It is
the process of identification of the competencies and the level of proficiency
required in it to perform a given job or role efficiently.
Every
job requires some set of attributes whether it is technical, managerial or
behaviour to perform the same successfully; these attributes or skills are
known as competencies.
L&T
InfoTech has a successful competency-based HR system. Recruitment, training,
development, job rotation, succession planning and promotions-all are well
defined by competency mapping. Nearly all HR functions are linked to
competency.
Competencies
are enhanced through training and job rotation. Job rotation acts as a
learning experience for the employees and it widens their horizon about the
company itself.
For
example, a person lacking in negotiation skills might be put in the sales or
purchase department for a year to hone his skills in that area. When the
company first started competency mapping the whole process took eight months
for six roles and two variations.
Eventually,
16-18 profiles were worked out. L&T InfoTech uses PeopleSoft for competency
mapping. Two appraisals are done- one after every project-end for skills,
and the other is done on annual basis for behavioural competencies. There was
initial resistance from the line people, but when the numbers started flowing,
everybody eventually agreed. An SBU-based skills portfolio is published every
quarter.
As far
as training and development is concerned, instead of asking and forcing people
to attend classes, they themselves willingly want to attend them since it will
help them in improving upon their job specific skills. Introduction of
competency mapping has also involved introducing competency based appraisals in
performance appraisals.
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