competency-mapping importan

8/13/2019 competency-mapping importan

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HUMAN RESOURCE DEVELOPMENTGROUP 3PERSONNEL MANAGEMENT II


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COMPETENCY MAPPING EVOLUTION DEFINTION, OBJECTIVES AND NEEDS STEPS IN COMPETENCY MAPPING EFFECTS ON OTHER HRD SYSTEMS COMPETENCY MAPPING AT DIFFERENT LEVELS ASSESSMENT AND FEEDBACK BASED ON

COMPETENCY MAPPING TOOLS FOR DEVELOPING COMPETENCIES


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First there were some amoebas. Deviant amoebas

adapted better to the environment, thus becoming

monkeys. Then came TQM.

I am leaving out some details, but the theory itself also

has a few holes that are best left unquestioned.

- Scott Adams


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1960 David McClellands landmark article in the American

Psychologist asserted that companies should hire people

based upon competencies rather than test scores.

1973 McClelland developed new methods to predict human

performance for US Information Agency. Objective was to

eliminate the potential biases of traditional intelligence and

aptitude testing.


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Behaviour Event Interviewing (BEI) was developed by

McBer to map the competencies.

Increased recognition of the limitations of performanceappraisal in predicting future performance shifted

focus to potential appraisal and assessment centers in

seventies.

Assessment centers were an integral part of the HRD

plan given to L&T in 1975.


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Any underlying characteristic required forperforming a given task, activity or role successfullycan be considered as competency.


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United Nations Industrial Development Organisation(2002) A competency is a set of skills, related knowledge andattributes that allow an individual to successfully perform atask or an activity within a specific function or job.

RANKIN (2002) Competencies are definition of skills and behaviors thatorganizations expect their staff to practice in work.

MANSFIELD (1997) Underlying characteristics of a person that results in effectivea superior performance.


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Observable Behavior

Motives, Values , Traits, Self Concept

Attitudes

Knowledge

Skills


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Competency may take the following forms:

Knowledge AttitudeSkill

Other characteristics of an individual includingMotives

ValuesTraitsSelf Concept


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Competency Map . A competency map is a list of anindividuals competencies that represent the factorsmost critical to success in given jobs, departments,organizations, or industries that are part of theindividuals current career plan.Competency Mapping . Competency mapping is aprocess an individual uses to identify and describecompetencies that are the most critical to success in a work situation or work roleCompetency profiling It is the process ofidentifying the knowledge, skills, abilities, attitudes,and judgment required for effective performance in aparticular occupation or profession. Competencyprofiling is business/company specific.


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Competency mapping serves a number ofpurposes. It is done for the following functions:

Gap AnalysisRole ClaritySuccession Planning

Growth PlansRestructuringInventory of competencies for futureplanning


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The following steps may be followed in competencyMapping:

1) Decide the positions for which the competencies needto be mapped.

2) Identify the location of the positions in theorganizational structure. This needs the clarity oforganizational structure, defining the positionrelationships (reporting authority, subordinates, peersetc.).

3) Identify the objectives of the function or thedepartment or the unit or section where the position islocated.


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4) Identify the objectives of the role. Why does theposition exist? What are the main purposes of therole etc. details.

5) Collect the Key Performance Areas (or KRAs,Tasks, etc.) of the position holder for the last twoto three years from the performance appraisalrecords. Alternately, collect the job descriptions of

any of the position to make a list of all tasks andactivities to be performed by that position holder.


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6) Interview the position holder to list the Tasks andactivities expected to be performed by theIndividual. Group them into a set of tasks. Thetasks list may be as many as 15 to 20 for somepositions and as Competency Mapping few asfive to six for other positions. There is no rigid ruleabout the number of tasks. It depends on howcomplex the position is. It is useful to start with asmany tasks as possible.


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7) Interview the position holder to list the actualknowledge, attitude, skills, and other competenciesrequired for performing the task effectively. The positionholder should be asked questions like: If you are to recruitsome one to perform this task what qualities orcompetencies would you look for in him/her? Whatcompetencies do you think are required to perform this well?

8) Repeat the process with all the position set members.9) Consolidate the list of competencies from all the

position holders by each task.10) Edit and finalize. Present it to the supervisors of the

position holder and the position holder for approval andfinalization.


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Effects on the following HRD systems:-Recruitment & SelectionPerformance Management SystemTrainingDevelopment

Compensation Management


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Competency-based recruitment is a process ofrecruitment based on the ability of candidates to produceanecdotes about their professional experience which can be used as evidence that the candidate has a givencompetency.


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A competency based approach to recruitment andselection of staff can help an organization, to make itan effective and successful investment of time,money and expertise. Such an approach will help toensure that:

i. The organization is clear regarding thecompetencies and skill sets required by the job;

ii. Selection processes encourage a good fit betweenindividuals and their jobs, managers and staff havethe required skills and competencies;

iii. Individual skills and abilities are matched to therequirements of the job; and

iv. Evaluation of work demands and staffing areaccurate


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Integrating competencies within the performance managementprocess supports the provision of feedback to employees not only onwhat they have accomplished (i.e., performance goals), but also how the work was performed, using competencies for providing feedback.

Integrating competency with PMS helps:-i. Employees in understanding performance expectations and

enhancing competencies.ii. To provide a mechanism for providing positive feedback about an

employees training achievements and on -the-job performanceiii. To provide job standards for performance appraisaliv. To provide clear direction for learning new job skills


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Competency Based Training focuses on what the participant isexpected to be able to do in the workplace as opposed to just havingtheoretical knowledge.

An important characteristic of Competency Based Training is that it

is focused not only on the actual jobs that are required in theworkplace, but also the ability to transfer and apply skills,knowledge and attitudes to new Situations and environments.The advantages of competency based training(CBT) are:-

i. Participants will achieve competencies required in theperformance of their jobs.

ii. Participants build confidence as they succeed in mastering specificcompetencies.

iii. Participants receive a transcript or list of the competencies theyhave achieved.


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All businesses are based on some key competencies. The mainreason for an organization to create a competency-baseddevelopment system that focuses on having the right people withRight skills at the right time is that it helps in accomplishing business targets.

Competencies are the need of the hour and designing appropriatecompetency development models is a necessity.

Advantages of competency based development:-i. Improvement in productivity, performance and profitabilityii. Identify employees capabilities for an organizations future

needsiii. Analyzing capability gaps


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Competency-based pay fits this new environment. It provides anongoing incentive to employees to enhance their ability to performtheir jobs. Employees are rewarded with salary increases when theyadd new knowledge or skills or when they demonstrate higher levelcompetence on existing capabilities.

Advantages of competency based compensation:-i. Provides a basis of deciding on the compensation.ii. Encourages employees to develop their competencies further.iii. Lead to a focus on totality of job rather than just what is achieved.iv. This system fits every job.


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The 11 qualities separated into three groups, asshown in the following slide, it represent threedifferent levels. The first level forms thefoundation level, and comprises of two kinds of basic knowledge and information a manager mayneed to use in decision making and action taking.


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The Lancaster (Burgoyne) Model of Managerial Competencies


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A Competency Mapping can address many ofthe issues related to performance appraisal:

This ensures agreement on performance criteria, what isaccomplished and what is not accomplished, collectingrelevant and sufficient data

It also ensures opportunity to supervisors to observe behaviour, specificity and concreteness in discussionsabout performance deficiencies


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Provides a shared understanding of what will bemonitored and measured A CompetencyMapping integrated with performance appraisalensures a balance between what gets done andhow it gets done.The skills, knowledge and characteristics that areimportant to success are clearly described. Itprovides a roadmap of where to begin thediscussion and what areas to focus on.


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Provides focus for gaining information about behaviour An appraisal process includes asimple, accurate method for a boss to assess jobperformance. But what happens when the boss isnew or he/she controls a number of differentlocations? By identifying the specific behaviourscrucial for effective performance, CompetencyMapping offer bosses a starting point.


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Structured Interviews : In structuredinterviews, carefully planned questions are askedindividually of job incumbents, their managers, orothers familiar with the job. Benchmarkinginterviews with other organizations are especiallyuseful in achieving a broader view of the job ordetermining which competencies are moreuniversally deemed necessary for a particular job.


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Behavioral Event Interviews : In behavioralevent interviews (BEI), top performers areinterviewed individually about what they did,thought, said, and felt in challenging or difficultsituations. The competencies that wereinstrumental in their success are extrapolatedfrom their stories. Often, average and lowperformers are also interviewed to provide acomparison.


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Surveys : In surveys, job incumbents, theirsupervisors, and perhaps senior managerscomplete a questionnaire administered either inprint or electronically. The survey content is basedon previous data collection


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Observations : In this data collection method,the research team visits high-performingincumbents and observes them at work. The morecomplex the job and the greater the variety in jobtasks, the more time is required for anobservation.


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The Handbook of Competency Mapping,Understanding, Designing & Implementingcompetency models in Organization, Seema Sanghi,2004,pg.20-28, Response Books.

http://www.iqpc.com/uploadedFiles/Training/Asia_Training/The_Gateway/competency.pdf [Accessed on 25 th February, 2012] www.citehr.comThe Competencies Handbook, 2005, Steve Whiddett &Sarah Hollyforde, Jaico Publishing House
http://www.iqpc.com/uploadedFiles/Training/Asia_Training/The_Gateway/competency.pdfhttp://www.iqpc.com/uploadedFiles/Training/Asia_Training/The_Gateway/competency.pdfhttp://www.iqpc.com/uploadedFiles/Training/Asia_Training/The_Gateway/competency.pdfhttp://www.iqpc.com/uploadedFiles/Training/Asia_Training/The_Gateway/competency.pdf


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