Hi freinds, Sorry that I could not actually post the whole article in previous post, look at this now,and send your feedback.
Your feedback will help me to achieve the eligibility to do PhD.
Thanks and Regards,
VINAY.
Competency mapping
How does the HR department avoid making the mistake of hiring a round peg for a square hole? By using competency mapping, says Sudipta Dev
Competency-based HR is considered the best HR. In India however competency development and mapping still remains an unexplored process in most IT organisations despite the growing level of awareness. After all, Level 3 of PCMM is focused on the competency framework in an organisation. Is the underlying principle of competency mapping just about finding the right people for the right job? The issue is much more complex than it appears, and most HR departments have been struggling to formulate the right framework for their organisation.
Competency mapping is a process of identifying key competencies for a particular position in an organisation, and then using it for job-evaluation, recruitment, training and development, performance management, succession planning, etc. "The competency framework serves as the bedrock for all HR applications. As a result of competency mapping, all the HR processes like talent induction, management development, appraisals and training yield much better results," states well-known HR consultant Ullhas Pagey. He however points out that the competency movement has caught on much better in the non-IT sector than the IT sector. Only a few IT organisations which are at the higher end of the HR value chain are known to be doing some work in this area; most are more busy handling recruitment and compensation-related matters. "Unless managements and HR heads have holistic expectations from their HR departments, the competency movement is unlikely to succeed as it requires lot of time, dedication and money," he adds, pointing out that before an organisation embarks on this journey it has to be very clear about the business goals, capability-building imperatives and core competencies of the organisation. The competency mapping process needs to be strongly integrated with these aspects.
Experts agree that the competency mapping process does not fit the one-size-fits all formula. It has to be specific to the user organisation. "My suggestion is to develop models that draw from but are not defined by existing research, using behavioural interview methods so that the organisation creates a model that reflects its own strategy, its own market, its own customers, and the competencies that bring success in that specific context (including national culture). Start with small, discrete groups or teams, ideally in two directions-a 'horizontal slice' across the business that takes in a multi-functional or multi-site group, more or less at the same organisational level, and a 'vertical slice' taking in one whole department or team from top to bottom. From that, the organisation can learn about the process of competency modelling, and how potential alternative formats for the models may or may not fit the needs of the business," explains Stephen Martin, an international authority in the field who is also the president of ITAP Europe.
Martin believes that it is important to focus on one or two key areas of implementation rather than the whole HRD agenda in one scoop. "So if recruitment and selection or performance management are the key strategic needs of the business, and where the pain is being felt, then start there," he advises, adding that competency mapping can be rather good at providing organisational pain relief when applied effectively-and so making the case for extending it. Further, it is advisable to begin with a 'horizontal' slice of the management or senior-most team as the benefits will percolate down to the whole organisation.
Methodology for designing
The following methodology for designing and developing competency frameworks is suggested by Martin. "In my experience, the most effective route is to employ recognised best-practice internal research methodology using behavioural event interview (BEI) techniques to selectively sample the target population (supplemented with expert panels and 'Competency Requirement Questionnaires' to engage wider population samples) and so build up the models from the data that emerges. This data should be triangulated against clear top-down input in terms of organisational strategy and business objectives, and also against external research relevant and analogous to the organisation's situation-not as a driver, but as a reference point." He adds that once the behavioural data is collected, it should be sorted, categorised and levelled carefully to create models that are both concise and comprehensive, simple and sophisticated. Developing BEI skills within the organisation has the added benefit that once the model is complete, it can be used more effectively by transferring these skills to selection interviewing, development assessments, and so on.
Martin cautions that international organisations must ensure that the methodology does not screen-out those competencies that do not match the culturally-influenced pre-conceptions of the head office (wherever it is situated) of what high-performance competencies are. "This is a common error…the universalist, all-powerful 'global leadership model'. There is so much evidence to support the idea that culture is a business issue, is a management issue, that it seems obvious that mono-cultural lists of 'exemplar behaviours' will work only to exclude those who do not conform to the originating culture. The point is not to get everybody to behave the same, but to get everybody to perform to the same high standards."
Recruitment and retention
Competency mapping can play a significant role in recruiting and retaining people as it gives a more accurate analysis of the job requirements, the candidate's capability, of the difference between the two, and the development and training needs to bridge the gaps, asserts Martin.
As far as meeting an individual's career aspirations are concerned, once the organisation gives an employee the perspective of what is required from him to reach a particular position, it drives him to develop the competencies for the same. "Competencies enable individuals to identify and articulate what they offer-regardless of the (usually misfit) job they happen to have at the time-so that their organisation (current or future) can see, value and utilise what capability is actually available," says Martin.
Lynette D'Silva, manager, learning & development, HR, Zensar Technologies, points out that competency mapping helps identify the success criteria (i.e. behavioural standards of performance excellence) required for individuals to be successful in their roles. It helps to:
Support specific and objective assessment of their strengths, and specify targeted areas for professional development.
Provide development tools and methods for enhancing their skills.
Provide the basis for a more objective dialogue with their manager or team about performance, development, and career-related issues.
"If an individual is able to discuss the above with his manager, it will help him to chalk out his growth perspectives in the company," states D'Silva.
At Zensar and L&T Infotech
As a result of competency mapping, all the HR processes like talent induction, appraisals and training yield much better results
Having defined the various job roles, a focused study was initiated where job role holders were interviewed on the critical incident method and the data of success-critical factors was collated.
The job roles and deliverables were finalised on the basis of the competencies derived from the data. This data was further analysed, and on the basis of this competencies that had an impact on the job roles and deliverables were finalised.
After identifying the competencies, a job analysis exercise was carried out where the importance level of every competency was ascertained before freezing the competency model.
For team leaders and project managers, the company also runs development centres in-house; here, individuals are profiled on behavioural competencies required for their position. "This process creates awareness in the individual about his behavioural traits in detail, and helps him chalk out an individual development plan. Development centres help map an individual's potential, which is useful to both the individual and the organisation. All management development programmes are also fine-tuned to address the specific competency needs at different levels," explains D'Silva, adding that the 360-degree feedback has also been designed on the competency model, enabling managers to get feedback from their teams. This feedback is based on the rating of the competencies which are an integral part of their managerial skill-set.
L&T Infotech, a PCMM Level 5 company, has a successful competency-based HR system. Recruitment, training, job rotation, succession planning and promotions-all are defined by competency mapping. Says Dr Devendra Nath, executive vice-president of the company, who had initiated the PCMM process in the parent company (L&T) in 1997, "Nearly all our HR interventions are linked to competency. Competencies are enhanced through training and job rotation." He adds that all people who have gone through job rotation undergo a transformation and get a broader perspective of the company. For instance, a person lacking in negotiation skills might be put in the sales or purchase department for a year to hone his skills in the area.
Dhananjay Savarkar, head of the training department, L&T Infotech, asserts that in no two organisations can competency frameworks be the same; it will vary over time even in one organisation. It is not timeless, it is contextual. "We call it the DNA of success…it is what makes star performers work in a particular way. Isolate the DNA and make it available to ten others," says Savarkar. When the company started competency mapping the whole process took eight months for six roles and two variations. Eventually, 16-18 profiles were worked out. The company uses PeopleSoft for competency mapping. "Behavioural competencies do not change every month. Two appraisals are done subsequently… every project-end for skills, and annual for behavioural competencies." He acknowledges that there was resistance from the line people, but when the numbers started flowing they sat up
. Every quarter, an SBU-based skills portfolio is published. Nath says that it has been a very rewarding experience. As far as training and development is concerned, instead of asking people to attend classes, they themselves get pulled to the classes. Introduction of competency mapping has also involved introducing skill appraisals in performance appraisals. This has also led to training people on how to assess subordinates on competencies. Notes Nath, "The best human resources development is when people in the line department do HR. Where the HR department is the enabler, the line people see the advantage and drive us." Competency-based HR makes this almost-utopian dream attainable.
Core Competency Framework & Educational Competency Assessment Web Site
The AICPA Core Competency Framework, developed by educators for educators, defines a set of skills-based competencies needed by all students entering the accounting profession, regardless of the career path they choose (public/industry/government/nonprofit) or the specific accounting services they will perform. Developed by the AICPA Pre-Certification Education Executive Committee, the Educational Competency Assessment (ECA) Web site is the central source of guidance on the Core Competency Framework.
The Core Competency Framework focuses on skills and is not structured around traditional subject/content areas or accounting services. A skills-based curriculum is advocated, because the body of knowledge and the accounting profession are changing so rapidly. Although knowledge requirements will change with time, the core set of competencies identified by the Framework will have long-term value and will support a variety of career opportunities for the future CPA.
In addition, by basing entry-level competency requirements on professional models, the Framework supports the concept of learning as a continuum that begins in an academic setting and continues with life-long professional education and experience. Further, by basing curriculum guidance on professional expectations, the Framework aims to ease transition from student to professional.
The competencies identified in the Framework are arranged under the following three categories:
1. Functional Competencies—technical competencies most closely aligned with the value contributed by accounting professionals
2. Personal Competencies—individual attributes and values
3. Broad Business Perspective Competencies—perspectives and skills relating to understanding of internal and external business contexts
Mapping of the Core Competency Framework to the Skills Tested on the CPA Exam
In particular, the skills identified in the Functional category provide a foundation essential to the CPA profession while the Broad Business and Personal skills position the CPA to offer valued added services in the form of decision-making ability, strategic and critical thinking, leadership, and more. Likewise, the computer-based CPA Examination, and in particular, the simulations, assesses the skills entry-level CPAs must have in order to ensure the protection of the public interest, as identified by the most recent accounting practice analysis. The skills tested on the CPA Exam are: Analysis, Judgment, Communication, Research, and Understanding.
In addition, the Framework and the skills tested on the CPA Exam are reflective of the core values of the accounting profession, provide the requisite skill set necessary to develop the foundation for a successful and productive career, and support the concept of learning as a continuum that begins in an academic setting and continues with life-long professional education and experience. To this end, a joint task force of the AICPA Pre-Certification Education Executive Committee and CPA Exam Content Committee has prepared a document mapping the skills identified in the AICPA Core Competency Framework to the skills tested on the CPA Exam. (PowerPoint Presentation)
Education Competency Assessment (ECA) Web site
Developed by the AICPA Pre-Certification Education Executive Committee, the Education Competency Assessment (ECA) website is the central source of guidance on the Core Competency Framework. The site includes a library of resources, including a database of the Core Competencies, education strategies for integrating the competencies into courses and across the curriculum, and guidance on assessing student performance and evaluating the degree to which competencies are covered. A primary feature of the ECA site is the "organizer" tools that allow educators to document their assessment process and generate reports at the course and program level. The ECA site is a free resource.
Go to the Education Competency Assessment (ECA) Web site
The use of Competencies can include: assessment during recruitment, through specific work-based exercises and relevant, validated, psychometric tests; assessment during further development; as a profile during assessment to guide future development needs; succession planning and promotion; organisational development analysis.
Techniques used to map Competencies include Critical Incident Analysis and Repertory Grid.
Sample Question - Competency Mapping
QUESTION
My company is undertaking a Job Evaluation exercise, along with competency mapping. Competency mapping is an area which has been least explored in India.I would like relevant information on Competency mapping , along with references so as to develop my skills.
ANSWER
Competency Mapping is a process of identify key competencies for an organization and/or a job and incorporating those competencies throughout the various processes (i.e. job evaluation, training, recruitment) of the organization. To ensure we are both on the same page, we would define a competency as a behavior (i.e. communication, leadership) rather than a skill or ability.
The steps involved in competency mapping with an end result of job evaluation include the following:
1) Conduct a job analysis by asking incumbents to complete a position information questionnaire(PIQ). This can be provided for incumbents to complete, or you can conduct one-on-one interviews using the PIQ as a guide. A sample PIQ that we use when conducting this step with our clients was provided to this client. The primary goal is to gather from incumbents what they feel are the key behaviors necessary to perform their respective jobs.
2) Using the results of the job analysis, you are ready to develop a competency based job description. A sample of a competency based job description generated from the PIQ was provided to this client. This was developed after carefully analyzing the input from the represented group of incumbents and converting it to standard competencies.
3) With a competency based job description, you are on your way to begin mapping the competencies throughout your human resources processes. The competencies of the respective job description become your factors for assessment on the performance evaluation. Using competencies will help guide you to perform more objective evaluations based on displayed or not displayed behaviors.
4) Taking the competency mapping one step further, you can use the results of your evaluation to identify in what competencies individuals need additional development or training. This will help you focus your training needs on the goals of the position and company and help your employees develop toward the ultimate success of the organization.
To help you with the implementation of these steps and attached tools, we would recommend you consider reading the following materials. In addition, you may wish to email one of our clients that just went through this process (contact information for this client was provided).
From India
6Your feedback will help me to achieve the eligibility to do PhD.
Thanks and Regards,
VINAY.
Competency mapping
How does the HR department avoid making the mistake of hiring a round peg for a square hole? By using competency mapping, says Sudipta Dev
Competency-based HR is considered the best HR. In India however competency development and mapping still remains an unexplored process in most IT organisations despite the growing level of awareness. After all, Level 3 of PCMM is focused on the competency framework in an organisation. Is the underlying principle of competency mapping just about finding the right people for the right job? The issue is much more complex than it appears, and most HR departments have been struggling to formulate the right framework for their organisation.
Competency mapping is a process of identifying key competencies for a particular position in an organisation, and then using it for job-evaluation, recruitment, training and development, performance management, succession planning, etc. "The competency framework serves as the bedrock for all HR applications. As a result of competency mapping, all the HR processes like talent induction, management development, appraisals and training yield much better results," states well-known HR consultant Ullhas Pagey. He however points out that the competency movement has caught on much better in the non-IT sector than the IT sector. Only a few IT organisations which are at the higher end of the HR value chain are known to be doing some work in this area; most are more busy handling recruitment and compensation-related matters. "Unless managements and HR heads have holistic expectations from their HR departments, the competency movement is unlikely to succeed as it requires lot of time, dedication and money," he adds, pointing out that before an organisation embarks on this journey it has to be very clear about the business goals, capability-building imperatives and core competencies of the organisation. The competency mapping process needs to be strongly integrated with these aspects.
Experts agree that the competency mapping process does not fit the one-size-fits all formula. It has to be specific to the user organisation. "My suggestion is to develop models that draw from but are not defined by existing research, using behavioural interview methods so that the organisation creates a model that reflects its own strategy, its own market, its own customers, and the competencies that bring success in that specific context (including national culture). Start with small, discrete groups or teams, ideally in two directions-a 'horizontal slice' across the business that takes in a multi-functional or multi-site group, more or less at the same organisational level, and a 'vertical slice' taking in one whole department or team from top to bottom. From that, the organisation can learn about the process of competency modelling, and how potential alternative formats for the models may or may not fit the needs of the business," explains Stephen Martin, an international authority in the field who is also the president of ITAP Europe.
Martin believes that it is important to focus on one or two key areas of implementation rather than the whole HRD agenda in one scoop. "So if recruitment and selection or performance management are the key strategic needs of the business, and where the pain is being felt, then start there," he advises, adding that competency mapping can be rather good at providing organisational pain relief when applied effectively-and so making the case for extending it. Further, it is advisable to begin with a 'horizontal' slice of the management or senior-most team as the benefits will percolate down to the whole organisation.
Methodology for designing
The following methodology for designing and developing competency frameworks is suggested by Martin. "In my experience, the most effective route is to employ recognised best-practice internal research methodology using behavioural event interview (BEI) techniques to selectively sample the target population (supplemented with expert panels and 'Competency Requirement Questionnaires' to engage wider population samples) and so build up the models from the data that emerges. This data should be triangulated against clear top-down input in terms of organisational strategy and business objectives, and also against external research relevant and analogous to the organisation's situation-not as a driver, but as a reference point." He adds that once the behavioural data is collected, it should be sorted, categorised and levelled carefully to create models that are both concise and comprehensive, simple and sophisticated. Developing BEI skills within the organisation has the added benefit that once the model is complete, it can be used more effectively by transferring these skills to selection interviewing, development assessments, and so on.
Martin cautions that international organisations must ensure that the methodology does not screen-out those competencies that do not match the culturally-influenced pre-conceptions of the head office (wherever it is situated) of what high-performance competencies are. "This is a common error…the universalist, all-powerful 'global leadership model'. There is so much evidence to support the idea that culture is a business issue, is a management issue, that it seems obvious that mono-cultural lists of 'exemplar behaviours' will work only to exclude those who do not conform to the originating culture. The point is not to get everybody to behave the same, but to get everybody to perform to the same high standards."
Recruitment and retention
Competency mapping can play a significant role in recruiting and retaining people as it gives a more accurate analysis of the job requirements, the candidate's capability, of the difference between the two, and the development and training needs to bridge the gaps, asserts Martin.
As far as meeting an individual's career aspirations are concerned, once the organisation gives an employee the perspective of what is required from him to reach a particular position, it drives him to develop the competencies for the same. "Competencies enable individuals to identify and articulate what they offer-regardless of the (usually misfit) job they happen to have at the time-so that their organisation (current or future) can see, value and utilise what capability is actually available," says Martin.
Lynette D'Silva, manager, learning & development, HR, Zensar Technologies, points out that competency mapping helps identify the success criteria (i.e. behavioural standards of performance excellence) required for individuals to be successful in their roles. It helps to:
Support specific and objective assessment of their strengths, and specify targeted areas for professional development.
Provide development tools and methods for enhancing their skills.
Provide the basis for a more objective dialogue with their manager or team about performance, development, and career-related issues.
"If an individual is able to discuss the above with his manager, it will help him to chalk out his growth perspectives in the company," states D'Silva.
At Zensar and L&T Infotech
As a result of competency mapping, all the HR processes like talent induction, appraisals and training yield much better results
Having defined the various job roles, a focused study was initiated where job role holders were interviewed on the critical incident method and the data of success-critical factors was collated.
The job roles and deliverables were finalised on the basis of the competencies derived from the data. This data was further analysed, and on the basis of this competencies that had an impact on the job roles and deliverables were finalised.
After identifying the competencies, a job analysis exercise was carried out where the importance level of every competency was ascertained before freezing the competency model.
For team leaders and project managers, the company also runs development centres in-house; here, individuals are profiled on behavioural competencies required for their position. "This process creates awareness in the individual about his behavioural traits in detail, and helps him chalk out an individual development plan. Development centres help map an individual's potential, which is useful to both the individual and the organisation. All management development programmes are also fine-tuned to address the specific competency needs at different levels," explains D'Silva, adding that the 360-degree feedback has also been designed on the competency model, enabling managers to get feedback from their teams. This feedback is based on the rating of the competencies which are an integral part of their managerial skill-set.
L&T Infotech, a PCMM Level 5 company, has a successful competency-based HR system. Recruitment, training, job rotation, succession planning and promotions-all are defined by competency mapping. Says Dr Devendra Nath, executive vice-president of the company, who had initiated the PCMM process in the parent company (L&T) in 1997, "Nearly all our HR interventions are linked to competency. Competencies are enhanced through training and job rotation." He adds that all people who have gone through job rotation undergo a transformation and get a broader perspective of the company. For instance, a person lacking in negotiation skills might be put in the sales or purchase department for a year to hone his skills in the area.
Dhananjay Savarkar, head of the training department, L&T Infotech, asserts that in no two organisations can competency frameworks be the same; it will vary over time even in one organisation. It is not timeless, it is contextual. "We call it the DNA of success…it is what makes star performers work in a particular way. Isolate the DNA and make it available to ten others," says Savarkar. When the company started competency mapping the whole process took eight months for six roles and two variations. Eventually, 16-18 profiles were worked out. The company uses PeopleSoft for competency mapping. "Behavioural competencies do not change every month. Two appraisals are done subsequently… every project-end for skills, and annual for behavioural competencies." He acknowledges that there was resistance from the line people, but when the numbers started flowing they sat up
. Every quarter, an SBU-based skills portfolio is published. Nath says that it has been a very rewarding experience. As far as training and development is concerned, instead of asking people to attend classes, they themselves get pulled to the classes. Introduction of competency mapping has also involved introducing skill appraisals in performance appraisals. This has also led to training people on how to assess subordinates on competencies. Notes Nath, "The best human resources development is when people in the line department do HR. Where the HR department is the enabler, the line people see the advantage and drive us." Competency-based HR makes this almost-utopian dream attainable.
Core Competency Framework & Educational Competency Assessment Web Site
The AICPA Core Competency Framework, developed by educators for educators, defines a set of skills-based competencies needed by all students entering the accounting profession, regardless of the career path they choose (public/industry/government/nonprofit) or the specific accounting services they will perform. Developed by the AICPA Pre-Certification Education Executive Committee, the Educational Competency Assessment (ECA) Web site is the central source of guidance on the Core Competency Framework.
The Core Competency Framework focuses on skills and is not structured around traditional subject/content areas or accounting services. A skills-based curriculum is advocated, because the body of knowledge and the accounting profession are changing so rapidly. Although knowledge requirements will change with time, the core set of competencies identified by the Framework will have long-term value and will support a variety of career opportunities for the future CPA.
In addition, by basing entry-level competency requirements on professional models, the Framework supports the concept of learning as a continuum that begins in an academic setting and continues with life-long professional education and experience. Further, by basing curriculum guidance on professional expectations, the Framework aims to ease transition from student to professional.
The competencies identified in the Framework are arranged under the following three categories:
1. Functional Competencies—technical competencies most closely aligned with the value contributed by accounting professionals
2. Personal Competencies—individual attributes and values
3. Broad Business Perspective Competencies—perspectives and skills relating to understanding of internal and external business contexts
Mapping of the Core Competency Framework to the Skills Tested on the CPA Exam
In particular, the skills identified in the Functional category provide a foundation essential to the CPA profession while the Broad Business and Personal skills position the CPA to offer valued added services in the form of decision-making ability, strategic and critical thinking, leadership, and more. Likewise, the computer-based CPA Examination, and in particular, the simulations, assesses the skills entry-level CPAs must have in order to ensure the protection of the public interest, as identified by the most recent accounting practice analysis. The skills tested on the CPA Exam are: Analysis, Judgment, Communication, Research, and Understanding.
In addition, the Framework and the skills tested on the CPA Exam are reflective of the core values of the accounting profession, provide the requisite skill set necessary to develop the foundation for a successful and productive career, and support the concept of learning as a continuum that begins in an academic setting and continues with life-long professional education and experience. To this end, a joint task force of the AICPA Pre-Certification Education Executive Committee and CPA Exam Content Committee has prepared a document mapping the skills identified in the AICPA Core Competency Framework to the skills tested on the CPA Exam. (PowerPoint Presentation)
Education Competency Assessment (ECA) Web site
Developed by the AICPA Pre-Certification Education Executive Committee, the Education Competency Assessment (ECA) website is the central source of guidance on the Core Competency Framework. The site includes a library of resources, including a database of the Core Competencies, education strategies for integrating the competencies into courses and across the curriculum, and guidance on assessing student performance and evaluating the degree to which competencies are covered. A primary feature of the ECA site is the "organizer" tools that allow educators to document their assessment process and generate reports at the course and program level. The ECA site is a free resource.
Go to the Education Competency Assessment (ECA) Web site
The use of Competencies can include: assessment during recruitment, through specific work-based exercises and relevant, validated, psychometric tests; assessment during further development; as a profile during assessment to guide future development needs; succession planning and promotion; organisational development analysis.
Techniques used to map Competencies include Critical Incident Analysis and Repertory Grid.
Sample Question - Competency Mapping
QUESTION
My company is undertaking a Job Evaluation exercise, along with competency mapping. Competency mapping is an area which has been least explored in India.I would like relevant information on Competency mapping , along with references so as to develop my skills.
ANSWER
Competency Mapping is a process of identify key competencies for an organization and/or a job and incorporating those competencies throughout the various processes (i.e. job evaluation, training, recruitment) of the organization. To ensure we are both on the same page, we would define a competency as a behavior (i.e. communication, leadership) rather than a skill or ability.
The steps involved in competency mapping with an end result of job evaluation include the following:
1) Conduct a job analysis by asking incumbents to complete a position information questionnaire(PIQ). This can be provided for incumbents to complete, or you can conduct one-on-one interviews using the PIQ as a guide. A sample PIQ that we use when conducting this step with our clients was provided to this client. The primary goal is to gather from incumbents what they feel are the key behaviors necessary to perform their respective jobs.
2) Using the results of the job analysis, you are ready to develop a competency based job description. A sample of a competency based job description generated from the PIQ was provided to this client. This was developed after carefully analyzing the input from the represented group of incumbents and converting it to standard competencies.
3) With a competency based job description, you are on your way to begin mapping the competencies throughout your human resources processes. The competencies of the respective job description become your factors for assessment on the performance evaluation. Using competencies will help guide you to perform more objective evaluations based on displayed or not displayed behaviors.
4) Taking the competency mapping one step further, you can use the results of your evaluation to identify in what competencies individuals need additional development or training. This will help you focus your training needs on the goals of the position and company and help your employees develop toward the ultimate success of the organization.
To help you with the implementation of these steps and attached tools, we would recommend you consider reading the following materials. In addition, you may wish to email one of our clients that just went through this process (contact information for this client was provided).
From India
Hi Dr.Vinod
Greetings
Nice to see your article on the wonderful subject on Competency Mapping. I happen to work on the same line for My PhD.My title is Enhancing the performance of Engineering Students of colleges in Coimbatore with strategies based on competency and your article was very useful In case you can send a detailed artcile about your thesis I shall be happy to include the same in my thesis if you are interested mail me at
Thanks and regards
Chandrasekar
From India, Coimbatore
Greetings
Nice to see your article on the wonderful subject on Competency Mapping. I happen to work on the same line for My PhD.My title is Enhancing the performance of Engineering Students of colleges in Coimbatore with strategies based on competency and your article was very useful In case you can send a detailed artcile about your thesis I shall be happy to include the same in my thesis if you are interested mail me at
Thanks and regards
Chandrasekar
From India, Coimbatore
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Competency mapping.ppt
ART AND SCIENCE OF COMPETENCY MAPPING.doc