Dear Sharmila
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).
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:
DRIVES
ACHIEVEMENT
Desire to achieve results
AMBITION
Strength of ambition
REMUNERATION
Concern with remuneration
RECOGNITION
Need for recognition
INDEPENDENCE
Need for independence
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
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
MANAGEMENT STYLE
ASSERTIVE
Willingness to address conflict
COMPETITIVE
Willingness to be verbally competitive
COLLABORATIVE
Desire to collaborate with others
COMPROMISING
Willingness to compromise
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.
===============================================
Meanwhile u can visit http://itapintl.com <link updated to site home>
Rgds,
John N
From India, Madras
58Greetings!
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).
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:
DRIVES
ACHIEVEMENT
Desire to achieve results
AMBITION
Strength of ambition
REMUNERATION
Concern with remuneration
RECOGNITION
Need for recognition
INDEPENDENCE
Need for independence
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
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
MANAGEMENT STYLE
ASSERTIVE
Willingness to address conflict
COMPETITIVE
Willingness to be verbally competitive
COLLABORATIVE
Desire to collaborate with others
COMPROMISING
Willingness to compromise
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.
===============================================
Meanwhile u can visit http://itapintl.com <link updated to site home>
Rgds,
John N
From India, Madras
Mapping Process:
First stage of mapping requires understanding the vision and mission of the organization.
Second stage requires understanding from the superior performers the behavioural as well as the functional aspects required to perform job effectively.
• Tool for the first and second stage: BEI/ Structured Interview
Third stage involves thorough study of the BEI Reports/ Structured Interview Reports
a) Identification of the competency based on competency frame work
b) Measurement of competency
c) Required levels of competency for each job family
d) Development of dictionary which involves detail description of the competency based on the indicators. Care should be taken that the indicators should be measurable and gives objective judgment.
Fourth Stage requires preparation for assessment.
a) Methods of assessment can be either through assessment centres or 360 Degree Feedback
b) If assessment centre is the choice for assessment then tools has to be ready beforehand
i. Tools should objectively measure the entire competency required.
ii. Determine the type of the tools for measuring competency
iii. Prepare the schedule for assessment
iv. Training to the assessor should indicate their thorough understanding of the competencies and the tools and also as to how the behaviour has to be documented.
Fifth Stage involves conducting assessment centre. Usually it is a two day program which would involve giving a brief feedback to the participant about the competencies that has been assessed and where they stands to.
Sixth stage involves detailed report of the competencies assessed and also the development plan for the developmental areas.
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. 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 may be analyzed. This can be 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
:D
rgds,
chandra
From India, Tirunelveli
First stage of mapping requires understanding the vision and mission of the organization.
Second stage requires understanding from the superior performers the behavioural as well as the functional aspects required to perform job effectively.
• Tool for the first and second stage: BEI/ Structured Interview
Third stage involves thorough study of the BEI Reports/ Structured Interview Reports
a) Identification of the competency based on competency frame work
b) Measurement of competency
c) Required levels of competency for each job family
d) Development of dictionary which involves detail description of the competency based on the indicators. Care should be taken that the indicators should be measurable and gives objective judgment.
Fourth Stage requires preparation for assessment.
a) Methods of assessment can be either through assessment centres or 360 Degree Feedback
b) If assessment centre is the choice for assessment then tools has to be ready beforehand
i. Tools should objectively measure the entire competency required.
ii. Determine the type of the tools for measuring competency
iii. Prepare the schedule for assessment
iv. Training to the assessor should indicate their thorough understanding of the competencies and the tools and also as to how the behaviour has to be documented.
Fifth Stage involves conducting assessment centre. Usually it is a two day program which would involve giving a brief feedback to the participant about the competencies that has been assessed and where they stands to.
Sixth stage involves detailed report of the competencies assessed and also the development plan for the developmental areas.
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. 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 may be analyzed. This can be 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
:D
rgds,
chandra
From India, Tirunelveli
hi
Competency Mapping
What is Competency?
Competency is an underlying skill, personal characteristics, or motive demonstrated by various observable behaviors that contribute to outstanding performance in a job. Competencies exist at different levels of personality. The various levels are:
„« Knowledge
„« Skills
„« Behavior
„« Personal Characteristics
o Traits
o Motive
What is Competency Mapping?
Competency mapping involves the determination of the extent to which the person possesses the various competencies related to a job.
For Ex: The extent to which a person is adjustable, resourceful, capable of working efficiently under stress, capable of anticipating threats, finding solutions and contributing in innovations. Which is then compared with the extent to which the various competencies are required for a job? The comparison enables us to know the suitability of a person for a job. So this too is used for setting standards and checking the employees standing on the various competenciesˇ¦ platform and further, the training needs of a person can also be identified.
A company can save a lot of cost on training by efficiently using knowledge management. A person may be perfect in one aspect and may lack in others, if the knowledge in which a person in a master is shared by all, then that will reduce the cost of training. At least it can make the person aware about the new concepts, which he is totally unaware.
From India, Madras
Competency Mapping
What is Competency?
Competency is an underlying skill, personal characteristics, or motive demonstrated by various observable behaviors that contribute to outstanding performance in a job. Competencies exist at different levels of personality. The various levels are:
„« Knowledge
„« Skills
„« Behavior
„« Personal Characteristics
o Traits
o Motive
What is Competency Mapping?
Competency mapping involves the determination of the extent to which the person possesses the various competencies related to a job.
For Ex: The extent to which a person is adjustable, resourceful, capable of working efficiently under stress, capable of anticipating threats, finding solutions and contributing in innovations. Which is then compared with the extent to which the various competencies are required for a job? The comparison enables us to know the suitability of a person for a job. So this too is used for setting standards and checking the employees standing on the various competenciesˇ¦ platform and further, the training needs of a person can also be identified.
A company can save a lot of cost on training by efficiently using knowledge management. A person may be perfect in one aspect and may lack in others, if the knowledge in which a person in a master is shared by all, then that will reduce the cost of training. At least it can make the person aware about the new concepts, which he is totally unaware.
From India, Madras
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Competency mapping.ppt
ART AND SCIENCE OF COMPETENCY MAPPING.doc