1. Introduction
In the present competitive business world, the human capital has become the most important resource. Thus it is necessary to understand various tools of proper management of human resources. Competency mapping, which is yet unexplored in India, is one of the best HR tools which leads in most adequate recruitment, and selection of an employee. Thus, to have the in depth knowledge of competency mapping, the study is done. And apart from that, it is also necessary to find its importance and applications in an organisation. Future of the organisation is relying more on their competent employees than success of an organisation. Competencies are the inner tools for motivating employees , directing systems and guide the business towards its goals , so that organisation can increase its value. Competencies provide common language and method that can integrate all the functions of HR like recruitment, Training, Performance management, Remuneration, Performance appraisal, Career & Succession planning and integrated human management system.
1.1 What is Competency?
Competencies are a combination of Knowledge, skills and attitudes required to do a job successfully. It refers to skills and knowledge that leads to superior performance. It provides a framework for
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Competency mapping is used as a tool of talent management which is sound and integrated human resource practices. The objective of this is to attract and retain the right individuals for the right positions at the right time. This gives competitive advantage for organization in the form of superior talent and managing it properly. The individual equip themselves with knowledge, skills, and competencies to be talented resource and perform in such a way that their talent is
Sound proficiency, numeracy, research, analytical, scientific and innovation abilities are central and very important. The information and data, you distinguish may add to building up a workforce arrangement that backs the organisation in building a skilled and diverse workforce to meet hierarchical requirements.
The competency analysis reveals the specification of competencies that need to be demonstrated by the applicant (Woods et al., 2010). Managers are likely to analyse and interpret, organise and execute, enterprise and perform and lead and decide, competencies which are all highly related to overall job performance (OJP) (Bartram, 2002). Following the trend, this suggests that OJP ratings are primarily influenced by task performance, rather than by the contextual competencies, and therefore task-focussed assessment by a competency framework is recommended. However, it is very important that the personnel who conduct the assessment are properly trained, so that a clear link to the competencies is evident and each criterion is assessed more than once. Using a combination of tools is recommended to achieve an accurate assessment: an application form, a SJT and a GMA test are suggested for pre-selection and a competency-based panel interview for the final decision making
Competencies are “measureable practice behaviors that are comprised of knowledge, values, and skills.” (Kirst-Ashman, 2010). Thus it can be said that competency takes more than skills and knowledge, it requires the right and appropriate attitude that eventually translates to behavior. For the reason, it is the "means" to achieve the "ends." One should always bear in mind that the competencies of each job position differ from one another and may influence our career decision making. I have mastered several skills that would enhance my performance in a professional social work setting. These include but they are not limited to problem identification and solution with the use critical thinking, excellent communication and organizational skills, building collaborative and trust worthy relationships, flexibility etc…
The need for competence is knowing a person has the knowledge and ability to act effectively in a job or in life. Competence is also an ongoing need to be met. Developing skills in the workplace to complete a task, or learning how to cook for the soccer team dinner are competencies people try to achieve to be successful.
Gray, S. W., & Zide, M. R. (2007). An introduction to the competency-based assessment model.
It means writing, speaking, listening, reading, and comprehension of data in English as second language. It is a critical competency to me because as a staff officer I should provide clear direction communicating how and what to do in order to achieve a mission, ensuring higher headquarter and subordinates a clear understanding of my thought and guidelines. As a staff officer, it is vital to increase my Executive competency: planning and direction skills will enable to provide accurate plans and orders; developing Leadership and team building skills allow me to create a positive environment motivating and influencing people to do what is necessary to achieve a desired outcome; decision making and judgment; and Resources management are important to develop as well.
Talent management is an organization’s ability to recruit, keep and train talent within their organization (Business Dictionary). Talent management usually gives roles to recruit and retain members (Business Dictionary). Talent management is known to be a business strategy. This is the case because this management is generally enforced to retain or attract top candidates (Heathfield). On the other hand, there is analysis called SWOT. According to Taylor, a SWOT analysis stands for strengths, weaknesses, opportunity, and threats. A SWOT analysis can be an analytical framework that can help organizations with their challenges (Taylor, 2016)
To ensure all the employees are competent, they need to develop a system to measure this competency. For example, they can do assessments to gauge competency. Besides that, they should provide compulsory and supplementary training to their employees to add in value and skills. Mentoring systems also can be implemented to ensure sharing of knowledge and experiences.
The talent management is defined by the Five STAR program where managers “begin a process of cascading, aligning, and translating these imperatives into clear goals and SMART (specific, measurable, attainable, realistic, and timely) objectives that relate specifically to each of the five STAR points” (NCHL). The programs institutes and refines goals, stipulates accountability and heighten company objectives correlating with each employee’s potentials. The principles of the succession planning and talent management strategy are to review and assess key talents to foster innovation and advancement in their careers.
Iveta, G. (Mar. 2012). Human Resources Key Performance Indicators. Journal of Competitiveness. Vol. 4, Issue 1. Retrieved from http://www.cjournal.cz/files/89.pdf
The first challenge facing human resource professionals in “The War for Talent” is addressing the emerging skills gap. As stated by Lauby (2016) The American Society for Training and Development (ASTD) defines the skills gap as “the gap between an organization’s current capability and those it needs,
It represents the Strategic human resource management (SHRM) core function like “work analysis, Job design and job analysis” defines its importance in strategies implementation in any organization. This assignment will also discuss the aspect of Human Resource department that why they are giving more edge to other functions like Recruitment and selection, Performance appraisal and Occupational health and safety. This report will also presents the today’s critical business challenges and the with coming new responsibilities for HR and why they have started to give more weightage to Job analysis and design in order to get the better output and efficiency of the organization. Moreover, Human capital is a vital factor for any department in any organization. “Hiring smart” is becoming a fashion trend for companies for their effectiveness, productivity and employee motivation as the more investment will be done in employees by the firms. It continues with the recommendations on the need of analysis and design of work and how to make employees motivated in the company.
Human resource is the most valuable and unique asset of an organization. The successful management of an organization’s human resource is an exciting, dynamic and challenging task , especially at a time when the world has become a global village and economies are in a state of flux. The lack of talented resource and the growing expectation of the modern day employee has further increased the difficulty of the human resource function.
Spencer and Spencer (1993): ―Competencies are skills & abilities-things you can do -acquired through work experience, life experience, study or training.
Competency-based education is perceived by some as the answer, by others as the wrong answer, to the improvement of education and training for the complex contemporary world (Harris et al. 1995). Popular in the United States in the 1970s in the performance-based vocational teacher education movement, competency approaches are riding a new wave in the 1990s with the National Vocational Qualifications (NVQs) system in England and Wales (begun in 1986), New Zealand's National Qualifications Framework, the competency standards endorsed by Australia's National Training Board (NTB), and the Secretary's Commission on Achieving Necessary Skills (SCANS) and the National Skills Standards initiative in the United States. Competency standards are propelled by a strong political impetus as the way to prepare the work force for the competitive global economy. At the same time, a growing chorus of critics argues that the approach is conceptually confused, empirically flawed, and inadequate for the needs of a learning society (Chappell 1996; Ecclestone 1997; Hyland 1994). Much of the debate is taking place in Britain and Australia, where there has been more time to examine the impact of the competency approach, and this publication therefore focuses on literature from those countries. However, the issues are relevant to vocational education anywhere. This publication looks at the claims of both sides in an attempt to locate the reality of competency-based education and training (CBET).