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competency mapping

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Competency Mapping Abstract: In today's competitive world it is becoming very important to build on the competitive activities of the business, particularly regarding what competencies a business needs to have in order to compete in a specific environment. Top management is identifying corporate core competencies and working to establish them throughout the organization. Human Resource Development builds competency based models that drive business results Competency modeling addresses the development of people from process design through succession. But most of the organizations of all sizes are still struggling with defining, designing and implementing competency model projects. The process is completely customizable. The decisions of competency design are driven by number of organizational factors, including management philosophy, customer requirements, business needs and in-place processes. These factors vary from one organization to another, requiring a customized approach to competencies in the workplace. Customization is essential to the overall success of competency efforts, since every organization must integrate competency concepts into its own job design, recruitment, hiring orientation, development and succession processes. Competencies are: Any attitude, skill, behavior, motive or other personal characteristic that are essential to perform a job, or more importantly, differentiate superior performers from solid performers. Competency Mapping is a process of identifying key competencies for a company or institution and the jobs and functions within it. Competency mapping is important and is an essential exercise. Every well-managed firm should: have well-defined roles and list of competencies required to perform each role effectively. ...read more.


This is a common error...the universalist, all-powerful 'global leadership model'. Competency Model Competency model is a set of competencies that include the key behaviors required for excellent performance in a particular role. Competency model development is driven by the organization's strategy Figure 2. Competency Model Framework Vision & Mission Core capabilities Stakeholder requirements Market realities BUSINESS STRATEGY Competency Requirements Success Skill Factors Knowledge Behaviors Attributes COMPETENCY MODEL COMMON STEPS IN COMPETENCY MAPPING First: A job analysis is carried out by asking employees to fill in a questionnaire that asks them to describe what they are doing, and what skills, attitudes and abilities they need to have to perform it well. There would be a bit that requests them to list down attributes needed to make it up to the next level, thus making it behavioural as well as skill-based. Second: Having discovered the similarities in the questionnaires, a competency-based job description is crafted and presented to the personnel department for their agreement and additions if any. Third: Having agreed on the job requirements and the skills and attitudes needed to progress within it and become more productive; one starts mapping the capability of the employees to the benchmarks. There are several index points within the responsibility level. An almost (but not quite) arbitrary level of attainment is noted against each benchmark indicating the areas where the assessee is in terms of personal development and achievement. ...read more.


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 People Soft 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. 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. 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. Competency Profile of a Project Manager in an SBU at L&T Infotech CONCLUSION:- Competency is a set of knowledge, skills and attitudes required to perform a job effectively and efficiently. A Competency is something that describes how a job might be done, excellently; a Competence only describes what has to be done, not how. So the Competences might describe the duties of a Sales Manager for example, such as manage the sales office and its staff, prepare quotations and sales order processing, manage Key Accounts and supervise and motivate the field sales force. The Competencies which might determine excellence in this role could include Problem Solving and Judgment; Drive and Determination; Commercial Awareness; Inter-personal skills etc, all of which might be described further by Behavioral Indicators relating specifically to that post in that organization. ...read more.

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