Seminar 3rd sem comp mapping

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2. DEFINITIONSHayes (1979)- Competencies are generic knowledge motive,trait, social role or a skill of a person linked to superiorperformance on the job.Albanese (1989) Competencies are personal characteristicsthat contribute to effective managerial performance.UNIDO (2002)- A Competency is a set of skills, relatedknowledge and attributes that allow an individual to successfullyperform a task or an activity within a specific function or job. 3. COMPONENTS OF COMPETENCYCompetency has three major components which are as follows:1)Knowledge:It refers to the information a person possesses about specific areas,knowledge comprises many factors like memory, numericalability, linguistic ability, and is, therefore, a complex competency.It can be either:Scientific KnowledgeTechnical KnowledgeJob Knowledge 4. 2)Skill:It represents intelligent application of knowledge, experience, andtools. This is the procedural "know how" knowledge (what one cando), either covert (e.g., deductive or inductive reasoning) orobservable e.g. "active listening" skill in an interview.3)Attitudes:Attitudes are predispositions to other individuals, groups, objects,situations, events, issues etc. Attitudes decide our approach oravoidance behavior. They are normally conceptualized as positiveor negative. 5. Surface knowledge andskills are relatively easyto develop. But coremotive and traitcompetencies are at thebase of the personalityand are more difficult toassess and develop.*By- Seema Sanghi 6. BEHAVIOR INDICATORSA Competency is described in terms of key behaviors that enablesrecognition of that competency at the workplace.Some key behavior indicators in an employee:Ability to know what needs to be done or find out (research)and take steps to get it doneAsk questions when not sure of what the problem is or to gainmore information.Able to identify the underlying or main problem.Shows willingness to experiment with new things. 7. COMPETENCIESBASIC PROFESSIONALINTELECTUALKNOWLEDGEMOTIVATIONAL EXPERIENCE EMOTIONAL EXPERITISE GAINED BY AN INDIVIDUAL SOCIALEMPLOYEE 8. Motivational IntellectualSocial EmotionalContinuousTeam workInitiative Planning &learning organizingPerseverance Creativity Inter-personal skills, OptimismcommunicationAchievementAnalytical Responsibility Self-orientationability confidence 9. ORGANIZATONAL COMPETENCIES Competencies which are considered essentialGENERICBASICfor all employees regardless of their function or PROFESSIONAL level. Communication, initiative, listening etc.INTELECUALCompetencies which are considered essentialMANAGERIALfor employees with managerial or supervisoryresponsibility in any functional area includingdirectors and senior posts.FUNCTIONAL/TECHNICAL Specific competencies which are consideredessential to perform any job in the organisationwithin a defined technical or functional area ofwork e.g. Finance, environmental etc 10. NEED FOR COMPETENCY MAPPINGNeed for ensuring that competent people are available forperforming various critical roles.Downsizing adds to the consequent need to get a lot of thingdone with fewer people and thus reduce manpower costs andpass on the advantage to the customer.Recognition that technology, finances, customers and markets,systems and processes can all be set right or managedeffectively if we have the right kind of human resources.And recognition of the strategic advantage given by employeecompetencies in building the core competencies of theorganization. 11. Areas of Implementation 12. Advantages of Competency MappingFOR THE COMPANY:Establishes expectations for performance excellence.Improved job satisfaction and better employee retention.Increase in the effectiveness of training and professionaldevelopment programs because of their link to success criteria.Provides a common, organization wide standard for career levelsthat enable employees to move across business boundaries & helpcompanies raise the bar of performance expectations. 13. FOR THE MANAGERS:Identify performance criteria to improve the accuracy and easeof the selection process.Provide more objective performance standards.Easier communication of performance expectations.Provide a clear foundation for dialogue to occur between themanagers and employees and performance, development andcareer-oriented issues. 14. FOR THE INDIVIDUALS:Identify their strengths ,weaknesses & behavioral standardsof performance excellence.Provide a more specific and objective assessment of theirstrengths and the tools required to enhance their skills.Enhances clarity on career related issues.Helps understand where they stand. 15. Disadvantages of Competency MappingSome of these are discussed below:There may be no room for an individual to work in a field that wouldbest make use of his or her competencies.If the company does not respond to competency mapping byreorganizing its employees, then it can be of little short-term benefitand may actually result in greater unhappiness on the part ofindividual employees.If too much emphasis is placed on inputs at the expense ofoutputs, there is a risk that it will favor employees who are good intheory but not in practice and will fail to achieve the results that makea business successful. 16. Model of Competency Mapping A competency mapping model is an organizing framework thatlists the competencies required for effective performance in aspecific job, job family (e.g., group of related jobs), organization,function, or process. Individual competencies are organized into competency models toenable people in an organization or profession to understand,discuss, and apply the competencies to workforce performance. 17. DEVELOPING THE MODEL Strategize assess business needs, evaluate contextual drivers etc. Initiate identify methodologies, develop project plans, reviewexisting data etc. Model analyze and synthesize data, identify competencies etc. Pilot develop implementation and evaluation plans, develop andinitiate competency applications etc Link link to all human resources system components and phasein implementation of other competency based applications. Evaluate establish and evaluate measures, and continuouslyimprove the system. 18. Stage 1Stage 2Stage 3Data Gathering & Data AnalysisValidationPreparationStudy Review list of ContentIdentifiedprobableValidationJobsCompetencies sessionConstruct Reinforce Identify Competency proficiency of major Definitionscritical competencies categories of skillsAssign Refine competency Identify proficiency levelsdefinitions, if Probable necessary competencies 19. IDENTIFY DEPARTMENTS &ORGANIZATION HIERARCHYOBTAIN JOB DESCRIPTIONCONDUCT SEMI-STRUCTUREDINTERVIEWSSteps forPREPARATION OF LIST OF SKILLS implementing theGENERATE LIST OF COMPETENCIESCompetency Mapping modelINDICATE PROFICIENCY LEVELSVALIDATE COMPETENCIES &PROFICIENCY EVELSPREPARE COMPETENCY MATRIXMAPPING OF COMPETENCY 20. Data Collection tools Behavioral Events Interview Expert Panels Surveys Job Analysis Role Analysis Direct Observation 21. CONCLUSIONAs a conclusion we can say that, it is through thecompetencies of its employees executives, managers,and individual contributors that an organizationexecutes its strategy and achieves results that arecrucial to its success. 22. REFERNCESPareek,U.,& Rao,T.V(2003),Designing & Managing HRSystems,IBH Publishing(3),63-84Sanghi, S(2004),Competency Mapping, SagePubications,1-8, for pictures) 23. THANK YOU FOR YOURPATIENCE