The present globalization of economy necessitates innovative approaches in managing the working force. The dramatic changes in the demography and social systems thereof, has given leeway for various HR practices enhancing the employee productivity and growth. One of the most commonly used HR practice is Competency based HR practice. Identifying and nurturing competencies in the organization enables better performance management as well as reward & recognition systems leading to career and succession planning programs Definition of Competency
Competency is the cumulative result of the presence of three components. These components are: * Knowledge
* Behavior necessary
In order for an individual to excel in a particular role, all the three components are mandatory. The inter play between these components as:
* Knowledge helps to build the skill
* Skill helps the knowledge to be exhibited
* Behavior helps the knowledge to be exhibited. In the absence of behavior, the competency becomes a “hidden” competency. A competency Definition given by McClelland: “Competency is an underlying characteristic of an individual that is causally related to criterion referenced effective and/or superior performance in a job or a situation.”
Over the past 10 years, human resource and organizational development professionals have generated a lot of interest in the notion of competencies as a key element and measure of human performance. Competencies are becoming a frequently-used and written-about vehicle for organizational applications such as: * Defining the factors for success in jobs (i.e., work) and work roles within the organization* Assessing the current performance and future development needs of persons holding jobs and roles* Mapping succession possibilities for employees within the organization* Assigning compensation grades and levels to particular jobs and roles* Selecting applicants for open positions, using competency-based interviewing techniques Competencies include the collection of success factors necessary for achieving important results in a specific job or work role in a particular organization. Success factors are combinations of knowledge, skills, and attributes (more historically called "KSA's") that are described in terms of specific behaviors, and are demonstrated by superior performers in those jobs or work roles. Attributes include: personal characteristics, traits, motives, values or ways of thinking that impact an individual's behavior.Origin of Management including Competency Mapping:Chanakya's Arthshastra, an ancient Indian script/ book on Political Science and Administration, written some 3000 years ago. Other names of Chanakya were Mr. Kautilya, and Mr. Vishnu Gupt. Constitutions of all the major countries have origin in this book. It could be Indian Constitution, Irish, Canadian, USA, Australian, etc. and even British unwritten constitutions have roots imbibed in this book. It is the towering book in which you find the basics and applications of Management Sciences, Chemistry, Physics, Military and War techniques, Basic Engineering and Technologies, Ethics, Legal and Judiciary and Fiduciary system, Values, Psychology, and Anthropology, Organization Behavior, Human Resource Management. In fact major basics of all Marketing Management, Human Resource Management, basics of Management Models, are been directly lifted with some modification from this book. Great efforts of Chanakya by all means; and one of the greatest contributions to the world. You may call Arthshastra as a Classical book once if you read, you will find other subjects easy any time in your life.If Geeta, Bible, Kuran, Gurugranthsahib, Adi Granth, Vedas, Vedanta are classical scripts in spirituality then Arthshastra is one of the classical book for above mentioned subjects. In fact all the classical scripts have everything put in gist to live...