COMPETENCY MAPPING

B LEELA DHARMDHM (OU) 2014-16; AIHAROLL NO 1404-01-676031(INDIA) 94904-68518; BOBBALEELADHAR@HOTMAIL.COM

INTRO

QUESTION 1

WHAT IS NATURE’S WAY OF SELECTION ?

QUESTION 2

WHAT IS MARKET’S WAY OF SELECTION ?

ANSWER 1

DARWIN’S THEORY - SURVIVAL OF THE FITTEST

ANSWER 2

SURVIVAL OF THE “COMPETENT”

SELECTOR - IN NATURE

GOD

SELECTOR - IN MARKET

HUMANS

PREVIEWINTRO

HISTORY, DEFINITION & NEED.

TYPES & STEPS

METHODS & ACHEIVEMENTS

CONCLUSION

HISTORY , DEFINITION

&

NEED

HISTORYSIR FRANCIS GALTON & COL JOHN FLANAGAN

1954 - CRITICAL INCIDENTS TECHNIQUEUSAF – AVIATION PSYCHOLOGY PROGRAM.

DAVID MC CLELLAND1960 - “COMPETENCY” USED.1973 – COMPETENCE BETTER THAN

INTELLIGENCEBEI – BEHAVIOURIAL EVENT INTERVIEW.

BOYATZIS.1982 - THE COMPETENT MANAGER.

DEFINITION

COMPETENCY  - ABILITIES/ SKILLS/ BEHAVIOURS OF PERSONS TO DO A JOB PROPERLY. (DIMENSIONS OF BEHAVIOUR AND SKILLS)

COMPETENCE - AREAS OF WORK WHICH CAN BE ACCOMPLISHED BY A PERSON WITH HIS ABILITIES/ BEHAVIOURS.

NEED FOR COMPETENCY MAPPING

TRAINING & DEVELOPMENT.

RECRUITMENT & SELECTION.CAREER PLANNING.

PERFORMANCE APPRAISAL.

SUCCESSION PLANNING.

COMPENSATION MANAGEMENT.

REPLACEMENT PLANNING.

TYPES

&

STEPS

TYPES CASE STUDIES (INDIAN SCENE).

FILM STARS IN POLITICS.

MISS INDIAS IN FILMS.

KAPILS DEVILS - 1983.

NIKE & REEBOK.

VESPA SCOOTERS.

TOYOTA VS HONDA.

TYPES

DEFINITION - COMPETENCY

BEHAVIOUR (OR A SET OF BEHAVIOURS) OF INDIVIDUALS THOSE RESULT IN OPTIMUM / EXCELLENT PERFORMANCE IN A JOB AS PER ITS CONTENT.

BEHAVIOUR

TRAITS

SKILLSKNOWLEDG

E

VALUESSTANDARDS

EXPER

EINCE

MOTIVESBELIEFS

ETHICS

JUDGEMENTS

ATTITUDE

BEHAVIOUR

TRAITS

SKILLS

KNOWLEDGE

VALUES

STANDARDS

EXPEREIN

CE

MOTIVESBELIEFS

ETHICS

JUDGEMENTS

ATTITUDE

TYPES

INDIVIDUAL

TEAM

ORGANISATIONAL

FUNCTIONAL

MANAGERIAL

ATTITUDNAL

STEPS1. CONDUCT JOB ANALYSIS – POSITION INFORMATION

QUESTIONNAIRE (PIQ) TO INCUMBENTS. “KEY BEHAVIOURS” NOTED.

2. COMPETENCY BASED JOB DESCRIPTION DEVELOPED - STANDARD COMPETENCIES DEFINED.

3. FACTORS FOR ASSESSMENT – OBJECTIVE EVALUATION OF COMPETENCIES IS DONE.

4. RESULTS USED FOR TRAINING THE EMPLOYEE FOR FUTHER DEVELOPMENT AND ULTIMATE SUCCESS OF THE ORGANISATION

METHODS

&

ACHEIVEMENTS

METHODS1. ASSESSMENT CENTER.

A PROCEDURE – NOT LOCATION.AT&T CO. IN 1960.ASSESSORS – SR MANAGERS/ EXPERIENCED PERSONS.COMPLEX PROCESS – PREDICTS LONG RG PORTENTIAL.NO OF EXERCISES & SIMULATIONS.

GROUP DISCUSSIONS.IN TRAY.ROLE PLAY.CASE STUDIES.ANALYSIS EXERCISES.

IDENTIFIES.

+VE TASK ROLE +VE MAINTAINENCE ROLE

INITIATOR.INFO SEEKER.INFO GIVER.OPINION SEEKER.OPINION GIVER.SUMMARISER

SOCIAL SUPPORTER.HARMONIZER.TENSION RELEIVER.ENERGIZER.COMPROMISER.GATE KEEPER.

METHODS2. CRITICAL INCIDENTS TECHNIQUE.3. INTERVIEW TECHNIQUE. (MOSTLY USED)4. QUESTIONNAIRE TECHNIQUE.

COMMON METRIC QUESTIONNAIRE.FUNCTIONAL JOB ANALYSIS.MULTI-PURPOSE OCCUPATIONAL SYSTEM ANALYSIS INVENTORY (MOSAIC).OCCUPATIONAL ANALYSIS INVENTORY.POSITION ANALYSIS QUESTIONNAIRE.

2. PSYCHOMETRIC TESTS.APTITUTE TESTS.ACHIEVEMENT TESTS.

Recruitment & Selection

Performance Management System

Training

Development

Compensation Management

ACHIEVEMENTS

CONCLUSION

YOU

YOUR BEHAVIOUR MARKET

MARKET CAN’T AFFORD THIS - BECAUSE OF YOUR BEHAVIOUR

LESSONS FOR LIFE TO SUCCEED

UNDERSTAND WHEN SOMEBODY SAYS “BEHAVE”.

ANALYSE YOUR OWN “BEHAVIOUR”.

A GOOD FRIEND - SHOULD BE A GOOD CRITIC.

SURVIVAL OF THE FITTEST - NATURE.

SUCCESS IS FOR THE COMPETENT - MARKET.

BEHAVE OR BELITTLED AND BE LEFT BEHIND

MAKE A CHOICE TODAY.

THANKS

&

ALL THE BEST