22776379 competency mapping techniques and models

8/6/2019 22776379 Competency Mapping Techniques and Models

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It is about identifying preferred behaviours and

personal skills which distinguish excellent andoutstanding performance from the average.ACompetency is the ingredients (skills, knowledge,attributes and behaviours) that contribute toexcellence.

What is Competency Mapping?



T he use of Competencies can include: assessment

during recruitment, assessment during further development; as a profile during assessment to guidefuture development needs; succession planning and

promotion; organisational development analysis.

T echniques used to map Competencies includeCritical Incident Analysis and Repertory Grid.

When should Competencies be

used?



Respondents are asked to relate specificincidents, which highlighted exemplary

behaviours in critical situations. T his is based onthe assumption that the best and the worst of a

person surfaces in a crisis.

What is Critical incident technique?



What is Repertory Grid Analysis?

$ identify important attributes$ for each attributes, establish a bipolar scale

with differentiable characteristics andtheir opposites



E xample: Assisting in selecting a computer

language

Attributes

� AvailabilityE asy of ProgrammingT raining T ime

� OrientationT raits� high, low, symbolic, numeric



Attributes T rait Opposite

Availability Widely Available Not available

E ase of Programming

High Low

T raining T ime Low High

Orientation Symbolic Numeric



B usiness Applications of

Repertory Grid

M arket Research

Quality Control

Job Analysis and Design

DecisionM

aking



Competency models ³Organizational´ Approaches Models

³HR Systems´ Approaches Models

³Team´ Approaches Models

Individualistic Models



³ Organizational´ Approaches

E lliot Jaques provides a normative model of effectivehierarchical organizations with an emphasis oncompetencies . T he elements include the present and

potential competencies of individuals along the dimensionsof 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 nurturingthe growth of new capabilities, transformational learning for survival, learning through performance and practice, and theinseparability of process and content.



³ HR Systems´ Approaches

Dubois focuses on the whole human resourcessystem , but emphasizes competency improvements throughtraining and development strategies and programming: thecontingencies are driven by organizational strategy butoutcomes are focused on individual employees¶ competencyenhancement.

Charles Snow¶s contingency model linksorganizational performance to HR M and competency.Strategies depend on extent to which cause-effect relationsaffecting organizational performance are known and degree of formalized standards of desirable performance. .



³

Team´ Approaches

Campion¶s model, which applies to professional work, suggests that teamscomposed of individuals with complementarycompetencies are more effective and have higher levels of job satisfaction than teams whose

members have the same competency sets.T

hisis especially true for work that is complex andvaried in scope.



Individualistic Models

T raditional Person-Job M atch M odel

T his model assumes that employees have jobs with specific andidentifiable tasks. Work is generally standardized and repetitive inan organizational hierarchy. Job performance is readily verifiable.T his model works best with organizations defined by stable

environmentsStrategy Based M odel

T his model assumes that employees have roles defined by theorganization¶s strategic goals. Work is flexibly defined and often

carried out in a flattened, decentralized or matrix structure. Role performance is only partially verifiable. T his model functionsmost effectively in organizations in competitive, complex or highlystressed environments .



Individualistic Models (contd)

T he Strategy Development M odelT his model assumes that employees with broad, strategic

³attributes´ will create their own roles which interact to producethe organization¶s strategy. Work is constantly evolving within a

network of organizational relationships. T his model is describedin terms of organizations in chaotic, unpredictable, or very rapidlychanging environments.

Intellectual Capital M odel

T hese models emphasize the linkages and dynamicinteraction among human capital, structural capital, and customer (client) capital. T hese models stress the knowledge that resides inemployees and strategies to use it and value it differently.



Companies create and use the Competency modelsto specify the employee behaviors, knowledge, andmotivations that they believe arenecessary to produce organizationally critical results.But if the model is not quite right, the organization willsuffer. T o determine the right model it is essential tolook at actual data -- assessments of employeesµcompetencies and of the results they achieve.



As a conclusion we can say that ,it isthrough the competencies of its employeesexecutives, managers, and individualcontributors -- that an organizationexecutes its strategy and achieves resultsthat are crucial to its success.

22776379 competency mapping techniques and models

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