Heart and Smart Dimensions

Mapping techniques are often a useful way to present image data. One technique which has proven especially useful in this regard is what we refer to as a "Performance Map". Performance maps are similar to perceptual maps with one main difference - Performance Maps possess a best and worst position on the map. Similar to perceptual maps, Performance Maps illustrate the relative positioning of any given brand relative to its competitive set. However, because Performance Maps possess a best and worst position, Performance Maps are more effective at illustrating the respective strength of a brand relative to its competitors.
Heart and Smart DimensionsWhen applied in corporate or brand imagery research, performance maps tend to consist of two dimensions that are referred to as the Heart and Smart Dimensions. The Heart Dimension illustrates the extent to which a corporation, organization or brand is perceived to be responsive to the needs of its customers or clientele. The Smart Dimension illustrates the extent to which the company, organization or brand is perceived to be competent and offers products and services which are innovative and full featured. Although the Heart and Smart Dimensions are derived statistically, they have been observed across a wide range of industry sectors. The two dimensions are considered to reflect the fact that individuals tend to personify corporations, organizations and brands and to project personality traits onto the entity.

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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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