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Competency Mapping
individual training and development, career planning and training needs analysis.
Competency Mapping: The Process
Knowledge, skills and behavioural attributes required at all levels and job positions are identified they are grouped in asset of competencies. A clear and simple measurement scale is established. All associates and mangers are mapped against the pre-determined set of competencies by a panel of trained people.
The steps involved in competency mapping with an end result of job evaluation include the following:
1) Conduct a job analysis by asking incumbents to complete a position information questionnaire (PIQ). This can be provided for incumbents to complete, or one-on-one interviews can be conducted using the PIQ as a guide. The primary goal is to gather from incumbents what they feel are the key behaviours necessary to perform their respective jobs.
2) Using the results of the job analysis, one is ready to develop a competency based job description. This can be developed after carefully analysing the input from the represented group of incumbents and converting it to standard competencies.
3) With a competency based job description, one is on his way to begin mapping the competencies throughout the human resources processes. The competencies of the respective job description become the factors for assessment on the performance evaluation. Using competencies helps to guide one to perform more objective evaluations based on displayed or not displayed behaviours.
4) Taking the competency mapping one step further, one can use the results of the evaluation to identify in what competencies individuals need additional development or training. This will help him to focus the training needs on the goals of the position and company and help the employees develop towards the ultimate success of the organisation.
Benefits
· Determination of technical, behavioural, and managerial traits required for individual success.
· Providing accurate specifications for recruitment and staffing.
· Providing a basis for consistently measuring performance as related to the business objectives.
· Reinforcing the critical elements of the organisation’s business strategy.
· Links training and development to competencies
· Give individual feedback on a profile
Staff Appraisal
“The number one American management problem. It takes the average employee (manager or non-manager) six months to recover from it”
(Peters, 1989; p. 495)
Overview
Corporate bodies, large and small, continue to invest considerable management time, energy and resources into appraisal schemes. Most large businesses have them. Even without a formal scheme, judgements are still made about employees and fellow workers. Decisions - benign, beneficial or insidious - about continuity of employment, promotion, reward opportunities, redundancy, inclusion/exclusion from decision-circles etc. are made on the basis of these.
"Staff appraisal" is better called "performance and development review". The purposes of this review are generally stated as
· to assess performance over the review period and examine the scope for improvement to current performance
· to assess training & development needs
· to set performance objectives [next page]