Page: 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21
Competency Mapping
Its principles are similar to that of competency mapping. Here the workers were divided into 4 quadrants as shown in this diagram.
Workers join in quadrant 1 (Q1) and are expected to graduate from Q2 – Q3 – Q4. The first quadrant (Q1) consists of those workers who have the knowledge about various jobs. The second quadrant (Q2) consists of workers who can do different types of jobs. The third quadrant (Q3) consists of workers who can solve the problems relating to their work. And finally the fourth quadrant (Q4) tells us about those workers who are expert in their job and who can lead and train other workers.
Depending on which category a worker is, a radar is maintained for him. This radar has the following form:
Process awareness Actual
Required
Teaching Punctuality
ability
On the various spokes of the radar the various required competencies are listed. Depending on the quadrant the worker is in, the required level of that competency is mapped. After each appraisal and training, the worked is evaluated for these competencies and his level is marked in this radar. This radar thus indicates the gap between what competency levels the worker currently possesses and what are the desired levels. This is the basic working of the radar technology.
Conclusion
Mahindra & Mahindra have adopted competency mapping and have implemented it as desired by them. They are using is primarily to standardise their band structures across sectors and revamp their appraisal system with an aim to reduce the subjectivity in the appraisal.
Benefits and Uses of Competency Mapping
Introduction
Radical changes in the nature of work and organisation have far reaching implications for the practice of Human Resources Management. For instance, the transformation of HR from being an administration oriented service department toward a strategically oriented function responsible for much more than the hiring and firing of personnel, has indeed become a reality. Keeping with this fundamental change in the orientation of HR activities, practitioners as well as researchers in the field have been constantly trying to evolve appropriate structures around which every HR activity can be integrated and harmonised. It is against this backdrop that Competency Movement has gained ground.
Competencies, as explained earlier, [next page]