hi.. Could any one please help me in doing competency mapping for Assistant Manager (HR) in a telecom Company? Regards, Deepa Unnithan
From India, Kochi
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From India, Kochi
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Hi, tell us more what exactly u require, and give us more details are u looking for formats?? Rajashree Pillai
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Hi, Competency mapping is identifying the key skills and competencies required to do a job effectively. These competencies will further assist in recruiting the right person and eventually aid in training, performance management, succession planning, and so forth.
Most companies are moving away from KRAs and KPAs, while competency mapping remains an area that is still largely unexplored. If you have your KRAs and KPAs ready, you can expand on them.
Regards,
Anandita
From India, Mumbai
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Most companies are moving away from KRAs and KPAs, while competency mapping remains an area that is still largely unexplored. If you have your KRAs and KPAs ready, you can expand on them.
Regards,
Anandita
From India, Mumbai
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Hi,
Are you looking for tools and methodology or need a review of literature? Please provide a clear idea.
As a first step, conduct a job analysis using a standard questionnaire. Ask employees to fill in a questionnaire that prompts them to describe their tasks, as well as the skills, attitudes, and abilities required to perform them well.
Create a competency-based job description and start mapping the employees' capabilities to the benchmarks. Develop a competency matrix with various index points within the responsibility level.
Note the mandatory level of achievement against each benchmark to indicate areas for personal development and achievement assessment. This process will assist the HR manager in gaining a comprehensive understanding of each employee and determining areas for improvement. It also aids in identifying training needs.
When an employee excels in every indicator at their level, they progress to the next level and start from the beginning. In essence, this leads to their promotion.
All the best,
Murale
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Are you looking for tools and methodology or need a review of literature? Please provide a clear idea.
As a first step, conduct a job analysis using a standard questionnaire. Ask employees to fill in a questionnaire that prompts them to describe their tasks, as well as the skills, attitudes, and abilities required to perform them well.
Create a competency-based job description and start mapping the employees' capabilities to the benchmarks. Develop a competency matrix with various index points within the responsibility level.
Note the mandatory level of achievement against each benchmark to indicate areas for personal development and achievement assessment. This process will assist the HR manager in gaining a comprehensive understanding of each employee and determining areas for improvement. It also aids in identifying training needs.
When an employee excels in every indicator at their level, they progress to the next level and start from the beginning. In essence, this leads to their promotion.
All the best,
Murale
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Find out what the short-term (3 years) and long-term (+5 years) business objectives of the organization are. Consider how these business objectives relate to the organizational vision and mission.
Define the purpose of competency mapping.
Identify what individuals in different positions and units are currently doing or expected to do to achieve the business objectives, based on Key Performance Areas (KPA) and Key Result Areas (KRA) using specified criteria.
- Detail the tasks they are performing or supposed to perform.
- Describe the behaviors they are exhibiting.
Explore the various structures within the organization, including:
- According to the manual.
- Based on communication flow (official and unofficial).
- Aligned with business expectation flow.
Establish the organizational culture.
Classify the population based on the developed concept for competency mapping using the collected information.
Initiate a process to identify and establish successful profiles in each classified unit through:
- Behavioral event interviewing.
- Focus group discussions.
- Psychometric testing.
- Evaluation of past performance.
- A 360-degree assessment approach.
- Gather factual evidence to validate the success of these profiles, including statistical, social, and theoretical evidence.
Shortlist the superior performers falling within the 75 to 90 percentile range.
Categorize the profiles in terms of knowledge, skills, values, beliefs, and attitudes.
Repeat the process with average and below-average performers.
Identify the critical success factors that significantly contribute to employees becoming superior performers at the unit and organizational level, and provide evidence using statistical, social, and theoretical perspectives.
Identify the critical hindering factors through the same process.
Develop a competency model with weights assigned to different competencies for units and the organization, explaining the reasons for superior performance with a validity of 0.79.
Utilize this model for the intended purpose established in the initial stages.
Review and validate the model every two years.
From India, New Delhi
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10Define the purpose of competency mapping.
Identify what individuals in different positions and units are currently doing or expected to do to achieve the business objectives, based on Key Performance Areas (KPA) and Key Result Areas (KRA) using specified criteria.
- Detail the tasks they are performing or supposed to perform.
- Describe the behaviors they are exhibiting.
Explore the various structures within the organization, including:
- According to the manual.
- Based on communication flow (official and unofficial).
- Aligned with business expectation flow.
Establish the organizational culture.
Classify the population based on the developed concept for competency mapping using the collected information.
Initiate a process to identify and establish successful profiles in each classified unit through:
- Behavioral event interviewing.
- Focus group discussions.
- Psychometric testing.
- Evaluation of past performance.
- A 360-degree assessment approach.
- Gather factual evidence to validate the success of these profiles, including statistical, social, and theoretical evidence.
Shortlist the superior performers falling within the 75 to 90 percentile range.
Categorize the profiles in terms of knowledge, skills, values, beliefs, and attitudes.
Repeat the process with average and below-average performers.
Identify the critical success factors that significantly contribute to employees becoming superior performers at the unit and organizational level, and provide evidence using statistical, social, and theoretical perspectives.
Identify the critical hindering factors through the same process.
Develop a competency model with weights assigned to different competencies for units and the organization, explaining the reasons for superior performance with a validity of 0.79.
Utilize this model for the intended purpose established in the initial stages.
Review and validate the model every two years.
From India, New Delhi
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anybody here ..... can u support me wid d objectives of competency mapping i m doing it for the operators of auto components company need of ur helpppppp yaarrrrrrrrrrrrrrrr
From India, Tiruppur
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From India, Tiruppur
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