New Year Resolutions of a Manager - National HRD Network

Competency Mapping
- Catch Word In
Corporates
Dr. A.Vinayagamoorthy, S. Suja and L Shankari
Abstract
[A Competency HRM model is developed
by the researchers with regard to Functional
competency of thirty middle level managers
of a leading organization, manufacturing of
Power Steering Gears, and the acceptability
of the model was tested by the pilot study
conducted by them].
Introduction:
During the LPG era, the competency
movement has been gaining momentum in
the HR area. Talented people are today's
scarce strategic resource, it has become
increasingly difficult attract, motivate and
retain the best in the market place.
Competency mapping place a key role in
integrating the human resource system by
providing vital information required to link
rules and individuals.
In this context, the researchers decided to
conduct a pilot study at a leading
organization, manufacturing of Power
Steering Gears.
A Conceptual Model of Individual
Competence
Following are the steps involved in the
competency mapping
Step 1: Identification and Classification of
the Competencies
The proposed model used the following tools
for identification of competencies.
1. Job analysis interview
2. Focus groups
3. Questionnaire
4. Job description
5. Direct observation methods
6. Training programmes
From this initial list, the competencies are
classified into two, they are
Personal Competencies
Professional Competencies can be
motivational, intellectual, social and
emotional. Professional competency can be
organizational, management and functional.
Step 2: Developing the contents of the
competency profiles
A competency profile may describe an
individual, a position, a group of positions
or a whole organization.
The proposed model profiles both the
targeted and existing profiles
Step 3: Competency profiling in competency
mapping
Competency mapping identifies an
individuals strength and weakness, helps
him/her understand them better and shows
him/her where career development efforts
need to the directed.
Self-assessment
A self-assessment instrument is an efficient
means of evaluating skills in that the
respondent answers direct questions about
their competencies and assessment.
The instrument is in the form of a
questionnaire where the candidates simply
indicate their level of ability in each
competency on a four level verbal scale
namely unfamiliar, familiar, competent, expert.
Degree of Importance: in the profile of a high
level manager, the competency "developing
a vision" might be relatively more important
that "Communicating in writing" even if both
are selected for the people. This aspect is
known as identification of the degree of
importance.
This model uses the verbal scale
Virtual
Levels of Profiles
Who or what is Target
being described
Individual
A profile of the competencies an
individual should exhibit after
participating in a training and
development program. Might Be
referred to as the Training and
Development Desired
Outcomes Profile.
Essential
Desirable
These points in the scale carry the
weightage 3,2,1 respectively.
Assignment of required level: the
assignment of required level for that position
was done to present bias that might occur
when assigning desired and observed
weights together.
Assignment of observed level: The superiors
did the assigning of the observed level later
to present the influence of the required level
on the mapping
Integrate the collected date:
The self-assessment sheets and the
observed level marked by the superiors
were integrated. In case of huge difference
both the parties were asked to give
behavioural indicates to support their claims
Three key steps in using the competency
information 1. Translate the data 2. Conduct
a gap analysis 3. Interpret the profiles.
HOW TO MEASURE GAPS
If the purpose of the gap analysis's to
identify training needs, then a one-to -one
comparison of the individual's level of
mastery on specific competencies with the
desired or required level of mastery will
provide an indication of the competencies,
which will require attention. Any
competencies where a candidate's rating is
below what is required would be flagged for
follow-up. This may mean formal training,
on- the- job experience or mentoring.
Existing
In a staffing context, a
competency profile is derived for,
each individual competing for the
job. This might be referred to as
candidate Profiles or Applicant
Profiles. Upon hiring an individual,
his or her competency profile,
could be called an Employee
Profile or an Incumbent Profile
Dr. A.Vinayagamoorthy, Reader, Periyar University E-Mail: avm_2007@yahoomail.com
Ms. S. Suja, Ph.D., Scholars, Periyar University E-Mail: sujaboobalan@yahoo.co.in
L.Shankari, Faculty, Sona School Of Management. Salem.; saishanpari@yahoo.co.in
| HRD News Letter | January 2007, Vol.22, Issue:10 14|