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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