Evaluating Assessment with Competency Mapping
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Competency can be said to be the behaviours that can bring about excellence in the performance of a particular job. It requires the effective application of one’s skills and a positive attitude to the task allotted to him. A person who has the knowledge cannot be adjudged to be a competent person if he fails to apply his skills positively to the task-in-hand. Competency mapping is the process of identifying the key competencies that are required for the job and linking them to the various tasks which directly channels the actions to the overall objectives of the firm. Linking to the various activities can be done through job analysis, recruitment, training, succession planning, etc.

Competency mapping involves various steps. The first step is to conduct a detailed job analysis by breaking up the job into smaller tasks to identify the skills, knowledge, etc required to perform each job, done on the basis of interview of the employees, observations, or customer requirements. On the completion of the job analysis, a job description which is the documentation of the various elements that are required for the job on the basis of the mental skills, qualifications, working environment etc is made.

Manpower planning is a major task that lies before the human resource department to ensure the continuation of the business. Successful manpower planning is closely linked to the individual skills, tastes, attitudes, and their personal career planning. Identification of the individual needs and their skills and directing them to the right job through promotions, or job rotations helps in the effective utilisation of the human power to meet the demands of the customer. Assessment performed on the basis of competency mapping helps the management to identify its current utilisation of the resources, the essential changes that are to be introduced into the system and the future requirements.

Competency mapping lay the foundation for the continuous measurement and assessment of the individual and group performance to the company requirements. The assessment of the existing competencies within the organisation helps to bridge the gap between the current skills and the expected skills by imparting training and other developmental facilities to the employees. Analysing the existing employee skills also help in the identification of the future requirements of competencies required. A proper identification of these skills helps to utilise the right tools for the recruitment process to guarantee the appointment of the candidates who match with the skill requirements.

Ingression of the changes into the environment calls for an alteration in the competency mapping, which again demands the evaluation of the existing skills to locate the existence of the competence in the entity. This requires the input gained through performance assessment tools. Both these processes are therefore related with each other.

It is competency mapping that chalks out the basis for the assessment of the utilisation of the various assets in the organisation. It defines the skills required for the job which in turn decides the kind of people necessary for performing the job effectively. The basic skills defined through competency mapping lay the basis for the evaluation of the asset utilisation. It is the assessment done on the basis of this which lay the foundation for training and other developmental programs. Acquiring the skills to face the future changes is possible only with the aid the assessment of the existing resources. Succession planning, promotional policies, career planning, manpower planning, successful performance of customer requirements all have their foundation on the assessment done on the basis of competency mapping. Thus the two processes are inter linked and is vital for the future planning of any business.


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