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Transcript of COMPETENCY MAPPING - dl4a. fileWeb viewcompetency mapping. evolution. defintion, objectives and...

COMPETENCY MAPPING

COMPETENCY MAPPING

HUMAN RESOURCE DEVELOPMENT

GROUP 3

PERSONNEL MANAGEMENT II

ROLL NO.NAME03Vishal Vats12Ankita Kevin Natal25Ruhama Kachchap35Abhinav Mishra49Hirni Pathak63RiteshS-4Tanvi

GROUP COMPOSITION

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

TOPICS COVERED

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

THEORY OF EVOLUTION (SUMMARY)

Beginning of the twentieth century - work brought complex skills to the job. Business process required specific competencies for the task at hand.

Era of scientific management Taylors and Fords use of assembly line shifted focus from competency to time and motion study.

World War II (mid century) enforced management centric views where officers gave orders to subordinates who obeyed without questions.

COMPETENCY MAPPING- EVOLUTION

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.

COMPETENCY MAPPING- EVOLUTION

The turning point for competency movement Article published in American Psychologist in 1973 by McClelland.

Article presented data supporting that traditional achievement and intelligence score may not be able to predict job success. need of the hour was to profile the exact competencies required to perform the given job effectively.

Equally noteworthy is the pioneering work by Douglas Brey and his associates at AT&T which gave evidence that the competencies can be accessed through assessment centers and on the job success can be predicted to certain extent.

COMPETENCY MAPPING- EVOLUTION

Behaviour Event Interviewing (BEI) was developed by McBer to map the competencies.

Increased recognition of the limitations of performance appraisal 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.

COMPETENCY MAPPING- EVOLUTION

Any underlying characteristic required for performing a given task, activity or role successfully can be considered as competency.

COMPETENCY

United Nations Industrial Development Organisation (2002)

A competency is a set of skills, related knowledge and attributes that allow an individual to successfully perform a task or an activity within a specific function or job.

RANKIN (2002)

Competencies are definition of skills and behaviors that organizations expect their staff to practice in work.

MANSFIELD (1997)

Underlying characteristics of a person that results in effective a superior performance.

COMPETENCY - DEFINITION

Observable

Behavior

Motives, Values , Traits, Self Concept

Attitudes

Knowledge

Skills

Competency may take the following forms:

Knowledge

Attitude

Skill

Other characteristics of an individual including

Motives

Values

Traits

Self Concept

It is a process of identification of the competencies required to perform successfully a given job or role or a set of tasks at a given point of time. It consists of breaking a given role or job into its constituent tasks or activities and identifying the competencies (technical, managerial, behavioral, conceptual knowledge and attitude and skills, etc) needed to perform the same successfully.

COMPETENCY MAPPING

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

Competency Mapping. 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

Competency profiling It is the process of identifying the knowledge, skills, abilities, attitudes, and judgment required for effective performance in a particular occupation or profession. Competency profiling is business/company specific.

COMPETENCY MAPPING

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

Gap Analysis

Role Clarity

Succession Planning

Growth Plans

Restructuring

Inventory of competencies for future planning

OBJECTIVES OF COMPETENCY MAPPING

NEED FOR COMPETENCY MAPPING

Training and Development

Recruitment and Selection

Career

Planning

Performance Appraisal

Succession Planning

Compensation

Replacement Planning

Competency Mapping

The following steps may be followed in competency Mapping:

1) Decide the positions for which the competencies need to be mapped.

2) Identify the location of the positions in the organizational structure. This needs the clarity of organizational structure, defining the position relationships (reporting authority, subordinates, peers etc.).

3) Identify the objectives of the function or the department or the unit or section where the position is located.

STEPS IN COMPETENCY MAPPING

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

5) Collect the Key Performance Areas (or KRAs, Tasks, etc.) of the position holder for the last two to three years from the performance appraisal records. Alternately, collect the job descriptions of any of the position to make a list of all tasks and activities to be performed by that position holder.

STEPS IN COMPETENCY MAPPING

6) Interview the position holder to list the Tasks and activities expected to be performed by the Individual. Group them into a set of tasks. The tasks list may be as many as 15 to 20 for some positions and as Competency Mapping few as five to six for other positions. There is no rigid rule about the number of tasks. It depends on how complex the position is. It is useful to start with as many tasks as possible.

STEPS IN COMPETENCY MAPPING

7)Interview the position holder to list the actual knowledge, attitude, skills, and other competencies required for performing the task effectively. The position holder should be asked questions like: If you are to recruit some one to perform this task what qualities or competencies would you look for in him/her? What competencies 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 and finalization.

STEPS IN COMPETENCY MAPPING

Effects on the following HRD systems:-

Recruitment & Selection

Performance Management System

Training

Development

Compensation Management

EFFECTS OF COMPETENCY MAPPING ON OTHER HRD SYSTEMS

Competency-based recruitmentis a process of

recruitment based on the ability of candidates to produce

anecdotes about their professional experience which can

be used as evidence that the candidate has a given

competency.

RECRUITMENT & SELECTION

A competency based approach to recruitment and

selection of staff can help an organization, to make it

an effective and successful investment of time,

money and expertise. Such an approach will help to

ensure that:

The organization is clear regarding the competencies and skill sets required by the job;

Selection processes encourage a good fit between individuals and their jobs, managers and staff have the required skills and competencies;

Individual skills and abilities are matched to the requirements of the job; and

Evaluation of work demands and staffing are accurate

Integrating competencies within the performance management

process supports the provision of feedback to employees not only on

what they have accomplished (i.e., performance goals), but also

how the work was performed, using competencies for providing

feedback.

Integrating competency with PMS helps:-

Employees in understanding performance expectations and enhancing competencies.

To provide a mechanism for providing positive feedback about an employees training achievements and on-the-job performance

To provide job standards for performance appraisal

To provide clear direction for learning new job skills

PERFORMANCE MANAGEMENT SYSTEM

Competency Based Training focuses on what the participant is

expected to be able to do in the workplace as opposed to just having

theoretical knowledge.

An important characteristic of Competency