Case Study On Competency Mapping

“Competency models describe the behaviors and skills managers need to exhibit if an organization is to be successful” (Hughes, Ginnett, & Curphy, p. 252). In many organizations, competency models can differ between the different hierarchies of managers. As a person’s leadership role evolves so do the behaviors and skills he or she must possess to be an effective leader. This statement holds firm as with the case of Andra Rush.

Documented in an employee survey (2012) conducted by the National Association of Colleges and Employees (NACE) the belief by many of the employers surveyed set a number of employee competencies they felt were essential. The findings resulted in a list of capabilities they felt were needed in order to proficiently desired by organizations. Effective verbal articulation within and outside of the organization’s structure, a team player that will a readily work with others, an administrator and convergent thinker, obtain and process data, while planning, organizing, and prioritizing work.

The analysis of the data was done by employing the following statistical techniques which were chosen only after the investigator found them to be most appropriate and compatible to the data. Each statistical method is based upon its own specific assumptions regarding the nature of the sample, its universe and research conditions. These factors were considered in advance. Following statistical measures were

“We all have competencies. They are the sum of our experiences and the knowledge, skills, values, and attitudes we have acquired during our lifetime” (Pickett, 1998, p. 103). A successful organization will have a set of competencies defined. Having competencies identified outlines the framework of standards that a company and employees should follow. There is a tendency to list a large number of competencies when creating the standards for an organization. Companies should focus on five to seven key core competencies that are needed in order to be successful. The core competencies should encompass the growth of the company, staff, and public perception.

The ability and strength of an individual to achieve goals by supervising processes, guiding initiatives and employees is defined as Leadership skills. Valuable leadership skills include taking thoughtful decisions, allocation of resources, and the ability to delegate, inspire and communicate effectively. Other leadership traits include honesty, confidence, commitment and creativity. Leadership competencies can be used to effectively select, develop and promote leaders in an organization .The difference between Leadership Skill and leadership competency can explained as the required level of efficiency to perform a task assigned is known as skill whereas the quality to accomplish the same is called as competency. When creating leadership competencies certain factors are considered such as business strategies and future trends. To drive the use of competencies in selecting and developing leaders HR practitioners should use the business strategies. To effectively build a unique set of skills for the organization 's leaders, the firm will sustain competitive advantage. The role of a project manager has always been my interest. The position which I have always desired is a role of project manager.

CSW—Corporation for a Skilled Workforce—in its report titled “Making a Market for Competency-Based Credentials”—has mentioned that earlier, employees, students, and employers used their respective academic diplomas and degrees like a “proxy” for various knowledge and skills required to perform their jobs. However, time has come to complement this practice, thanks to the mounting interest in various competency-centric credentials. It’s not less than true that top-notch skill-based credentialing in the HR and talent management space can offer more insights into a professional’s proficiencies.

Secondary data will be collected from news papers, other related researches, internet, journals and text books.

Visioning is the first step, but there are other competencies that are important to managing and controlling the direction of a company’s path. By putting together a list of these competencies, an individual/company as well and will also be able to deal with change and manage the effects of change. The key competencies that have the most impact on career development and change in management are:

Data analysis was done using the SPSS software (Statistical Package for the Social Sciences, version 18.0, SPSS). The plan of data analysis is as follows.

Competencies are the set of skills that a leader or follower need to have to meet the demands necessary to perform their role within an organization (Boyatzis, 2011). Competencies can be broken down into two groups’ hard skills and soft skills (Marques, 2012). Hard skills include the set of technical and specific requirements that can be measured and analyzed to create a set of concrete measureable goals (Marques, 2012). An example of hard skills are how many calls a customer service representative can take in an eight hour time frame (Marques, 2012). Soft skills are how employees relate to others (Marques, 2012). Soft skills are more difficult to learn (Marques, 2012). Examples of soft skills

Comparisons among the groups were performed with the use of Pearson's chi-square test, Fisher's exact test, an analysis of variance test, or a logistic regression, as appropriate.

Competencies can be used to provide the behaviours needed at work to achieve the business strategy, and enable organisations to form a model of the kinds of employee it wishes to attract through recruitment.

The fourth chapter then deals with the task of actually trying to improve corporate training and assessment programs. The challenge here is to find a way to determine which current or potential employees have the necessary skills to succeed in an organization. As mentioned before, these skills are not easy to measure and so assessing employees is not easy and the recommended steps are only guidelines to help in this process.

3. Author not available, Competency-Based Initiatives Successfully Align Employee Performance with Overall Business Strategy, Survey Says. , Business Wir

The objective of this chapter is to describe the procedures used in the analysis of the data and present the main findings. It also presents the different tests performed to help choose the appropriate model for the study. The chapter concludes by providing thorough statistical interpretation of the findings.