05-12-2012, 11:44 AM
Implementation of the training & Evaluation of the training
Training & Develpoment-4.ppt (Size: 583 KB / Downloads: 24)
Competence (or competency) is the ability of an individual to do a job properly.
A competency is a set of defined behaviors that provide a structured guide enabling the identification, evaluation and development of the behaviors in individual employees.
The term "competence" first appeared in an article authored by Craig C. Lundberg in 1970 titled "Planning the Executive Development Program".
The term gained traction when in 1973, David McClelland wrote a seminal paper entitled, "Testing for Competence Rather Than for Intelligence".
McClelland and Occupational Competency
The Occupational Competency movement was initiated by David McClelland in the 1960s with a view to moving away from traditional attempts to describe competency in terms of knowledge, skills and attitudes
And
to focus instead on the specific self-image, values, traits, and motive dispositions that are found to consistently distinguish outstanding from typical performance in a given job or role. It should be noted that different competencies predict outstanding performance in different roles, and that there is a limited number of competencies that predict outstanding performance in any given job or role.
Thus, a trait that is a "competency" for one job might not predict outstanding performance in a different role.
Competency identification
Competencies required for a post are identified through job analysis or task analysis, using techniques such as the critical incident technique, work diaries, and work sampling.
The Dunning–Kruger effect
is a cognitive bias in which unskilled individuals suffer from illusory superiority, mistakenly rating their ability much higher than average. This bias is attributed to a metacognitive inability of the unskilled to recognize their mistakes.
Hypothesis
Actual competence may weaken self-confidence, as competent individuals may falsely assume that others have an equivalent understanding.
This phenomenon was tested in a series of experiments performed by Justin Kruger and David Dunning, of Cornell University.
Kruger and Dunning noted earlier studies suggesting that ignorance of standards of performance is behind a great deal of incompetence. This pattern was seen in studies of skills as diverse as reading comprehension, operating a motor vehicle, and playing chess or tennis.
SIGINFICANCE
Competency Mapping is excessively used in the organization to determine the crucial elements and activities.
The basic reasons are as follows:
Once the competencies are determined, proper training can be provided to the individuals to work more efficiently on the processes.
Key performance areas can be improved by understanding the fields where there is a gap between the actual and the desired results.
If the competencies are determined for the given job, then the person whose career planning phase is taking place can consider those competencies and can be ready for the same.
Through competency mapping, the individual is preparing himself for the next set of responsibilities.