Dear All,
I am going to be incharge of a cell in my HR KNOWN AS oRGANISATIONAL DEVELOPMENT Where i will be in charge of the following :
Manpower planning
Job design /Job description/ KRA
Competency Mapping
Career and succession planning
Employee satisfaction survey
How many candiadyes would i need to take care of these positions and what level should i take them?? How do i go about Competency Mapping and career and sucession planning. Can you people suggest some ways in how should i start???
Nirmala
From India, Mumbai
2I am going to be incharge of a cell in my HR KNOWN AS oRGANISATIONAL DEVELOPMENT Where i will be in charge of the following :
Manpower planning
Job design /Job description/ KRA
Competency Mapping
Career and succession planning
Employee satisfaction survey
How many candiadyes would i need to take care of these positions and what level should i take them?? How do i go about Competency Mapping and career and sucession planning. Can you people suggest some ways in how should i start???
Nirmala
From India, Mumbai
Hi Nirmala
With regard to the competency mapping excercise, identifying the roles, competencies for the profile, it is ideal that you undertake the competency mapping .
However the recent advent to the same industry is the job benchmarking. This can also be done by some advanced tools based on the organisational requirements.
This would ensure that the excercise is undertaken based on your organisational requirements. Once this benchmarking is undertaken , you can understand the requirements for recruitment and also the competencies required to ensure performance.
Hence you actually recruit only the best fit for a specific role profile.
The same tools can also be used on the L & D having identified the gaps in the competencies identified earlier. Hence a PDP for the person could be developed based on the requirements.
For more information, please revert to us on
Regards
Sajeev
From India, Delhi
With regard to the competency mapping excercise, identifying the roles, competencies for the profile, it is ideal that you undertake the competency mapping .
However the recent advent to the same industry is the job benchmarking. This can also be done by some advanced tools based on the organisational requirements.
This would ensure that the excercise is undertaken based on your organisational requirements. Once this benchmarking is undertaken , you can understand the requirements for recruitment and also the competencies required to ensure performance.
Hence you actually recruit only the best fit for a specific role profile.
The same tools can also be used on the L & D having identified the gaps in the competencies identified earlier. Hence a PDP for the person could be developed based on the requirements.
For more information, please revert to us on
Regards
Sajeev
From India, Delhi
Hi Nirmala,
I am Prabhu here. I saw your set of questions on this site. You can speak to me if you wish.Here are some guidelines:
1.Manpower Planning:
YOumust first find out the likely growth / growth plan of the organisation , in next five, ten and fifteen years. Identify what kind of people you will need for each of these stages. (The type of people you need totally depends on the kind of industry that you are in) . How many in each category , their qualification,skill set, expereince and prior achievements
This is a big excercise.not easy to answer thru questions
2.Job Design & Description:
FOr each kind of job you need to define role, responsibilities and authorities and find out what competence is required for this job. Find out what are the results to be achieved in each job and convert into measureable objectives
3.Competence Mapping:
Refer to Question 1:, Once you dtermine the manpower requirements for the present, & short, medium and long term future, find out what kind of persons you would like to appoint or prepare from the existing stuff. Identify what are the eductation, skills, training and experience. First, compare the existing people within the organisataion (As you have already appointed them) and check whether there are any gaps in their competence vis a vis the required ones. Then these competencies need to be satisfied using training or any other means
4.Career and succession planning:
This really involves understanding each and every person in your orgn , his/her potentials, capabilities, desirses, attitude, intelligence etc. and a collective decision has to be taken as to what extent each one of them will grow in the organsition and what kind of support you need to give to them so that they do so
Secondly, for each key job / position in your organsition you must prepare a proper second in command kind of person who can without much trouble takeover higher responsibilities in case of the seniors leavve the organsation. (Considering the high attrition rate in the industry, this is all the more important and challenging for an HR professional
5.Employee satisfactio survey. THis is a very important excercise but to be done very carefully. We can develop a questionnaire to capture the perception of each employee on many aspects of the organsation
In case you need more info, please contact me
Thanx and wish you goodluck
Bye
I am Prabhu here. I saw your set of questions on this site. You can speak to me if you wish.Here are some guidelines:
1.Manpower Planning:
YOumust first find out the likely growth / growth plan of the organisation , in next five, ten and fifteen years. Identify what kind of people you will need for each of these stages. (The type of people you need totally depends on the kind of industry that you are in) . How many in each category , their qualification,skill set, expereince and prior achievements
This is a big excercise.not easy to answer thru questions
2.Job Design & Description:
FOr each kind of job you need to define role, responsibilities and authorities and find out what competence is required for this job. Find out what are the results to be achieved in each job and convert into measureable objectives
3.Competence Mapping:
Refer to Question 1:, Once you dtermine the manpower requirements for the present, & short, medium and long term future, find out what kind of persons you would like to appoint or prepare from the existing stuff. Identify what are the eductation, skills, training and experience. First, compare the existing people within the organisataion (As you have already appointed them) and check whether there are any gaps in their competence vis a vis the required ones. Then these competencies need to be satisfied using training or any other means
4.Career and succession planning:
This really involves understanding each and every person in your orgn , his/her potentials, capabilities, desirses, attitude, intelligence etc. and a collective decision has to be taken as to what extent each one of them will grow in the organsition and what kind of support you need to give to them so that they do so
Secondly, for each key job / position in your organsition you must prepare a proper second in command kind of person who can without much trouble takeover higher responsibilities in case of the seniors leavve the organsation. (Considering the high attrition rate in the industry, this is all the more important and challenging for an HR professional
5.Employee satisfactio survey. THis is a very important excercise but to be done very carefully. We can develop a questionnaire to capture the perception of each employee on many aspects of the organsation
In case you need more info, please contact me
Thanx and wish you goodluck
Bye
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