Today organizations are all talking in terms of competence. Gone are the days when people used to talk in terms of skill sets, which would make their organizations competitive. There has been a shift in the focus of the organizations. Now they believe in excelling and not competing. It is better to build a core competency that will see them through crisis. And what other way than to develop the people, for human resource is the most valuable resource any organization has.
Organizations of the future will have to rely more on their competent employees than any other resource. It is a major factor that determines the success of an organization. Competencies are the inner tools for motivating employees, directing systems and processes and guiding the business towards common goals that allow the organizations to increase its value. Competencies provide a common language and method that can integrate all the major HR functions and services like Recruitment, Training, performance management, Remuneration, Performance appraisal, Career and succession planning and integrated Human resource management system.
Over the past 10 years, human resource and organizational development professionals have generated a lot of interest in the notion of competencies as a key element and measure of human performance. Competencies include the collection of success factors necessary for achieving important results in a specific job or work role in a particular organization. Success factors are combination's of knowledge, skills, and attributes (more historically called "KSA's") that are described in terms of specific behaviors, and are demonstrated by superior performers in those jobs or work roles. Attributes include: personal characteristics, traits, motives, values or ways of thinking that impact an individual's behavior.
[...] Present: the competency level that exists in the organization Requirement: The competency levels that is required for a particular job position Example: Chart no.2: CORE- SUPPORTING COMPETENCY CHART This chart shows the critical and the supporting competencies required at a particular job position at MMTC LIMITED. CORE: These are competencies that are essentially required to perform a particular job function. SUPPORTING: These are the competencies which facilitate the core competency Chart no.3: Competency Assessment Chart: This chart shows the competency gaps that have been identified. [...]
[...] RETENTION: Definition: Employee retention is a process in which the employees are encouraged to remain with the organization for the maximum period of time or until the completion of the project. LEVELS: Has a basic Able to Ability to Takes actions Create a understanding understand develop plans and feeling of of employee reasons for to reduce implements recognition turnover. employee attrition. plans to among the turnover. check employees. attritions 17. RECORD KEEPING: Definition: Ability to handle documents LEVELS: Has a basic Ability to Can interact Ability to Capable of understanding make entries. [...]
[...] While Novak's maps are generated for an individual, Trochim's are generated by a group HISTORY OF COMPETENCIES: John Flanagan (1954) A seminal article published by John Flanagan in 1954 established Critical Incidents Technique as a precursor to the key methodology used in rigorous competency studies. Based on studies of US Air Force pilot performance, Flanagan concluded that principle objective of job analysis procedures should be the determination of critical requirements. These requirements include those which have been demonstrated to have made the difference between success and failure in carrying out an important part of the job assigned in a significant number of instances”. [...]
[...] 3.) Framing of job evaluation form: So a modified form was prepared which was easy and simple in nature 4.) Conducting the final study: Then the study was conducted for the following job positions at human resource, administration, personnel and estate:-Deputy General Manager, Senior Manager, Manager and Deputy Manager 5.4 STEPS FOR CONDUCTING COMPETENCY MAPPING AT MMTC Limited The Steps involved in competency mapping with an end result of job evaluation include the following: Step 1 : Identify departments for competency profiling: Here we have to decide and select the departments within the organization which we would like to include into our study. [...]
[...] MMTC Ltd., which is a global trading organization and one of Asia's leading trading companies, has been the first corporate in the public sector to realize the vital role which online trading has come to occupy in today's global business. HR mantra in MMTC is to provide more and more job enrichment opportunities to all so as to ensure that employees remain motivated to realize their full potential for organizational goals and self-development. Opportunities are also provided to all to enrich their knowledge base and technical skills through in-house training programs and through trainings/seminars organized by reputed outside agencies. [...]
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