand the competencies portrayed by an employee and the degree.
This has to be mapped against the desired competency level for that role/function/level the employee falls into and identify the gaps to circumscribe the gap through various interventions.
Mapping is actually for identifying the gap of an employee's competency by comparing the actual to the desired level.
Hope I have not confused you. :)
Cheers,
Rajesh B
Valuelanes, Bangalore
From India, Bangalore
Acknowledge(0)Amend(0)
An IRI approach to addressing human performance issues
When organizations recognize that people are truly their most valuable
resource, then one of the roles they accept is helping employees manage
their careers. Competency mapping is an important resource in this
environment, and is an adjunct to knowledge management and other
organizational initiatives.
Competency Mapping
IRI’s Competency Mapping process is designed to consistently measure
and assess individual and group performance as it relates to the expectations of the organization and its customers. It is used to identify
key attributes (knowledge, skills, and behavior attributes) that are required to perform effectively in a job classification or an identified process. Competency Mapping juxtaposes two sets of data. One set is based on organizational workflow and processes. It starts with the clear
articulation of workflow and processes, including all quality and quantity
requirements, inputs and outputs, decision criteria, and most important,
internal and external customer requirements.
For each step in each process, specific performance requirements are identified with all associated metrics and expectations. The other set of data is based on individual and group performance capabilities. It is collected through the utilization of a variety of assessment tools and procedures (which may include a robust 360- degree feedback process) to assess the extent to which individuals and groups can consistently demonstrate over time the competencies required to meet the expectations.
Where the output from the organizational maps meet the individual and group performance capabilities, an overall trend line is created that identified where in the process specific developmental opportunities exists, and with what specific population.
Impact Analysis
Through the use of this field-tested competency mapping process, IRI is
able to map individual and team competencies to create hypothetical
impact analysis on process outcomes that can be measured through
automated simulations. By referring to forecasted outputs, decisions can
be made as to how to best manage, evaluate, and develop employee
performance; recruit and select individuals that possess the skills required; and compensate individuals based on their demonstrated
performance. The IRI Competency Mapping process can be the foundation for aligning workflow and process outputs with critical customer
requirements with a foundation of required employee attributes and
competencies.
From India, Ahmadabad
Acknowledge(0)Amend(0)
When organizations recognize that people are truly their most valuable
resource, then one of the roles they accept is helping employees manage
their careers. Competency mapping is an important resource in this
environment, and is an adjunct to knowledge management and other
organizational initiatives.
Competency Mapping
IRI’s Competency Mapping process is designed to consistently measure
and assess individual and group performance as it relates to the expectations of the organization and its customers. It is used to identify
key attributes (knowledge, skills, and behavior attributes) that are required to perform effectively in a job classification or an identified process. Competency Mapping juxtaposes two sets of data. One set is based on organizational workflow and processes. It starts with the clear
articulation of workflow and processes, including all quality and quantity
requirements, inputs and outputs, decision criteria, and most important,
internal and external customer requirements.
For each step in each process, specific performance requirements are identified with all associated metrics and expectations. The other set of data is based on individual and group performance capabilities. It is collected through the utilization of a variety of assessment tools and procedures (which may include a robust 360- degree feedback process) to assess the extent to which individuals and groups can consistently demonstrate over time the competencies required to meet the expectations.
Where the output from the organizational maps meet the individual and group performance capabilities, an overall trend line is created that identified where in the process specific developmental opportunities exists, and with what specific population.
Impact Analysis
Through the use of this field-tested competency mapping process, IRI is
able to map individual and team competencies to create hypothetical
impact analysis on process outcomes that can be measured through
automated simulations. By referring to forecasted outputs, decisions can
be made as to how to best manage, evaluate, and develop employee
performance; recruit and select individuals that possess the skills required; and compensate individuals based on their demonstrated
performance. The IRI Competency Mapping process can be the foundation for aligning workflow and process outputs with critical customer
requirements with a foundation of required employee attributes and
competencies.
From India, Ahmadabad
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Employee Performance.pdf
Performance Development Plan.doc