New Year Resolutions of a Manager - National HRD Network

Group of
individuals.
Position
Group of
positions
Organization
Step
Consider the level
Consider the role
Consider the stage of
organizational
development
Consider other
relevant contextual
variables
Identify relevant
professional
competency
categories and
competency clusters
Select personal
competencies
Collect additional
supporting
information
Review, customize,
finalize
A new team is being formed in the
organization. This group of
individuals will conduct strategic
planning and policy review. The
profile describing the
competencies desired of the new
team members could be referred
to as the Strategic Planning
and Policy Review Team Profile.
As part of the process of
staffing a vacancy in the
organization, one can develop a
Position Profile. This describes the
ideal competencies for someone
in that position.
A new business line requires that
your organization build a senior
IT management group. By
combining generic management
competencies with specific
knowledge competencies that are
associated with IT, you develop an
IT Management Profile to recruit
or develop staff for this particular
group.
With an eye to the future, one can
develop a profile to describe the key
competencies expected to support
organizational performance five
years in the future. This might be
called a 5-Year Organizational
Outlook Profile.
There is a high performing team
in the organization, against which
we can benchmark all others.
The profile describing the,
competencies currently exhibited,
by this group of individuals might
simply be referred to as the Team
Profile.
To re-classify a position in the
organization a Position Profile
provides an accurate descriptive,
picture of the competencies
currently required in that position.
Your organization seeks to
flatten its hierarchy. One,
approach is to identify a group of,
positions or levels that share
basic competencies. By profiling,
these positions, the levels that
require the same fundamental
competencies can be combined.
To profile the key
competencies that are currently
exhibited by all individuals of the
organization a self-assessment
may be done. This is a snapshot
of the organization as a Profile of
the Organization Today.
Description
Consider the amount of responsibility, authority and
accountability required to perform the work. The hierarchical
levels in the organization will be the guiding light.
Consider the major/minor activities/ responsibilities relating to
the profile being developed.
Consider the organization's life cycle and its current stage of
development
Consider other contextual variables that are likely to influence
the identification and selection of competencies for inclusion in
the profile being developed. The relevance of particular
contextual variables is driven by the profile's intended purpose
and application.
From the Competency Listing, developed in the first step, identify
the competency categories of greatest relevance to the profile.
From within each of these categories, identify the competency
clusters of greatest relevance-this is the profile's first cut.
From within each of the competency clusters select the personal
competencies of greatest relevance to the profile.
In order to verify/substantiate the competencies selected to this
point, gather additional supporting information from sources such
as an expert panel or surveys.
Based on the information gathered at the previous step, review
and tailor the profile, adding any additional competencies and/or
information deemed to be important - this is the profile's final cut.
PERSON JOB MATCH
To find the perfect fit for the job the following
analysis method is very beneficial. For e.g.,
two candidates are competing for a position.
Candidate A exceeds requirements on two
of the four competencies and falls below on
the other two. Candidate B falls below on all
four competencies.
Process 1:
The sum of all gaps of candidate A (+or-
)=20+10+20+20=70
The sum of all gaps of candidate B (+or-
)=10+30+10+10=60
According to this process, candidate B
would be better fit for the position.
Process2:
The sum of all negative gaps of candidate
A= 20+20=40
The sum of all negative gaps of candidate
B= 10+30+10+10=60
According to this process, candidate A
would be better fit for the position.
Key Steps In Creating the Contents of
Competency Profile
The application of competency profiling at
the recruitment stage can help to reduce
cost. Firstly, if advertisement for a vacant
position contains some indication of the
required competencies, the no. of unsuitable
applications can be reduced. Also
competency profiling can help to reduce the
likelihood of costly recruitment errors and
any subsequent business errors made by
the recruit.
Conclusion:
Competency mapping is not rocket science,
but it can be as explosive in terms of
reenergizing employees and building a
dynamic organization. Competency model
are not ends in themselves. They are means
to an end a set of standards to drive human
resource processes. Competency based
HRM have the capacity to actually drive
organizational change rather simply
enabling change to take place.
u H
OUR MIND
The mind is our best friend or our
worst enemy as it depends on our
thinking. Jesus said, “The kingdom of
God is within you.” Milton said, “The
mind is its own place. It can make a
heaven of hell and a hell of heaven.”
Positive thinking brings happiness
and purposeful thinking brings power
and success.
- Prof. I V Chalapathi Rao
In Ancient Wisdom-Modern Insights
| HRD News Letter | January 2007, Vol.22, Issue:10 15|