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Competency Mapping

Competency Mapping



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Published by Sameera Syed

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Published by: Sameera Syed on Oct 25, 2010
Copyright:Attribution Non-commercial


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Competency Mapping
Page 1
Executive Summary
In today’s competitive world it is becoming very important to build on the competitive activitiesof the business, particularly regarding what competencies a business needs to have in order tocompete in a specific environment. Top management is identifying corporate core competenciesand working to establish them throughout the organization. Human Resource Developmentbuilds competency based models that drive business resultsCompetency modeling addresses the development of people from process design throughsuccession. But most of the organizations of all sizes are still struggling with defining, designingand implementing competency model projects.The process is completely customizable. The decisions of competency design are driven bynumber of organizational factors, including management philosophy, customer requirements,business needs and in-place processes. These factors vary from one organization to another,requiring a customized approach to competencies in the workplace. Customization is essential tothe overall success of competency efforts, since every organization must integrate competencyconcepts into its own job design, recruitment, hiring orientation, development and successionprocesses.The report details the implementation of competency mapping in an Automotive manufacturingorganization and also quotes the mapping systems followed by zentec technologies and L& TInfoTech in India.
Competency Mapping
Page 2
Chapter 1Introduction
Today organizations are all talking in terms of competence. Gone are the days when people usedto talk in terms of skill sets, which would make their organizations competitive. There has been ashift in the focus of the organizations. Now they believe in excelling and not competing. It isbetter to build a core competency that will see them through crisis. And what other way than todevelop the people, for human resource is the most valuable resource any organization has.Organizations of the future will have to rely more on their competent employees than any otherresource. It is a major factor that determines the success of an organization. Competencies arethe inner tools for motivating employees, directing systems and processes and guiding thebusiness towards common goals that allow the organizations to increase its value. Competenciesprovide a common language and method that can integrate all the major HR functions andservices like Recruitment, Training, performance management, Remuneration, Performanceappraisal, Career and succession planning and integrated Human resource management system.Over the past 10 years, human resource and organizational development professionals havegenerated a lot of interest in the notion of competencies as a key element and measure of humanperformance. Competencies are becoming a frequently-used and written-about vehicle fororganizational applications such as:
• Defining the factors for success in jobs (i.e., work) and work roles within theorganization• Assessing the current performance and future development needs of persons holding jobs and roles• Mapping succession possibilities for employees within the organization• Assigning compensation grades and levels to particular jobs and roles• Selecting applicants for open positions, using competency-based interviewingtechniquesCompetencies include the collection of success factors necessary for achieving important resultsin a specific job or work role in a particular organization. Success factors are combinations of knowledge, skills, and attributes (more historically called “KSA’s”) that are described in termsof specific behaviors, and are demonstrated by superior performers in those jobs or work roles.
Competency Mapping
Page 3
Attributes include: personal characteristics, traits, motives, values or ways of thinking thatimpact an individual’s behavior.
1.2 What Is Competency
Any underlying characteristic required for performing a given task, activity or role successfullycan be considered as competency. Competency may take the following forms:
Other characteristics of an individual including
Self Concept
Competency includes observable behavior as well as aptitudes, skill and knowledge. It canbe compared with an iceberg as shown in the figure below:Fig 1.1 Behavior of an individual in an organization
The Behavioral Iceberg
CompeteKnowledgeAttitudes / TraitsAptitudesSkills

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