Competancy Mapping With Axis Bank
Transcript of Competancy Mapping With Axis Bank
Competency Mapping with
Meaning of Business:
A business can be defined as an organization that provides goods and
services to others who wan or need them. When many people think of business
careers, they often think of jobs in large wealthy corporations. Many business
related careers, however, exist in small businesses, non-profit organizations,
government agencies, and educational settings. Furthermore, you don’t need a
degree in business to obtain many of these positions. In short, every sector of our
economy needs people with strong overall skills that can be applied to business-
type careers. There are a wide variety of career areas that exist in business settings.
Some of these include:
Accounting
Administrative Management
Business Management
Finance
Human Resources
Information Systems
Insurance
Marketing
Operations Management
Public Relations
Purchasing / Merchandising
Retail Management
Sales
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Human resource [HR]
HR is an acronym for Human Resources, that element within a company
which deals with the human aspects / need of workers. Many companies have HR
department, which may provide a broad range of services to its employees.
Human means human being and resources means something
which is useful. Humans are considered as resources because without
them no work can be done . That’s why they are termed as ‘resources’.
Finance And
Account
Finance And
Account
Administration and IT
Administration and IT
Human Resources
Human Resources Customer ServiceCustomer Service
Production / Operations
Production / Operations
Research & Development
Research & Development
Sales &
Marketing
Sales &
Marketing
Functions of Business
Functions of Business
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Introduction
In the modern competitive world, we as business managers are required to
improve the efficiency and effectiveness of our business operations. As there are
several factors that effect efficiency and effectiveness of operations, the
improvement is required to be carried out in every factor. We are required to bring
every factor in synchronization with other factor. TQM, TPM, BPR and other
similar initiatives provide direction to improvement in business operations.
To improve synchronization between different elements of business is an
important approach to improve effectiveness and efficiency of the operations.
The basic elements of business are:
External Elements:
1. Market
2. Public infrastructure, support facilities and services
Internal Strategic Elements:
1. Technology
2. Plant & machinery
Internal Operation Elements:
1. Management system
2. Materials
3. Technical manpower
4. Managerial manpower
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Basic Elements of Business
These elements should be in synch with each other for effective operations.
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Internal Strategic
elementsInternal Strategic
elements
External
ElementsExternal
Elements
Internal
Operational
Elements
Internal
Operational
Elements
Market
Public infrastructure,Support facility &
Service
S
Technology
Plant & Machinery
Management System
Managerial manpower
Technical manpower
Materials
Elements of
Business
Elements of
Business
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Mismatch between any of the two elements give rise to wastages of time,
money and efforts, leading to loss of effectiveness and efficiency.
Manpower, technical and managerial, is the most important resource of any
organization. This most important resource is also the most difficult to manage as
no two person are similar. Every person has different qualities, attitude, motives,
personality traits, skills, knowledge etc. which has effect on their performance at
work. Organizations, in order to facilitate excellence in the performance of the
people in the organization, are required to identify the right person for every job.
This matching between jobs and people is an important avenue for organizational
improvement efforts.
HR professionals are entrusted with the responsibility for selection, training
and development, administration, deployment support, performance appraisal and
performance diagnostics of the employees. The most important part of these
responsibilities is assessment of the individuals for their suitability for different
functional tasks, and development of their potential to be effective and excel in the
assigned tasks.
Currently most of the organizations are using personal interview, written
tests and group discussion for the purpose of assessment. However these methods
have been found to have severe limitations.
Over last century many different approaches have been employed for the
purpose of assessment. These tests have improved assessment of candidates but
still the reliability of the test results is not adequate to forecast effectiveness of the
selected candidates for the job.
Research conducted by industrial and organizational psychologists have
found that effectiveness of a person to carry out a job depends not only single or
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isolated factors but on set of many different factors. Such set of factors that help
the possessor to be effective in a particular job is termed as competency for that
particular job.
HR function entrusted with the responsibility to find right person for every
job and development of the employed person to do the assigned job effectively,
have found competency mapping and assessment as a very effective tool. The
following information give a very effective way of mapping competencies required
for any job and methods of assessing the competencies of the people.
Definition:
Researchers’ management consultants and HR professional frequently use
the term competency. There are nearly definitions of competency as there are
competencies themselves. There are many different definitions for the competency,
a simplest one among them is:
Competency for a job can be defined as “a set of human attributes that
enable an employee to meet and exceed expectations of his internal as well as
external customers and stake holders”.
“Intent’’ “Action” “Outcome”
Motives Traits Self-concept Knowledge
Definition of competency67
PersonalCharacteristics
PersonalCharacteristics
BehaviourBehaviour JobPerformance
JobPerformance
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Meaning of competency
It is the combinations of knowledge, skills, aptitude and job related attitude
(behaviour). These job related behaviors would bring greater amount of difference
in fulfilling the responsibilities, but job related behavior only cannot bring the
results. Skills and knowledge along with job related behavior makes the difference.
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Competency Competency Set of SKILLS
Related to the ability to
do,
Physical domain
Set of SKILLS
Related to the ability to
do,
Physical domain
KNOWLEDGE
Relates to
information
Cognitive domain
KNOWLEDGE
Relates to
information
Cognitive domain
Outstanding
performance of task
or activities
Outstanding
performance of task
or activities
ATTRIBUTERelate to qualitative
aspectsPersonal characteristics
& traits
ATTRIBUTERelate to qualitative
aspectsPersonal characteristics
& traits
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Attitude (job related behavior) plays an important role both in personal &
professional life. Hence in the organization context we need to give first
importance to attitude rather than skills. That’s how competency concept has
evolved and took an important place in decisions related to human resources area.
Origin of Competencies
The word competency is derived from Latin word ‘’competer’’ which
means ‘to be suitable’. The competency concept was originally developed in
psychology denoting individual’s ability to respond to demand placed on them by
their environment.
Concept of Competency
It has been a general observation that hard work, sincerity, knowledge,
intelligence alone does not make a person star performer in his profession. There
are other factors that help an individual to excel in his job/profession. All of us
have noticed during our school days, that the top scorer of a class is not always the
most intelligent or the most hardworking student of the class. We have also
observed that top scorers from objective type of tests are not able to hold their rank
in descriptive type of tests. Similarly a good runner is not always a good hockey
player, as every game or sport needs different set of physical and mental qualities
to excel. Thus set of human qualities and/or attributes that make a person a star
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performer for a particular activity defines the competency for that particular
activity.
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 studied and refined this
understanding and converted it into a structured and formal process thus making it
available for business application.
In organizational and business context, competency required for a particular
job depends on many factors. The factors include social culture, nature of business,
business environment, organizational culture, work environment, organizational
structure, duties and responsibilities, nature of processes and assigned activities,
attitude and motives of colleagues, superiors & subordinates. Some of these factors
many change with time and thus changing competency requirements for the same
job position in the organization.
Competency for any job position at a particular time is a unique set and as
organization has many different job positions, managing many such sets is a
difficult task. Hence for the purpose of HR management, the job competency is
divided into elemental competencies.
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Competence management is becoming increasingly important in today’s
dynamic context since it is becoming the only competitive advantages the
organization actually has which cannot be complicated easily by the competitor.
Competence management will have various aspects under it like competence
profiling and finding what the company is good at, building that is building new
competence to match the market demands, recruitment based on competences etc.
Competency mapping is processes of identify key competencies for an
organization and a job and incorporating those competencies throughout the
various process (evaluation, training, recruitment) of the organization.
Competency mapping play a significant role in recruiting and retaining
people as it gives a more accurate analysis of the job requirements, the candidates
capability of the difference between the two, and the development and training
needs to bridge the gaps.
Competencies enable individuals to identify and articulate what they offer
regardless of the job they happen to have at the time so that the organization can
see value and utilize what capability is actually available.
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Components of Competency
There are 5 types of competency characteristics which are as follows
Knowledge
Skills
Attitude
Traits
Motives
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Components of Competency
Knowledge
It refers to the information a person possesses about specific areas,
knowledge comprises many factors like memory, numerical ability, linguistic
ability, and is, therefore, a complex competency. It can be either:
Scientific Knowledge
Technical Knowledge
Job Knowledge
Self Concept
Traits & Motives
Value
Attitude
Knowledge
Skill
Core CompetenciesMost difficult to develop
Surface Competencies
Most easily developed
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Skill
It represents intelligent application of knowledge, experience, and tools.
This is the procedural "know how" knowledge (what one can do), either covert
(e.g., deductive or inductive reasoning) or observable.
E.g. - "active listening" skill in an interview. They are demonstrated abilities or
proficiencies, which are developed and learned from past work and life experience.
Knowledge and skills tend to be visible and relatively surface, characteristics
of people. But attitude, trait and motive competencies are more hidden “deeper”
and central to personality.
Attitudes
Attitudes are predispositions to other individuals, groups, objects,
situations, events, issues, etc. For example attitude to a particular occupation or
type of machine or a particular technology all influence our behavior. If a person
does not have a positive attitude to computers or IT, he is not likely to use a
computer. If he is not positive about the uses of ERP or SAP, he is not likely to use
the ERP or SAP.
Attitudes determine the kind of things we choose and whether we are likely
to approach a particular situation or not or whether we are open to try out the
technology or meet the customer or sell a particular product with high motivation,
etc.
Attitudes decide our approach or avoidance behavior. They are normally
conceptualized as positive or negative. A positive attitude makes us to treat that
object, technology, method, situation, and person or group more positively and
therefore we appreciate it and promote the same.
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Traits
Traits refer to the physical characteristics and consistent responses to
situations or information. Good eye sight is a necessary trait for surgeons, as is
self-control, the ability to remain calm under stress.
Motives
Motives are emotions, desire, physiological or similar impulses that prompt
action. The things a person consistently thinks about or desires a particular cause
action. Motives “drive, direct, and select” behaviour toward certain actions or
goals and away from others.
E.g.: Achievement – motivated people consistently; set challenging goals for
themselves and use feedback to do better.
Motives and traits may be termed as initiators that predict what people will
do on the job without close supervision.
Iceberg model of components of competency
Surface knowledge and skills are relatively easy to develop. But core motive
and trait competencies are at the base of the personality and are more difficult to
assess and develop. This has been depicted below in the form of an iceberg model.
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Knowledge : Content knowledge/information in field of work, - from education and experience
Skill : Ability to do something well; most easily trained on- e.g. Technical skills to use knowledge
Social Role : How people perceive me; how I present myself- e.g. a loyal employee, a leader
Self-Concept : How people see/view themselves; identity; worth - e.g. An expert, a teacher
Traits : Habitual / enduring characteristics - e.g. Flexibility, self-control, good listener
Motives : Unconscious drives that predict behavior- e.g. Achievement, influence/power, affiliation
The above diagram depicts the Visible and Hidden Traits of Competencies.
Knowledge and Skills tend to be visible and are relatively surface characteristics of
people. But Attitude (Self-concept), Trait and Motive competencies are more
hidden, deeper and central to personality.
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Surface knowledge and skills are relatively easy to develop. But core
motive and trait competencies are at the base of the personality iceberg which is
more difficult to assess and develop. Any process requiring competencies must not
be depended upon or concentrated on the core motive and trait competencies, as
they form part of ones’ inborn or innate traits.
The competencies develop into the ultimate behaviour of the people within
the organisation. The innate and learned characteristics combine together to form
the competencies which turn out to be the observable behaviour and thus results in
Effective Outcome (Performance on Job).
The innate characteristics are basic and within a person whereas the learned
characteristics are acquired or imbibed from the environment. These traits can be
developed and enhanced to suit the organisational objectives. On the other hand,
the innate traits are mostly inborn and hence are difficult to develop or enhance.
Procedure for acquiring of competency
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People involved in identifying the competencies
Competencies can be identified by one of more of the following category of people
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Who identifies competencies?
ExpertsExpertsIndustrial
Engineers
Industrial
Engineers
PsychologistsPsychologists
Job AnalystsJob Analysts
HR SpecialistHR Specialist
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In consultation with: Line Managers, Current & Past Role holders, Supervising
Seniors, Reporting and Reviewing Officers, Internal Customers, Subordinates of
the role holders and other role set members of the role.
Behavior Indicators
A Competency is described in terms of key behaviors that enable
recognition of that competency at the work place.
These behaviors are demonstrated by excellent performers on-the-job much
more consistently than average or poor performers. These characteristics generally
follow the 80-20 rule in that they include the key behaviors that primarily drive
excellent performance.
Following are some key behavior indicators in an employee:
Independently researches for information and solutions to issues
Ability to know what needs to be done or find out (research) and take
steps to get it done
Ask questions when not sure of what the problem is or to gain more
information.
Able to identify the underlying or main problem.
Shows willingness to experiment with new things.
Develops a list of decision making guidelines to help arrive at logical
solutions.
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Classification of Competencies
Competencies can broadly be classified into two categories
A. Basic Competencies
B. Professional Competencies.
A. Basic competencies : are inherent in all individuals. Only their degree of
existence differs. For example, problem solving is a competency that exists
in every individual but in varying degrees.
B. Professional competencies : are over and above the basic competencies, and
are job related. For example, handling a sales call effectively is a
competency that a sales personnel would be required to have.
Hence, it can be simply said that,
+ =
Types of Basic Competencies
The basic competencies encompass the following:
1. Intellectual Competencies: Those which determine the intellectual ability
of a person.
2. Motivational Competencies: Those which determine the level of
motivation in an individual.
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CompetenciesCompetenciesBasic
CompetenciesProfessional
Competencies
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Motivational Competencies:
Continuous Learning
Perseverance
Achievement Orientation
Time Management
Intellectual Competencies:
Communication
Creativity
Analytical Ability
Planning and Organizing
Social Competencies:
Team Work
Inter-personal Skills
Responsibility
Customer Satisfaction
Emotional Competencies:
Initiative
Optimism
Self Confidence
Leadership
Managing Stress
Managing Change
Basic Competencies
3. Emotional Competencies: Those which determine an individual's emotional
quotient.
4. Social Competencies: Those that determine the level of social ability in a
person.
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It has been proved by various scholars that all individuals have
competencies. Only the combination and degree of these competencies differ from
individual to individual.
Hence, organizations have to identify the critical basic competencies
required for individual employees to deliver their best in their organization. The
importance of mapping the competencies proves critical for organizational
success.
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Competency MappingDefinition
According to Boyatzis (1982) “A capacity that exists in a person that leads
to behaviour that meets the job demands within parameters of organizational
environment, and that, in turn brings about desired results”
Competency mapping is the process of identification of the competencies
required to perform successfully a given job or role or a set of tasks at a given
point of time. It generally examines two areas: emotional intelligence or emotional
quotient (EQ), and strengths of the individual in areas like team structure,
leadership, and decision-making.
It consists of breaking a given role or job into its constituent tasks or
activities and identifying the competencies (technical, managerial, behavioral,
conceptual knowledge, an attitudes, skills, etc.) needed to perform the same
successfully.
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Competency mapping is a process through which one assesses and
determines one’s strengths as an individual worker and in some cases, as part of an
organization.
It’s a combination of 3 key areas called KSA, K - Knowledge, S - Skills,
A - Attitude. We do Competency Mapping for Organizations and help them
develop the Competency Framework
Meaning:
It is about identifying preferred behaviours and personal skills which
distinguish excellent and outstanding performance from the average. A
Competency is the ingredients (skills, knowledge, attributes and behaviours) that
contribute to excellence.
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This is an HR tool that basically involves rating the employee on a set of
functional and behavioral parameters. It was earlier used for identifying the skill
gaps identified in the parameters and comparing the ideal rating with an actual one.
Now, it is more widely used for identifying training needs, performance
measurement, helping the employee identify his career path and other areas in HR.
Areas of Implementation
The competency mapping can be applied to the areas depicted in the following
diagram:
Areas of Implementation of Competency Mapping
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Recruitment and selection
Competencies can be used to construct a template for use in
recruitment and selection. Information on the level of a competency
required for effective performance would be used to determine the
competency levels that new hires should possess. Depending upon the
accepted definition, competency data may take the form of behaviors,
skills, abilities and other characteristics.
Competency based selection can be a way to gain competitive
advantage. Some of these advantages are listed below:
A firm that knows how to assess competencies can effectively
hire the best at a reasonable price, for example hire under priced
but highly entrepreneurial MBA’s from lesser-known business
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schools.
There is high turnover due to high failure rate among new hires.
The organization needs to identify new hires with the potential to
become future managers or leaders.
A gap between the competencies needed and what the
organization can hire for indicates the training new hires will
need.
A lengthy training period may transpire before new hires become
productive. New hires with the competencies to do a job become
fully productive faster.
Training and Development
It involves identifying gaps and helping employees develop in
the right direction. Knowing the competency profile for a position
allows individuals to compare their own competencies to those
required by the position or the career path. Training or development
plans could focus on those competencies needing improvement.
If the training programs can be aligned to the development needs
emerging out of the appraisal system and to the market led training
needs they can contribute better to both individual and business
objectives. This can be achieved in the following manner:
Firstly determine the competencies for a particular position
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Secondly identify the competencies of the person holding that
position
By mapping the competencies, identify gaps in terms of the
competencies for that role and the competencies of the person
doing that role to diagnose the training and development needs.
Identify the most appropriate training and development
methodology for each trainable competency
Accordingly, the person can be trained on those competencies
only. Competency based training programs clearly tell what should be
the competency level of the person entering the program. This would
drastically reduce the training cost for the organization.
Career and succession planning
It involves assessing employees’ readiness or potential to take
on new challenges. Determining a person job fit can be based on
matching the competency profile of an individual to the set of
competencies required for excellence within a profession. Individuals
would know the competencies required for a particular position and
therefore would have an opportunity to decide if they have the
potential to pursue that position or not.
Rewards and Recognition
Competency based pay is compensation for individual
characteristics for skills and competencies over and above the pay a
job or organizational role itself commands.
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One way of improving employee performance is by recognizing
and rewarding effort. Competency pay is the best way to do so.
Rewarding employees for their ability to make the best use of
their skills and competencies in accordance with the organization’s
needs was the logic behind this once popular HR tool.
Various elements are considered for arriving at compensation
increase. Enhancement in competencies has to be one of them. There is
a need for competency based compensation system
To attract more competent than average employees
To reward for results and competencies developed
To motivate employees to maintain and enhance their skills and
competencies regularly
By rewarding employees who develop relevant competencies the
organization can benefit by improving its own capability to face the
future
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Performance Management System
Performance has two dimensions
Achieving business results
Developing individual competencies
These days performance appraisal is seen by managers and
employees as a bureaucratic “paperwork” exercises that they do not
take seriously because it has little impact on employee development.
Performance appraisals do not address the employees’ questions about
skill development or career advancement.
Competency based performance management would:
Focus on “HOW” of performance and not on “WHAT” of
performance i.e. not on results but how the results are achieved
Link to development of the individual and not just rewards
Competency based PMS shift the emphasis of appraisal from
organization results to employee behaviors and competencies
demonstrated and hence help identify development gaps.
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Model of Competency Mapping
Definition
A competency mapping model is an organizing framework that
lists the competencies required for effective performance in a specific
job, job family (e.g., group of related jobs), organization, function, or
process. Individual competencies are organized into competency
models to enable people in an organization or profession to
understand, discuss, and apply the competencies to workforce
performance.
The competencies in a model may be organized in a variety of
formats. No one approach is inherently best; organizational needs will
determine the optimal framework. A common approach is to identify
several competencies that are essential for all employees and then
identify several additional categories of competencies that apply only
to specific subgroups. Some competency models are organized
according to the type of competency, such as leadership, personal
effectiveness, or technical capacity. Other models may employ a
framework based on job level, with a basic set of competencies for a
given job family and additional competencies added cumulatively for
each higher job level within the job family.
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Developing the model
The following are the steps involved in designing and developing the
competency mapping model:
Strategize – assess business needs, evaluate contextual drivers,
engage stakeholders and set goals.
Initiate – identify methodologies, develop project plans, review
existing data, benchmark competencies, and collect competency
data.
Model – analyze and synthesize data, identify competencies and
develop models, and validate models.
Pilot – develop implementation and evaluation plans, develop
and initiate competency applications, and continuously
communicate activities.
Link – link to all human resources system components, and
phase in implementation of other competency' based applications.
Evaluate – establish and evaluate measures, and continuously
improve the system.
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Stages in Developing an Organization Wide Competency Model
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Construct Competency Definitions
Assign proficiency levels
Content Validation session
Reinforce proficiency of critical competencies
Refine competency definitions, if necessary
Review list of probable Competencies
Stage 2Data AnalysisStage 2Data Analysis
Stage 3Validation Stage 3Validation
Stage 1Data Gathering & Preparation
Stage 1Data Gathering & Preparation
Study Identified JobsStudy Identified Jobs
Identify major categories of skills
Identify major categories of skills
Identify Probable competencies
Identify Probable competencies
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Steps for implementing Competency Mapping
These steps have been segregated in view of implementing the model and
are depicted in the following figure:
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Identify Departments and Organization Hierarchy
Conduct Semi Structured Interview
Obtain Job Description
Preparation of List of Skills
Indicate Proficiency Levels
Generate List of Competencies
Validate competencies & Proficiency levels
Prepare competency matrix
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The definition and use of competencies vary from one organization to
another. You will need to adopt a competency approach or framework that works
for you. To achieve the best results, it is important to clearly define and describe
the Model in use for all involved.
Following is a brief description of each of these steps:
Step 1: Identify departments for competency mapping
Decide and select the departments within the organization which we would
like to include into our study. The departments should be chosen based on their
criticality and importance to the organization.
Step 2: Identifying hierarchy within the organization and selection of levels
Study the organization hierarchy across each of the selected departments.
Step 3: Obtain the job descriptions
For all the levels at every department obtain each role’s job description. Job
descriptions are a basic human resources management tool that can help to increase
individual and organizational effectiveness.
For each employee, a good, up-to-date job description helps the incumbent to
understand:
their duties and responsibilities;
the relative importance of the duties; and
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How their position contributes to the mission, goals, and objectives of the
organization.
For the organization, good job descriptions contribute to organizational
effectiveness by:
Ensuring that the work carried out by staff is aligned with the organizations
mission; and,
Helping management clearly identify the most appropriate employee for new
duties and realigning work loads.
Step 4: Preparation of semi structured interview
In structured interviews, carefully planned questions are asked individually
of job incumbents, their managers, or others familiar with the job. Benchmarking
interviews with other organizations are especially useful in achieving a broader
view of the job or determining which competencies are more universally deemed
necessary for a particular job.
However, it is important to be cautious in applying the information collected
from other organizations as there are many variables such as work environment,
culture, and differences in job responsibilities that may limit the relevance of the
information.
Step 5: Scheduling of interviews
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Obtain a list of employees from respective department heads and
accordingly schedule interviews. A minimum of 5 candidates are to be interviewed
at each level in each department.
Step 6: Recording of interview details
The candidate’s answers and opinions have to be recorded in as much detail
as possible for further reference during the project.
Step 7: Preparation of a list of Skills
As per the interview and the details that were generated from the candidate,
generate a list of skills observed for the job. Thereon a list of identified
competencies should be drawn for each interviewed candidate.
Step 8: Repeat for next levels and functions.
The interviews and appropriate recording of answers should be done at all
remaining levels and other departments within the Torrent Research Center.
Step 9: Make the list of the competencies required for the department for each level and each function giving behavioral indicators.
For each position at each department a list of competencies observed from
both the job description and the semi structured interview (list of skills) should be
drawn up.
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Each competency should be given a name and an appropriate definition that
clearly indicates its meaning and essence.
Step 10: Validate identified competencies and proficiency levels with Head of Departments.
Confirm competency definitions with respective Head Of Department’s and
obtain from the required proficiency levels of each competency that is ideal for
each role. Also locate any missing competencies.
Step 11: Preparation of competency matrix
Prepare a matrix defining competencies required and corresponding
proficiency levels for each level across all departments.
Step 12: Mapping of competencies
Map the competencies of selected employees against the competency matrix
as per their employee level and department. Here an employee’s actual proficiency
level of a particular competency would be mapped against the target proficiency
level.
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Process of Competency Mapping
Competency mapping requires a lot of planning and efforts of the HR
department as it’s a lengthy and a time consuming process. It is essential to lay
down the entire plan first, and then take it forward.
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Strategy of competency mapping:
This section consists of a Strategy and Guidelines Chart and narrative. It
includes information on the steps to take in developing and using competency
models.
Strategy & Guideline chart
Preparation of Questionnaire
CollectionOf Responses
Analysis Findings
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I. Identify the positions you are establishing competencies for
1.Identify your objectives, including the positions, titles, title series, occupation, etc. to target.
2. Determine the resources available.
3. Develop a project work plan.
II. Develop the competency model
1. Decide whether to adopt or modify existing material, or develop your own.
2.Evaluate the impact of organization direction and organization-level competencies.
3.Determine whether competencies will be for current and/or future responsibilities.
4. Obtain examples of competency models and KSAOs.
5. Identify the desired outputs and outcomes associated with the competencies.
6.Select competencies for the model via committee, interviews, focus groups, survey, etc.
7. Determine the relative importance of the competencies.
8.Consider whether to define different levels of performance within each competency.
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III. Assess individual competencies and identify gaps
1. Determine employees' competencies.
2. Conduct the gap analysis involving the employee and supervisor.
IV. Develop strategies to address the gaps
1. Identify and prioritize the development needs.
2.Create Individual Development Plans (IDP).
3. Identify resources to address the needs.
4. Keep a centralized record of employee competencies.
V. Reassess competencies & evaluate return on investment (ROI)
1.Reassess competencies on an annual basis, possibly using an ROI assessment.
2. Collect a wide range of data on the results.
Competency mapping in the latest scenario:
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Competency Mapping with
A lot is going on in recent times on the issue of competency mapping. A lot
of resource is spent and consultants are invited to do competency mapping.
Competency mapping is gaining much more importance and organizations are
aware of having good human resources or putting the right people on right job.
Competency mapping is important and is an essential exercise. Every well
managed firm should have well defined roles and list of competencies required to
perform each role effectively. Such list should be used for recruitment,
performance management, promotions, placements and training needs
identification.
In performing or carrying out work, it is essential that the required job skills
first be articulated. This information not only helps to identify individuals who
have the matching skills for doing the work but also the skills that will enhance the
successful performance of the work. Yet often to perform well, it is not enough just
to have these skills. It is also critical to complement the skills with the necessary
knowledge and attitudes.
For e.g. the necessary knowledge will enable an individual to apply the right skills
for any work situation that will arise while having the right attitude will motivate
him to give his best efforts. These skills, knowledge and attitudes required for the
work are usually collectively referred as competencies.
Advantages of Competency Mapping
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There are several advantages of competency mapping over traditional job
analysis. The following section analyzes each of them in relation to the company,
the managers and the individual employees. The section also gives a comparative
view of the competency based approach and the job analysis approach.
For the company:
The advantages of competency mapping for the companies or organizations are as
follows:
1. Establishes expectations for performance excellence
2. Improved job satisfaction and better employee retention
3. Increase in the effectiveness of training and professional development
programs because of their link to success criteria.
4. Provides a common understanding of scope and requirements of a specific
role.
5. Provides a common, organization wide standard for career levels that enable
employees to move across business boundaries
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Competency Mapping with
6. Help companies “raise the bar” of performance expectations
7. Help teams and individuals align their behaviors with key organizational
strategies
For Managers:
The competency mapping provides following advantages to the managers:
1. Identify performance criteria to improve the accuracy and ease of the
selection process
2. Provide more objective performance standards
3. Easier communication of performance expectations
4. Provide a clear foundation for dialogue to occur between the managers and
employees and performance, development and career-oriented issues
For employees:
The employees in an organization get the following advantages by competency
mapping:
1. Identify the behavioral standards of performance excellence
2. Provide a more specific and objective assessment of their strengths and the
tools required to enhance their skills
3. Enhances clarity on career related issues
4. Helps each understand how to achieve expectations
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Competency Mapping with
Traditional Job Analysis versus Competency Approach
Disadvantages of Competency Mapping
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Outstanding performance.
Traditional Job
Analysis
Traditional Job
Analysis
Competency
Approach
Competency
Approach
A distilled set of underlying
characteristics.
Data generation from
outstanding performers in
addition to subject matter
experts and other job incumbents.
Long list of tasks and skills /
knowledge required to perform
each of those tasks.
Effective performance.
Data generation from subject matter experts; job incumbents.
Competency Mapping with
In spite of the several advantages offered by competency mapping, there are few
drawbacks to the approach. Some of these are discussed below:
1. A problem with competency mapping, especially when conducted by an
organization is that there may be no room for an individual to work in a field that
would best make use of his or her competencies.
2. If the company does not respond to competency mapping by reorganizing its
employees, then it can be of little short-term benefit and may actually result in
greater unhappiness on the part of individual employees.
3. If too much emphasis is placed on 'inputs' at the expense of 'outputs', there is
a risk that it will favor employees who are good in theory but not in practice and
will fail to achieve the results that make a business successful.
4. They can become out of date very quickly due to the fast pace of change in
organizations and it can therefore be expensive and time consuming to keep them
up-to-date.
Findings
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Competency Mapping with
With the help of the Opportunity Algorithm and the ratings provided by the
employees, the Competency Model and the Competency Scorecard for each
employee can be established.
Conclusion
Competency Mapping therefore, is a process of identifying key
competencies for an organization and/or a job and incorporating those
competencies throughout the various processes (i.e. job evaluation, training,
recruitment) of the organization.
A lot is going on in recent times on the issue of competency mapping. A lot
of resources are spent and consultants are being invited to do competency
mapping. Increased manpower costs, need for ensuring that competent people man
critical positions, and the need to be competitive and recognition of the strategic
advantages of having good human resources have compelled firms to be more
competency driven.
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Competency Mapping with
In the report we have discussed how competent employees have become
need of the hour in every organization and it is now essential that they undertake
competency mapping, identify models, gaps and imbibe this as an every day
practice in an organization.
Often competency mapping runs the risk of being just another new-fangled
process that happens to be the flavor of the season. Such a powerful organizational
tool is often resorted just because rival organizations have implemented it and not
because there is genuine appreciation of its benefits. Competency mapping should
not be seen as just another means to apportion and dispense rewards.
All the stakeholders must see in the exercise an opportunity for long-term
growth. The key is to look at competency mapping as going beyond mere
processes. And to see in it an exercise that has a significant and lasting value to
project managers as well as to the organization.
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Recommendation & Suggestion
Competency-based HR is considered the best HR. In India however
competency development and mapping still remains an unexplored process in most
IT organizations despite the growing level of awareness. The underlying principle
of competency mapping is not just about finding the right people for the right job.
The issue is much more complex than it appears, and most HR departments have
been struggling to formulate the right framework for their organization.
Unless managements and HR heads have holistic expectations from their HR
departments, the competency movement is unlikely to succeed as it requires lot of
time, dedication and money. Before an organization embarks on this journey it has
to be very clear about the business goals, capability-building imperatives and core
competencies of the organization. The competency mapping process needs to be
strongly integrated with these aspects.
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Experts agree that the competency mapping process does not fit the one-
size-fits all formula. It has to be specific to the user organization. "My suggestion
is to develop models that draw from but are not defined by existing research, using
behavioral interview methods so that the organization creates a model that reflects
its own strategy, its own market, its own customers, and the competencies that
bring success in that specific context (including national culture). Start with small,
discrete groups or teams, ideally in two directions-a 'horizontal slice' across the
business that takes in a multi-functional or multi-site group, more or less at the
same organizational level, and a 'vertical slice' taking in one whole department or
team from top to bottom.
From that, the organization can learn about the process of competency
modeling, and how potential alternative formats for the models may or may not fit
the needs of the business
It is important to focus on one or two key areas of implementation rather
than the whole HRD agenda in one scoop. Competency mapping can be rather
good at providing organizational pain relief when applied effectively-and so
making the case for extending it. Further, it is advisable to begin with a
‘horizontal’ slice of the management or senior-most team as the benefits will
percolate down to the whole organization.
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Competency Mapping with
Competency Mapping at AXIS BANK
Introduction of AXIS BANK
Axis Bank Ltd. is the third largest lender among private banks in India.
Over the last decade, the Bank has gradually improved its assets quality, built a
strong IT platform, controlled costs, and expanded its network. The Bank has
posted over 30% y-o-y growth in Net Profit in 35 of the last 37 quarters and over
60% Net Profit growth in each of the last 7 quarters by focusing on corporate and
improving its distribution and liabilities franchisee.
The Bank’s Net Profit for FY2009 grew more than 69% compared to
FY 2008. Net NPAs as a proportion of net customer assets stood at a mere 0.35%
at the end of March 2009. The Bank’s Non-Performing Assets (NPAs) are among
the lowest in the industry.
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Also, the alternative banking channels of the Bank, which comprise the
ATM network, internet banking, mobile banking and phone banking, have been
growing. In March 2008, Axis Bank launched Platinum Credit Card, India's first
EMV chip based card. In November 2008, CARE assigned AAA rating to Axis
Bank’s Subordinated Tier II Bonds. The Bank was ranked No.1 Debt Arranger by
Prime Database for the 9 months ended December’08. Also, it was ranked No. 1,
in the Bloomberg league table for ‘India Domestic Bonds’ for the quarter ended
March’09.
The Bank has strengths in both retail and corporate banking and is
committed to adopting the best industry practices internationally in order to
achieve excellence.
Basis of competency mapping at AXIS Bank
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AXIS employees are evaluated on the AXIS capability framework. The framework defines the skills, attitudes and behaviours expected of their employees around the group. It provides a common language to describe what represents success in AXIS, both now and in the future. The capability framework is structured around six capability clusters.
Given here the six factors and what they mean:
Factors influence Competency Mapping in AXIS Bank
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1
2
3
4
5
6
Understand & interprets business information and makes high quality & timely decisions within a commercial context.
Is innovative & forward looking. Establishes team and personal objectives that are aligned with AXIS’ business goals. Supports the differentiation of AXIS & its brand from competitors.
Is innovative & forward looking. Establishes team and personal objectives that are aligned with AXIS’ business goals. Supports the differentiation of AXIS & its brand from competitors.
Understands & interprets business information & makes high quality & timely decisions within a commercial context.
Understands & interprets business information & makes high quality & timely decisions within a commercial context.
Leads, inspires & develops others to deliver business performance. Role model AXIS’s value & instills trust in others.
Leads, inspires & develops others to deliver business performance. Role model AXIS’s value & instills trust in others.
Committed to the delivery of outstanding customer service. Wins new & lasting customer relationship
Committed to the delivery of outstanding customer service. Wins new & lasting customer relationship
Works collaboratively & communicates persuasively, emphasizing teamwork,Diversity, learning & knowledge sharing.
Works collaboratively & communicates persuasively, emphasizing teamwork,Diversity, learning & knowledge sharing.
Demonstrates a high degree of commitment to AXIS and drives self to achieve business & personal goals, Overcoming obstacles as they arise
Demonstrates a high degree of commitment to AXIS and drives self to achieve business & personal goals, Overcoming obstacles as they arise
Driving BusinessVision & Brand
Driving BusinessVision & Brand
Commercial judgment
Commercial judgment
Leading Performance
Leading Performance
Customer DriveCustomer Drive
Working with others
Working with others
Drives, commitment &
Personal development
Drives, commitment &
Personal development
Competency Mapping with
The different factors that impede a proper competency mapping, they are as
follows
1. Lack of time:
Managers often have many responsibilities and numerous
subordinates. Hence they often lack the time to gather sufficient information
and conduct a proper competency mapping.
2. Lack of reward:
All though organizations emphasize the importance of competency
mapping, there are no rewards to the employees for doing a job well.
E.g. : extra incentives. Hence, there is no motivation for the employees to
take their work seriously.
3. Mapping Politics:
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FactorsInfluencingCompetencyMapping
FactorsInfluencingCompetencyMapping
Lack of timeLack of time
Lack of rewardLack of reward
Mapping PoliticsMapping Politics
Lack of trainingLack of training
Poor reflection on the managerPoor reflection on the manager
Avoid negative reactionsAvoid negative reactions
Competency Mapping with
In bank where all raters (who map/grade the employees) are inflating
the ratings of their subordinates, a god rater has to play a politics in order to
protect and enhance the career prospects of their employees
4. Lack of training:
Managers often lack the required training and experience to conduct a
proper and fair mapping. Due to lack of training they often conduct the
mapping in an unscientific manner and commits different types of errors.
5. Avoid negative reactions:
Poor grade result in defensive and hostile reactions from
the subordinates that create a stressful situation for the manager to grade. In
order to avoid such problem, managers tend to give uniformly high ratings to
all the employees.
6. Poor reflection on the manager:
The grades of the employees are often considered as a reflection of the
managers’ ability to develop his junior. Thus while high grade make the
managers look good and in other way poor rating of the employees show the
manager in poor light.
Hence, in order to show that they are doing a good job, managers are
tempted to give high ratings to their employees.
Functions of Competency mapping67
Competency Mapping with
Competency mapping has three basic functions:
1. Competency mapping seeks to provide adequate feedback to each
individual on his or her performance.
2. It serves as a basis for improving or changing behaviour towards more
effective working habits.
3. Competency mapping aims to provide data to managers with which they
may judge future job assignments and compensation.
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Adequate feedback
Adequate feedback
Provide data
Provide data
Improving or changing behaviour
Improving or changing behaviour
Competency Mapping with
Pros and Cons of competency mapping
Pros of competency mapping
There are several advantages of competency mapping in AXIS Bank which is
describe as follows
1. Personal Training:
Competency mapping provides information about the employee’s
strength and weaknesses. Once the weaknesses in knowledge, skills
and abilities are identified and it can be corrected through additional
training.
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Competency Mapping with
However, mapping should be only on job-related characteristics and
training should focus on that area of poor performance that is
attributed to the individual and not due to other factors in the work
environment.
Thus, Competency mapping serves as a diagnostics kit for identifying
employee’s strength and weaknesses.
2. Wage and salary Administration:
Competency mapping are frequently used to determine the salary raise
to be given to the employees. Increases in pay are often linked to the
employee’s job performance.
It is suggested that “personal development” and “Salary
Administration” should not be in the same way as employees
becomes defensive.
3. Placement:
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Information obtained through competency mapping is useful in making
placement decisions.
Trainee employees are appraised by exposing them to various tasks
and on the basis of their performance the trainee are placed in the field
that they performed the best.
Thus, competency mapping is useful in making optimal use of
employee abilities and talents.
4. Promotions:
Competency mapping helps in identifying the better-performing
employees.
It helps us to compare the performance of the employees.
Thus Competency mapping is useful in making promotional
decisions.
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5. Discharge :
Competency mapping provides evidence of inadequate job
performance by the employees. This can be used to terminate or
dismiss employees.
The organization should be able to demonstrate that the decision to
terminate the employees was a fair and used as the last report
6. Job Satisfaction:
A fair competency mapping maintains the employee’s initiative and
morale leading to greater job satisfaction.
7. Feedback:
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Competency mapping provides information of an employee’s
weaknesses or deficiencies in knowledge, skills and abilities that once
identified can be corrected through additional training.
It can also be used to determine the usefulness of a trainee program by
determining whether an employee’s job performance improved after
the training period.
Cons of Competency mapping
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Mappings are done by Human beings for other human beings. Therefore
mistakes and distortions in judgments are not unusual. However, if we understand
the nature of distortions, we can possibly control and reduce them.
Followings are the different types of errors or we can say the difficulties that
may affect the effective competency mapping.
1. Leniency Error:
Leniency means the tendency on the part of the rater to give a higher
rating than a really deserved by the employee. This type of error is
called as positive error.
However sometimes the rater is unduly strict in evaluating the
employees. This results in the concentration of rating at the lower
ends. This type of error is called as negative leniency error
Thus, both positive and negative leniency is the drawback.
2. Central tendency:
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Some raters avoid assigning extreme scores in either direction. That’s,
they tend to play safe and they avoid giving either very high or low
ratings. The tendency is to give average ratings to all the employees
which will leads to let down the employees performance.
The ratings tend to be clustered along the middle of the scale,
separated by no more than 1 or 2 points. The rating are so closed that
it is difficult to distinguish between poor and good workers. Such
ratings do not provide any useful information either to the
organization.
3. Halo Effect:
The halo effect involves the tendency to judge all aspects of a
person’s behaviour or character on the basis of a single attribute. If we
find a person to be physically attractive, we may tend to think of that
person as friendly, likable and easy to get along with, generalizing
from one attribute to other personality characteristics and other
abilities.
There is also a negative halo effect for example, if we find a person to
be stubborn, we may also assume that he or she in unpleasant and
incapable of getting along well with other people.
4. Similar-to-me:
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There is a tendency for raters to give more positive ratings to
individuals who are more like themselves.
For example, males rate males higher, a south Indian rate another
south Indian higher and so on.
5. Logical Error:
It is observed the manager perceives two traits or behaviour to be
logically related to each other.
Thus, if the manager thinks that if the employee is good on one trait
then he will be good on the other trait too or he thinks that if the
employees are bad on the other trait then he will be bad on the other
trait too.
6. Constant Error:
It is observed that some raters give employees consistently higher than
other raters.
This is because of differences in standards of ratings. Some raters are
more demanding and other raters are less demanding.
The constant rating means that the top rating given by one manager
may not be equivalent to the top rating given by another manager.
7. Rater’s stereotypes or bias:
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A factor that can adversely affect personnel rating is rater’s
stereotypes.
The rater’s bias toward persons of various groups, race, and religion
could influence competency mapping. Bias could be also on the basis
of sex, age etc
Conclusion:
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At every stage of economic and business development, different skills are
abilities are necessary to survive and thrive. At one time, we had to be focused and
determined to do our job well. We had to make sure that everybody around us
thought and behaved the same way. These quality are still essential, but in
addition, there is another skill must have i.e., Competency mapping.
Today, the most important skill we can develop is the ability to map the
competency of the employees in best possible manner. Our abilities to do this have
a greater impact on company’s success.
It has been said that all of life is the study of attention. Where our
attention goes, our life goes as well. Then we begin to pay greater attention to
competency mapping, in return we will get better and better at it. We will become
more skillful in our ability to interview. We will become more competent in our
ability to manage and motivate and also become more valuable to our self and our
organization.
As we become better and better at finding great people and turning
them into top teams, we will realize our full potential as a manager. There will be
no limit to how far we can go or how high we can rise. We will one of the
outstanding executives of the twenty-first century.
Recommendation & suggestion
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The HR department of company must be best at their work and company
should train them in best possible way. They may give the employees extra
incentives which will leads to work hard. Also plan for training & development
programme.
Different manager has different parameter of voting. Company spent a lot
of resources and money on competency mapping but the result of which may not
true and fair. So, manager should give their best while mapping the employee’s
skills, performance etc.
Managers should minimize their error while mapping. If manager can not
take competency mapping in proper manner then it is effect the both i.e., the
company and the employees rating. Manager should map the employees in best
possible way. They should similar to all the employees and rating should be based
on the skill, knowledge, performance and not on their beauty or religion, race etc.
While mapping the competency, manager should thorough with the
process of competency and must know the employees after mapping them as they
benefit to the company. If any employees is then company improve them in a
better way and give them proper training and if the employees are very good in
particular field then manager or company train the them in such manner that
employees may become expert in that field.
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Bibliography:
The Handbook of Competency Mapping by seema sanghi
Competency Mapping, Assessment & Development.
360 Degree Feedback, Competency Mapping And Assessment Centres
Management a competency-based approach [Edition-9 Hellrigel/ Jackson/ slourm]
Personnel & Human Resource Management – A.H. Sharma [5 th revised edition
2005] Himalaya publishing house
Strategic HR technologies [keys to managing people] Ashok chanda
Articles
Article -“The Art and Science of Competency Mapping”- by T.V. Rao,
Sudipta, “Competency based HR”, Express Computer, 10 Jan 2005
“Competency Mapping: A pre- requisite for HR Excellence” by Dr. Lovy
Sarikal
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Web Sources:
www.tvrls.com
www.citehr.com
www.hinduonnet.com
www.indianmba.com
http://www.citehr.com
http://google.com
http://www.exampleessays.com
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