P. 1
Competency Mapping

Competency Mapping

|Views: 1|Likes:

More info:

Categories:Types, Research
Published by: Yasmin Singaporewala on Sep 03, 2011
Copyright:Attribution Non-commercial


Read on Scribd mobile: iPhone, iPad and Android.
download as DOCX, PDF, TXT or read online from Scribd
See more
See less





Competency Mapping - The latest in HR Aditya Gupta http://timesascent.in/index.aspx?

page=article&sectid=1&contentid=2008121820 08121814134447219270b26

Competency mapping not only acts as a useful tool for the organisation but also aids an individual's competency. It has been a general observation that hard work, sincerity, knowledge, intelligence alone does not make a person a star performer in his/her profession. There are other factors that help an individual excel in his job. Good managers are generally aware about different qualities a person must possess to do a job effectively, and they make use of their knowledge to select and train their subordinates. Organizational psychologists have refined this understanding and converted it into a structural and formal process called Competency Mapping. It has emerged as one of the most powerful tools aiding the improvement for the HR professionals in finding the right employee for a job and development of the employed person in doing the assigned job effectively. Thus, Competency Mapping can be defined as a process through which one assesses and determines one's strengths as an individual worker and in some cases, as part of an organization. Generally speaking, competency mapping examines two areas: emotional intelligence 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. The general steps involved in this process can be described as follows: • Every employee is asked to fill up a questionnaire that asks them what they are doing and what skills and abilities are needed to have to perform it well. • Having discovered the similarities in the questionnaires, a competency based job description is crafted and presented to the personnel department for their






• The final step involves mapping of an employee's abilities to the benchmarks and deciding his future accordingly. Competency-based HR is considered the best HR. In India, however, this process has gained force only during the last couple of years. Companies like Zensar Technologies and L&T InfoTech follow competency mapping. Other big companies like TCS, HCL Technologies, SBI, Idea Cellular, Exide Industries, Birla Cellulosic, etc. have got their employees trained in competency mapping course but it remains unclear if they strictly follow the line. According to Lynette D'Silva, manager-HR, learning & development, Zensar Technologies, "Competency mapping helps identify the success criteria required for individuals to be successful in their roles." Competency mapping not only acts as a useful tool for the organisation but also aids an individual's competency. But, organisations strictly following the process of competency mapping do face some hurdles in achieving overall efficiency. Firstly, the organisations do the ultimate mistake of realising the map as the desired end result. The map is nothing but a colossal waste of time and money without proper analysis. Secondly, the mission must be to sustain a knowledge flow that is more profitable to the organisation. If the organisation is already rich beyond wildest dreams then the mission should be to measure against the current "ideal" knowledge flow. Lastly, incorrect assessments of results lead to flawed decisions and cause a big damage to the concern. Competency mapping tailored to an organisation is necessary to train, define and retain talent in a company. As a result of competency mapping, all the HR processes like talent induction, appraisals and training yield much better results.

Case study EXAMPLE: L & T INFOTECH Introduction: Larsen & Toubro Infotech Limited (L&T Infotech), a 100% subsidiary of the US$ 3.5 billion Forbes Global 2000 and BusinessWeek Asia Top 50 technology-driven engineering and construction major, Larsen & Toubro Limited, offers comprehensive, endto-end software solutions and services. Leveraging the heritage and domain expertise of the parent company, its services encompass a broad technology spectrum, catering to leading international companies across the globe. L&T Infotech, a PCMM Level 5 company, has a successful competency-based HR system. Recruitment, training, job rotation, succession planning and promotionsall are defined by competency mapping. Nearly all HR interventions are linked to competency. Competencies are enhanced through training and job rotation. All people who have gone through job rotation undergo a transformation and get a broader perspective of the company. For instance, a person lacking in negotiation skills might be put in the sales or purchase department for a year to hone his skills in the area. When the company started competency mapping the whole process took eight months for six roles and two variations. Eventually, 16-18 profiles were worked out. The company uses PeopleSoft for competency mapping. Behavioural competencies do not change every month. Two appraisals are done subsequently… every project-end for skills, and annual for behavioural competencies. There was resistance from the line people, but when the numbers started flowing they sat up. Every quarter, an SBU-based skills portfolio is published. As far as training and development is concerned, instead of asking people to attend classes, they themselves get pulled to the classes. Introduction of competency mapping has also involved introducing skill appraisals in performance appraisals. This has also led to training people on how to assess subordinates on competencies.

You're Reading a Free Preview

/*********** DO NOT ALTER ANYTHING BELOW THIS LINE ! ************/ var s_code=s.t();if(s_code)document.write(s_code)//-->