KB 11 Competency Mapping

Atyaasaa Knowledgebeans

june 2009

Industry champion - Prashant Shringarpure

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While filling gaps identified by competency mapping including traditional approaches like training, many organizations are increasingly adopting a new approach that relies heavily on identifying competencies at the talent acquisition stage. Here is where the HR/Recruiting Manager gets to play a pivotal ‘business partner’ role. When times are tough, the need for great leadership talent will actually increase because it takes great leadership to manage efficiently under severe constraints. The act of identifying winning competencies has become a profoundly popular topic among senior leaders in business. Given the coming economic upturn, the shortage of internal leadership and mission-critical talent will once again become the top HR issue. If you want to increase your visibility and business impact, now is the time to get invested in competency building.

Tight economic times do not change the management demands for most organizations. On the contrary, decisions made during such periods will have a dramatic effect on how organizations can recover when the economy turns. So ensuring that the organization doesn’t have any critical holes in their leadership and other mission-critical roles is a vital concern. Organizations use competency mapping to help mitigate the risk of a vacancy occurring in key management and leadership roles that could impact the organization’s ability to perform. In more strategic organizations, the scope of competency mapping is expanded to include high-impact and mission-critical roles throughout the organization. In some progressive organizations, competency mapping is institutionalized enterprise-wide at every level and role within the organization.

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Monimoy Sen Gupta

Monimoy Gupta, Assistant Manager - OD, Geometric Ltd,has done his masters in HR from IMED, Pune and is currently handling a gamut of activities arraying organizational develop- ment interventions and other developmental initiatives as a part of capabilitybuildingfunction. Sen

A lighthouse ensures that a ship does not lose it’s way, by constantly directing a ship towards its destination. An anchor’s job is to ensure that a ship stays stationary at the desired place, that is, stays “anchored” to its place. A lighthouse and the competency framework

If the various OD interventions in organizations were to represent a ship, then a competency framework is what plays the dual role of a light house and the anchor depending on the requirement.I will elaborate exactly how.

In the mid sixties the works of Ghiselli and Mischel highlighted that personality traits had little co-relation with job performance. So then what was the best predictor of job performance?

That was the question that was answered by the research done by McClelland (1973). By using John Flanagan’s critical incident method and behavioural event interview (‘Critical Incidents Technique’ – 1954) to distinguish successful and unsuccessful performers, McClelland attempted to identify difference in behavioural characteristics between superior and average performers. The essence of McClelland’s radical departure in approach to job analysis is that where traditional job analysis looks at elements of the jobs, competency assessment studies the people who do the job well, and defines the job in terms of the characteristics and behaviours of these people.

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