Performance Mapping: How Training can attain it.

In the recent down economy, internal training departments sometimes seemed to be the first to feel the effects of downsizing. In these cases, it seemed that  the battle was actually lost months or years earlier, as training developed an internal reputation as a soft discipline unconcerned with business impact (and so easy to scale down). In other words, the departments, fairly or not, were perceived as not really making a difference, as producing a series of events that could be quickly forgotten. In other cases, these departments may even have created over-training and burnout, because the department focused on content output and not competency measurement. Hearing people describe some of these programs,

One of Franklin Covey’s 7 Habits is to begin with the end in mind, and it has been found to be a useful perspective with many applications. At Allen, I’ve seen this same disciplined thinking play out in designing training. Specifically, our instructional designers have developed a performance model that provides a line of sight from the business goals directly to recommended learning activities. We call this process Performance Mapping.

When one creates Performance Maps, the goal is to provide a meaningful learning experience that produces real business results and has a lasting effect on learners. Performance Mapping drives ones decisions when selecting strategies and activities for training.

The performance mapping process has generated enthusiasm for  clients all around the world for creating training with purpose.  Organizations that are considered to be the best companies to work for are the ones that understand the value in the commitment to training, realizing that if done right the cost of training is truly worth the investment. Let your next training initiative be one that really makes an impact for both the learner and your business.

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Performance competencies Mapping

In this world of cut throat competition, companies are putting tremendous effort to hire competent employees and to develop relevant competencies in their existing employees. These are one of the few ways in which companies can gain competitive edge over each other. In this slowing economy where so many companies are fighting for limited resources and talent, it is very important for organizations to incessantly reassess their competencies, update it and have the courage to make the necessary changes. It is equally imperative for a firm to define a set of core competencies which corresponds with its key market differentiation. This is where competency mapping plays a key role. 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 behavioral to perform the same successfully; these attributes or skills are known as competencies.

It is important to correlate performance result with competencies. Performance management system should be competency based and not just result based. Competency based performance management would focus on “HOW” of performance and not on “WHAT” of performance i.e. not on results but how the results are achieved.

Effective Performance Competencies should provide link to the development of an individual and not just to rewards. Performance Competency mapping helps employees in clearly understanding what is expected from their job at hand. It specifies the level of competencies required to perform their job effectively. This helps employees in honing the skills in which they lack. The intent of this article is to trace the concept of competency mapping and its impact on HR practices.

Competencies may be grouped in to various areas:

Ø  Technical or Functional Competencies (Knowledge, Attitudes, skills etc. associated with the technology or functional expertise required to perform the role.

Ø  Managerial (knowledge, attitudes, skills etc. required to plan, organize, mobilize and utilize various resources);

Ø  Human (knowledge, attitudes and skills required to motivate, utilize and develop human resources); and

Ø  Conceptual (abilities to visualize the invisible, think at abstract levels and use the thinking to plan future business).

 Competency mapping can ultimately serve the individual who decides to seek employment in an environment where he or she perhaps can learn new things and be more intellectually challenged. Basically, it is not only done for Confirmed employees of an organization and it can also be done for contract workers or for those seeking employment to emphasize the specific skills which would make them valuable to a potential employer.

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Companies and their strategies

Performance mapping provides managers with an important opportunity to enhance employee engagement as well as advance the performance management culture necessary to attaining the Eyes High Strategy. You have an important role in this process by helping employees:

• feel respected, rewarded and recognized for their accomplishments
• align their talents and skills to organizational goals
• Develop their potential.

In this world of cut throat competition, companies are putting tremendous effort to hire competent employees and to develop relevant competencies in their existing employees. These are one of the few ways in which companies can gain competitive edge over each other. In this slowing economy where so many companies are fighting for limited resources and talent, it is very important for organizations to incessantly reassess their competencies, update it and have the courage to make the necessary changes. It is equally imperative for a firm to define a set of core competencies which corresponds with its key market differentiators. This is where competency mapping plays a key role.

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Competency Mapping and Employee Mapping in HR

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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HR Hidden facts

“The No. 1 thing in job security is your relationship with your boss. Even if he says, ‘I’m sorry I really wanted to keep you, but they made me lay you off,’ that’s almost never true. He probably made that decision.” –Cynthia Shapiro, former human resource executive and author of “Corporate Confidential: 50 Secrets Your Company Doesn't Want You to Know.”

2. “If you’re accused of sexual harassment, even if you’re found to be not guilty, people will always look at you funny afterwards. It can kill your career.” –Laurie Ruettimann, HR consultant and speaker in Raleigh, N.C .

3. “Even in jobs where you test applicants and those with the top scores are supposed to get the job, I’ve seen hiring managers fix scores to get the people they like.” –HR representative in the manufacturing industry.

4. “If you have a question, come to my office. Don’t corner me in the bathroom.” –HR professional at a mid-sized firm in North Carolina

5. “Children and hobbies do not belong on a résumé. And never, ever say, ‘Now that my kids are in college, I’m ready to get back in the workforce.’ ” –HR professional at a mid-sized firm in North Carolina

6. “Someone might tell you to ‘Be yourself’ in the interview. Don’t be yourself. That’s the worst advice ever. We don’t want people who are neurotic and quirky and whatever else. All we care about is your skill and experience.” –Laurie Ruettimann, HR consultant and speaker in Raleigh, N.C.

7. “You’re right to be paranoid. The company is always watching you, and there’s a record of everything you do: every phone call, every text, every tweet and instant message. At most companies, they save that data forever.” –Laurie Ruettimann, HR consultant and speaker in Raleigh, N.C

8. “I was asked by one CEO to hire the long-legged girl with the long dark hair even though she didn’t have the right skills. Another time, I was instructed not to hire anyone with children because the company had too many people leaving for soccer games. That kind of thing happens all the time.” –Cynthia Shapiro

9. “I know many of you met your former spouse at the company. But the thing is, for every one of you, there are five people it doesn’t work out as well for. And your office romance can and will be held against you.” –Kris Dunn, chief human resources officer at Atlanta-based Kinetix who blogs at HRcapitalist.com.

10. “Many people think, ‘If I work extra hard, I’m going to get noticed.’ But it doesn’t work that way. If you want to advance, some of the responsibility falls on you to toot your own horn. Make sure your supervisor and your supervisor’s supervisor are well of aware of what you’re contributing.” –Michael Slade, HR director at Eric Mower and Associates, an integrated marketing communications agency.

11. “I know a lot more about you when you walk in the door than you realize. I’ll search for you on the web and often use my own personal network to do a pre-interview reference check.” –Senior HR Executive in New York City

12. “Generally speaking, you only put someone on paid leave if you’re pretty certain that they might be terminated from the company once you do your investigation.” –Kris Dunn

13. “Never accept the job immediately. Say you need to think about it overnight. Once you sign on the dotted line there’s no room for negotiation.” –A human resources professional in New York City

14. “If you get fired, don’t just stomp out and go on with your life. The company may be willing to give you some severance, especially if you can point to someone different from you who didn’t get as severe a punishment. Just saying, ‘Well, I talked to my attorney’ (even if you don’t have an attorney) can also give you some leverage.’” –Suzanne Lucas, a former HR executive and the  “Evil HR lady” on bnet.com

15. “If we ask ‘What salary are you looking for?’ say you’re flexible, or say it depends on the responsibilities of the job. Try not to name a salary unless we really push you, because that gives us a leg up in the negotiating.” –A human resources professional in New York City

16. “I’ve always hated the big United Way drive at work.  Not because of the United Way.  Great organization.  Because of the smell of solicitation in the air, and because we are usually in the middle of it.” –Kris Dunn

17. “Companies do have black lists. It’s not written down anywhere but it’s a list of people they’d be happy to get rid of if the opportunity arises. If you feel invisible, if you’re getting bad assignments, if your boss is ignoring you, or if they move your office, you’re probably on it.” –Cynthia Shapiro

18. “I may say ‘I’m terminating you because you didn’t meet performance measures.’ I’m not going to say it’s because you’re a pain in the butt and piss people off every time you interact with them.’” –HR Manager at a healthcare facility

19. “I once had someone send me Forget-me-not seeds with their thank you note. Yes, thank me for taking the time, that’s great. But sending me seeds? That’s weird.” –Sharlyn Lauby, human resources consultant in Fort Lauderdale, Fla.

20. “Don’t lie about your salary. Ever. Even if your employer doesn’t tell us (and most do), we’ll find out eventually. I’ve terminated two people for doing that.” –A human resources professional in New York City

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