Hisam competency mapping

Competencies refer to those unique set of skills and abilities (technical as well as behavioural) which are required for achieving the desired level of performance. These competencies provide a framework for distinguishing between poor performances and exceptional performance. Despite the growing level of awareness, competency-based Human Resource still remains an unexplored process in many organizations. The process of competency mapping is much more complex than it seems to be, and most HR departments have been struggling to formulate the right framework for their organizations. The research was undertaken with the primary objective of creating an effective system for assessing the competencies of the employees. This system has also been used in the research to assess the competency levels of the executives in one of the renowned Auto Component manufacturing Organization in Tamil Nadu India. For this purpose, a list of competencies was prepared for each department, consisting of Technical and Behavioral competencies along with their desired levels titled as the Competency Dictionary. Based on this, Assessment Sheets were prepared to assess the actual levels of competencies as against the desired standards based on Self Assessment and functional head's Assessment. With the desired and actual levels, a Gap Analysis was done to identify the gaps in competencies and training programs were suggested to bridge the gaps.

Competency work has become the leading logic model for diagnosing, framing, and improving leadership in general and human resource management in particular."

In today’s tempestuousbusiness environment with stiff competition and emerging trends, every organization strives to gain competitive advantage, by recruiting the right people at the right time. With this fact in mind, the researcher has focused on the study conducted in a recruitment firm to understand the prevalence of competency development frameworks to enhance capability building within the firm. The urge of acquiring the best talent, has prompted organizations to outsource their recruitment function, giving rise to the recruitment industry which provides the best solutions at the right time and right cost. As stated in The People Matters this industry is growing by 21 per cent each year, leading to an exponential increase in the competition. Thus, acquiring the best fit for the recruitment firms is essential. The concept of acquire, retain and develop is as prevalent in the recruitment industry as it is in any other sector/line of business which demands to have the right HR policies in place. While these firms recruit for their clients, the competition within the recruitment industry compels these firms to ideate and innovate to maintain the competitive edge. The paper also recommends a few techniques to improve the existing competency assessment and development practices. The recommendations have been put forth with an aim to help improvise on the existing processes of the recruitment firm.

Competencies provide the individual with a map or indication of the behaviors that will be valued, recognized and in some organizations rewarded. In this regard, organizations that have spent time and money to ensure that competencies are successfully used, is expecting improvement in the assessment of job performance. In this regard, says that competencies can be measured, and the results of the measurement can be used to plan training and development programs, succession, career management, performance management, recruitment, selection, and application of competency based compensation.

— HRD aims at constantly assessing competency requirements of different individuals to perform the jobs assigned to them effectively and provide opportunities for developing theses competencies to prepare them for future roles in the organization. RXY Laboratories keeps a record of employees' Job Roles and prepares the Job descriptions accordingly. The present study was undertaken to analyze employee competencies including Attributes, Skills and Knowledge parameters in detail and make a gap analysis in the actual and desired skills and assess the training needs of the employees. It will help to improve the performance of the employees in general and provide information to the company about the skills they possess which will ensure development of promotion strategies within the company. The parameters were derived from the Job roles, HR policies and Key Result Areas (KRAs).

Information Management & Computer Security, 2006

Purpose -Aims to review the key concepts of competency management (CM) and to propose method for developing competency method. Design/methodology/approach -Examines the CM features of 22 CM systems and 18 learning management systems. Findings -Finds that the areas of open standard (XML, web services, RDF), semantic technologies (ontologies and the semantic web) and portals with self-service technologies are going to play a significant part in the evolution of CM systems. Originality/value -Emphasizes the beneficial attributes of CM for private and public organizations.

Competency work has become the leading logic model for diagnosing, framing, and improving leadership in general and human resource management in particular."

2006 IEEE International Engineering Management Conference, 2006

Competencies present the means for creating distinctive competitive advantages. This paper presents a holistic framework for developing practically relevant and theoretically grounded firm specific competencies. It also presents the experience from the implementation of this competency framework at a large international maritime company based in Greece. In this context, the main steps and the critical success factors that characterize such projects are discussed, and relevant examples of findings are analyzed.

The Future Faces of Irregular Warfare, 2024

While in the United States the process of defining irregular warfare is an ongoing and contentious affair, Russia does not group its mission sets-such as counterterrorism, counterinsurgency, and unconventional warfare-together in the same way. This chapter examines the development of Russian special military units over time, the evolution of these units, and the creation of their Special Operations Forces Command (KSSO). To shed light on the similarities and differences between Russian and American approaches to irregular warfare, the chapter includes four case studies, two counterterrorism operations and two unconventional warfare missions. While some similarities were identified in terms of unit mission and core activities, "similar" does not mean "the same," particularly when it comes to contrasting approaches between the West and Russia in conducting special operations.