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Mapping Competition

COMPETITION assignment -

Essential for human resource applications

Introduction:

"C ompetency Mapping "refers to a process by which the necessary process skills are identified. This is done to determine the critical activities of the processes required of the organization. If Competition allocation is made, then the organization can identify your area of thrust and can take the necessary actions for future implementation activities. In the allocation of powers, the process is divided into named sub components and competition activities of all these activities are identified.

Organizations perform the task of allocating capacity to identify areas that are crucial for the proper functioning and success. The skills included in management are identification, behavioral, technical, based on skills, basic attitudes and conceptual knowledge base. All these aspects lead to determine the actual state of the activities and operation of process is important for the organization.

Competition consists of Assignment two terms – Competition & Cartography, where competence refers to clarify any underlying characteristic required for performing the process or activity and Mapping refers to the programming of activities in sequential order. Together, Competency mapping refers to the appropriate schedule of activities required for performance of critical processes.

Competition has three parameters:

Skills

Knowledge

Attitude

Competency Mapping – The Process:

In any organization, one of the areas of greatest concern to the Human Resources Department is to identify the core processes and assess the level of resistance the person working on it. Mapping Competition has become a major concern for the organization in recent years and has attracted attention senior management. To carry out the responsibility of mapping certain steps to follow, which can be summarized as follows:

1. In the initial level of human resources staff must select the job (s) that skills are identified.
2. Before starting the process of competition, a specific profile to be set for the jobs that will be evaluated in the future.
3. A short meeting with the person handling the process or the work is done.
4. People (at work) asked about the responsibility, duties, pressure, performance limits and power structure.
5. All data were recorded in a systematic sequence.
6. All activities are crucial to the proper execution of the activity of the process are marked separately.
7. Information from superiors, peers, colleagues and subordinates are collected too.
8. All people who are not directly connected with the process, but indirectly are attached to which are asked about problems important competition.
9. Information can be gathered from direct interviews or through questionnaires or email (whichever is appropriate).
10. All information is collected systematically evaluated and treated by human resources staff and the fundamentals (which are necessary for success of the process) are determined.
11. These skills are characterized by reference in the future of work and the work holder, respectively.
12. After evaluating the competency requirements for the job, the current level of the person who works in the process is judged.
13. In case of discrepancy between real needs of the capacity and the desired level, individual work with the specific set of process (s) have the training.
14. To be determined the current level of the person (who work in the process), spreadsheet identification capability can be prepared.
15. The spreadsheet includes all work-related issues and data collected from persons directly or indirectly in the organization.
16. All employees must be properly informed of the skills that are crucial for the performance of their duties or work.
17. The data collected will be reserved with the Department of Human Resources for future reference (for the allocation of jurisdiction on the side or the job-grading process.)

 

 

 

Competition Identification page:

Spreadsheet identification capability is prepared by the staff of the Department of Human Resources to assess the level employee working on a specific process. Using the worksheet, human resources personnel can determine the current level of the employee and the required level knowledge. These sheets are built to attain knowledge about the current level of work and the gap in contrast to the desired standards. It can be prepared by the organization based on their needs. An example of the worksheet that you can build for the identification of skills is as follows:

· Rating is done on 1 to 7 parameters.

• All fields must be filled.

• 1 = Not known / Absent

2 = Very little is known

3 = familiar

4 = Good Knowledge

5 = Average known

6 = Average Awareness

7 = Excellent knowledge

Hypothetical Example (a worksheet small hands)

Duty / Role of Employee (Assume Sales Manager):

 

a. To evaluate the monthly sales.

b. To identify new areas.

c. To manage the team.

d. To evaluate the data sheet on a weekly basis.

e. Establish a proper communication channel between employees.

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f. To maintain the high rate customer satisfaction.

Proficiency Party with the employee:

S. No 1 2 3 4 5 6 7

Communication

Leadership Skills

Proactivity

The clarity of the concepts

Innovation and

Creativity

Team building skills

• In this worksheet a number of issues can be added according to the work requirement. After filling all leaves, the total score is calculated and the result is generated.

Application of the competency model:

 

The competency model can be applied in various areas of Human Resources. Some of them can be enumerated as follows:

Recruitment and Selection

Competition

Model

Training and Development

Reward and recognition system

Performance Management and Administration

Career and succession planning

In each Field of Human Rights Resource mapping capacity plays a vital role. If the allocation of powers is made in a planned way, then the various functions of the human resources department can work systematically. Through the help of the allocation of powers, the essential activities of each activity is generated and the task force working on it (job / process) can provide training for the job done correctly and accurately.

Reasons for the allocation of responsibilities:

 

Mapping Competition excessively used in the organization to determine the essential elements and activities. The basic reasons for which the allocation of powers is carried out are:

1. Once competencies are identified, appropriate training can provide people work more efficiently in the process.
2. The key areas of performance can be improved understanding fields where there is a gap between the real and desired results.
3. If the responsibilities are specified for the job, then the person whose career outlook is conducting phase can consider powers and can be ready for it.
4. Through mapping of competencies, the individual is preparing for the next set of responsibilities.
5. With the help of the allocation of competencies that the individual can alter the style of work where the gap.
6. By bridging the gap at the desired level and actual performance state of the individual may feel increased self-confidence and motivation level.
7. competency-based approach can lead the individual to obtain more efficient results (more accurate) compared with working in a non-competition resulting situation.
8. Help the individual to determine areas where development is required and thus leads the individual to develop a personal development plan.
9. allocation Competition leads the individual to understand the real position and the gap of the desired situation of work.
10. allocation of competence plays a crucial role in planning the individual's career in the organization.

David McClelland said that "definitions of competence different, containing real life examples of a more competent behavior, provide specific guidance on how to develop competition. Information feedback also provides a basis for vocational guidance or explain why a person should or should not be promoted. "(McClelland, 1994, p. 10)

 

About the Author

Lecturer in a college taking the classes of H.R. and Personality Development

Lead Generation Plan – Business Development Formula 1-2-1

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