Hi All,
I am on process of doing the ground work on Competency Mapping.
Can anyone guide me on this to how to go about?
To start with, I am just experimenting with one position.
If you all have any inputs on this do let me know.
Regards
Anu
From India, Bangalore
I am on process of doing the ground work on Competency Mapping.
Can anyone guide me on this to how to go about?
To start with, I am just experimenting with one position.
If you all have any inputs on this do let me know.
Regards
Anu
From India, Bangalore
Hi Anu
To start with, u shud b clear as to what is the purpoise of Competeny Mapping in u''r organsiation. Once that is clear, u shud go ahead witht he actual process.
teh best way 2 map a position is 2 talk 2 the present position holder-in teh sense have a detailed discussion with him/her n try n understand his /her job responsibilities (u shud record n list tehm down activity wise). this will give u n understandign as 2 wat it wud take 2 effectively execute those responsibilities.
2 begin with this cud b enuff. bt if ur looking 4 a detailed n thorough mapping, then u can take inputs also 4m the role set members of that position (that means the boss, subordinate, internal customer n suppliers, peers etc). they can also b asked as per them wat r the competencies reqd 4 effective xecution of the responsibilities.
such a multifaceted process brign in better clarity n objectivity in the entire process n the results r much close 2 reality...
based on the inputs taken 4m all teh concerned, its then the responsibility of the Hr process owners (those invoved in the intervies n discussion process), to identify the most critical competencies n thereby arrive at the competency basket of the position
certain competencies r generic across the organsition (such as innovativeness, communication skills, empathy, customer focus, etc...which r derived 4m teh vision, mission n values of the org). these competencies r reqd 4 every postion across the org. over n above these, every postion wud have their specific set of competencies reqd...
its a lenghty process...have bene doing it 4 all executives in my organsiation across all locations...takes time 4 sure bt nonetheless the results r much more factual n objective...do let me knwo if u need ne further clarification
Regards
Swati
From India, Chennai
1To start with, u shud b clear as to what is the purpoise of Competeny Mapping in u''r organsiation. Once that is clear, u shud go ahead witht he actual process.
teh best way 2 map a position is 2 talk 2 the present position holder-in teh sense have a detailed discussion with him/her n try n understand his /her job responsibilities (u shud record n list tehm down activity wise). this will give u n understandign as 2 wat it wud take 2 effectively execute those responsibilities.
2 begin with this cud b enuff. bt if ur looking 4 a detailed n thorough mapping, then u can take inputs also 4m the role set members of that position (that means the boss, subordinate, internal customer n suppliers, peers etc). they can also b asked as per them wat r the competencies reqd 4 effective xecution of the responsibilities.
such a multifaceted process brign in better clarity n objectivity in the entire process n the results r much close 2 reality...
based on the inputs taken 4m all teh concerned, its then the responsibility of the Hr process owners (those invoved in the intervies n discussion process), to identify the most critical competencies n thereby arrive at the competency basket of the position
certain competencies r generic across the organsition (such as innovativeness, communication skills, empathy, customer focus, etc...which r derived 4m teh vision, mission n values of the org). these competencies r reqd 4 every postion across the org. over n above these, every postion wud have their specific set of competencies reqd...
its a lenghty process...have bene doing it 4 all executives in my organsiation across all locations...takes time 4 sure bt nonetheless the results r much more factual n objective...do let me knwo if u need ne further clarification
Regards
Swati
From India, Chennai
Dear All,
I am also planning to implement a formalized copetency mapping in our organisation. At present we are having a Performance Appraisal system in place and on the basis of the appraisal carriedout each year we do plan for the training and other development requirement for each employee. In the above system we have a section where the appraiser rates different competecies like Business & technical proficiency, Customer focus,Team work and Co-operation, setting and fulfilling commitments, communicating with others, innovation and creativity etc of the appraisee. I have a question to ask you folks. Can we consider this as a formalised competency mapping? Or do you think that more competencies needs to be rated ? Please give your valuable comments.
Regards
RAM
From India, Mumbai
I am also planning to implement a formalized copetency mapping in our organisation. At present we are having a Performance Appraisal system in place and on the basis of the appraisal carriedout each year we do plan for the training and other development requirement for each employee. In the above system we have a section where the appraiser rates different competecies like Business & technical proficiency, Customer focus,Team work and Co-operation, setting and fulfilling commitments, communicating with others, innovation and creativity etc of the appraisee. I have a question to ask you folks. Can we consider this as a formalised competency mapping? Or do you think that more competencies needs to be rated ? Please give your valuable comments.
Regards
RAM
From India, Mumbai