Hi all,
I am a little bit confused about the difference between Competency Mapping and Training Needs Analysis. Normally, we identify the training needs (Technical and Non-Technical) by conducting TNA. Similarly, we conduct Competency GAP Analysis. We map present competencies with desired competencies and find the gaps; accordingly, we arrange the training.
So, my question is whether these two things are similar?
Regards,
Rahul Vaidya
From India, Pune
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1I am a little bit confused about the difference between Competency Mapping and Training Needs Analysis. Normally, we identify the training needs (Technical and Non-Technical) by conducting TNA. Similarly, we conduct Competency GAP Analysis. We map present competencies with desired competencies and find the gaps; accordingly, we arrange the training.
So, my question is whether these two things are similar?
Regards,
Rahul Vaidya
From India, Pune
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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.
From India, Ghaziabad
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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.
From India, Ghaziabad
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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)
From Singapore, Singapore
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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)
From Singapore, Singapore
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Competency mapping would identify the GAP with expected TNA is the identified GAP to meet the expected
From India, Mumbai
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From India, Mumbai
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Dear RSV,
While I don't want to subscribe to the view of my fellow Citrhrian Sri Satyaish fully, what he says has 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 things correctly into perspective. Assessing competencies in an employee 100% accurately may not be possible, but at least we can get as close to 100% as possible. We have to start from somewhere, and any fair and impartial assessment of an individual employee's competencies is most welcome. The Training Needs Analysis (TNA) along with the gaps in an employee's competencies, taken together, can lead us to a fair conclusion. If we are sincere and outline an appropriate training program, we can achieve a fair amount of success. Information on how training should be conducted and the qualities of a professional trainer can be found in the wonderful books of Mr. Udai Pareek, who has conducted original research on training effectiveness in Indian conditions. Members can access Mr. Udai Pareek's books and read them with profit.
M.J. SUBRAMANYAM, BANGALORE
From India, Bangalore
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While I don't want to subscribe to the view of my fellow Citrhrian Sri Satyaish fully, what he says has 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 things correctly into perspective. Assessing competencies in an employee 100% accurately may not be possible, but at least we can get as close to 100% as possible. We have to start from somewhere, and any fair and impartial assessment of an individual employee's competencies is most welcome. The Training Needs Analysis (TNA) along with the gaps in an employee's competencies, taken together, can lead us to a fair conclusion. If we are sincere and outline an appropriate training program, we can achieve a fair amount of success. Information on how training should be conducted and the qualities of a professional trainer can be found in the wonderful books of Mr. Udai Pareek, who has conducted original research on training effectiveness in Indian conditions. Members can access Mr. Udai Pareek's books and read them with profit.
M.J. SUBRAMANYAM, BANGALORE
From India, Bangalore
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Dear Rahul,
I 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 elsewhere: while making a standard position description, 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.
From India, Delhi
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I 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 elsewhere: while making a standard position description, 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.
From India, Delhi
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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 that believe in promotion based on the 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 fail because TNA is not done correctly for every position. Secondly, it says do not spend a minute or penny on training unless its results can be measured tangibly.
From India, Delhi
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From India, Delhi
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