Competency Mapping in HR

In today's globalized and competitive workplace, human resource management plays a more important role in developing workplace policies and employee retention strategies in addition to selection and recruitment, compensation and reward management, training, and development. It also focuses on managing people strategically as a company resource. The foundation of the company is human resource management, which aims to get a competitive edge by deploying and keeping dedicated workers who support the expansion, improvement, and organizational culture. To do their duties well, personnel in the organizations need have clearly defined responsibilities and competencies. Competency mapping is therefore necessary to improve organizational efficiency.Campion., Fink, Ruggenberg,. Carr., Phillips., and Odman, (2011).

Competency mapping and competency are two crucial factors. Although a person's competency is unique, competency mapping is an HR tool that evaluates a person's ability to perform a particular job well. Competency is therefore a very important factor to consider when setting performance standards in the direction of excellence. The development of skills is influenced by a wide range of elements, including infrastructure, human resource quality, organizational structure, growth potential, technology advancement, and other physical resources. As more businesses come to understand that competency is a key component that enhances the overall development and expansion of both human and material resources, competency-based management is becoming more and more popular. Nevertheless, a number of concerns are keeping the firms from using this strategy. Chakraberty (2013)

Competency mapping is a strategic and potent HR technique that helps firms identify and develop their people in order to meet their goals and implement their plans. An organization can benefit from competency mapping because it provides a defined framework for employees' development and advancement and facilitates a focused, objective investigation and assessment of the organization's capabilities. It offers resources and approaches for improving workers' abilities, career-related concerns, and professional growth.Dainty, Cheng,and Moore (2004)

It also illustrates the kinds of abilities, characteristics, know-how, and conduct that the organization's human capital needs or possesses. For this reason, competency mapping is an extremely important and useful tool for the growth of both a business and its personnel. The organization's desired culture can also be fostered through the strategic application of competencies. An organization can boost staff productivity and ultimately fulfill its goal and vision while also improving overall effectiveness by identifying and developing the abilities that are essential to the organization. Debra (2015)

The most difficult task facing an HR manager is creating and implementing the competency-based model for efficiency enhancement. The process entails two crucial elements: (i) developing a meticulously thought-out, task-oriented framework to prepare a customized competency model that is appropriate for that specific industry or organization, and (ii) establishing, reinforcing, and carrying out the appropriate measures for the industry or organization, and (ii) establishing, reinforcing, and carrying out the appropriate measures for the proper implementation of it. For the technique to be more efficient, each essential stage is essential. However, the system must gradually be expanded to include more intricate and thorough efforts, which will depend on the organization's size, operations, products, complexity, and dynamics. Homer (2001)

The competences encompass all of the elements that an employee must possess in order to perform his work duties successfully. It was discovered that each employee needs a varied level of competency depending on their job position. These qualities are crucial from an organisational standpoint, but they are also crucial for personal development. The medium level lacked managerial abilities, the higher level lacked functional competencies, and a first level manager needed human skills. The deputy manager lacks certain competencies, such as technical skills that surpass cross-functional requirements, risk-taking and a concern for perfection, while all other competences are at the required level. The senior managers' deficiency in business acumen, planning abilities, delegation, and support, the interpersonal, teamwork, and subordinate abilities, but they go above and above the call for perfection, and the remaining competencies were sufficient. The junior manager excelled at risk-taking and planning but lacked technical expertise, leadership, team effectiveness, and external awareness. Sharma and Malodia, , (2022)

REFERENCES

• Campion, M.A., Fink, A. A., Ruggenberg, B. J. Carr, L., Phillips, G.M., & Odman, R.B. (2011). “Doing competencies well: Best practices in competency modeling” Personnel Psychology, 64(1), 225-262. .

• Chakraberty Shampa (2013), “A study of competencies in the Information Technology Sector in Kolkata in the Era of Global HR Management”, Management & Labour Studies 38, 3 (2013), 255-276, Sage Publications.

• Dainty R J Andrew, Cheng MI, Moore R David (2004), “A Competency based performance model for construction project managers”, Construction Management & Economics, October 2004, 2, 877-886.

• Debra J.Cohen (2015), “HR past, present and future: A call for consistent practices and a focus on competencies”, Human Resource Management, Review 25 (2015), 205-2015.

• Homer Mark (2001),”Skills and Competency Management”, Industrial and Commercial Training, Vol.33, No.2, 2001,59- 62,0019-7858

• 1. Kodwani, Amitabh Deo (2009) “Competency Mapping”. Paradigm (Institute of Management Technology) Vol. 13 Issue 2, p117-118, 2p.

•  2. Naqvi, Farah (January 2009), “Competency Mapping and Managing Talent.” ICFAI Journal of Management Research, Vol. 8 Issue 1, p85-94, 10p, 1 Chart.

• 3. Rice, James A. (Dec 206) “Career and Competency Mapping.” Healthcare Executive, Vol. 21 Issue 6, p52-55, 4p. 

• 4. Sahu R.K 2009 Competency mapping Ed 1 New Delhi Excel Books.

• 5. Sanhgvi. S (2007) The Handbook of Competency Mapping: Understanding, Designing and Implementing Competency Models in Organizations, 2 edition New Delhi, Sage Publications Pvt. Ltd.