17-01-2014, 01:55 PM
Competency Mapping
Competency Mapping.ppt (Size: 179 KB / Downloads: 791)
What is Competency Mapping?
It is about identifying preferred behaviours and personal skills which distinguish excellent and outstanding performance from the average.A Competency is the ingredients (skills, knowledge, attributes and behaviours) that contribute to excellence.
When should Competencies be used?
The use of Competencies can include: assessment during recruitment, assessment during further development; as a profile during assessment to guide future development needs; succession planning and promotion; organisational development analysis.
Techniques used to map Competencies include Critical Incident Analysis and Repertory Grid.
Competency models
“Organizational” Approaches Models
“HR Systems” Approaches Models
“Team” Approaches Models
Individualistic Models
“Organizational” Approaches
Elliot Jaques provides a normative model of effective hierarchical organizations with an emphasis on competencies. The elements include the present and potential competencies of individuals along the dimensions of cognitive capacity, valuing the work, and non-disruptive personality.Peter Senge’s approach to a whole organization competency model is captured in his notion of the "learning organization." Its essential characteristics include nurturing the growth of new capabilities, transformational learning for survival, learning through performance and practice, and the inseparability of process and content.
Individualistic Models
Traditional Person-Job Match Model
This model assumes that employees have jobs with specific and identifiable tasks. Work is generally standardized and repetitive in an organizational hierarchy. Job performance is readily verifiable. This model works best with organizations defined by stable environments
Strategy Based Model
This model assumes that employees have roles defined by the organization’s strategic goals. Work is flexibly defined and often carried out in a flattened, decentralized or matrix structure. Role performance is only partially verifiable. This model functions most effectively in organizations in competitive, complex or highly stressed environments.
The Strategy Development Model
This model assumes that employees with broad, strategic “attributes” will create their own roles which interact to produce the organization’s strategy. Work is constantly evolving within a network of organizational relationships. This model is described in terms of organizations in chaotic, unpredictable, or very rapidly changing environments.
Intellectual Capital Model
These models emphasize the linkages and dynamic interaction among human capital, structural capital, and customer (client) capital. These models stress the knowledge that resides in employees and strategies to use it and value it differently.