Hi Friends,
In our organization, we had conducted individual development plan even before competencies were mapped. Now the good wisdom has dawned on the orgn and we are embarking on massive exercise to map individual competencies. But the people are not cooperating. They say that since no action was taken on IDP feedback, competency mapping exercise is also a farce.
Can someone suggest as how to handle this situation.
Regards,
Rakesh
From India, Hisar
3In our organization, we had conducted individual development plan even before competencies were mapped. Now the good wisdom has dawned on the orgn and we are embarking on massive exercise to map individual competencies. But the people are not cooperating. They say that since no action was taken on IDP feedback, competency mapping exercise is also a farce.
Can someone suggest as how to handle this situation.
Regards,
Rakesh
From India, Hisar
Hi Rakesh,
Have communicated the purpose of IDP, Compeency Mapping?
If not you need to do that. If not people will resisit.
IDPs can be effectively done even without competency mapping.
It is the process management and purpose management that will make the difference.
Shold you need formal help, pls call
9448270474
Best wishes,
Joseph
From India, Bangalore
Have communicated the purpose of IDP, Compeency Mapping?
If not you need to do that. If not people will resisit.
IDPs can be effectively done even without competency mapping.
It is the process management and purpose management that will make the difference.
Shold you need formal help, pls call
9448270474
Best wishes,
Joseph
From India, Bangalore
Dear Rakesh,
It is natural for people to oppose the CM process (IDP feedback is only an alibi). No one actually wants to be measured/assessed on competency or quantifiable terms. That's human nature.
I think, you may like to do the following :
1. Head-HR to counsel/explain/communicate to employees that it would be more meaningful under the circumstances to complete the competency mapping process as a first process followed by the IDP. Accordingly, IDP may stand enriched with the CM process feedback. Explain to them the situational needs of the organization.
2. Explain to them that CM process is priority and has several immediate benefits (explain the outcome-benefits)
3. Convince them via communication that the IDP will be discussed/circulated to individuals within a certain time frame commitment.
4. Enrich them about the CM process and its benefits thus reducing the threat-factor in their minds.
5. If necessary, seek external intervention; a good consultant to help out!
Basically, some organization-wide communication/explaining is required such that some employees do not resort to gossips/rumour mongering or passing snide remarks.
HR needs to resort to blow-soft and blow-hard tactics like a caring but tough customer. Strategically, that should be the approach in this situation.
We need to remember to take the top management into confidence. Their buy-in is very important for these HR initiatives to succeed.
Rahul Kumar
09968270580
From India, New Delhi
It is natural for people to oppose the CM process (IDP feedback is only an alibi). No one actually wants to be measured/assessed on competency or quantifiable terms. That's human nature.
I think, you may like to do the following :
1. Head-HR to counsel/explain/communicate to employees that it would be more meaningful under the circumstances to complete the competency mapping process as a first process followed by the IDP. Accordingly, IDP may stand enriched with the CM process feedback. Explain to them the situational needs of the organization.
2. Explain to them that CM process is priority and has several immediate benefits (explain the outcome-benefits)
3. Convince them via communication that the IDP will be discussed/circulated to individuals within a certain time frame commitment.
4. Enrich them about the CM process and its benefits thus reducing the threat-factor in their minds.
5. If necessary, seek external intervention; a good consultant to help out!
Basically, some organization-wide communication/explaining is required such that some employees do not resort to gossips/rumour mongering or passing snide remarks.
HR needs to resort to blow-soft and blow-hard tactics like a caring but tough customer. Strategically, that should be the approach in this situation.
We need to remember to take the top management into confidence. Their buy-in is very important for these HR initiatives to succeed.
Rahul Kumar
09968270580
From India, New Delhi
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Competency mapping.ppt
ART AND SCIENCE OF COMPETENCY MAPPING.doc