How Do Competencies Relate to MANPOWER PLANNING?

COMPETENCE MAPPING PROVIDES THE MANPOWER PROFILE1. Organization-Wide (often called core competencies or those required for organization success)
2. Job Family or Business Unit Competency PROFILE
3. Position-Specific Competency PROFILE
4.Individual profile.
The Analysis Of These Indicates To The Manpower Planners-required manpower / competency profilescurrent availability of manpower / competency profiles-estimated gap in
manpower / competency .THIS INFORMATION [COMPETENCY] IS USED BY MANPOWER PLANNERS
IN-Recruitment/Section Process-Training-Development .Since competency mapping provides database
information for manpower planning they are closely linked-without competency mapping it is not possible to
complete a successful effective manpower planning.
How Does Competency-Based Interviewing and Selection Work?
Competency-based interviewing and selection presupposes that a set of organization-wide, job
family/department, or position-specific competencies have been identified by the organization. Interviewers are
then trained in the art of Structured Behavioral Interviewing, which has several hallmarks:A structured set of
questions is used to interview all candidates. Each question is designed to elicit behavioral examples from the
candidate which demonstrate the use of one or more key behaviors underlying each competency that is
accounted for in the interview.A team of interviewers is usually used and they typically divide the list of
competencies among themselves so that each interviewer can focus on asking the related detailed behavioral
questions and documenting candidate responses. Interviewers typically ask open-ended and situation-based
questions such as, Think of a specific time when you faced ____________? How did you handle the situation?
How did it turn out?Interviewers record evidence of behaviors that the candidate relates, and they ask probing
questions to gather complete behavioral evidence that includes details of the circumstance, the actions taken by
the candidate, and the results achieved. This process is called the CAR (circumstance, action, results) Model.At
the conclusion of the interview, all interviewers of a particular candidate meet and compare the behaviors they
heard from the candidate that support the assertion that the candidate possesses a specific competency. If the
candidate did not offer specific examples with relevant behaviors, after additional attempts at rephrasing the
question or asking different but related questions, then the determination is made that the candidate does not
possess the competency. The underlying philosophy here is that the best predictor of future performance is past
performance that was demonstrated by concrete, observable behavior. A final hiring decision is made based on
the total strength of competencies demonstrated by each candidate, compared with those competencies that are
considered essential for success in the position and in the organization, and as compared with the competency
strengths of the remaining candidates for the same position.
COMPETENCY MAPPING IS HR TOOL USED IN
-Recruitment /Selection-Training/Development-Performance Management-Career Planning/DevelopmentSuccession Planning-Manpower Planning-Human Resource Development-Human Resource Planning-Human
Resource Strategic Planning.etc
How Do Competencies Relate to Individual Career Development?
First and foremost, competencies must be demonstrated by individuals. Perhaps the most common place where
they are demonstrated is within the scope of a particular job or project involvement. However, competencies are
also developed and demonstrated by individuals in the following settings: volunteer roles in the community,
professional associations, school projects, sports participation settings, and even within ones own home life.
One of the first encounters with competencies for most individuals is in securing employment with a new
organization. Organizations that are purposefully using cutting-edge methods to choose talent for positions or
project roles are engaging in what is called competency-based interviewing and selection. These interviewing
and selection methods are being used not only for hiring external applicants, but also for staffing internal roles.
Many organizations that use competency-based interviewing and selection are also later using the same
competencies to assess performance, to encourage future development plans from individuals, and to plan for
succession in the organization. Therefore, the individual employees in such an organization will have an
ongoing need to use and map their competencies.

Up to this point, it is implied that the main need for identifying and mapping competencies is for individuals
who may be pursuing full-time employment with an organization. However, the need for mapping of
competencies also extends to independent contractors seeking project work with those organizations that broker
their services.