Dear all. Can you please guide me as to on which Indian companies practise Competency mapping?.if anyone has cases on the topic. Thanks
From India, Mumbai
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From India, Mumbai
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Amongst the first few was Tata Steel in india...Dont have any cases etc on them but can ans a few queries if u have any...or give u d email id of sumone u can contact there...
From India, Mumbai
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50From India, Mumbai
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Thank you so much, Pranati, for your reply. Actually, I am working on a project on Competency Mapping and feeling quite confused about how to proceed. It would be a great favor if you could email me some email addresses of people at Tata Steel.
I am considering conducting an industry study, perhaps in the retail industry, on competency mapping. (Someone suggested that the IT industry may not provide me with basic information on competency.) What do you think about this? Please share your opinion. Can you also suggest some basic books on Competency Mapping?
Looking forward to your reply. Thank you very much!
From India, Mumbai
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I am considering conducting an industry study, perhaps in the retail industry, on competency mapping. (Someone suggested that the IT industry may not provide me with basic information on competency.) What do you think about this? Please share your opinion. Can you also suggest some basic books on Competency Mapping?
Looking forward to your reply. Thank you very much!
From India, Mumbai
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hai gitika,
plz dont be confused about competency mapping. it is not at all difficult. the term appears glitzy though.
competencies are of three types, namely
generic
specific - these competencies are essential to everyone in that dept.
core - these competencies are exclusive to the position holder.
Develop a list of competencies that are available like critical thinking, analytical ability, written skills, oral communication, time management, goal setting, conflict management, etc. Define each competency
All u should now do is, identify the level of employees under study. that means, whether u r studying entry level managers, or sr. managers or specialists or so on.
from the list generated, identify, the generic, specific and core for the positions under study. Each competency should be accompanied by behavioral indicators. for example,
CONFLICT MANAGEMENT: Anticipates or seeks to resolve confrontations, disagreements, or complaints in a constructive manner.
BEHAVIORAL INDICATORS:
• Recognizes the potential for conflicts, confrontations, or disagreements.
• Resolves conflicts, confrontations, or disagreements in a constructive manner.
• Addresses formal and informal complaints from employees.
• Addresses formal and informal complaints from persons other than employees (e.g., customers, suppliers).
• Attempts to resolve employee complaints.
• Attempts to resolve complaints from persons other than employees.
Now, examine their job profiles or job descriptions. develop the competencies required for each position from the list u developed in terms of generic, specific and core/key competencies and draw a table with rows and colums with positions understudy on the top and list of competencies generated for each position on the left and tick or cross most essential, essential and least essential.
thats all
any doubts, call me.
regards,
Dr. Prageetha
9247021039 (O)
9949870444 (cell)
From India, Warangal
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plz dont be confused about competency mapping. it is not at all difficult. the term appears glitzy though.
competencies are of three types, namely
generic
specific - these competencies are essential to everyone in that dept.
core - these competencies are exclusive to the position holder.
Develop a list of competencies that are available like critical thinking, analytical ability, written skills, oral communication, time management, goal setting, conflict management, etc. Define each competency
All u should now do is, identify the level of employees under study. that means, whether u r studying entry level managers, or sr. managers or specialists or so on.
from the list generated, identify, the generic, specific and core for the positions under study. Each competency should be accompanied by behavioral indicators. for example,
CONFLICT MANAGEMENT: Anticipates or seeks to resolve confrontations, disagreements, or complaints in a constructive manner.
BEHAVIORAL INDICATORS:
• Recognizes the potential for conflicts, confrontations, or disagreements.
• Resolves conflicts, confrontations, or disagreements in a constructive manner.
• Addresses formal and informal complaints from employees.
• Addresses formal and informal complaints from persons other than employees (e.g., customers, suppliers).
• Attempts to resolve employee complaints.
• Attempts to resolve complaints from persons other than employees.
Now, examine their job profiles or job descriptions. develop the competencies required for each position from the list u developed in terms of generic, specific and core/key competencies and draw a table with rows and colums with positions understudy on the top and list of competencies generated for each position on the left and tick or cross most essential, essential and least essential.
thats all
any doubts, call me.
regards,
Dr. Prageetha
9247021039 (O)
9949870444 (cell)
From India, Warangal
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Dear Ma'am,
Thank you a lot for providing me with such useful and detailed information. I'm really sorry for the late reply as I was out of town. I'm thinking of studying how competency-based HR practices are done, namely, in the below-mentioned areas:
- Recruitment & Selection
- Reward system
- Performance Management
- Career Plan & Career Development
- Succession plans & succession development
- Training/Development plans & programmes
Could you please provide me with some more guidance on the above areas? Please email me at gitikasathe@yahoo.co.in. Also, let me know if I could be of some help to you.
Waiting for your reply...
Thanks & Regards :)
From India, Mumbai
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Thank you a lot for providing me with such useful and detailed information. I'm really sorry for the late reply as I was out of town. I'm thinking of studying how competency-based HR practices are done, namely, in the below-mentioned areas:
- Recruitment & Selection
- Reward system
- Performance Management
- Career Plan & Career Development
- Succession plans & succession development
- Training/Development plans & programmes
Could you please provide me with some more guidance on the above areas? Please email me at gitikasathe@yahoo.co.in. Also, let me know if I could be of some help to you.
Waiting for your reply...
Thanks & Regards :)
From India, Mumbai
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NTPC is a PSU which undertakes competency mapping for its PMS. Right now, they have already identified 18 different competencies for all of their grades. Some of these competencies are compulsory, and some the executives can choose mutually with their reporting officer. If you need any more help, drop me a message. Regards, Aanchal.
From India, Mumbai
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From India, Mumbai
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Dear all,
I'm working on a project "competency mapping" in one organization. This concept is totally new for that organization. How should I proceed? Please guide me. Also, I would like to know about various competency models.
From India, Pune
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I'm working on a project "competency mapping" in one organization. This concept is totally new for that organization. How should I proceed? Please guide me. Also, I would like to know about various competency models.
From India, Pune
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Hutch Orange, GE Capital, Pricol, DS Group, TCS, Novell, HCL Technologies, O&M, L&T, Help Age India, Cognizant Technologies, Cairn Energy India Pvt., Lupin Ltd., GAIL, L.G. Electronics India Ltd, Bharti Cellular, Thermax Group, Sandvik Asia, Mercuri Goldmann Pvt. Ltd., Exide Industries, Kochi Refineries, Infosys, Royal Enfield, Patni Computer Systems, Visteon India, Tata Tea, NIIT, IPCL, NALCO, Cadila Pharmaceuticals, Welspun India Ltd., Wockhardt Ltd, Edutech Middle-East LLC (Dubai), Birla Cellulosic, TATA AIG Insurance Company, HDFC Standard Insurance Co., TATA Cummins, ONGC, Indian Rayon, Wyeth, BPL Mobile Cellular, MICO, Philips, Power Grid Corporation, TATA Motors, Siemens Ltd., Mahanagar Gas, Srilanka Telecom (Sri Lanka), Bharat Electronics, IFFCO, Gati, HPCL, SBI Staff College, TNT, Action Aid India, Indo-German Social Service, Idea Cellular, etc.
All the above organizations have got their employees trained in a competency mapping course, but don't know if they follow it or not.
From China
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All the above organizations have got their employees trained in a competency mapping course, but don't know if they follow it or not.
From China
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Akansha, will u be able to help me on how certain Software companies like Infy go about their Competency mapping... Or a refernce from whom I can fetch details.... Tnx in advance
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I'm Deepika Tikekar, and I have worked on the competencies of various employees based on situational analysis and have conducted interviews with the AGM at BHEL to map their competencies. I want to know if Morgan Stanley also maps competencies or not. Kindly reply!
From India, Bhopal
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From India, Bhopal
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We have done for many client. If you wish to engage a client, do revert here.
Also we have following workshop, write to us if interested
==
SALAHKAARCONSULTANTS
INVITES YOU TO
17th REPEAT
Two Days Workshops at Pune & Mumbai
on
"TALENT MANAGEMENT THROUGH COMPETENCY MAPPING
TO ACHIEVE ORGANIZATIONAL EXCELLENCE IN THE RECESSONARY WORLD
OBJECTIVES
The actual building of a Competency Models and then its implementation in an organization, however, has always remained a challenge owing to the fact that the exercise requires not only time and resources but also competent facilitators. Moreover, the approach of developing competency model and its effective implementation differs with organizations. Many organizations have relied on the services of consultants to accomplish this. Therefore, there is a need for Human Resources and other professionals to understand the distinct approach and the detailed methodologies involved in building Competency Model, Competency Mapping and its Measurement tools which can most suitably be used during the process so that they effectively integrate and implement the contemporary HR practices in their organizations.
That means, this workshop is aimed at making participants
· Understand the fundamentals of competency mapping and talent management and manage talent through competency mapping.
· Experience the process of competency mapping and profiling and apply them in their organization
· Learn the art of customization and institutionalization of Competencies in an organizational context
· Develop awareness about the implementation pre-requisites and strategies for talent management by competencies identification
· Understand integration of competency profiling to other HR applications
· Become a Subject Matter Expert and Internal Champion for Competency initiatives
CONTENT
· Are competency mapping and assessment necessary to manage talent?
· Introduction to the concept of Competency. Are competencies necessary? why of promoting competency mapping.
· Competency Model development:
o Determining the Objectives, Scope and the structure of the Model
o Approaches towards building Competency Model
o Creating Action Plan
· Building Competency Dictionary
o Formats of competency Dictionary, Definition & Indicators for each competency
· Competency Mapping Exercise:
· Selecting methodology for competency Assessment
· Applying various Measurement Tools
§ In-Basket Exercise
§ Leaderless Group discussion
§ Psychometric tools like EQit (An Indian test of Emotional Intelligence-validated on Indian managers),
§ BEI,etc
· Report Writing and Feedback Facilitation - Application of Competency Profiling
· Assessing Individual Competencies with reference to required competencies on a role (Gaps Analysis)
· A case from A Manufacturing, Company- demonstration, discussion and analysis to understand the methods of mapping
· Integration with HR Systems - Recruitment & Selection, Performance Management, Training & Development, Career Planning, Deployment, talent management, etc .
· Take home lessons
· Feedback, Good-by
METHODOLOGIES
Method for conducting the program will be a mixed package of interactive sessions employing a combination of discussion and presentations, psychometric inventories, group exercises, in-basket exercises, 3 case studies, business games, Behaviour Event Interviews,(BET) ,question & answers sessions, etc.
BENEFITS TO INDIVIDUALS/ORGANISATION
TO ORGANISATIONS
· Helps to translate the organizations vision and goals into expected employee behavior
· Helps implement more effective and legally defensible recruitment, selection and assessment methods
· Reduces recruitment cost
Properly implemented reduces absenteeism
· Reduces training cost
· Reduces turn over
· Improves performance and there by profitability
· Reinforce corporate strategy, culture, and vision
· Improve job satisfaction
· Provide common organization wide vision strategies
TO INDIVIDUAL MANAGERS
· Identify performance criteria to improve the accuracy and ease of the hiring and selection process.
· Provide more objective performance standards.
· Clarify standards of excellence for easier communication of performance expectations to direct reports.
· Provide a clear foundation for dialogue to occur between the manager and employee about performance, development, and career-related issues
TO INDIVIDUAL PARTICIPANTS
The participants will be able to
· Identify competencies for a particular role/job.
· generate behavioral indicators for these competencies
· Understand and integrate competencies identified with other HR systems and processes like selection, placement, promotion, training etc.
· understand various methodologies used for competency mapping
· develop competency models for own organizations
· validate competency lists and develop a competency dictionary
· create competency based HRM systems in their organizations
PROFESSIONAL INVESTMENT (PER PERSON, NON-RESIDENTIAL)
Base Price: INR (Rs). 15000/- only + service tax as applicable
Big Discount for Bulk Nominations: One firm sponsoring 2 Participation - Rs 300 per head, 3 Participation - Rs 600 per head, 4 Participation and more - Rs 1000 per head
The fee includes reading material, copies of exercises, all stationery, breakfast, tea and lunches on the program days.
The participants will have to organize their own stay arrangements.
PAYMENT CONDITIONS
Cheque / DD in the name of Salahkaar Consultants payable at Pune and mail it to
Salahkaar Consultants, 2nd floor, Siddhant Classic A, Plot No. 25, Next to Gulmohar Royale, Near Ganpati Chowk, Viman Nagar, Pune 411 014, India.
To understand terms of early bird discounts please call Bhavyata 09371110633 / 020 -40027772 or write back to us
Kind regards,
Salahkaar Consultants
Bhavyata Dixit | Deputy Manager | Human Resource Services
Salahkaar Consultants | Salahkaar Management Consulting & Training Co. Pvt. Ltd HR Consulting | Recruitment | Training | Testing | Distance Education
Phone: 9371110633, 020-40027772 / Telefax: 020 26632472
Website:Salahkaar Consultants
Address: 2nd Floor,Siddhant Classic, Next to Gulmohar Royale, Plot No-25, Above Jai Shri Ram Super Market and IQRA,Viman Nagar, Pune 411 014, India,
From India, Pune
Acknowledge(0)Amend(0)
Also we have following workshop, write to us if interested
==
SALAHKAARCONSULTANTS
INVITES YOU TO
17th REPEAT
Two Days Workshops at Pune & Mumbai
on
"TALENT MANAGEMENT THROUGH COMPETENCY MAPPING
TO ACHIEVE ORGANIZATIONAL EXCELLENCE IN THE RECESSONARY WORLD
OBJECTIVES
The actual building of a Competency Models and then its implementation in an organization, however, has always remained a challenge owing to the fact that the exercise requires not only time and resources but also competent facilitators. Moreover, the approach of developing competency model and its effective implementation differs with organizations. Many organizations have relied on the services of consultants to accomplish this. Therefore, there is a need for Human Resources and other professionals to understand the distinct approach and the detailed methodologies involved in building Competency Model, Competency Mapping and its Measurement tools which can most suitably be used during the process so that they effectively integrate and implement the contemporary HR practices in their organizations.
That means, this workshop is aimed at making participants
· Understand the fundamentals of competency mapping and talent management and manage talent through competency mapping.
· Experience the process of competency mapping and profiling and apply them in their organization
· Learn the art of customization and institutionalization of Competencies in an organizational context
· Develop awareness about the implementation pre-requisites and strategies for talent management by competencies identification
· Understand integration of competency profiling to other HR applications
· Become a Subject Matter Expert and Internal Champion for Competency initiatives
CONTENT
· Are competency mapping and assessment necessary to manage talent?
· Introduction to the concept of Competency. Are competencies necessary? why of promoting competency mapping.
· Competency Model development:
o Determining the Objectives, Scope and the structure of the Model
o Approaches towards building Competency Model
o Creating Action Plan
· Building Competency Dictionary
o Formats of competency Dictionary, Definition & Indicators for each competency
· Competency Mapping Exercise:
· Selecting methodology for competency Assessment
· Applying various Measurement Tools
§ In-Basket Exercise
§ Leaderless Group discussion
§ Psychometric tools like EQit (An Indian test of Emotional Intelligence-validated on Indian managers),
§ BEI,etc
· Report Writing and Feedback Facilitation - Application of Competency Profiling
· Assessing Individual Competencies with reference to required competencies on a role (Gaps Analysis)
· A case from A Manufacturing, Company- demonstration, discussion and analysis to understand the methods of mapping
· Integration with HR Systems - Recruitment & Selection, Performance Management, Training & Development, Career Planning, Deployment, talent management, etc .
· Take home lessons
· Feedback, Good-by
METHODOLOGIES
Method for conducting the program will be a mixed package of interactive sessions employing a combination of discussion and presentations, psychometric inventories, group exercises, in-basket exercises, 3 case studies, business games, Behaviour Event Interviews,(BET) ,question & answers sessions, etc.
BENEFITS TO INDIVIDUALS/ORGANISATION
TO ORGANISATIONS
· Helps to translate the organizations vision and goals into expected employee behavior
· Helps implement more effective and legally defensible recruitment, selection and assessment methods
· Reduces recruitment cost
Properly implemented reduces absenteeism
· Reduces training cost
· Reduces turn over
· Improves performance and there by profitability
· Reinforce corporate strategy, culture, and vision
· Improve job satisfaction
· Provide common organization wide vision strategies
TO INDIVIDUAL MANAGERS
· Identify performance criteria to improve the accuracy and ease of the hiring and selection process.
· Provide more objective performance standards.
· Clarify standards of excellence for easier communication of performance expectations to direct reports.
· Provide a clear foundation for dialogue to occur between the manager and employee about performance, development, and career-related issues
TO INDIVIDUAL PARTICIPANTS
The participants will be able to
· Identify competencies for a particular role/job.
· generate behavioral indicators for these competencies
· Understand and integrate competencies identified with other HR systems and processes like selection, placement, promotion, training etc.
· understand various methodologies used for competency mapping
· develop competency models for own organizations
· validate competency lists and develop a competency dictionary
· create competency based HRM systems in their organizations
PROFESSIONAL INVESTMENT (PER PERSON, NON-RESIDENTIAL)
Base Price: INR (Rs). 15000/- only + service tax as applicable
Big Discount for Bulk Nominations: One firm sponsoring 2 Participation - Rs 300 per head, 3 Participation - Rs 600 per head, 4 Participation and more - Rs 1000 per head
The fee includes reading material, copies of exercises, all stationery, breakfast, tea and lunches on the program days.
The participants will have to organize their own stay arrangements.
PAYMENT CONDITIONS
Cheque / DD in the name of Salahkaar Consultants payable at Pune and mail it to
Salahkaar Consultants, 2nd floor, Siddhant Classic A, Plot No. 25, Next to Gulmohar Royale, Near Ganpati Chowk, Viman Nagar, Pune 411 014, India.
To understand terms of early bird discounts please call Bhavyata 09371110633 / 020 -40027772 or write back to us
Kind regards,
Salahkaar Consultants
Bhavyata Dixit | Deputy Manager | Human Resource Services
Salahkaar Consultants | Salahkaar Management Consulting & Training Co. Pvt. Ltd HR Consulting | Recruitment | Training | Testing | Distance Education
Phone: 9371110633, 020-40027772 / Telefax: 020 26632472
Website:Salahkaar Consultants
Address: 2nd Floor,Siddhant Classic, Next to Gulmohar Royale, Plot No-25, Above Jai Shri Ram Super Market and IQRA,Viman Nagar, Pune 411 014, India,
From India, Pune
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Dear Akansha,
The information you shared in 2008 was highly valuable. Many organizations practiced competency mapping back then, including Hutch Orange, GE Capital, Pricol, DS Group, TCS, Novell, HCL Technologies, O&M, L&T, Help Age India, Cognizant Technologies, Cairn Energy India Pvt. Ltd., Lupin Ltd., GAIL, LG Electronics India Ltd, Bharti Cellular, Thermax Group, Sandvik Asia, Mercuri Goldmann Pvt. Ltd., Exide Industries, Kochi Refineries, Infosys, Royal Enfield, Patni Computer Systems, Visteon India, Tata Tea, NIIT, IPCL, NALCO, Cadila Pharmaceuticals, Welspun India Ltd., Wockhardt Ltd, Edutech Middle-east LLC (Dubai), Birla Cellulosic, TATA AIG Insurance Company, HDFC Standard Insurance Co., TATA Cummins, ONGC, Indian Rayon, Wyeth, BPL Mobile Cellular, MICO, Philips, Power Grid Corporation, TATA Motors, Siemens Ltd., Mahanagar Gas, Sri Lanka Telecom (Sri Lanka), Bharat Electronics, IFFCO, Gati, HPCL, SBI Staff College, TNT, ActionAid India, Indo-German Social Service, Idea Cellular, and more.
All the mentioned organizations had their employees trained in four competency mapping courses. However, it is uncertain whether they actively implement this training. Can you provide further details on this aspect?
Thank you in anticipation.
Acknowledge(0)Amend(0)
The information you shared in 2008 was highly valuable. Many organizations practiced competency mapping back then, including Hutch Orange, GE Capital, Pricol, DS Group, TCS, Novell, HCL Technologies, O&M, L&T, Help Age India, Cognizant Technologies, Cairn Energy India Pvt. Ltd., Lupin Ltd., GAIL, LG Electronics India Ltd, Bharti Cellular, Thermax Group, Sandvik Asia, Mercuri Goldmann Pvt. Ltd., Exide Industries, Kochi Refineries, Infosys, Royal Enfield, Patni Computer Systems, Visteon India, Tata Tea, NIIT, IPCL, NALCO, Cadila Pharmaceuticals, Welspun India Ltd., Wockhardt Ltd, Edutech Middle-east LLC (Dubai), Birla Cellulosic, TATA AIG Insurance Company, HDFC Standard Insurance Co., TATA Cummins, ONGC, Indian Rayon, Wyeth, BPL Mobile Cellular, MICO, Philips, Power Grid Corporation, TATA Motors, Siemens Ltd., Mahanagar Gas, Sri Lanka Telecom (Sri Lanka), Bharat Electronics, IFFCO, Gati, HPCL, SBI Staff College, TNT, ActionAid India, Indo-German Social Service, Idea Cellular, and more.
All the mentioned organizations had their employees trained in four competency mapping courses. However, it is uncertain whether they actively implement this training. Can you provide further details on this aspect?
Thank you in anticipation.
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