HELLO, TO ALL FELLOW CITE HR MEMBERS,
I AM NEW MEMBER OF CITE HR, AND WOULD LIKE TO KNOW ABOUT COMPETENCY MATRIX FOR TECHNICAL EMPLOYEES I.E. ENGINEERS, SR. ENGINEERS, EXECUTIVES ETC., AND ALSO FOR COMMERCIAL EMPLOYEES I.E. JR. OFFICER, OFFICERS, SR. OFFICERS, ASSIATANTS ETC.,
HOPE TO HEAR FROM ALL OF YOU SOON.
REGARDS,
NELLY_BAVE
From United States, Lynchburg
1I AM NEW MEMBER OF CITE HR, AND WOULD LIKE TO KNOW ABOUT COMPETENCY MATRIX FOR TECHNICAL EMPLOYEES I.E. ENGINEERS, SR. ENGINEERS, EXECUTIVES ETC., AND ALSO FOR COMMERCIAL EMPLOYEES I.E. JR. OFFICER, OFFICERS, SR. OFFICERS, ASSIATANTS ETC.,
HOPE TO HEAR FROM ALL OF YOU SOON.
REGARDS,
NELLY_BAVE
From United States, Lynchburg
Hi
COmpetency is the cumulative effect of atttiutde skills and knowlegde predominanatly. A trait is exhibited through behaviour dimension which is observable
I am unsure of the industry you belong to. It is expected to be in the manufacturing vertical, according to me.
To do a competency matrix - you need to have clear roles and responsibilities and Job descriptions from where the competencies to perform that role effectively, can be arrived at.
Competencies can be functional(technical), behavioural and managerial. there are many classifications, though. The competeny level exhibited by each role/funcion will have variations and that also need to be demarcated. For eg:
Competency Definition and classification
Competency Definition
Inter Personal Skills
Ability to interact and engage with peers, superiors and subordinates with assertiveness and empathy. Clearly communicates the views and keep the group’s point of view in mind while discussing issues. Manages internal and external clients in harmony
Levels
1. Beginner (individual contributor)
The extent of rapport and confidence enjoyed by this person with the team members is very minimal. The person is either not too engaged with others else new to the group
2. Learner
Enjoys moderate amount of confidence and rapport among people Able to manage very close associates only with whom most of the interactions take place.
3. Skilled
Enjoys good amount of rapport and confidence among team. Able to manage the people relations, but people might not be willing to open up personally all the times. Individually can handle people well, but in a group may not be effective always
4. Expert
Enjoys high amount of rapport and confidence among people. Engages very well with everyone and plays a vital role in the balancing act during the times of disagreement among the team member. People confide personally and professionally on this person
Hope this helps you to get an understanding.
From India, Bangalore
COmpetency is the cumulative effect of atttiutde skills and knowlegde predominanatly. A trait is exhibited through behaviour dimension which is observable
I am unsure of the industry you belong to. It is expected to be in the manufacturing vertical, according to me.
To do a competency matrix - you need to have clear roles and responsibilities and Job descriptions from where the competencies to perform that role effectively, can be arrived at.
Competencies can be functional(technical), behavioural and managerial. there are many classifications, though. The competeny level exhibited by each role/funcion will have variations and that also need to be demarcated. For eg:
Competency Definition and classification
Competency Definition
Inter Personal Skills
Ability to interact and engage with peers, superiors and subordinates with assertiveness and empathy. Clearly communicates the views and keep the group’s point of view in mind while discussing issues. Manages internal and external clients in harmony
Levels
1. Beginner (individual contributor)
The extent of rapport and confidence enjoyed by this person with the team members is very minimal. The person is either not too engaged with others else new to the group
2. Learner
Enjoys moderate amount of confidence and rapport among people Able to manage very close associates only with whom most of the interactions take place.
3. Skilled
Enjoys good amount of rapport and confidence among team. Able to manage the people relations, but people might not be willing to open up personally all the times. Individually can handle people well, but in a group may not be effective always
4. Expert
Enjoys high amount of rapport and confidence among people. Engages very well with everyone and plays a vital role in the balancing act during the times of disagreement among the team member. People confide personally and professionally on this person
Hope this helps you to get an understanding.
From India, Bangalore
hi nelly and rajesh !!!
Developing a competency matrix would involve processes such as :
Job Descriptions : as rightly pointed out by rajesh , you begin with a job description of the different technical and commercial positions existing in your organisation. The job descriptions should specifically focus on the primary and secondary roles and responsibilities that the position demands and the KSA ( knowledge , skills & attitude) required for the position.
Developing a competency dictionary : by conducting BEI / semi structured interviews you can develop a comprehensive dictionary of generic , functional , technical and leadership competencies. In the dictionary you would be defining the competency.
Competency Profiling : Once the competencies are defined , 3-4 competencies can be clustered into one specific competency cluster and then you can define the proficiency levels for each competency existing in the competency cluster.
Role Fingerprinting : Once the competency profiling is done then you define the proficiency levels of the competencies for each level.
Competency Mapping :Once the role fingerprinting for each position is done then all the employees at that level are mapped for those competencies as against fingerprinted one's. Some of the tools used during the process include psychmetric tools , technical tests and other role based interventions.
And then you identify the competency gaps and accordingly interventions are designed.
Thus the process of competency mapping is completed but it is a more permanant intervention , generally lasting over more than five years.
I hope i have been able to explain you the process briefly , in case you require additional information kindly revert back.
Regards,
Shweta
Developing a competency matrix would involve processes such as :
Job Descriptions : as rightly pointed out by rajesh , you begin with a job description of the different technical and commercial positions existing in your organisation. The job descriptions should specifically focus on the primary and secondary roles and responsibilities that the position demands and the KSA ( knowledge , skills & attitude) required for the position.
Developing a competency dictionary : by conducting BEI / semi structured interviews you can develop a comprehensive dictionary of generic , functional , technical and leadership competencies. In the dictionary you would be defining the competency.
Competency Profiling : Once the competencies are defined , 3-4 competencies can be clustered into one specific competency cluster and then you can define the proficiency levels for each competency existing in the competency cluster.
Role Fingerprinting : Once the competency profiling is done then you define the proficiency levels of the competencies for each level.
Competency Mapping :Once the role fingerprinting for each position is done then all the employees at that level are mapped for those competencies as against fingerprinted one's. Some of the tools used during the process include psychmetric tools , technical tests and other role based interventions.
And then you identify the competency gaps and accordingly interventions are designed.
Thus the process of competency mapping is completed but it is a more permanant intervention , generally lasting over more than five years.
I hope i have been able to explain you the process briefly , in case you require additional information kindly revert back.
Regards,
Shweta
Hi
Mapping the competency is actually ato arrive at the understanding of the employee's existing competency level and to compare the same with the desired level for that role
As Shweta pointed out once the competencies are defined and behaviur dimension is earmarked, we should be conducting an assessment to understand the competency level. Some of the tools
Assessment centre - using LGD, BEI etc
36o degree feeedback analysis or any other methodology
Once we obtain the data this is mapped against the desired level of competency - this is the person-position profiling - or matrix
Each competency will be having a particular standard (numerical scale) for a particular role and the identified data of existing level will enable us to figure out the gap. This is usually worked out as a chart
Identification of gaps will enbale us to suggest the required intervention for improvement
Hope this gives you a borader picture of competency mapping
From India, Bangalore
Mapping the competency is actually ato arrive at the understanding of the employee's existing competency level and to compare the same with the desired level for that role
As Shweta pointed out once the competencies are defined and behaviur dimension is earmarked, we should be conducting an assessment to understand the competency level. Some of the tools
Assessment centre - using LGD, BEI etc
36o degree feeedback analysis or any other methodology
Once we obtain the data this is mapped against the desired level of competency - this is the person-position profiling - or matrix
Each competency will be having a particular standard (numerical scale) for a particular role and the identified data of existing level will enable us to figure out the gap. This is usually worked out as a chart
Identification of gaps will enbale us to suggest the required intervention for improvement
Hope this gives you a borader picture of competency mapping
From India, Bangalore
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