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Competency Mapping – The Tool for Organizational Restructuring [32-34]
Competency Mapping: The Tool for Organizational Restructuring
Ankush Puria, Dr Asha Pachpandeb
a
b
Lee Hecht Harrison, India
Director, IBMR, Chinchawad, Pune-, India
Abstract
Competency mapping instead of job description is the new the buzz word in any industry is not complicated as it may
appear. At the heart of any successful activity lies a competence or skill. In the recent years, various thought leaders in
business strategy have emphasized the need to identify what competencies a business needs, in order to compete in a specific
environment. In this article explains the how competencies needed for organization redesign.
Keywords: Globalization, Mapping.
1. Introduction
The current globalization of economy necessitates
innovative approaches in managing the work force.
The fast changes happening in the demography and
social systems thereof have given breathing space
for various HR practices enhancing the employee
productivity and growth. And one of the most
commonly used HR practice is Competency
mapping for development of the employees.
Identifying and development of the competencies
in organization enable better performance
management as well as reward and recognition
systems leading to career and succession planning
programmes. Also competency mapping is a
strategic HR frame work for monitoring the
performance.
Employee hard skill, knowledge and abilities are
not sufficient to achieve the desired performance.
What is additionally needed is employee’s soft
skills like attitude, mindset values, belief and
commitment. Thus, competency is the sum of
knowledge, skills, attitude and personality of an
individual as required performing current and
future organizational roles. Competency also
denotes motives, self-concept, traits and desired
behavior.
2. Meaning
Competency mapping is the process of
identification,
evaluation
of
employees’
competencies and organizational requirements and
establishing perfect collaboration among them.
Competency mapping also includes development
and sustainability of competencies based on the
changing organizational requirements.
Competencies are not a tool to be used for
evaluating people for layoffs. Competencies are
only a way of talking about what helps people get
results in their jobs. What matters is performance–
being effective and meeting job expectations.
3. Advantages of Competency Mapping:
 Increased Productivity.
 Improved Work Performance.
 Training that is focused on Organizational
objectives.
 Employees know upfront what is expected
from them.
 Empowered Employees responsible for
their own development.
 Increase in Employee Retention Levels.
 Develop situational leadership skills.
 Manage at the rate of organizational
change.
 Measurement of human capital.
 Talent retention
 Help to appreciate human capital.
 Help to properly utilize and manage HR.
4. Objectives
 To select employees based on competency
requirement.
 To plan the restructuring of organization.
 To use the competency for redesigning of
organization.
5. Data analysis
ACTIVE GROUP
Mean
Median
Mode
Standard Deviation
Minimum
Maximum
Sum
12
12
13
3.817254062
6
18
180
Count
15
INTERNATINAL JOURNAL OF RESEARCH IN COMPUTER SCIENCE AND MANAGEMENT
VOL. NO. 3(1), December 2015, ISSN NO.-2321-8088
Page 32
Competency Mapping – The Tool for Organizational Restructuring [32-34]

CONTROL GROUP
Mean
13.2
Median
13
Mode
13
Standard Deviation
4.161043825
Minimum
4
Maximum
18
Sum
198
Count
15


6. Data Analysis and Interpretation using SPSS
Table 1. Paired Samples Statistics
Pair 1
Mean
N
Std.
Deviation
Std. Error
Mean
32.4772
8
59.78347
21.13665
34.7951
8
66.13076
23.38076
Active
Control
Table 2. Paired Samples Correlations
Pair 1 Active &
Control
N
Correlation
Sig.
8
1.000
.000
7. T test for the difference of mean
Two independent samples in form of control group
and active group are taken for the study. In this
research two different samples are not significantly
differ from each other. Comparing the computed
value of t with tabulated value of t decides the
significance level value. In this research the
calculations are made for 5% and 1% of the
significance of value.
Assumptions made for the difference of mean test –
Parent populations from which samples are
drawn
normally
drawn
are
equally
distributed.
The two samples taken for the study are
random in nature.
Variances of both the cases are not known.
8. Inferences
The mean of control group is 32.47 and mean of
active group is 34.79. The standard deviation of
control group is more than i.e. by 6.34 than the
active group. In the hypothesis it was assumed that
the behavior of the group of employees changes
after getting the awareness competency mapping
which is evident from the figures from the table 1.
9. Conclusion
Skill development by Competency mapping is one
of the most accurate means in organization
redesign. Competency mapping should not be seen
as rewards. Competency is a set of knowledge,
skills and attitudes required to perform a job
effectively and efficiently. A Competency is
something that describes how a job might be done
excellently; a Competence only describes what has
to be done, not how. Core competency is
something which cannot be copied and it is the
pillar upon which individual rest.
References
1. Adelaide Wilcox King, Sally Fowler W. and
Carl Zeithaml P. Managing organizational
competencies for competitive advantage: The
middle-management edge, The Academy of
Management Executive. (2001), Vol.15, No.2,
pp.95-106.
2. Aswathappa,
Organizational
Behavior,
Seventh Edition, Himalaya Publishing House
(2007), pp.249-250.
3. Andrew May, Developing management
competencies for fast – changing organization,
Career Development International (1999),
Vol.4, No.6, pp.336-339.
4. P. SubbaRao-Essentials of Human Resource
Management and Industrial Relations,
Himalaya Publishing House (2008), pp.584-5
INTERNATINAL JOURNAL OF RESEARCH IN COMPUTER SCIENCE AND MANAGEMENT
VOL. NO. 3(1), December 2015, ISSN NO.-2321-8088
Page 33
Competency Mapping – The Tool for Organizational Restructuring [32-34]
Table 3 : Paired Samples Test
Paired Differences
95% Confidence Interval
Pair 1
Active –
Control
of the Difference
Std.
Std. Error
Mean
Deviation
Mean
Lower
Upper
t
df
Sig. (2-tailed)
-2.31797
6.40953
2.26611
-7.67647
3.04052
-1.023
7
.340
Authors
Ankush Puri works as MD for Lee Hecht Harrison.
He has got about 20 years experience in the
corporate world in different capacities in Sales
,Marketing and Training .He has served as Board of
Studies member ,University of Pune under the
faculty of management. Currently he is pursuing his
PhD from Pune University.
Dr. Asha Pachpande, She is Director of Institute
of Business Management & Research, MIDC Pune
since 1984. She has written a book “Case studies in
management” published by Pearson Group which is
used as textbook in number of university in India
and abroad. She has published number of articles &
papers in National & International Journals,
magazines & news Papers and has been a conveyer
of a large number of Internationals, National and
State level conferences and seminars. She has
received various awards like Swami Vivekanand
Puraskar, Savitribai Phule STREE RATNA
PURASKAR, Rotary International Paul Harris
Fellowship Award, Disha Forum Award for
Excellent Work in Education.
INTERNATINAL JOURNAL OF RESEARCH IN COMPUTER SCIENCE AND MANAGEMENT
VOL. NO. 3(1), December 2015, ISSN NO.-2321-8088
Page 34