International Teacher Education Conference 2014 1

International Teacher Education Conference 2014
Knowedge Mapping
The starting point in teaching personnel development is the analysis of human capital i.e. knowledge
mapping. Knowledge mapping is a process that visualizes competency, and functions as a development tool both
at organizational and individual level. The objective of knowledge mapping is to find the essential strengths and
weaknesses of the university, and to define the level of competency in general. By doing this future challenges
can be anticipated (Oulun yliopisto 2012.)
A survey in which the core and key competencies are defined, is the basis for knowledge mapping. In
knowledge mapping each teacher evaluates their competency and defines the level of competency on a chosen
rating scale. The results of knowledge mapping can be drawn up to a competency table or diagram.
The aim of knowledge mapping in university is to recognize the strengths and weaknesses in competency,
and further, to create development plans to improve employee performance (Otala 2008, 123). A knowledge
map needs updating from time to time since working life changes rapidly and new, different competencies will
be required.
Competency evaluation
The starting point for the evaluation of competency is a knowledge map based on the strategies of the
organization. The evaluation is compared with the knowledge map. There are multiple methods of competency
evaluation. The most popular ones are realistic self-reflection or evaluation by managers or a neutral, extraneous
party.
According to Valpola (2002, 59−60) one of the most efficient evaluation methods is 360 Degree Feedback. It
is a system in which teachers receive feedback from the people who work around them. The teacher receiving
feedback also fills out a self-rating survey.
Competency Management!
Competency management must be linked to the organization strategy so that the objectives and indicators of
competency management can be defined on the basis of the strategy (Salojärvi 2009, 25). Strategy management
and competency management are connected with each other: competency management is part of strategy
management. The prerequisite for university’s sustainable competitivity is integrating educating and exploiting
competencies to the organization strategy (Pihkala, Oikarinen 2001, 78 - 80). Competency management brings
added value to the organization and its competitivity. Managing strategic competency unfolds via the goals of
the organization, becomes part of the competency development and evaluation, and is either reactive or
proactive depending on the current situation of the organization (Salojärvi 2009, 29; Korppoo 2009, 78 - 80).
The competency of teaching personnel must be developed according to the organization strategy e.g. when
recruiting teachers and by developing teaching personnel.
Picture1. Strategy based management
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