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paromita majumder
:) hi all! myself paromita, wanted to kow what competency mapping is all about. what factors should be considered and how to implement in an organisation? please assist
From India, Mumbai
Veena N S
Hi
Please refer the following links in the cite hr to know more about competency mapping
https://www.citehr.com/search_new.ph...etency+mapping
All the best!!!
Veena
:D


Kunjal
1

Dear Promita,
This is a vast term but I would like to explain it in short.Its basically the skill gap analysis of your employees so to fill those gaps and make your employees perform better.Now the question which would come to your mind would be how to do the skill gap analysis that can be done by identifying the present competencies of the individual and comparing it with the identified competencies required for that particular job.This can be done by two ways either internally or externally.If you have someone qualified as the assessor and is expert at this task then that HR person can be utilized internally to complete this exercise.Otherwise an external agency can be hired for the same.
Hope this answers your question.
Rgds

From India, Ghaziabad
raajz_johnny
58

Dear Paromita

Greetings!

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. The competency movement has caught on much better in the non-IT sector than the IT sector.

Over the past 10 years, human resource and organizational development professionals have generated a lot of interest in the notion of competencies as a key element and measure of human performance. Competencies are becoming a frequently-used and written-about vehicle for organizational applications such as:

• Defining the factors for success in jobs (i.e., work) and work roles within the organization

• Assessing the current performance and future development needs of persons holding jobs and roles

• Mapping succession possibilities for employees within the organization

• Assigning compensation grades and levels to particular jobs and roles

• Selecting applicants for open positions, using competency-based interviewing techniques.

Competencies in organizations tend to fall into two broad categories:

1. Personal Functioning Competencies. These competencies include broad success factors not tied to a specific work function or industry (often focusing on leadership or emotional intelligence behaviors).

2.Functional/Technical Competencies. These competencies include specific success factors within a given work function or industry.

A competency map is a list of an individual’s competencies that represent the factors most critical to success in given jobs, departments, organizations, or industries that are part of the individual’s current career plan.

Competency mapping is a process an individual uses to identify and describe competencies that are the most critical to success in a work situation or work role.

Top competencies are the vital few competencies (four to seven, on average) that are the most important to an individual in their ongoing career management process. “Importance to the individual” is an intuitive decision based on a combination of three factors: past demonstrated excellence in using the competency, inner passion for using the competency, and the current or likely future demand for the competency in the individual’s current position or targeted career field.

Although the definition above for “competency mapping” refers to individual employees, organizations also “map” competencies, but from a different perspective. Organizations describe, or map, competencies using one or more of the following four strategies:

1. Organization-Wide (often called “core competencies” or those required for organization success)

2. Job Family or Business Unit Competency Sets

3. Position-Specific Competency Sets

4. Competency Sets Defined Relative to the Level of Employee Contribution (i.e. Individual Contributor, Manager, or Organizational Leader)

An illustration of some competency factors in a few chosen areas are as follows:

I.CAREER DRIVES

ACHIEVEMENT

Desire to achieve results

AMBITION

Strength of ambition

REMUNERATION

Concern with remuneration

RECOGNITION

Need for recognition

INDEPENDENCE

Need for independence

II.LEADERSHIP AND INFLUENCE

DIRECTIVE:

Willingness to lead from the front

DELEGATIVE:

Willingness to delegate

COACHING:

Willingness to coach others

POWER:

Desire to have authority

DECISIVE:

Speed of decision making

PERSUASIVE:

Willingness to persuade others

III.STRATEGIC ORIENTATION

GOALSETTING

Willingness to set goals

ANALYTICAL

Preference for analytical thinking

PROACTIVITY

Need to plan and be pro-active

INNOVATION

Desire to be innovative and flexible

IV.CONFLICT MANAGEMENT STYLE

ASSERTIVE

Willingness to address conflict

COMPETITIVE

Willingness to be verbally competitive

COLLABORATIVE

Desire to collaborate with others

COMPROMISING

Willingness to compromise

V.PEOPLE ORIENTATION

AGREEABLE

Need to get along with others

EXTRAVERSION

Workplace extraversion/introversion

INTIMACY

Need for workplace friendships

TEAMWORK

Desire to belong in a team

VI.COPING

STRESS

Resistance to stress

SENSITIVITY

Sensitive to the needs of others

RESPONSIBLE

Willingness to accept responsibility

SECURITY

Need for job security

VII.VALUES

ALTRUISM

Values helping others

TRUST

Values trust and openness

LOYALTY

Values loyalty

CONFORMING

Desire to conform

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.

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 so that their organisation (current or future) can see, value and utilise what capability is actually available.

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.

Competency mapping demonstrates what type of knowledge and skills are required and/or found within the human capital of the organization. An organization could use these personal competency maps to build a 'yellow pages' directory, match people to jobs or positions or determine what training programs are needed to fill skill gaps.

Rgds,

John N

From India, Madras
Simta
17

Dear Paromita
Enclosed is the E-Book on Competency Management which I came across while collecting data on Citehr.
I have gone thru it & it is really a wonderful & highly informative book.
Hope this will provide u a lot of help in Competency Mapping.
In case, you require further help, feel free to contact.
Regards,
Simta

From India, Gurgaon
Attached Files (Download Requires Membership)
File Type: pdf competency_management_book_204.pdf (892.6 KB, 785 views)

paromita majumder
Hello everyone :) What are the recent adopted effective techniques to handle grievances in BPO sector?
From India, Mumbai
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