Competency mapping.pptx

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HRM- compentency mapping.

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<ul><li><p>5/25/2018 Competency mapping.pptx</p><p> 1/33</p><p>Presented By-Ankit Anand (02)Harshita Agarwal (09)Prerna Teotia (16)Sawan Prateek (2 )Vibhanshu Srivastava (31)</p></li><li><p>5/25/2018 Competency mapping.pptx</p><p> 2/33</p><p>CONTENTS1. INTRODUCTION2. WHAT IS COMPETENCY3. COMPONENTS OF COMPETENCY4. BEHAVIOUR INDICATORS5. TYPES OF COMPETENCIES6. WHAT IS COMPETENCY MAPPING?7. CONCEPT OF COMPETENCY MAPPING</p><p>8. OBJECTIVES OF COMPETENCY MAPPING9. NEED FOR COMPETENCY MAPPING10.STEPS FOR IMPLEMENTING THE COMPETENCY MAPPING11. TOOLS FOR COMPETENCY MAPPING12.ADVANTAGES OF COMPETENCY MAPPING13.DISADVANTAGES OF COMPETENCY MAPPING</p><p>14.CONCLUSION15.REFERENCES</p></li><li><p>5/25/2018 Competency mapping.pptx</p><p> 3/33</p><p>INTRODUCTION</p><p> Competency Mapping is a process of identifies key</p><p>competencies for an organization and/or a job andincorporating those competencies throughout thevarious processes (i.e. job evaluation, training,</p><p>recruitment) of the organization.</p><p>Individual competencies are organized intocompetency models to enable people in anorganization or profession to understand, discuss, andapply the competencies to workforce performance.</p></li><li><p>5/25/2018 Competency mapping.pptx</p><p> 4/33</p><p>Competency is generally known as observable abilities,skills, knowledge, motivations or traits defined in termsof the behaviours needed for successful job performance.</p><p>Are seen mainly as inputs.</p><p>Consist of clusters of knowledge, attitudes and skillsthat affect an individualsability to perform</p><p>WHAT IS COMPETENCY?</p></li><li><p>5/25/2018 Competency mapping.pptx</p><p> 5/33</p><p>COMPETENCIES</p><p>BEHAVIORS(actions)</p><p>OUTPUTS</p><p>ORGANIZATIONAL</p><p>RESULTS</p><p>COMPETENCIES</p></li><li><p>5/25/2018 Competency mapping.pptx</p><p> 6/33</p><p>A competency is a set of skills, related knowledge andattributes that allow an individual to successfully perform atask or an activity within a specific function or job.-United Nations Industrial Development Organization</p><p>Competencies are generic knowledge motive, trait, socialrole or a skill of a person linked to superior performance onthe job.-Hayes</p><p>Competencies are personal characteristics that contribute toeffective managerial performance.- Albanese</p><p>Definitions</p></li><li><p>5/25/2018 Competency mapping.pptx</p><p> 7/33</p><p>COMPONENTS OFCOMPETENCY</p><p>Competency has three major components which are as follows:</p><p>1)Knowledge:Information a person possesses about specific areas</p><p> Comprises factors like memory, numerical ability, linguisticability</p><p>It can be either: Scientific Knowledge</p><p>Technical Knowledge</p><p>Job Knowledge</p></li><li><p>5/25/2018 Competency mapping.pptx</p><p> 8/33</p><p>2)Skill: Represents intelligent application of knowledge, experience,and tools.</p><p>Is the procedural "know how" knowledge (what one can do),either covert (e.g., deductive or inductive reasoning) orobservable e.g. "active listening" skill in an interview.</p><p>3)Attitudes:Predispositions to other individuals, groups, objects,situations, events, issues etc.</p><p>Decide our approach or avoidance behavior.</p><p>Normally are conceptualized as positive or negative.</p></li><li><p>5/25/2018 Competency mapping.pptx</p><p> 9/33</p><p>SKILLS</p><p>Relates to the</p><p>ability to do.</p><p>Physical domain</p><p>ATTITUDE</p><p>Relates to qualitative</p><p>aspects</p><p>personal Characteristicsor traits</p><p>KNOWLEDGE</p><p>Relates toinformation</p><p>Cognitive Domain</p><p>Outstanding Performance oftasks or activities</p><p>COMPETENCY</p></li><li><p>5/25/2018 Competency mapping.pptx</p><p> 10/33</p><p>A Competency is described in terms of key behaviors thatenables recognition of that competency at the workplace.</p><p>Some key behavior indicators in an employee:</p><p>Ability to know what needs to be done or find out (research)and take steps to get it done</p><p>Ask questions when not sure of what the problem is or to gainmore information.</p><p>Able to identify the underlying or main problem.</p><p>Shows willingness to experiment with new things.</p><p>BEHAVIOUR INDICATORS</p></li><li><p>5/25/2018 Competency mapping.pptx</p><p> 11/33</p><p>Surface knowledge andskills are relatively easy todevelop. ObservableBehaviour</p><p>Core motive and traitcompetencies are at thebase of the personalityand are more difficult to</p><p>assess and develop.</p><p>EMPLOYEE = ICEBERG</p></li><li><p>5/25/2018 Competency mapping.pptx</p><p> 12/33</p><p>TYPES OF COMPETENCIES</p><p>BASIC</p><p> INTELLECTUAL MOTIVATIONAL SOCIAL EMOTIONAL</p><p>PROFFESIONAL</p><p> KNOWLEDGE EXPERIENCE EXPERITISE</p><p>GAINED BY ANINDIVIDUALEMPLOYEE</p><p>ORGANIZATIONAL</p><p> GENERIC MANAGERIAL FUNCTIONAL/</p><p>TECHNICAL</p></li><li><p>5/25/2018 Competency mapping.pptx</p><p> 13/33</p><p>WHAT IS COMPETENCY</p><p>MAPPING?Process of identification of the competenciesrequired to perform successfully a given job or role or</p><p>a set of tasks at a given point of time.</p><p>Process through which one evaluates and determinesone's strengths as an individual worker.</p></li><li><p>5/25/2018 Competency mapping.pptx</p><p> 14/33</p><p>CONCEPT OF COMPETENCY</p><p>MAPPING</p><p>PersonalCharacteristics Behavior</p><p>JobPerformance</p></li><li><p>5/25/2018 Competency mapping.pptx</p><p> 15/33</p><p>OBJECTIVES OFCOMPETENCY MAPPING</p><p>Competency mapping serves a number of purposes.It is done for the following functions:</p><p>1. Gap Analysis2. Role Clarity3. Succession Planning4. Growth Plans</p><p>5. Restructuring6. Inventory of competencies for future planning</p></li><li><p>5/25/2018 Competency mapping.pptx</p><p> 16/33</p><p>NEED FOR COMPETENCYMAPPING</p><p>Training andDevelopment</p><p>Compensation</p><p>ReplacementPlanning</p><p>PerformanceAppraisal Career</p><p>Planning</p><p>SuccessionPlanning</p><p>Recruitmentand Selection</p></li><li><p>5/25/2018 Competency mapping.pptx</p><p> 17/33</p><p>Steps ForImplementing</p><p>The</p><p>CompetencyMapping</p><p>IDENTIFY DEPARTMENTS &amp;ORGANIZATION HIERARCHY</p><p>OBTAIN JOB DESCRIPTION</p><p>CONDUCT SEMI-STRUCTUREDINTERVIEWS</p><p>PREPARATION OF LIST OF SKILLS</p><p>GENERATE LIST OF</p><p>COMPETENCIES</p><p>INDICATE PROFICIENCY LEVELS</p><p>VALIDATE COMPETENCIES &amp;</p><p>PROFICIENCY lEVELS</p><p>PREPARE COMPETENCY MATRIX</p><p>MAPPING OF COMPETENCY</p></li><li><p>5/25/2018 Competency mapping.pptx</p><p> 18/33</p><p>TOOLS FOR COMPETENCYMAPPING</p><p>360- Degree Feedback Process</p><p>Assessment Center</p><p>Critical Incidents Technique</p><p>Interview Techniques</p><p>Questionnaires</p><p>Psychometric Tests</p></li><li><p>5/25/2018 Competency mapping.pptx</p><p> 19/33</p><p>360-degree Feedback Process</p><p>Used in organizations for development, appraisal</p><p>and compensation purposes.</p><p>It involves a collection of perceptions about anindividuals behavior and its impact on bosses,</p><p>colleagues, subordinates as well as internal andexternal customers.</p><p>Competency Mapping helps to ensure that suchfeedback relates specifically to the competenciescrucial to individual or organizational success.</p></li><li><p>5/25/2018 Competency mapping.pptx</p><p> 20/33</p><p>Assessment Centre</p><p>Mechanism to identify the potential for growth.</p><p>It is a procedure that uses a variety of techniques toevaluate employees for manpower purpose anddecisions.</p><p>An essential feature is the use of situational test toobserve specific job behavior.</p></li><li><p>5/25/2018 Competency mapping.pptx</p><p> 21/33</p><p>Assessment center comprises a number of exercisesor simulation such as </p><p>1. Group discussion</p><p>2.In tray</p><p>3.Interview simulation / role plays</p><p>4.Case studies / analysis exercises</p></li><li><p>5/25/2018 Competency mapping.pptx</p><p> 22/33</p><p>Critical Incidents Technique</p><p>It can contribute to growth and decay of a system.</p><p>A set of procedures for systematically identifying thebehavior that contribute success or failure ofindividual or organization in specific situation.</p><p>Steps involved are-1) List the good and bad on the job behavior.</p><p>2) Rate how good and how bad is good and badbehavior, respectively.3) Prepare a check-list of good and bad behavior.4) Every single crucial incident is noted down.</p></li><li><p>5/25/2018 Competency mapping.pptx</p><p> 23/33</p><p>Interview Techniques</p><p>A face to face interaction between interviewer andapplicant.</p></li><li><p>5/25/2018 Competency mapping.pptx</p><p> 24/33</p><p>Questionnaires</p><p>Written list of questions that users fill out</p><p>questionnaires and return.</p><p>Questions about the services based on the type ofinformation required.</p></li><li><p>5/25/2018 Competency mapping.pptx</p><p> 25/33</p><p>Psychometric Tests</p><p>Used to measure knowledge, abilities, attitudes, andpersonality traits of candidates/employees</p><p> It is primarily concerned with the construction andvalidation of measurement instruments such asquestionnaires, tests, and personality assessments.</p></li><li><p>5/25/2018 Competency mapping.pptx</p><p> 26/33</p><p>ADVANTAGES OFCOMPETENCY MAPPING</p><p>For The Company:</p><p>Establishes expectations for performance excellence.</p><p>Increase in the effectiveness of training and</p><p>professional development programs because of theirlink to success criteria.</p></li><li><p>5/25/2018 Competency mapping.pptx</p><p> 27/33</p><p>Improved job satisfaction and better employeeretention.</p><p>Provides a common, organization wide standard forcareer levels that enable employees to move across</p><p>business boundaries &amp; help companies raisethe barof performance expectations</p></li><li><p>5/25/2018 Competency mapping.pptx</p><p> 28/33</p><p>For The Managers:</p><p>Identify performance criteria to improve the accuracyand ease of the selection process.</p><p>Provide more objective performance standards.</p><p>Easier communication of performance expectations.</p><p>Provide a clear foundation for dialogue to occur</p><p>between the managers and employees andperformance, development and career-oriented issues.</p></li><li><p>5/25/2018 Competency mapping.pptx</p><p> 29/33</p></li><li><p>5/25/2018 Competency mapping.pptx</p><p> 30/33</p></li><li><p>5/25/2018 Competency mapping.pptx</p><p> 31/33</p><p>If too much emphasis is placed on 'inputs' at theexpense of 'outputs', there is a risk that it will favor</p><p>employees who are good in theory but not in practiceand will fail to achieve the results that make a businesssuccessful.</p></li><li><p>5/25/2018 Competency mapping.pptx</p><p> 32/33</p><p>CONCLUSION</p><p>As a conclusion we can say that, it is through thecompetencies of its employees executives, managers,and individual contributors that an organizationexecutes its strategy and achieves results that are</p><p>crucial to its success.</p></li><li><p>5/25/2018 Competency mapping.pptx</p><p> 33/33</p><p>REFERENCES</p><p>The Handbook of Competency Mapping,Understanding, Designing &amp; Implementingcompetency models in Organization, Seema Sanghi,2004,pg.20-28, Response Books.</p><p>http://www.iqpc.com/uploadedFiles/Training/Asia_Training/The_Gateway/competency.pdfwww.citehr.comThe Competencies Handbook, 2005, Steve Whiddett</p><p>&amp; Sarah Hollyforde, Jaico Publishing House</p></li></ul>

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