Competency Mapping
A Competency Mapping for Educational Institution:
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 * Skills * 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*
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 * Skills * 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*
Bibliography: Ganesh Sherman (2004), Competency Based HRM,(Tata McGraw-Hill , New Delhi Gary Yukl (2002), Leadership in Organization (5th ed.Prentice Hall,). Garcia, Marie L. ( 1997) “Introduction to Technology Road mapping: The Semiconductor Industry Association 's Technology Road mapping Process”, SAND97-0666 Pareek, U and Rao, T V (1982). Designing and Managing Human Resource Systems, New Delhi: Oxford & IBH. R. N. Kostoff, R. R. Schaller (2001), “ Science and Technology Roadmaps” IEEE Transactions on Engineering Management, Vol ―A capacity that exists in a person that leads to behavior that meets the job demands within parameters of organi-zational environment, and that, in turn brings about de-sired results‖ 2.3 According to UNIDO (2002): ―A Competency is a set of Skills, related knowledge and attributes that allow an individual to successfully perform a task or an activity within a specific function or a job‖. 2.4 According to RANKIN (2002): “Competencies are definition of skills and behaviors that organization expects their staff to practice in work”. 2.5 ANSFIELD (1997): ―Underlying Characteristics of a person that results in a effective superior performance‖. 2.6 WOODRUFEE (1991): Competencies: Often referred as the combination of the above two. 2.7 ALBANESE (1989): Competencies are personal characteristic that contribute to effective managerial performance. 2.8 HAYES (1979):