Difference Between Competency Mapping & TNA - CiteHR
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Hi all,
I am little bit confused what is the difference between Competency Mapping and Training Needs Analysis
Normally we identifies the training needs (Technical and Non Technical) by conducting TNA. Likewise we conduct Competency GAP Analysis. We map present competencies with desired competencies and we find the GAPS, accordingly we arranges the training.
So my question is whether these two things are similar?
Ragards,
Rahul Vaidya

Any exercise that aims at mapping competencies of other people, identifying ideal competency levels and identifying gaps is a bogus one.
That, and I wonder why it has become endemic to universal corporate culture to hide behind glossy terms that seem to make life look all complicated.
I like to keep it simple.
You just want to know what your organization's employees want to learn about. That's it. A simple email or filling out a form on a company intranet does the job.

Dear All,

Competency mapping is a process through which one assesses and determines one’s strengths as an individual worker and in some cases, as part of an organization. It generally examines two areas: emotional intelligence or emotional quotient (EQ), and strengths of the individual in areas like team structure, leadership, and decision-making. Large organizations frequently employ some form of competency mapping to understand how to most effectively employ the competencies of strengths of workers. They may also use competency mapping to analyze the combination of strengths in different workers to produce the most effective teams and the highest quality work.

Competency mapping can also be done for contract or freelance workers, or for those seeking employment to emphasize the specific skills which would make them valuable to a potential employer. These kinds of skills can be determined, when one is ready to do the work, by using numerous books on the subject. One of the most popular ones is Now, Discover Your Strengths by Marcus Buckingham and Donald Clifton, initially published in 2001.

Buckingham and Clifton’s book, and others like it, practice competency mapping through testing, having the person sift through past work experiences, and by analyzing learning types. However, the disadvantage to using a book alone is that most people may have a few blind spots when they analyze their own competency. Their perception of how others react to them may not be accurate.

And regarding the TNA ofcourse you know that it will be for finding the needs of traning for an organization according to

Task Analysis

Need Analysis

Man Analysis

Best regards,

Ahmad Shah Hussain Nejati (Mr)

Dear Rahul,
If you want to know more about Competency Mapping please go to What is Competency Mapping? from where Ahmad Shah may have copied and pasted without disclosing the source.

Competency mapping would identify the GAP with expected TNA is the identified GAP to meet the expected
dEAR RSV,

While I don't want to subscribe to the view of my fellow Citrhrian Sri Satyaish fully, what he says has a little sense. However, I would like to go with Ahmad Shah Hussain Nejati (Mr) who sounds practical and optimistic. In fact Mr. Nejati has put it correctly the things in perspective. Assessing 100% accurately the competencies in an employee may not be possible but at least we can go as near to 100% as possible. We have to strart from somewhere and any fair and impartial assessment of competencies of an individual employee is most welcome.The training need ananlysis (TNA) along with the gaps in competencies of an employee taken together we can come to a fair conclusion and if we are sincere and chalk out an appropriate training program we can bring a fair amount of success. How the training should be and what are the qualities of a professional trainer can be had from the wonderful books of of Mr. Udai Pareek, who has done some original research on training effectiveness in Indian conditions. Members can accesss Mr. Udai Pareek's books and read it with profit.



M.J. SUBRAMANYAM, BANGALORE

dear rahul,
am a certified performance and competence developer..
does your company have a competence dictionary in place ?
i need to know your knowledge levels before helping.
the question you have asked has its answer elswehere:
while making a standard position decription, focus on "must haves" rather than "good to haves".
the right person to do the job well would be the one already doing the job well. but such a person will not have a long life in the company..compensation would be high.. motivation would be rock bottom.
this is where "must haves" in a SPD come in.
we hire people based on must haves..
then train them to match our needs.
period.

have you read the adage "people promote themselves to levels of incompetence" by peter drucker.
check employment advertisements of leading players.
this is the biggest problem plaguing companies which believe in promotion by number of years of service
competence mapping is meant to solve the above crisis not increase it further.
refer to ISO 100015. 88% of trainings are failure because TNA is not done correctly for every position. secondly it says do not spend a minute or penny on a training unless its results can be measured tangibly.

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