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Presented by :
Anushree Paul (11202148) Mukesh Sharma (11202176) Daisy Nayak (11202177) Manaswini Acharya (11202185) Piyush Jain (11202190)
The word competency is derived from Latin word competere which means to be suitable. Competency can be defined as knowledge, skill or ability of employees relevant for organizational performance.
Competency = Intelligence + Education + Experience + Ethics + Interest.
Types Of Competencies
Generic: Competencies which are considered essential for all staff, regardless of their function
or level.
Specific: Competencies required to do particular job or task. Threshold or Performance: They differentiate between high low performers. Differentiating competencies: Behavioral competencies that high performers display.
Contd.
Managerial Competencies: Competencies which
to perform any job in a organization within a defined technical or functional area of work.
Behavioral Competencies: Competencies considered essential for all.
management.
It is a process of indentifying key competencies for an organization and incorporating those competencies throughout the various processes of the organization.
It is a process an individual uses to identify and
describe competencies that are critical to success in the work situation and work role.
It is used to map a gap between the existing knowledge in the organization and the knowledge needed in future.
To Companies
Establishes expectations for performance excellence. Improved job satisfaction and better employee retention. Increase in the effectiveness of training and professional development
specific role.
Provides a common, organization wide standard for career levels that
organizational strategies
Contd..
To Managers
Identify performance criteria to improve the accuracy and ease of the selection
process. Easier communication of performance expectations. Provide a clear foundation for dialogue to occur between the managers and employees and performance, development and career-oriented issues.
To Employees
Provide a more specific and objective assessment of their strengths and the
tools required to enhance their skills. Enhances clarity on career related issues. Helps each understand how to achieve expectations.
confidence. General Electric Co.: Technology, balance among stakeholders. Procter and Gamble Co.: Honesty and fairness, respect for individual. 3M Corp.: Innovation , initiative and personal growth. Wal-Mart Stores Inc.: Commitment, enthusiasm. Walt Disney Co.: Creativity, dreams, imagination.
Disadvantages
There may be no room for an individual to work in a field that would best make use of his or her competencies. If the company does not respond to competency mapping by reorganizing its employees, then it can be of little shortterm benefit. If too much emphasis is placed on 'inputs' at the expense of 'outputs', there is a risk that it will favor employees who good in theory but not in practice and will fail to achieve the results that make a business successful. They can become out of date very quickly due to the fast pace of change in organizations. It can be expensive and time consuming to keep them up-todate.
Competency model
A competency model is a set of success
factors, often called competencies that include the key behaviors required for excellent performance in a particular role. Excellent performers on the job demonstrate these behaviors much more consistently than average or poor performance. They are generally presented with a definition and key behavioral indicators.
Competency Model
Competency names and detailed definition
Description of activities
Step-3
Step-4
Step-5 Step-6
BENEFITS
Disadvantages
Developing models for each position will take
Conclusion
Competency mapping is essentially an in-house
job.
Consultants cannot do competency mapping all by themselves. Competency mapping provides all the knowledge required to identify the
technological, managerial, human relations & other conceptual skills required for all jobs in a firm.