This document discusses competency mapping and job analysis. It begins by defining competency mapping as a process to identify key competencies for an organization or job and incorporate those competencies into various HR processes like training and recruitment. It describes different methods for competency mapping, including using assessment centers, critical incidents technique, and analyzing job performance through exercises like case studies, in-trays, and role plays. The goal of competency mapping is to improve employee performance and productivity.
Competency mapping is the process of identifying the key competencies required for jobs in an organization and incorporating those competencies into HR processes like recruitment, training and performance evaluation. It helps align employee skills and behaviors with organizational goals. Competencies can be generic, managerial, technical or behavioral. Competency frameworks organize competencies and behavioral indicators. Competency models are only effective when competencies are linked to business strategy and results, applied consistently across levels, and modeled by senior leadership. Benefits include focused employee development and a leadership brand that sustains competitive advantage.
This document provides a report on competency mapping and skill gap analysis conducted for TATA Power Delhi Distribution Limited (formerly NDPL). It includes an introduction on the importance of competency mapping for organizations. The objective was to understand the current competency levels of technicians at NDPL and identify gaps between the required competencies for roles and employees' current competencies. The methodology, findings and analysis are provided based on research conducted, including competency mapping, job analysis, and assessing technicians. Conclusions are drawn on training impacts and competency development needs.
This seminar presentation discusses competency mapping in corporations. Competency mapping is a process that assesses an individual's strengths and examines areas like emotional intelligence, teamwork, leadership, and decision-making. It also describes competent behaviors for different jobs. A case study examines competency mapping of 30 middle managers at a company manufacturing power steering systems. Issues like a lack of common HR guidelines and integrated functions motivated the study. The study's objectives were to adopt competency-based HR management, link organizational issues to functions through mapping, and develop a competency model. Managers were assessed on parameters like quality improvement techniques. The analysis identified training needs for different roles. Competency mapping was concluded to not be complex but can
QuickTime and an H.263 decompressor are needed to view the picture. This summary indicates that the document discusses a picture that requires QuickTime and an H.263 decompressor to be viewed.
The document provides information on the TVS Group established in 1961 including its companies, milestones, history, plants, employees, manufacturing, customers, vision, mission, parts manufactured, and quality certificates. It discusses Sundaram Clayton Ltd which was established in 1968 as part of the TVS Group. The company has three plants in Chennai and Hosur and manufactures aluminum castings for automotive and motorcycle companies. It aims to be the most admired supplier of light alloy castings and a profitable, socially responsible organization.
This document discusses competency mapping and its importance for organizations. It defines competency as any underlying characteristic required for successful job performance, including knowledge, attitudes, skills, and other personal traits. Competency mapping is the process of identifying the competencies needed to effectively perform the tasks and activities associated with a particular job or role. It involves breaking down job descriptions and conducting interviews to determine the technical, managerial, and behavioral competencies that differentiate superior from average performers. Competency maps provide a framework for human resource functions like recruitment, training, performance evaluation, and succession planning.
This document discusses competency mapping and its importance in human resource development. It begins by providing background on the evolution of competency mapping. It then defines competency mapping and describes the key steps in the competency mapping process. It discusses how competency mapping impacts other HR systems like recruitment, performance management, training, development, and compensation. It also explains how competencies can be mapped at different levels within an organization. Various tools for assessing competencies and providing feedback are also outlined.
The document discusses competency mapping and defines competencies. It contains 3 key points:
1) Competency mapping addresses how organizations define, design, and implement competency models to develop employees from recruitment through succession. Customizing competency efforts is essential for success.
2) Competencies include the knowledge, skills, attributes, and behaviors that are critical for superior performance in specific jobs. They provide a framework for HR functions like hiring and development.
3) The report details competency mapping implementation at an automotive manufacturer and discusses different approaches from two Indian IT companies, Zentec Technologies and L&T Infotech.
Competency mapping is the process of identifying the key competencies required for jobs in an organization and incorporating those competencies into HR processes like recruitment, training and performance evaluation. It helps align employee skills and behaviors with organizational goals. Competencies can be generic, managerial, technical or behavioral. Competency frameworks organize competencies and behavioral indicators. Competency models are only effective when competencies are linked to business strategy and results, applied consistently across levels, and modeled by senior leadership. Benefits include focused employee development and a leadership brand that sustains competitive advantage.
This document provides a report on competency mapping and skill gap analysis conducted for TATA Power Delhi Distribution Limited (formerly NDPL). It includes an introduction on the importance of competency mapping for organizations. The objective was to understand the current competency levels of technicians at NDPL and identify gaps between the required competencies for roles and employees' current competencies. The methodology, findings and analysis are provided based on research conducted, including competency mapping, job analysis, and assessing technicians. Conclusions are drawn on training impacts and competency development needs.
This seminar presentation discusses competency mapping in corporations. Competency mapping is a process that assesses an individual's strengths and examines areas like emotional intelligence, teamwork, leadership, and decision-making. It also describes competent behaviors for different jobs. A case study examines competency mapping of 30 middle managers at a company manufacturing power steering systems. Issues like a lack of common HR guidelines and integrated functions motivated the study. The study's objectives were to adopt competency-based HR management, link organizational issues to functions through mapping, and develop a competency model. Managers were assessed on parameters like quality improvement techniques. The analysis identified training needs for different roles. Competency mapping was concluded to not be complex but can
QuickTime and an H.263 decompressor are needed to view the picture. This summary indicates that the document discusses a picture that requires QuickTime and an H.263 decompressor to be viewed.
The document provides information on the TVS Group established in 1961 including its companies, milestones, history, plants, employees, manufacturing, customers, vision, mission, parts manufactured, and quality certificates. It discusses Sundaram Clayton Ltd which was established in 1968 as part of the TVS Group. The company has three plants in Chennai and Hosur and manufactures aluminum castings for automotive and motorcycle companies. It aims to be the most admired supplier of light alloy castings and a profitable, socially responsible organization.
This document discusses competency mapping and its importance for organizations. It defines competency as any underlying characteristic required for successful job performance, including knowledge, attitudes, skills, and other personal traits. Competency mapping is the process of identifying the competencies needed to effectively perform the tasks and activities associated with a particular job or role. It involves breaking down job descriptions and conducting interviews to determine the technical, managerial, and behavioral competencies that differentiate superior from average performers. Competency maps provide a framework for human resource functions like recruitment, training, performance evaluation, and succession planning.
This document discusses competency mapping and its importance in human resource development. It begins by providing background on the evolution of competency mapping. It then defines competency mapping and describes the key steps in the competency mapping process. It discusses how competency mapping impacts other HR systems like recruitment, performance management, training, development, and compensation. It also explains how competencies can be mapped at different levels within an organization. Various tools for assessing competencies and providing feedback are also outlined.
The document discusses competency mapping and defines competencies. It contains 3 key points:
1) Competency mapping addresses how organizations define, design, and implement competency models to develop employees from recruitment through succession. Customizing competency efforts is essential for success.
2) Competencies include the knowledge, skills, attributes, and behaviors that are critical for superior performance in specific jobs. They provide a framework for HR functions like hiring and development.
3) The report details competency mapping implementation at an automotive manufacturer and discusses different approaches from two Indian IT companies, Zentec Technologies and L&T Infotech.
The document discusses competency mapping, assessment, and management. It defines key terms like competency, competence, and types of competencies. It also outlines the process of competency identification including researching job requirements, customer expectations, and benchmarking high performers. The framework involves identifying core, business, team, and role competencies then mapping and assessing competencies to close gaps between employee skills and job demands.
The document provides an overview of competency mapping. It discusses the key components of competency including knowledge, skills, and attitudes. It classifies competencies into basic competencies and professional competencies. The document outlines different types of organizational competencies such as generic competencies, managerial competencies, and functional/technical competencies. It also discusses competency mapping, its advantages and disadvantages, and provides examples of competency mapping models and their implementation.
NOVA SHRM SIG "Aligning Competencies To Your Organizations Mission"armandojusto
This document discusses competency modeling and aligning competencies to an organization's mission. It provides an overview of competency modeling, including the foundational behavioral, functionalist, and constructivist approaches. It also discusses how competencies can be integrated into various human resource processes like recruitment, performance management, learning and development, and career development. Implementing competency-based management requires competency modeling, analyzing competency gaps, and providing targeted learning solutions to close those gaps. The overall goal is to increase organizational competitiveness, employee employability, and alignment with business needs through a competency-based approach.
The document discusses competency mapping conducted at National Aluminum Company Limited (NALCO) between April and June 2012. It provides an overview of NALCO, describing its vision, mission, activities and management structure. It then defines competency and the objectives of NALCO's competency mapping study. The process involved identifying positions and their competency requirements, assessing actual versus required competencies, and filling gaps through training. The mapping was initially conducted across departments but focused on marketing. The goals were to enhance skills, meet quality standards, and aid career planning.
Competency mapping is the process of identifying the key skills, attributes, and behaviors required to successfully perform a particular job or role. It involves determining the technical, managerial, and soft skills needed. Competency mapping benefits companies, managers, and employees by informing recruitment, training, performance reviews, succession planning, and rewards programs. Common methods for competency mapping include assessment centers, critical incident interviews, questionnaires, and observing job holders. The competency mapping process involves defining objectives, collecting information through interviews and surveys, building a competency framework by grouping skills into categories, and communicating the framework.
The document discusses competency mapping of front-line retail staff. It provides an overview of the global retail industry and trends in the Indian retail sector. The objectives of the study are to understand front-line staff and area sales managers, develop standardized guidelines for customer associates, and identify areas for performance improvement. The methodology involves interviews, focus groups, and questionnaires. The competency mapping process helps meet customer expectations and develop workforce competencies to support successful job performance.
Priyanka Gurav presented on competency mapping at Concentric Pumps India Pvt Ltd. Concentric Pumps manufactures oil, water, and fuel pumps. The presentation covered an overview of competency mapping as an HR tool used for recruitment, training, performance management, and succession planning. Priyanka's research at Concentric Pumps found that employees believe they are competent in their jobs but some need training as their roles have changed. Regular competency mapping was suggested to check employee competency levels and better plan training and manpower.
This document discusses competency mapping and differentiating between performance and competencies. It defines competencies as tools used for exemplary performance and outlines the categories, types, and procedures for acquiring competencies. Challenges for individuals in competency mapping are also discussed, such as insight required and putting effort into self-analysis. The importance for individuals is to map their top competencies for future career success and identify strengths and areas for development.
The document discusses competency mapping in the IT industry. It provides an overview of competency mapping and defines technical and behavioral competencies. It then describes the functional competencies required for various human resource development roles like recruitment, promotion, performance appraisal, etc. The objectives of the study are to identify competencies for different job levels or bands in an organization. The scope involves mapping competencies for multiple bands in an IT consulting practice. The study aims to help the organization identify the right fit between jobs and employees.
Competencies refer to a cluster of knowledge, skills, and attributes that affect a major part of one's job. Competency mapping is the process of identifying these key competencies for a particular position and using them for tasks like recruitment, training, and development. It involves determining an individual or organization's strengths through assessments. Competency mapping has several objectives like gap analysis, role clarity, succession planning, and growth strategies. There are various tools that can be used to develop competencies, such as literature reviews, focus groups, structured interviews, surveys, and observations.
The document discusses competency mapping and provides details about its concepts, frameworks, and processes. It describes identifying competencies for roles, assessing competencies, and developing competencies for organizational improvement. Competency mapping is presented as a tool that can integrate HR systems like performance management, rewards, and career development.
This document discusses competency mapping. It defines competency mapping as identifying the key competencies required for particular jobs and using this information for tasks like recruitment, training, performance management and succession planning. It outlines several models of competency mapping including single job, multiple job and one-size-fits-all models. The document also discusses benefits of competency mapping like assessing employees against standards, reducing training costs, and facilitating development. Limitations include difficulties in evaluating competencies and assessing results accurately.
This document discusses competency mapping and different models and techniques used for competency mapping. It defines competency as the skills, knowledge, behaviors, and attributes required for excellent job performance. There are three main categories of competencies - behavioral, functional, and managerial. Competency mapping involves identifying the competencies required for specific jobs or roles using techniques like critical incident analysis, repertory grid analysis, questionnaires, psychometric tests, and assessment centers. Competency models help organizations define required competencies, assess individuals, and improve human resource processes like selection, training, and performance management.
The document discusses a competency mapping project. It defines competency and competence, and introduces competency mapping. The methodology adopted includes identifying jobs, conducting job analysis, developing a competency dictionary, interviewing employees, mapping competencies, and determining competency gaps. Competency matrices were developed for different divisions and designations. Generic action plans were proposed for different roles to address competency gaps. Benefits of competency mapping include higher productivity, quality, and future development planning.
Project Report on Competency Mapping for centre head of a skill development centre. The said report was prepared for Certified Leaning and Development Manager workshop conducted by Middle Earth Management Consultants.
Critical competencies are those that are essential for success in the role. Without these competencies, the individual would not be able to perform the core functions of the role.
Important competencies are significant but not essential for success. The individual can perform the core functions without these competencies but they help the individual perform better.
Preferred competencies are desirable but not essential. They help the individual excel but are not required for basic performance of the role.
The criticality helps determine focus areas for development, hiring and performance management. Critical competencies must be fully developed for the role while important and preferred can be further developed over time.
Competency mapping involves identifying the key competencies required for superior job performance. It is used for recruitment, promotion, training, and performance evaluation. The process involves job analysis, identifying competencies through interviews, setting minimum competency levels, assessment, and development planning. Competency mapping helps ensure the right people are matched to jobs, customer experience is improved, succession planning is facilitated, and training programs are optimized, leading to strategic goals being met.
Competency mapping assessment and managementSeth Asamoah
This document discusses competency mapping and assessment. It defines key terms like competency, role, and competencies. It describes how to identify role competencies through steps like defining the role, creating job descriptions, and conducting interviews. It also discusses competency assessment tools like benchmarking, surveys, and day-in-the-life studies. The goal is to understand the competencies required for each role and any gaps between existing and desired competencies in order to help employees improve.
This document is a questionnaire that assesses competencies at different levels within an organization's manufacturing department. It contains sections for rating competencies at the top level, managerial level, executive level, engineer level, design engineer level, technician and operator level. For each level, respondents are asked to rate competencies on a 5-point scale and indicate the importance of competencies to job performance. The objective is to understand strengths and areas for improvement in terms of various competencies to inform competency mapping from a human resources perspective.
A project report on consumer behaviour at uti mutual fundsProjects Kart
The document provides an overview of UTI Mutual Fund, including its history, subsidiaries, vision, mission, products, and organizational structure. It discusses the growth of the Indian mutual fund industry since 1963 when UTI was established, including key phases marked by the entry of public and private sector funds. It also briefly compares the global and Indian mutual fund industries in terms of size and adoption of online trading.
The document discusses competency mapping, assessment, and management. It defines key terms like competency, competence, and types of competencies. It also outlines the process of competency identification including researching job requirements, customer expectations, and benchmarking high performers. The framework involves identifying core, business, team, and role competencies then mapping and assessing competencies to close gaps between employee skills and job demands.
The document provides an overview of competency mapping. It discusses the key components of competency including knowledge, skills, and attitudes. It classifies competencies into basic competencies and professional competencies. The document outlines different types of organizational competencies such as generic competencies, managerial competencies, and functional/technical competencies. It also discusses competency mapping, its advantages and disadvantages, and provides examples of competency mapping models and their implementation.
NOVA SHRM SIG "Aligning Competencies To Your Organizations Mission"armandojusto
This document discusses competency modeling and aligning competencies to an organization's mission. It provides an overview of competency modeling, including the foundational behavioral, functionalist, and constructivist approaches. It also discusses how competencies can be integrated into various human resource processes like recruitment, performance management, learning and development, and career development. Implementing competency-based management requires competency modeling, analyzing competency gaps, and providing targeted learning solutions to close those gaps. The overall goal is to increase organizational competitiveness, employee employability, and alignment with business needs through a competency-based approach.
The document discusses competency mapping conducted at National Aluminum Company Limited (NALCO) between April and June 2012. It provides an overview of NALCO, describing its vision, mission, activities and management structure. It then defines competency and the objectives of NALCO's competency mapping study. The process involved identifying positions and their competency requirements, assessing actual versus required competencies, and filling gaps through training. The mapping was initially conducted across departments but focused on marketing. The goals were to enhance skills, meet quality standards, and aid career planning.
Competency mapping is the process of identifying the key skills, attributes, and behaviors required to successfully perform a particular job or role. It involves determining the technical, managerial, and soft skills needed. Competency mapping benefits companies, managers, and employees by informing recruitment, training, performance reviews, succession planning, and rewards programs. Common methods for competency mapping include assessment centers, critical incident interviews, questionnaires, and observing job holders. The competency mapping process involves defining objectives, collecting information through interviews and surveys, building a competency framework by grouping skills into categories, and communicating the framework.
The document discusses competency mapping of front-line retail staff. It provides an overview of the global retail industry and trends in the Indian retail sector. The objectives of the study are to understand front-line staff and area sales managers, develop standardized guidelines for customer associates, and identify areas for performance improvement. The methodology involves interviews, focus groups, and questionnaires. The competency mapping process helps meet customer expectations and develop workforce competencies to support successful job performance.
Priyanka Gurav presented on competency mapping at Concentric Pumps India Pvt Ltd. Concentric Pumps manufactures oil, water, and fuel pumps. The presentation covered an overview of competency mapping as an HR tool used for recruitment, training, performance management, and succession planning. Priyanka's research at Concentric Pumps found that employees believe they are competent in their jobs but some need training as their roles have changed. Regular competency mapping was suggested to check employee competency levels and better plan training and manpower.
This document discusses competency mapping and differentiating between performance and competencies. It defines competencies as tools used for exemplary performance and outlines the categories, types, and procedures for acquiring competencies. Challenges for individuals in competency mapping are also discussed, such as insight required and putting effort into self-analysis. The importance for individuals is to map their top competencies for future career success and identify strengths and areas for development.
The document discusses competency mapping in the IT industry. It provides an overview of competency mapping and defines technical and behavioral competencies. It then describes the functional competencies required for various human resource development roles like recruitment, promotion, performance appraisal, etc. The objectives of the study are to identify competencies for different job levels or bands in an organization. The scope involves mapping competencies for multiple bands in an IT consulting practice. The study aims to help the organization identify the right fit between jobs and employees.
Competencies refer to a cluster of knowledge, skills, and attributes that affect a major part of one's job. Competency mapping is the process of identifying these key competencies for a particular position and using them for tasks like recruitment, training, and development. It involves determining an individual or organization's strengths through assessments. Competency mapping has several objectives like gap analysis, role clarity, succession planning, and growth strategies. There are various tools that can be used to develop competencies, such as literature reviews, focus groups, structured interviews, surveys, and observations.
The document discusses competency mapping and provides details about its concepts, frameworks, and processes. It describes identifying competencies for roles, assessing competencies, and developing competencies for organizational improvement. Competency mapping is presented as a tool that can integrate HR systems like performance management, rewards, and career development.
This document discusses competency mapping. It defines competency mapping as identifying the key competencies required for particular jobs and using this information for tasks like recruitment, training, performance management and succession planning. It outlines several models of competency mapping including single job, multiple job and one-size-fits-all models. The document also discusses benefits of competency mapping like assessing employees against standards, reducing training costs, and facilitating development. Limitations include difficulties in evaluating competencies and assessing results accurately.
This document discusses competency mapping and different models and techniques used for competency mapping. It defines competency as the skills, knowledge, behaviors, and attributes required for excellent job performance. There are three main categories of competencies - behavioral, functional, and managerial. Competency mapping involves identifying the competencies required for specific jobs or roles using techniques like critical incident analysis, repertory grid analysis, questionnaires, psychometric tests, and assessment centers. Competency models help organizations define required competencies, assess individuals, and improve human resource processes like selection, training, and performance management.
The document discusses a competency mapping project. It defines competency and competence, and introduces competency mapping. The methodology adopted includes identifying jobs, conducting job analysis, developing a competency dictionary, interviewing employees, mapping competencies, and determining competency gaps. Competency matrices were developed for different divisions and designations. Generic action plans were proposed for different roles to address competency gaps. Benefits of competency mapping include higher productivity, quality, and future development planning.
Project Report on Competency Mapping for centre head of a skill development centre. The said report was prepared for Certified Leaning and Development Manager workshop conducted by Middle Earth Management Consultants.
Critical competencies are those that are essential for success in the role. Without these competencies, the individual would not be able to perform the core functions of the role.
Important competencies are significant but not essential for success. The individual can perform the core functions without these competencies but they help the individual perform better.
Preferred competencies are desirable but not essential. They help the individual excel but are not required for basic performance of the role.
The criticality helps determine focus areas for development, hiring and performance management. Critical competencies must be fully developed for the role while important and preferred can be further developed over time.
Competency mapping involves identifying the key competencies required for superior job performance. It is used for recruitment, promotion, training, and performance evaluation. The process involves job analysis, identifying competencies through interviews, setting minimum competency levels, assessment, and development planning. Competency mapping helps ensure the right people are matched to jobs, customer experience is improved, succession planning is facilitated, and training programs are optimized, leading to strategic goals being met.
Competency mapping assessment and managementSeth Asamoah
This document discusses competency mapping and assessment. It defines key terms like competency, role, and competencies. It describes how to identify role competencies through steps like defining the role, creating job descriptions, and conducting interviews. It also discusses competency assessment tools like benchmarking, surveys, and day-in-the-life studies. The goal is to understand the competencies required for each role and any gaps between existing and desired competencies in order to help employees improve.
This document is a questionnaire that assesses competencies at different levels within an organization's manufacturing department. It contains sections for rating competencies at the top level, managerial level, executive level, engineer level, design engineer level, technician and operator level. For each level, respondents are asked to rate competencies on a 5-point scale and indicate the importance of competencies to job performance. The objective is to understand strengths and areas for improvement in terms of various competencies to inform competency mapping from a human resources perspective.
A project report on consumer behaviour at uti mutual fundsProjects Kart
The document provides an overview of UTI Mutual Fund, including its history, subsidiaries, vision, mission, products, and organizational structure. It discusses the growth of the Indian mutual fund industry since 1963 when UTI was established, including key phases marked by the entry of public and private sector funds. It also briefly compares the global and Indian mutual fund industries in terms of size and adoption of online trading.
The document provides information about Shrishma Portfolio & Investment Services Ltd., an investment company registered in India since 1995. It discusses the company's objectives of helping investors manage their portfolios and providing investment guidance. It also profiles the company director, Shri Satish Joshi, who has over 25 years of experience in financial services and equity research. It notes his educational background and roles advising investors and appearing on television about investments.
Guidelines to Design An Assessment CenterJuhi Sharma
An organization is designing a mini assessment center to evaluate competencies. They will first identify the key competencies needed for success. Then they will use the repertory grid technique to help design exercises that assess those important competencies in only a few sentences.
Voluntary arbitration involves two disputing parties agreeing to involve a neutral third party to resolve their conflict. Compulsory arbitration requires parties to accept arbitration without consent. Either type can lead to adjudication, where a lawyer appointed by the government makes a binding decision, through a tiered system of labor courts, industrial tribunals, and national tribunals. While arbitration aims to resolve conflicts efficiently, it also deprives parties of control over the decision and potential bias from the arbitrator.
How digital marketing is affecting the growth of small business (smb)Projects Kart
Digital marketing is affecting small business growth. Effective digital marketing channels for small businesses include videos, photos, websites, search engine optimization, social media, mobile ads, and local search engine listings. Many small businesses are maintaining or increasing their spending on digital marketing as most consumers now use online searches and reviews to research local businesses. However, many small business websites are not optimized for mobile use, which is important as most consumers access information on smartphones. Building mobile-optimized websites can help small businesses reach more customers online.
This document contains a questionnaire for evaluating competencies using a 5-point rating scale. It lists 10 competencies and asks the respondent to rate their performance on each using the scale. The competencies include developing people, values and ethics, communication, resolving conflict, interpersonal understanding, achievement orientation, initiative, influencing/motivation, developing others, and managing change. For each competency there are 1-3 descriptive statements that provide more details about what is being rated.
Analysis and optimization of maintenances management of instrumentsProjects Kart
This document appears to be a project report on analyzing and optimizing the maintenance management of instruments at Ashapura Volclay Ltd. It provides background information on the importance of maintenance management. The objectives of maintenance management are to minimize downtime and repair costs, use personnel and equipment efficiently, prolong asset life, and improve productivity and quality. It also provides a brief company profile of Ashapura Group, which is India's largest provider of industrial minerals and the parent company of Ashapura Volclay Ltd.
Assessment Center - How to assess, select and develop the right TALENTHora Tjitra
Assessment Center - How to assess, select and develop the right TALENT.
Assessment Center is considered as one the selection and development tools with the highest validity, esp. in predicting the leadership quality and career success.
Project report on just in time productionProjects Kart
This document provides background information on Cipla Ltd., an Indian pharmaceutical company. It details the company's history, including being founded in 1935 by Khwaja Abdul Hamied in Mumbai. Cipla aided India during World War 2 by providing essential medicines when supplies were low. The company has grown to be a global leader in generic drugs and exports to many countries. It operates manufacturing facilities approved by regulatory bodies in the US, UK, Australia, South Africa and other nations. Cipla continues to grow and develop new drugs, helping address healthcare needs around the world.
This document discusses the history and types of reinforcement management. It introduces reinforcement, defined as strengthening a behavior through consequences. Positive reinforcement increases behavior by adding a reward, while negative reinforcement strengthens behavior to remove an unpleasant stimulus. Punishment weakens behavior by adding an aversive stimulus. Extinction decreases behavior by removing a reinforcing stimulus. The document also outlines how organizations use reinforcement through incentives to increase productivity, safety, and reduce absenteeism and injuries.
MBA Project report on Just In Time Management - Final Report
This report provides an analysis and evaluation of the Just-In-Time system, the advantages and disadvantages of the system and how it would benefit AG & Z. The Just-In-Time (JIT) system is a process where goods are ordered as required, as opposed to the currently used batch processing system where goods are made in bulk and stored in warehouses until sold. The Just-In-Time system was initially developed to not only cut down the amount of waste produced by other systems, which was seen as incurring unnecessary costs rather than adding value to the company, but to also meet customer demands with minimum delays. It has been found that when implemented correctly the JIT system can benefit the company in numerous ways.
The document discusses the impact of advertising on children and youngsters. It begins by covering topics like the father of advertising, types of advertising, and pros and cons. It then focuses on how advertising affects children, noting they pay more attention to TV than studies. Advertising influences children's purchase requests and product familiarity. Youngsters are also impacted as some ads aim to attract the opposite sex or promote unhealthy behaviors. The conclusion is that children are more susceptible than adults to advertising's effects.
A project report on analytical study of foreign direct investment in indiaProjects Kart
This document is a project report submitted for a Master's degree that analyzes foreign direct investment in India. It includes sections on introduction/definitions of key terms, history of FDI, objectives of the study, research methodology, and conclusions/recommendations. The introduction provides definitions of foreign direct investment and outlines its importance for both investing countries and host countries. It notes that FDI has grown significantly in recent decades and outlines several theories for why companies engage in FDI.
A project report on comparative study of mutual funds in indiaProjects Kart
The document is a project report on a comparative study of mutual funds in India. It includes sections on the introduction of mutual funds, their history in India, advantages, and types of mutual funds. The report provides an overview of the mutual fund industry in India and aims to study some prominent mutual fund companies and their schemes.
A project report on brand preference of mobile phonesProjects Kart
This document is a project report on brand preference of mobile phones. It includes an acknowledgement, preface, introduction on cellular/mobile phones and the telecom industry in India. It discusses the key players in the Indian telecom market like Nokia, Motorola, Samsung, LG and Sony Ericsson. The document also includes sections on research methodology, data analysis, findings and recommendations.
A project report on consumer preferences in selected brands (whirlpool, video...Projects Kart
This document is a dissertation report submitted to Kurukshetra University in partial fulfillment of an MBA degree. It examines consumer preferences for refrigerators between 200-liter brands (Whirlpool, Videocon, LG) in Yamuna Nagar based on price, brand name, quality, and after-sales service. The introduction provides background on consumer behavior and defines relevant terms. It also gives an overview of refrigerators and the brands studied. The document includes sections on objectives, literature review, research methodology, results and findings, recommendations, and references. The primary research method was a questionnaire survey of 100 refrigerator consumers in the Yamuna Nagar region.
A project report on analysis of financial statement of icici bankProjects Kart
This document discusses a minor project report on the analysis of the financial statements of ICICI Bank. It provides background information on ICICI Bank, including its history, board of directors, organizational structure, products and services. It then outlines the objectives and contents of the financial statement analysis project, which includes studying ICICI Bank's profit and loss account, balance sheet, and cash flow statement as well as conducting ratio analysis and evaluating the bank's financial soundness.
Guidelines to Design a practically implemented Assessment CenterJuhi Sharma
This document outlines a Certified Assessment Center Analyst (CACA) project conducted by Juhi Sharma. The project involves assessing 5 candidates for an HR Manager role. It includes:
1. Identifying the key tasks and competencies for an HR Manager through a job element analysis. Communication, independent judgment, planning, and cooperation were identified as important traits.
2. Selecting assessment tools including a written test, interview, and two role-plays to evaluate candidates on knowledge, influencing skills, communication, negotiation, and other competencies.
3. Developing exercises for each tool - the written test evaluates compensation knowledge, while the role-plays assess interviewing, negotiation, and influencing skills through
This document outlines the lesson plan for a unit on manpower training and development. It includes objectives for the unit such as manpower training, performance appraisal, potential evaluation, and job evaluation. It then provides learning objectives and details on topics like defining training and development, determining training needs, training methods, management development, and performance appraisal. The document provides an introduction to these topics and describes various approaches, principles, techniques, and methods within each area.
This chapter discusses job analysis and rewards. It covers changing nature of jobs, job requirements analysis including job descriptions and specifications, competency-based analysis, and collecting job information. Key topics include defining job tasks and dimensions, assessing importance, identifying KSAOs, competencies that are job-spanning, and methods for collecting job analysis information from sources like job incumbents and supervisors. Competency models describe workforce requirements beyond specific jobs and are used for staffing, development, performance management and compensation.
Procedures/Steps-Determining objectives and Scope, clarifying implementation goals and standards, create an action plan, define competency based performance effectiveness (Key Result Area (KRA) & Key Performance Indicators(KPI)), tools for data collection, data analysis, validating competency model, mapping future jobs and single incumbent jobs, using competency profile in HR decisions, Mapping Competency for Recruitment and Selection, Training and Development, Performance and Compensation.
This document provides an overview of a project report on employee training and development. The objectives are to lay the foundation for training and development at a company and to improve the current training process. The scope involves exploring the field of human resources. The report will describe the training and development methods used at the company based on surveys and interviews. It will also discuss concepts like training, development, needs identification, the training process, development process, research methodology, limitations and bibliography.
This document provides an overview of a project report on employee training and development. The primary objective is to lay the foundation for training and development. Secondary objectives include improving current training processes and understanding the nature, importance, and various aspects of training programs. The scope involves exploring the field of human resources through feedback from those involved in training. The document defines training and development and discusses identifying training needs for a company through a needs assessment. It outlines the training process and development process, including competency mapping, identifying gaps, and conducting training programs. The research methodology employs an exploratory study through secondary data analysis and experience surveys, followed by a descriptive study to document the actual training processes used by the company.
1. Training need analysis is important for assessing the skills and competencies required of employees and determining what training is needed to ensure they can perform their jobs effectively and the organization remains competitive.
2. The process involves analyzing jobs, tasks, skills and identifying any gaps between current and required abilities.
3. Once needs are identified, appropriate training methods can be selected, including on-the-job and off-the-job options to develop technical, interpersonal and problem-solving skills.
This document provides 6 steps for maximizing training budgets:
1) Identify key skills and proficiency levels required for important roles
2) Assess employees' proficiency in key skills for each role
3) Identify skill gaps by comparing desired and actual skill levels
4) Implement individual development plans to address skill deficiencies
5) Adjust training strategy to address most pressing learning needs
6) Consider additional tips like web-based learning and capturing user-created training
Implementing a competency management system to define skills and proficiency levels allows more informed training decisions.
The document discusses three models of training:
1. The System Model consists of five phases - analyze, design, develop, execute, and evaluate - that are repeated to continuously improve training.
2. The Instructional System Development Model focuses on linking training objectives to job responsibilities and performance. It includes analysis, planning, development, execution, and evaluation phases.
3. The Transition Model views the organization holistically and bases training on the organization's vision, mission, and values.
Building capability through competency assessments 1.0Maven
This document discusses building project management capability through competency assessments using Maven Training's approach. The three steps in Maven's approach are: 1) Create a competency model by identifying strategic objectives and values, selecting competencies and indicators from best practice models, and mapping competencies to roles. 2) Launch the competency model by generating the model and agreeing assessment levels. 3) Apply the competency model for recruitment, development, and aligning resources to initiatives. Developing a competency model tailored to an organization's culture can provide benefits like improved recruitment, development, and change implementation.
The document discusses performance appraisal at Jindal Brothers Pvt. Ltd. It includes:
1) An introduction to performance appraisal, its definition, objectives, characteristics of an effective appraisal system, and the role it plays in areas like motivation, training, and employee evaluation.
2) An overview of common performance appraisal methods like graphic rating scales, paired comparisons, forced choice, and 360 degree feedback.
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4) Benefits of performance appraisal for both the organization and
Performance management and career planningjairane355
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This document discusses competency mapping and assessment for IT consulting organizations. It presents an assessment maturity model for competency mapping with four levels: define, discover, determine, and develop. The model helps identify competencies required for roles and assess individuals' competencies. It benefits organizations by creating a competency-based culture, deploying the right consultants to roles, and developing competencies of critical groups. The paper shows how the model was implemented at a consulting organization through competency frameworks, tools to assess skills and classify competency levels, and developing improvement plans to manage competencies.
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1. Understanding the current organization, job responsibilities, and processes;
2. Proposing revised job descriptions and training curriculum focused on operational needs;
3. Assessing training staffing levels and workloads.
It also discusses the need for clearly defined reporting relationships, job responsibilities, and communication lines within the Operations team. Critical success factors include having a common focus on prototype success, understanding goals and responsibilities, enabling leadership, and cross-functional cooperation.
This document outlines the steps in developing a total compensation strategy and discusses internal alignment, which refers to pay relationships among jobs within an organization. It also covers job analysis, which involves defining jobs by their tasks and skills requirements. The results of job analysis are used to create job descriptions and for job evaluation. Job evaluation is the systematic process of determining the relative worth of jobs within an organization based on factors like skills, effort, and responsibilities. Several common job evaluation methods are discussed, including ranking, classification, factor comparison, and point methods. The point method breaks jobs into compensable factors that are scaled and weighted to determine total points for each job.
This document summarizes Chitra Chakraborty's summer internship project conducted at Bharat Petroleum Corporation Limited in Noida, India. The project involved conducting a skills gap analysis of management cadres in two job groups (A and B) in the company's Human Resources department and evaluating and redesigning the company's training calendar for 2010-2011. Chitra analyzed surveys completed by employees in the target groups and their line managers to identify skill gaps and recommend training programs. The project was conducted under the guidance of faculty from Birla Institute of Management Technology and industry professionals from BPCL to fulfill requirements for Chitra's postgraduate diploma in management.
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Competency mapping
1. Competency Mapping
UNIT 8 COMPETENCY MAPPING
Objectives
After completion of the unit, you should be able to:
l understand the concept of job analysis;
l explain the competency approach to job analysis;
l describe the meaning of competency mapping and various methods involved
in it; and
l appreciate the benefits of competency mapping.
Structure
8.1 Introduction
8.2 Competency Approach to Job Analysis
8.3 Uses of Competency Approach in an Organisation
8.4 Benefits of the Competency Approach
8.5 Competency Mapping
8.6 Methods of Competency Mapping
8.7 Summary
8.8 Self Assessment Questions
8.9 Further Readings
8.1 INTRODUCTION
Job analysis refers to the process of examining a job to identify its component parts
and circumstances in which it is performed. The critical concern for you as a job
analyst should be to treat jobs as units of organisation. It acts as a tool which provides
the information base for a wide range of organisational and managerial functions. Job
analysis consists of two functions such as Job Description and Job Specification,
which are closely related to each other. Job description is a broad statement of the
purpose, duties and responsibilities of a job and job specification is a broad statement
which specifies about the job holder, i.e., his/her qualification, experience required etc.
The present unit discusses the competency approach to job analysis and the concept of
competency mapping.
8.2 COMPETENCY APPROACH TO JOB ANALYSIS
A skill is a task or activity required for competency on the job. Competency in a skill
requires knowledge, experience, attitude, and feedback. Performance assessment
criteria clearly define the acceptable level of competency for each skill required to
perform the job. The individual’s level of competency in each skill is measured against
a performance standard established by the organization. These competency skills are
grouped according to a major function of the occupation, and are presented in a two-
dimensional chart. Each skill has its own set of “learning outcomes”, which must be
mastered before a competency in the particular skill is acknowledged.
5
2. Performance Management The competency based job analysis involves the following steps:
and Potential Assessment
a) Identification of major job functions;
b) Identification of skills performed within each of the major job functions;
c) Generation of several drafts to be reviewed by employers and employees and
modified to accurately reflect the skills performed on the job;
d) Development of an occupational analysis chart. The chart is a two-dimensional
spreadsheet chart displaying the major job functions and skills; and
e) Identification of performance standards for each skill using a competency-based
rating scale which describes various levels of performance.
8.3 USES OF COMPETENCY APPROACH IN AN
ORGANISATION
Competency approach is a foundation upon which to build a variety of human
resource development initiatives. This adaptable, flexible, and scalable tool has been
used for the following benefits to the organization:
a) provides a systematic approach to planning training
b) customizes training delivery to the individual or organization
c) evaluates suitability of training programs to promote job competence
d) provides employees with a detailed job description
e) develops job advertisements
f) helps in personnel selection
g) assists in performance appraisals
h) targets training to skills that require development
i) gives credit for prior knowledge and experience
j) focuses on performance improvement
k) promotes ongoing employee performance development
l) identifies employee readiness for promotion
m) guides career development of employees
n) develops modular training curriculum that can be clustered as needed
o) develops learning programmes
8.4 BENEFITS OF THE COMPETENCY APPROACH
There are different approaches to competency analysis.While some competency
studies take months to complete and result in vague statements that have little
relevance to people in the organization but if done well they provide the following
benefits to the organizations:
a) Increased productivity;
b) Improved work performance;
c) Training that is focused on organizational objectives;
d) Employees know up front what is expected of them;
e) Employees are empowered to become partners in their own performance
development; and
6 f) The approach builds trust between employees and managers
3. One of the strong points of this approach is that it requires interaction between the Competency Mapping
employer and the employee. The job analysis is a catalyst to meaningful discussion of
job performance because the employer and employee have a common understanding of
expectations. This is due to the explicit nature of the competency statements
pertaining to the job. The fact that the employee conducts a self-appraisal of
performance and the employer must confirm this assessment requires a counseling
type of interaction to take place. The growth plan requires input from the employer
and the employee for its development and follow-up.
8.5 COMPETENCY MAPPING
Competency approach to job depends on competency mapping. Competency Mapping
is a process to identify key competencies for an organization and/or a job and
incorporating those competencies throughout the various processes (i.e. job
evaluation, training, recruitment) of the organization. A competency is defined as a
behavior (i.e. communication, leadership) rather than a skill or ability.
The steps involved in competency mapping are presented below:
a) Conduct a job analysis by asking incumbents to complete a position information
questionnaire(PIQ). This can be provided for incumbents to complete, or used as
a basis for conducting one-on-one interviews using the PIQ as a guide. The
primary goal is to gather from incumbents what they feel are the key behaviors
necessary to perform their respective jobs.
b) Using the results of the job analysis, a competency based job description
is developed. It is developed after carefully analyzing the input from
the represented group of incumbents and converting it to standard
competencies.
c) With a competency based job description, mapping the competencies can be
done. The competencies of the respective job description become factors for
assessment on the performance evaluation. Using competencies will help to
perform more objective evaluations based on displayed or not displayed
behaviors.
d) Taking the competency mapping one step further, one can use the results of one’s
evaluation to identify in what competencies individuals need additional
development or training. This will help in focusing on training needs required to
achieve the goals of the position and company and help the employees develop
toward the ultimate success of the organization.
Activity A
Prepare a Position Information Questionnaire for two jobs you are familiar with and
derive the outcome.
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7
4. Performance Management
and Potential Assessment 8.6 METHODS OF COMPETENCY MAPPING
It is not easy to identify all the competencies required to fulfill the job requirements.
However, a number of methods and approaches have been developed and successfully
tried out. These methods have helped managers to a large extent, to identify and
reinforce and/or develop these competencies both for the growth of the individual and
the growth of the organization. In the following section, some major approaches of
competency mapping have been presented.
1) Assessment Centre
“Assessment Centre” is a mechanism to identify the potential for growth. It is a
procedure (not location) that uses a variety of techniques to evaluate employees for
manpower purpose and decisions. It was initiated by American Telephone and
Telegraph Company in 1960 for line personnel being considered for promotion to
supervisory positions. An essential feature of the assessment center is the use of
situational test to observe specific job behavior. Since it is with reference to a job,
elements related to the job are simulated through a variety of tests. The assessors
observe the behavior and make independent evaluation of what they have observed,
which results in identifying strengths and weaknesses of the attributes being studied.
It is, however, worth remembering that there is a large body of academic research
which suggests that the assessment centre is probably one of the most valid predictors
of performance in a job and, if correctly structured, is probably one of the fairest and
most objective means of gathering information upon which a selection decision can be
based. From the candidate’s perspective it is important to be natural and to be oneself
when faced with an assessment centre, remembering always that you can only be
assessed on what you have done and what the assessors can observe.
The International Personnel Management Association (IPMA) has identified the
following elements, essential for a process to be considered as assessment center:
a) A job analysis of relevant behavior to determine attributes skills, etc. for
effective job performance and what should be evaluated by assessment center.
b) Techniques used must be validated to assess the dimensions of skills and
abilities.
c) Multiple assessment techniques must be used.
d) Assessment techniques must include job related simulations.
e) Multiple assessors must be used for each assessed.
f) Assessors must be thoroughly trained.
g) Behavioral observations by assessors must be classified into some meaningful
and relevant categories of attributes, skills and abilities, etc.
h) Systematic procedures should be used to record observations.
i) Assessors must prepare a report.
j) All information thus generated must be integrated either by discussion or
application of statistical techniques.
Data thus generated can become extremely useful in identifying employees with
potential for growth. Following are some of the benefits of the assessment center:
a) It helps in identifying early the supervisory/ managerial potential and gives
sufficient lead time for training before the person occupies the new position.
b) It helps in identifying the training and development needs.
c) Assessors who are generally senior managers in the organization find the training
8 for assessor as a relevant experience to know their organization a little better.
5. d) The assessment center exercise provides an opportunity for the organization to Competency Mapping
review its HRM policies.
Assessment Centre is a complex process and requires investment in time. It should
safeguard itself from misunderstandings and deviations in its implementation. For this,
the following concerns should be ensured:
a) Assessment Centre for diagnosis is often converted as Assessment Centre for
prediction of long range potential.
b) The assessors’ judgment may reflect the perception of reality and not the reality
itself.
c) One is not sure if the benefits outweigh the cost.
Assessment Centre comprises a number of exercises or simulations which have been
designed to replicate the tasks and demands of the job. These exercises or simulations
will have been designed in such a way that candidates can undertake them both singly
and together and they will be observed by assessors while they are doing the exercises.
The main types of exercises are presented below. Most organizations use a
combination of them to assess the strengths, weaknesses and potential of employees.
a) Group Discussions: In these, candidates are brought together as a committee or
project team with one or a number of items to make a recommendation on. Candidates
may be assigned specific roles to play in the group or it may be structured in such a
way that all the candidates have the same basic information. Group discussion allows
them to exchange information and ideas and gives them the experience of working in a
team. In the work place, discussions enable management to draw on the ideas and
expertise of staff, and to acknowledge the staff as valued members of a team.
Some advantages of group discussion are:
l Ideas can be generated.
l Ideas can be shared.
l Ideas can be ‘tried out’.
l Ideas can be responded to by others.
l When the dynamics are right, groups provide a supportive and nurturing
environment for academic and professional endeavour.
l Group discussion skills have many professional applications.
l Working in groups is fun!
A useful strategy for developing an effective group discussion is to identify task and
maintenance roles that members can take up. Following roles, and the dialogue that
might accompany them in a group discussion have been identified.
1) Positive Task Roles: These roles help in reaching the goals more effectively:
l Initiator: Recommends novel ideas about the problem at hand, new ways to
approach the problem, or possible solutions not yet considered.
l Information seeker: Emphasises “getting the facts” by calling for
background information from others.
l Information giver: Provides data for forming decisions, including facts that
derive from expertise.
l Opinion seeker: Asks for more qualitative types of data, such as attitudes,
values, and feelings.
l Opinion giver: Provides opinions, values, and feelings.
l Clarifier: Gives additional information- examples, rephrasing, applications
about points being made by others.
l Summariser: Provides a secretarial function. 9
6. Performance Management 2) Positive Maintenance Roles : These become particularly important as the
and Potential Assessment discussion develops and opposing points of view begin to emerge:
l Social Supporter: Rewards others through agreement, warmth , and praise.
l Harmonizer: Mediates conflicts among group members.
l Tension Reliever: Informally points out the positive and negative aspects of
the group’s dynamics and calls for change, if necessary.
l Energiser: Stimulates the group to continue working when the discussion
flags.
l Compromiser: Shifts her/his own position on an issue in order to reduce
conflict in the group.
l Gatekeeper: Smoothes communication by setting up procedures and
ensuring equal participation from members.
During an effective group discussion each participant may take up a number of task
and maintenance roles to keep the discussion moving productively.
In addition, there are a number of negative roles which are often taken up in group
discussion. They should be avoided during group discussions. The discussion group
may adopt the ground rule that negative role behaviour will be censured by members
of the group. Described below are some of the negative roles to be avoided:
l Disgruntled non-participant: someone who does not contribute and whose
presence inhibits the participation of other group members.
l Attacker: someone who acts aggressively by expressing disapproval of
other members and their contributions to the discussion.
l Dominator: someone who takes control of the discussion by talking too
much, interrupting other members, or behaving in a patronising way.
l Clown: someone who ‘shows off’, refuses to take the discussion seriously,
or disrupts it with inappropriate humour.
b) In Tray: This type of exercise is normally undertaken by candidates individually.
The materials comprise a bundle of correspondence and the candidate is placed
in the role of somebody, generally, which assumed a new position or replaced
their predecessor at short notice and has been asked to deal with their
accumulated correspondence. Generally the only evidence that the assessors have
to work with is the annotations which the candidates have made on the articles of
mail. It is important when undertaking such an exercise to make sure that the
items are not just dealt with, but are clearly marked on the items any thoughts
that candidates have about them or any other actions that they would wish to
undertake.
c) Interview Simulations/Role Plays: In these exercises candidates meet
individually with a role player or resource person. Their brief is either to gather
information to form a view and make a decision, or alternatively, to engage in
discussion with the resource person to come to a resolution on an aspect or issue
of dispute. Typically, candidates will be allowed 15 -30 minutes to prepare for
such a meeting and will be given a short, general brief on the objective of the
meeting. Although the assessment is made mainly on the conduct of the meeting
itself, consideration are also be given to preparatory notes.
d) Case Studies / Analysis Exercises: In this type of exercise the candidate is
presented with the task of making a decision about a particular business case.
They are provided with a large amount of factual information which is generally
ambiguous and, in some cases, contradictory. Candidates generally work
independently on such an exercise and their recommendation or decision is
1 0 usually to be communicated in the form of a brief written report and/or a
7. presentation made to the assessors. As with the other exercises it is important Competency Mapping
with this kind of exercise to ensure that their thought processes are clearly
articulated and available for the scrutiny of the assessors. Of paramount
importance, if the brief requires a decision to be made, ensure that a decision is
made and articulated.
2) Critical Incidents Technique
It is difficult to define critical incident except to say that it can contribute to the
growth and decay of a system. Perhaps one way to understand the concept would be to
examine what it does. Despite numerous variations in procedures for gathering and
analyzing critical incidents researchers and practitioners agree the critical incidents
technique can be described as a set of procedures for systematically identifying
behaviours that contribute to success or failure of individuals or organisations in
specific situations. First of all, a list of good and bad on the job behaviour is prepared
for each job. A few judges are asked to rate how good and how bad is good and bad
behaviour, respectively. Based on these ratings a check-list of good and bad behaviour
is prepared.
The next task is to train supervisors in taking notes on critical incidents or outstanding
examples of success or failure of the subordinates in meeting the job requirements.
The incidents are immediately noted down by the supervisor as he observes them. Very
often, the employee concerned is also involved in discussions with his supervisor
before the incidents are recorded, particularly when an unfavourable incident is being
recorded, thus facilitating the employee to come out with his side of the story.
The objective of immediately recording the critical incidents is to improve the
supervisor’s ability as an observer and also to reduce the common tendency to rely on
recall and hence attendant distortions in the incidents. Thus, a balance-sheet for each
employee is generated which can be used at the end of the year to see how well the
employee has performed. Besides being objective a definite advantage of this
technique is that it identifies areas where counseling may be useful.
In real world of task performance, users are perhaps in the best position to recognise
critical incidents caused by usability problems and design flaws in the user interface.
Critical incident identification is arguably the single most important kind of
information associated with task performance in usability -oriented context.
Following are the criteria for a successful use of critical incident technique:
a) Data are centred around real critical incidents that occur during a task
performance.
b) Tasks are performed by real users.
c) Users are located in their normal working environment.
d) Data are captured in normal task situations, not contrived laboratory settings.
e) Users self report their own critical incidents after they have happened.
f) No direct interaction takes place between user and evaluator during the
description of the incident(s).
g) Quality data can be captured at low cost to the user.
Critical Incidents Technique is useful for obtaining in-depth data about a particular
role or set of tasks. It is extremely useful to obtain detailed feedback on a design
option. It involves the following three steps:
Step 1:Gathering facts: The methodology usually employed through an open-ended
questionnaire, gathering retrospective data. The events should have happened fairly
recently: the longer the time period between the events and their gathering, the greater
the danger that the users may reply with imagined stereotypical responses. Interviews 1 1
8. Performance Management can also be used, but these must be handled with extreme care not to bias the user.
and Potential Assessment There are two kinds of approaches to gather information:
1) Unstructured approach: where the individual is asked to write down two good
things and two bad things that happened when one was carrying out an activity.
2) Moderate structured approach: where the individual is asked to respond to
following questions relating to what happened when he/she was carrying out an
activity.
1) What lead up to the situation?
2) What was done that was especially effective or non- effective?
3) What was the result( outcome)?
Step 2: Content analysis: Second step consists of identifying the contents or themes
represented by the clusters of incidents and conducting “retranslation” exercises
during which the analyst or other respondents sort the incidents into content
dimensions or categories. These steps help to identify incidents that are judged to
represent dimensions of the behaviour being considered. This can be done using a
simple spreadsheet. Every item is entered as a separate incident to start with, and then
each of the incidents is compiled into categories. Category membership is marked as
identical , quite similar and could be similar. This continues until each item is assigned
to a category on at least a “quite similar” basis.Each category is then given a name
and the number of the responses in the category are counted. These are in turn
converted into percentages (of total number of responses) and a report is formulated.
Step 3: Creating feedback: It is important to consider that both positive and negative
feedback be provided. The poor features should be arranged in order of frequency,
using the number of responses per category. Same should be done with the good
features. At this point it is necessary to go back to the software and examine the
circumstances that led up to each category of critical incident. Identify what aspect of
the interface was responsible for the incident. Sometimes one finds that there is not
one, but several aspects of an interaction that lead to a critical incident; it is their
conjunction together that makes it critical and it would be an error to focus on one
salient aspect .
Some of the advantages of critical incident technique are presented below:
a) Some of the human errors that are unconsciously committed can be traced and
rectified by these methods. For example, a case study on pilots obtained detailed
factual information about pilot error experiences in reading and interpreting
aircraft instruments from people not trained in the critical incident technique (i.e.,
eyewitness or the pilot who made the error)
b) Users with no background in software engineering or human computer
interaction, and with the barest minimum of training in critical incident
identification, can identify, report, and rate the severity level of their own critical
incidents. This result is important because successful use of the reported critical
incident method depends on the ability of typical users to recognise and report
critical incidents effectively.
Some of the disadvantages of critical incidents method are presented below:
a) It focuses on critical incidents therefore routine incidents will not be reported. It
is therefore poor as a tool for routine task analysis.
b) Respondents may still reply with stereotypes, not actual events. Using more
structure in the form improves this but not always.
c) Success of the user reported critical incident method depends on the ability of
typical end users to recognise and report critical incidents effectively, but there is
1 2 no reason to believe that all users have this ability naturally.
9. 3) Interview Techniques Competency Mapping
Almost every organisation uses an interview in some shape or form, as part of
competency mapping. Enormous amounts of research have been conducted into
interviews and numerous books have been written on the subject. There are, however,
a few general guidelines, the observation of which should aid the use of an interview
for competency mapping.
The interview consists of interaction between interviewer and applicant. If handled
properly, it can be a powerful technique in achieving accurate information and getting
access to material otherwise unavailable. If the interview is not handled carefully, it
can be a source of bias, restricting or distorting the flow of communication.
Since the interview is one of the most commonly used personal contact methods, great
care has to be taken before, during and after the interview. Following steps are
suggested:
a) Before the actual interviews begins, the critical areas in which questions will be
asked must be identified for judging ability and skills. It is advisable to write
down these critical areas, define them with examples, and form a scale to rate
responses. If there is more than one interviewer, some practice and mock
interviews will help calibrate variations in individual interviewers’ ratings.
b) The second step is to scrutinize the information provided to identify skills,
incidents and experiences in the career of the candidate, which may answer
questions raised around the critical areas. This procedure will make interviews
less removed from reality and the applicant will be more comfortable because the
discussion will focus on his experiences.
c) An interview is a face-to-face situation. The applicant is “on guard” and careful
to present the best face possible. At the same time he is tense, nervous and
possibly frightened. Therefore, during the interview, tact and sensitivity can be
very useful. The interviewer can get a better response if he creates a sense of
ease and informality and hence uncover clues to the interviewee’s motivation,
attitudes, feelings, temperament, etc., which are otherwise difficult to
comprehend.
d) The fundamental step is establishing “rapport”, putting the interviewee at ease;
conveying the impression that the interview is a conversation between two
friends, and not a confrontation of employer and employee. One way to achieve
this is by initially asking questions not directly related to the job, that is, chatting
casually about the weather, journey and so on.
e) Once the interviewee is put at ease the interviewer starts asking questions, or
seeking information related to the job. Here again it is extremely important to
lead up to complex questions gradually. Asking a difficult, complex question in
the beginning can affect subsequent interaction, particularly if the interviewee is
not able to answer the question. Thus it is advisable for the pattern to follow the
simple-to-complex sequence.
f) Showing surprise or disapproval of speech, clothes, or answers to questions can
also inhibit the candidate. The interviewee is over-sensitive to such reactions.
Hence, an effort to try and understand the interviewee’s point of view and
orientation can go a long way in getting to know the applicant.
g) Leading questions should be avoided because they give the impression that the
interviewer is seeking certain kinds of answers. This may create a conflict in the
interviewee, if he has strong views on the subject. Nor should the interviewer
allow the interview to get out of hand. He should be alert and check the
interviewee if he tries to lead the discussion in areas where he feels extremely
competent, if it is likely to stray from relevant areas. 1 3
10. Performance Management h) The interviewer should be prepared with precise questions, and not take too
and Potential Assessment much time in framing them.
Once this phase is over, the interviewers should discuss the interviewee, identify areas
of agreement and disagreement, and make a tentative decision about the candidate. It
will be helpful if, in addition to rating the applicant, interviewers made short notes on
their impression of candidates’ behavior responses; which can then be discussed later.
If the interview is to continue for many days, an evaluation of the day’s work, content
of questions and general pattern of response should be made for possible mid-course
correction.
In addition, a large number of methods have been developed to measure and map
competencies. Most of them are of recent origin and are designed to identify those
skills, attitudes and knowledge that are suited most for specific jobs. Some of these
techniques are briefly presented below:
Activity B
Assume that you are conducting interview for the post of “Marketing Executive” of a
company. Describe how you will perform this job by considering the guidelines
provided in the above section.
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4) Questionnaires
Questionnaires are written lists of questions that users fill out questionnaire and
return. You begin by formulating questions about your product based on the type of
information you want to know. The questionnaire sources below provide more
information on designing effective questions. This technique can be used at any stage
of development, depending on the questions that are asked in the questionnaire. Often,
questionnaires are used after products are shipped to assess customer satisfaction with
the product. Such questionnaires often identify usability issues that should have been
caught in-house before the product was released to the market.
a) Common Metric Questionnaire (CMQ): They examine some of the competencies
to work performance and have five sections: Background, Contacts with People,
Decision Making, Physical and Mechanical Activities, and Work Setting.
The background section asks 41 general questions about work requirements such as
travel, seasonality, and license requirements. The Contacts with People section asks
62 questions targeting level of supervision, degree of internal and external contacts,
and meeting requirements. The 80 Decision Making items in the CMQ focus on
relevant occupational knowledge and skill, language and sensory requirements, and
managerial and business decision making. The Physical and Mechanical Activities
section contains 53 items about physical activities and equipment, machinery, and
tools. Work Setting contains 47 items that focus on environmental conditions and
other job characteristics. The CMQ is a relatively new instrument.
b) Functional Job Analysis: The most recent version of Functional Job Analysis uses
seven scales to describe what workers do in jobs. These are:Things, Data, People,
Worker Instructions, Reasoning, Maths, and Language.
1 4
11. Each scale has several levels that are anchored with specific behavioral statements and Competency Mapping
illustrative tasks and are used to collect job information.
c) Multipurpose Occupational System Analysis Inventory (MOSAIC): In this
method each job analysis inventory collects data from the office of personnel
management system through a variety of descriptors. Two major descriptors in each
questionnaire are tasks and competencies. Tasks are rated on importance and
competencies are rated on several scales including importance and requirements for
performing the task. This is mostly used for US government jobs.
d) Occupational Analysis Inventory: It contains 617 “work elements.” designed to
yield more specific job information while still capturing work requirements for
virtually all occupations. The major categories of items are five-fold: Information
Received, Mental Activities, Work Behavior, Work Goals, and Work Context.
Respondents rate each job element on one of four rating scales: part-of-job, extent,
applicability, or a special scale designed for the element. Afterwards , the matching is
done between competencies and work requirements.
e) Position Analysis Questionnaire (PAQ): It is a structured job analysis instrument
to measure job characteristics and relate them to human characteristics. It consists of
195 job elements that represent in a comprehensive manner the domain of human
behavior involved in work activities. These items fall into following five categories:
a) Information input (where and how the worker gets information),
b) Mental processes (reasoning and other processes that workers use),
c) Work output (physical activities and tools used on the job),
d) Relationships with other persons, and
e) Job context (the physical and social contexts of work).
f) Work Profiling System(WPS): It is designed to help employers accomplish human
resource functions. The competency approach is designed to yield reports targeted
toward various human resource functions such as individual development planning,
employee selection, and job description. There are three versions of the WPS tied to
types of occupations: managerial, service, and technical occupations. It contains a
structured questionaire which measures ability and personality attributes.
Activity C
Prepare a questionnaire to analyse a particular job with which you are familiar with.
Refer back to the types of questionnaires discussed in the section while structuring
your questions.
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5) Psychometric Tests
Many organizations use some form of psychometric assessment as a part of their
selection process. For some people this is a prospect about which there is a natural
and understandable wariness of the unknown. 1 5
12. Performance Management A psychometric test is a standardized objective measure of a sample of behavior. It is
and Potential Assessment standardized because the procedure of administering the test, the environment in which
the test is taken, and the method of calculating individual scores are uniformly
applied. It is objective because a good test measures the individual differences in an
unbiased scientific method without the interference of human factors. Most of these
tests are time bound and have a correct answer. A person’s score is calculated on the
basis of correct answers. Most tests could be classified in two broad categories:
a) Aptitude Tests: They refer to the potentiality that a person has to profit from
training. It predicts how well a person would be able to perform after training and not
what he has done in the past. They are developed to identify individuals with special
inclinations in given abilities. Hence they cover more concrete, clearly defined or
practical abilities like mechanical aptitude, clinical aptitude and artistic aptitude etc.
b) Achievement Tests: These tests measure the level of proficiency that a person has
been able to achieve. They measure what a person has done. Most of these tests
measure such things as language usage, arithmetic computation and reasoning etc.
8.7 SUMMARY
An effective manager is one who is able to assign jobs to the correct personnel, which
requires perfect job analysis. Job analysis is also useful to make decisions relating to
organisational planning and design, recruitment and selection of personnel, their
training, appraisal and development and other managerial functions. For all these to
happen smoothly there is a requirement of competency approach to job analysis.
8.8 SELF ASSESSMENT QUESTIONS
1) Discuss the concept of “Competency Mapping”.
2) Describe the roles that are necessary in group discussion citing suitable
examples.
3) Write short notes on:
a) Assessment Centre
b) Psychometric Tests
c) Interview Techniques
8.9 FURTHER READINGS
Flippo, E.B.(1994) Principles of Personnel Management. New Delhi : Tata McGraw
Hill.
Saiyadain, M.S.(2003) Human Resources Management .New Delhi : Tata McGraw
Hill.
Saiyadain, M.S.(2003) Organisational Behaviour .New Delhi : Tata McGraw Hill.
Sanghi, S.(2004) The Handbook of Competency Mapping. New Delhi: Sage
Publications.
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