Dear Naveen,
Your Powerpoint presentation looks quite flambouyant. You may have made a good impression on the Top management by presenting this. Sometime back one old-man who was a teacher in HR commented, "an Executive is someone who talks in such language/manner only Executives can understand....".
Going by that definition, I am sure you will very quickly rise to Executive level. This is the problem with all MBAs and IIM graduates too.
You have explained "what is competency mapping", you did not explain "how it is done"....this is my observation. For instance, two friends were discussing about how to reach Delhi, in Hyderabad. A asked the question how do we reach Delhi. B replies either by Air or by Train.
But there can be many more "hows" after that "preliminary how". If you go by Air, "how do you go by Air", if you go by Train, "how do you go by train?".
In one visual, there is a heading called "Competency assessment". Under the head, it is written "following methods are used" - Assessment /development Centre, 360 degree Feedback, Role plays, Case study etc. Of all these methods, specifically which method you have used? How it was used?
That is not mentioned. If Competency is "individual specific" what would be the impact of personnel leaving the organizations on competency mapping? How often competency mapping is done, keeping in view every year many existing employees leave the organization and outsiders join the organization, what is the resultant impact of this float on competency mapping? What is its relationship with performance appraisal? Which department under HR hierarchy uses this tool? What is the purpose of competency mapping, how does it contribute to the bottomline of organizations?
I feel many HR professionals beat around the bush on this subject without understanding the basic concept with clarity.
thanks and regards
Chandrasekhar