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  • Mail to

  • anoop@sagaconsulting.net

COMPETENCE MAPPING

Organizations are forced to right size their organization around the core competence in a tight cost driven market for survival. Periodical evaluations of the jobs need to be done to determine the competencies required of the position in managerial and behavioral terms. The competencies determined for bands of organization levels will need to be checked with the incumbents through the Assessment Center technology. Scientifically designed tools are used to surface proficiency levels of incumbent’s potential as business leader to fit in to current and future positions.

Man’s innovations in getting Technology to work have rendered many jobs redundant especially in the Manufacturing of goods where automation is changing the profile of the typical worker. The work of management has multiplied manifold in leveraging on the multitudes of variables that need to be managed along with scant resources that need to be optimized in an environment of complexity and ambiguity. Concepts such as Balanced Score card gets applied to appraise management staff who get paid on meeting minimum standards on a variety of deliverables required.

Specialization has to combine with managerial and behavioral competency to produce results. This phenomenon can well be appreciated by the job specifications that are specified in job advertisements currently. Most middle level positions and invariably senior level positions are always described requiring the candidate to be “ dynamic, with abilities to handle a motivated work force, and lead for business results”.

Business orientation is required amongst employees where functional excellence alone does not suffice. This phenomenon of promoting Managers who have two or three related functional experience for General Management positions has been seen in the past 10 years in Corporate India.

Abilities to innovate and take risks and take empowered action rather than rely on hierarchies have become the order of the day. The CEOs insistence on results have quadrupled in intensity so much that Managers can no longer be a processor of information for the head of the Business to take decisions. They need to take upfront decisions and move the growth of the company.

Members are required to contribute towards the functional expectations, managerial requirements as well as in the organization development. Review meetings talk of improvements in budgets and managers get to be assessed on their involvement in Process Improvement Projects undertaken apart from their regular departmental work. In most coordination meetings people are asked to come up with solutions on areas not considered their area of specialization. Promotability finally hinges on the leadership qualities of spearheading organization wide changes than only on increasing the company’s financial performance.

Organizations have therefore begun to look at the individual’s contribution from a holistic point of view so as to look at what else the employee could offer other than the functional expertise.

The answer to this requires the following questions to be answered What are the core jobs or positions that the company must retain and develop to leverage on its competitive advantage? This requires the sieving of each position against the strategic intent of the organization to decide on its Centrality to the business survival and growth. How are these jobs to be profiled for meeting the needs of the current and future businesses? Since jobs are impacted in intent and content by the events of the company, the position holders’ response and the market /business dynamics, it is important that they are assessed for their relevance and results every few years.

What are the core competencies of these jobs? A well-researched job profile would indicate the basic competencies in managerial and behavioral terms to meet the demands and complexities of the position. These are vital for the accomplishment of Business and Organizational goals. How do we assess the incumbent’s potential against the core competency requirements of the business? The answer to this lies in the astute design of tools and techniques that surface the latent abilities against the requirements of the core competencies of the position.

This paper brings out a simple, practical and effective method of answering these questions through the state of the art practices in over 10 organizations during the last two years in India.