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Mapping HRM: Reviewing the Field and Charting Future Directions

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Managing Human Resources and using their skills to benefit the company is a necessity. However, there's more to this process! Competency mapping is the new way!

Once upon a time, an employee was known for his abilities of legs and hands, and then as the world progressed, more light was thrown on the mind and skill. We are now at a stage where more than anything else, the heart of the employee matters the most! Identifying the features of this kind heart is the sole purpose of competency mapping! It essentially involves identifying the key capabilities required by an organisation or a specific job. It revolves around an emotional quality like leadership, creativity or enthusiasm and not job-specific skills like calculation or technology. 

The word competency is defined as a ‘capacity that exists in a person that leads to behaviour that meets the job demands within parameters of organisational environment, and that, in turn brings about desired results' by Boyatzis. This definition simply suggests that we're actually trying to use the emotional qualities of a person to benefit the company instead of just the skills.

The first and most important step in mapping is conducting a job analysis. Our HR experts will interview several employees and carefully analyse their roles and performances. On the basis of the skills and qualities, the primary behaviour required to fulfil the same with be identified. This is the most crucial and time-consuming process, where HR managers carefully analyse not just every job but also the people related to it and their vibes and emotions!

Then, job descriptions will be modified and rewritten highlighting the key competency identified by our experts. In this way, competency mapping will help us revive the human-side of things in the corporate world.

This competency is then incorporated throughout the HR process, starting from job design and person specification to recruitment and appraisal. For example, behaviour like communication can be mapped as a competency and this can be the central factor of all HR decisions. Besides, these competencies become the key factor for functioning in the future. Future selection and recruitment decisions will be based on the presence of the competency in the potential candidate! Not just that, evaluation, recruitment and appraisal will also be strengthened via the mapping process. Lastly, training and motivation can also be enhanced via the mapped competencies. Employees lacking a key competency can be trained in such a way that they are able to gain it and benefit their job profile. 

With that, qualitative aspects of an employee can be operationalized in such a way that key decisions will be taken on behavioural judgements. Hence, competency mapping is the way to multiple HR solutions. If the identification and mapping process is carried out effectively, then all other processes are automatically humanised!

After incorporating the mapping process, we can move towards charting future directions! The future will account for more and more uses of competencies and giving them more importance in the HR process. While a lot of firms have acknowledged this process, a very few firms realistically implement the same! The near future should involve devising more ways to use key competencies in revolutionising the way jobs work!

 

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