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COMPETENCY MAPPING
TABLE OF CONTENTS
PARTICULARS PAGE NO
WHAT IS COMPETENCY……………………………………………………….. 3
HISTORY OF COMPETENCIES………………………………………………… 3
AREAS OF IMPLEMENTATION……………………………………………….. 6
CURRENT SCENRIO……………………………………………………………. 9
RECOMMENDATIONS…………………………………………………………. 11
CONCLUSION…………………………………………………………………… 12
BIBLIOGRAPHY………………………………………………………………… 13
2 COMPETENCY MAPPING
HUMAN RESOURCE MANAGEMENT: RESEARCH PAPER
History of Competencies
What is Competency?
4 COMPETENCY MAPPING
HUMAN RESOURCE MANAGEMENT: RESEARCH PAPER
The following methods are used in Use business language for business
combination for competency mapping: competencies. Example: Knowledge of
Interviews, Group work, Task Forces, markets for watch business or Strategic
Task Analysis workshops, thinking.
Questionnaire, Use of Job descriptions,
Use your own language or standard
Performance Appraisal Formats etc.
terms for Behavior competencies.
How are they Identified? Example: Ability to Negotiate,
Interpersonal sensitivity, Sales
The process of identification is not very techniques. Too technical and
complex. Some of the methods are conceptual knowledge align to the
given below: organization and people may create
more problems than help
1. Simply ask each person who is
currently performing the role to list the Some Tips on How to do it?
tasks to be performed by him one by
one, and identify the Knowledge, The following are some of tips to do
Attitudes, and Skills required to competency mapping at low cost:
perform each of these. Consolidate the
♦ Pick up a job or a role that is
list. Present it to a role set group or a
relatively well understood by all
special task force constituted for that
individuals in the company. Work
role. Edit and Finalize.
out for this role and give it as an
2. Appoint a task force for each role. illustration. For example Sales
Executive, Production Supervisor,
Assistant HR Manager,
Receptionist, Transport Manager,
PR Manager, etc. are known to all
What Language to Use?
and easy to profile.
Use Technical language for technical ♦ Work out competencies for this
competencies. For example: knowledge role if necessary with the help of
of hydraulics. job analysis specialist or an
internal member who has
5 COMPETENCY MAPPING
HUMAN RESOURCE MANAGEMENT: RESEARCH PAPER
7 COMPETENCY MAPPING
HUMAN RESOURCE MANAGEMENT: RESEARCH PAPER
Advantages of
Competency Mapping
2. for Managers
1. for the company
The competency mapping provides
The advantages of competency following advantages to the
mapping for the companies or managers:
organizations are as follows:
♦ Identify performance criteria
♦ Establishes expectations for to improve the accuracy and ease
performance excellence of the selection process
♦ Improved job satisfaction and ♦ Easier communication of
better employee retention performance expectations
9 COMPETENCY MAPPING
♦ Provide a clear foundation for L&T InfoTech is one of the ten
dialogue to occur between the companies in the world to get the
managers and employees and PCMM level 5 certification. The
performance, development and company currently has a workforce of
career-oriented issues more than 4,000 professionals. “L&T
has always been focused on HR,”
3. for employees states Dr Devendra Nath, executive
vice president of L&T InfoTech. The
The employees in an organization get
organization believes that there are
the following advantages by
four major pillars of HR—acquiring
competency mapping:
talent, enabling talent, grooming
talent and building ‘the culture’. Nath
♦ Identify the behavioral
asserts that competency-based HR is
standards of performance
the essence of good HR.”
excellence
♦ Provide a more specific and
Training emphasis at L & T
objective assessment of their
InfoTech
strengths and the tools required to
enhance their skills
As a group, L&T has always believed
♦ Enhances clarity on career in a life-long association with its
related issues people. “Most of our top brass have
♦ Helps each understand how to joined at junior levels and risen
achieve expectations through the ranks. The organization
provides continuous learning
opportunities to its people to develop
competencies,” points out Vinod
current scenrio Khisty, associate vice president,
Human Resources, L&T InfoTech.
Competency Mapping : A
prooven Boon for L&T
Infotech
10 COMPETENCY MAPPING
There is a lot of emphasis on training.
It is believed that all those people
who have been recruited in the
organisation after the stringent hiring
process are already champions;
consequently the entry-level training
12 COMPETENCY MAPPING
mapping process needs to be strongly
integrated with these aspects.
RECOMMENDATIONS
Experts agree that the competency
mapping process does not fit the one-
Competency-based HR is considered
size-fits all formula. It has to be
the best HR. In India however
specific to the user organisation. "My
competency development and
suggestion is to develop models that
mapping still remains an unexplored
draw from but are not defined by
process in most IT organisations
existing research, using behavioural
despite the growing level of
interview methods so that the
awareness. The underlying principle
organisation creates a model that
of competency mapping is not just
reflects its own strategy, its own
about finding the right people for the
market, its own customers, and the
right job. The issue is much more
competencies that bring success in
complex than it appears, and most HR
that specific context (including
departments have been struggling to
national culture). Start with small,
formulate the right framework for
discrete groups or teams, ideally in
their organisation.
two directions-a 'horizontal slice'
Unless managements and HR heads across the business that takes in a
have holistic expectations from their multi-functional or multi-site group,
HR departments, the competency more or less at the same
movement is unlikely to succeed as it organisational level, and a 'vertical
requires lot of time, dedication and slice' taking in one whole department
money. Before an organisation or team from top to bottom. From
embarks on this journey it has to be that, the organisation can learn about
very clear about the business goals, the process of competency modelling,
capability-building imperatives and and how potential alternative formats
core competencies of the for the models may or may not fit the
organisation. The competency needs of the business
13 COMPETENCY MAPPING
It is important to focus on one or two office and its staff, prepare quotations
key areas of implementation rather and sales order processing, manage
than the whole HRD agenda in one Key Accounts and supervise and
scoop. Competency mapping can be motivate the field sales force. The
rather good at providing Competencies which might determine
organisational pain relief when excellence in this role could include
applied effectively-and so making the Problem Solving and Judgment; Drive
case for extending it. Further, it is and Determination; Commercial
advisable to begin with a 'horizontal' Awareness; Inter-personal skills etc,
slice of the management or senior- all of which might be described
most team as the benefits will further by Behavioral Indicators
percolate down to the whole relating specifically to that post in that
organisation. organization.
CONCLUSION
14 COMPETENCY MAPPING
BIBLIOGRAPHY
Articles:
• Article -“The Art and Science of Competency Mapping”- by T.V. Rao,
Web Sources:
• www.tvrls.com
• www.citehr.com
• www.hinduonnet.com
• www.indianmba.com
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