Employees Doubt Competency Mapping Efforts – How Can We Rebuild Trust and Cooperation?

Hi Friends,

In our organization, we had conducted individual development plans even before competencies were mapped. Now, the good wisdom has dawned on the organization, and we are embarking on a massive exercise to map individual competencies. However, the people are not cooperating. They say that since no action was taken on the IDP feedback, the competency mapping exercise is also a farce.

Can someone suggest how to handle this situation?

Regards,
Rakesh

Hi Rakesh,

Have you communicated the purpose of IDP and Competency Mapping? If not, you need to do that, as people will resist without understanding.

IDPs can be effectively implemented even without competency mapping. What truly matters is the process management and purpose management, which will make the real difference.

If you require formal assistance, please call 9448270474 or email jo@indiafacilitation.org.

Best wishes,
Joseph

Dear Rakesh,

It is natural for people to oppose the CM process (IDP feedback is only an alibi). No one actually wants to be measured or assessed on competency or quantifiable terms. That's human nature.

I think you may like to do the following:

1. Head-HR to counsel, explain, and communicate to employees that it would be more meaningful under the circumstances to complete the competency mapping process as the first process followed by the IDP. Accordingly, the IDP may stand enriched with the CM process feedback. Explain to them the situational needs of the organization.

2. Explain to them that the CM process is a priority and has several immediate benefits (explain the outcome benefits).

3. Convince them via communication that the IDP will be discussed or circulated to individuals within a certain time frame commitment.

4. Enrich them about the CM process and its benefits, thus reducing the threat factor in their minds.

5. If necessary, seek external intervention; a good consultant to help out!

Basically, some organization-wide communication or explaining is required so that some employees do not resort to gossip, rumour-mongering, or passing snide remarks.

HR needs to resort to blow-soft and blow-hard tactics like a caring but tough customer. Strategically, that should be the approach in this situation.

We need to remember to take the top management into confidence. Their buy-in is very important for these HR initiatives to succeed.

Rahul Kumar

09968270580