Taking Charge of Organizational Development: How Do I Start with Competency Mapping and Hiring?

Dear All,

I am going to be in charge 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 candidates would I need to take care of these positions and at what level should I hire them? How do I go about Competency Mapping, career, and succession planning? Can you suggest some ways on how I should start?

Nirmala

Hi Nirmala,

With regard to the competency mapping exercise, identifying the roles and competencies for the profile, it is ideal that you undertake the competency mapping. However, the recent advancement in the same industry is job benchmarking. This can also be done using some advanced tools based on the organizational requirements. This would ensure that the exercise is undertaken based on your organizational requirements. Once this benchmarking is done, you can understand the requirements for recruitment and the competencies needed to ensure performance. Hence, you will recruit only the best fit for a specific role profile.

The same tools can also be used for Learning & Development (L&D) after identifying the gaps in the competencies identified earlier. Therefore, a Personal Development Plan (PDP) for the individual could be developed based on the requirements.

For more information, please contact us at sajeev@turninpt.com.

Regards,
Sajeev

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:

You must first find out the likely growth/growth plan of the organization, in the 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, experience, and prior achievements.

This is a big exercise, not easy to answer through 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 the results to be achieved in each job and convert into measurable objectives.

3. Competence Mapping:

Refer to Question 1: Once you determine 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 staff. Identify what are the education, skills, training, and experience. First, compare the existing people within the organization (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 organization, his/her potentials, capabilities, desires, attitude, intelligence, etc., and a collective decision has to be taken as to what extent each one of them will grow in the organization and what kind of support you need to give to them so that they do so.

Secondly, for each key job/position in your organization, you must prepare a proper second in command kind of person who can, without much trouble, take over higher responsibilities in case of the seniors leaving the organization. (Considering the high attrition rate in the industry, this is all the more important and challenging for an HR professional).

5. Employee Satisfaction Survey:

This is a very important exercise but to be done very carefully. We can develop a questionnaire to capture the perception of each employee on many aspects of the organization.

In case you need more info, please contact me.

Thanks and wish you good luck.

Bye