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    SHRM Competency Maping

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    G Sindhu Ravindran
    This document discusses several approaches and models for competency mapping. It describes Elliot Jaques' organizational model which focuses on individual competencies in areas like cognitive capacity. Peter Senge's approach emphasizes a learning organization that nurtures new capabilities. Dubois focuses on improving competencies through training strategies. Campion's model suggests teams with complementary competencies are more effective. Several individualistic models are also described, like the traditional person-job match model and strategy-based model. Various methods for competency mapping like questionnaires and interviews are listed. Finally, a 5-step career development model is outlined involving assessment, exploration, preparation, implementation, and decision-making.

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    SHRM Competency Maping

    Uploaded by

    G Sindhu Ravindran
    179 views4 pages
    This document discusses several approaches and models for competency mapping. It describes Elliot Jaques' organizational model which focuses on individual competencies in areas like cognitive capacity. Peter Senge's approach emphasizes a learning organization that nurtures new capabilities. Dubois focuses on improving competencies through training strategies. Campion's model suggests teams with complementary competencies are more effective. Several individualistic models are also described, like the traditional person-job match model and strategy-based model. Various methods for competency mapping like questionnaires and interviews are listed. Finally, a 5-step career development model is outlined involving assessment, exploration, preparation, implementation, and decision-making.

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    This document discusses several approaches and models for competency mapping. It describes Elliot Jaques' organizational model which focuses on individual competencies in areas like cognitive capacity. Peter Senge's approach emphasizes a learning organization that nurtures new capabilities. Dubois focuses on improving competencies through training strategies. Campion's model suggests teams with complementary competencies are more effective. Several individualistic models are also described, like the traditional person-job match model and strategy-based model. Various methods for competency mapping like questionnaires and interviews are listed. Finally, a 5-step career development model is outlined involving assessment, exploration, preparation, implementation, and decision-making.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    179 views4 pages

    SHRM Competency Maping

    Uploaded by

    G Sindhu Ravindran
    This document discusses several approaches and models for competency mapping. It describes Elliot Jaques' organizational model which focuses on individual competencies in areas like cognitive capacity. Peter Senge's approach emphasizes a learning organization that nurtures new capabilities. Dubois focuses on improving competencies through training strategies. Campion's model suggests teams with complementary competencies are more effective. Several individualistic models are also described, like the traditional person-job match model and strategy-based model. Various methods for competency mapping like questionnaires and interviews are listed. Finally, a 5-step career development model is outlined involving assessment, exploration, preparation, implementation, and decision-making.

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    Organizational Approaches Elliot Jaques provides a normative model of effective

    hierarchical organizations with an emphasis on competencies. The elements include the


    present and potential competencies of individuals along the dimensions of cognitive
    capacity, valuing the work, and non-disruptive personality. Peter Senges approach to a
    whole organization competency model is captured in his notion of the "learning
    organization." Its essential characteristics include nurturing the growth of new
    capabilities, transformational learning for survival, learning through performance and
    practice, and the inseparability of process and content.

    HR Systems Approaches Dubois focuses on the whole human resources system, but
    emphasizes competency improvements through training and development strategies
    and programming: the contingencies are driven by organizational strategy but
    outcomes are focused on individual employees competency enhancement. Charles
    Snows contingency model links organizational performance to HRM and competency.
    Strategies depend on extent to which cause-effect relations affecting organizational
    performance are known and degree of formalized standards of desirable performance.

    Team Approaches Campions model, which applies to professional work, suggests
    that teams composed of individuals with complementary competencies are more
    effective and have higher levels of job satisfaction than teams whose members have the
    same competency sets. This is especially true for work that is complex and varied in
    scope.

    Individualistic Models
    Traditional Person-Job Match Model This model assumes that employees have jobs
    with specific and identifiable tasks. Work is generally standardized and repetitive in an
    organizational hierarchy. Job performance is readily verifiable. This model works best
    with organizations defined by stable environments.
    Strategy Based Model This model assumes that employees have roles defined by the
    organizations strategic goals. Work is flexibly defined and often carried out in a
    flattened, decentralized or matrix structure. Role performance is only partially
    verifiable. This model functions most effectively in organizations in competitive,
    complex or highly stressed environments.
    The Strategy Development Model This model assumes that employees with broad,
    strategic attributes will create their own roles which interact to produce the
    organizations strategy. Work is constantly evolving within a network of organizational
    relationships. This model is described in terms of organizations in chaotic,
    unpredictable, or very rapidly changing environments.
    Intellectual Capital Model These models emphasize the linkages and dynamic
    interaction among human capital, structural capital, and customer (client) capital. These
    models stress the knowledge that resides in employees and strategies to use it and value
    it differently.



    Various Methods / approaches of Competency Mapping
    Questionnaire
    Interview Methods
    Group work
    Task analysis
    Use of Job descriptions
    Performance appraisal formats
    Critical Incident
    360 degree survey

    Career Development Models

    1. Assessment: Assess fit and focus
    2. Exploration: Explore and research options
    3. Preparation: Create a strategic plan and prepare for employment, interim career
    or academic career
    4. Implementation: Execute the plan and conduct a search
    5. Decision-Making: Evaluate options and make informed decisions

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