Competency Mapping Competence is a standardized requirement for an individual to properly perform a specific job.

It encompasses a combination of knowledge, skills and behavior utilized to improve performance. More generally, competence is the state or quality of being adequately or well qualified, having the ability to perform a specific role. For instance, management competency includes the traits of systems thinking and emotional intelligence, and skills in influence and negotiation. A person possesses a competence as long as the skills, abilities, and knowledge that constitute that competence are a part of them, enabling the person to perform effective action within a certain workplace environment. Therefore, one might not lose knowledge, a skill, or an ability, but still lose a competence if what is needed to do a job well changes. The competencies have five characteristics, namely: * Motives: Things a person consistently thinks about or wants that cause action, motives drive, direct and select behavior towards certain actions. Example achievement motivation people consistently set challenging goals for themselves, take responsibility for accomplishing them and use the feedback to do better * Traits: Physical characteristics and consistent responses to situations. Good eyesight is physical traits of a pilot. Emotional Self Control and initiative are more complex consistent responses to situations. * Self Concept: A person's attitude value or self image. A person's values are reactive or respondent motives that predict what a person would do in the short run. Example: A person who values being a leader would be more likely to exhibit leadership behavior. * Knowledge (Information a person has in a specific work area) Example: An accountant's knowledge of various accounting procedures. * Skill (is the ability to perform certain mental or physical tasks) Example: Mental competency includes analytical thinking. The ability to establish cause and affect relationship. The four general competences are:
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Meaning Competence: Identifying with the purpose of the organization or community and acting from the preferred future in accordance with the values of the organization or community. Relation Competence: Creating and nurturing connections to the stakeholders of the primary tasks. Learning Competence: Creating and looking for situations that make it possible to experiment with the set of solutions that make it possible to solve the primary tasks and reflect on the experience. Change Competence: Acting in new ways when it will promote the purpose of the organization or community and make the preferred future come to life.

Types of competencies

1. Organizational competencies unique factors that make an organization competitive 2. Job/Role competencies things an individual must demonstrate to be effective in a job, role, function, task, or duty, an organizational level, or in the entire organization. 3. Personal competencies aspects of an individual that imply a level of skill, achievement, or output Types of competencies MANAGERIAL Competencies which are considered essential for staff with managerial or supervisory responsibility in any service or program area, including directors and senior posts. Some managerial competencies could be more relevant for specific occupations, however they are applied horizontally across the Organization, i.e. analysis and decision-making, team leadership, change management, etc. GENERIC Competencies which are considered essential for all staff, regardless of their function or level, i.e. communication, program execution, processing tools, linguistic, etc. TECHNICAL/FUNCTIONAL Specific competencies which are considered essential to perform any job in the Organization within a defined technical or functional area of work, i.e. environmental management, industrial process sectors, investment management, finance and administration, human resource management, etc. Levels of Competency 1. Practical competency - An employee's demonstrated ability to perform a set of tasks. 2. Foundational competence - An employee's demonstrated understanding of what and why he / she is doing. 3. Reflexive competence (An employee's ability to integrate actions with the understanding of the action so that he / she learn from those actions and adapts to the changes as and when they are required. 4. Applied competence - An employee's demonstrated ability to perform a set of tasks with understanding and reflexivity. Application levels of a competency ADVANCED Demonstrates high level of understanding of the particular competency to perform fully and independently related tasks. Frequently demonstrates application that indicates profound level of expertise. Can perform adviser or trainer roles. Work activities are carried out consistently with high quality standards.

PROFICIENT Demonstrates a sound level of understanding of the particular competency to adequately perform related tasks, practically without guidance. Work activities are performed effectively within quality standards. KNOWLEDGEABLE Demonstrates a sufficient understanding of the particular competency to be used in the work place, but requires guidance Tasks or work activities are generally carried out under direction. COMPETENCY MAPPING Competency mapping is a process through which one assesses and determines one's strengths as an individual worker and in some cases, as part of an organization. It generally examines two areas: emotional intelligence or emotional quotient (EQ), and strengths of the individual in areas like team structure, leadership, and decision-making. Large organizations frequently employ some form of competency mapping to understand how to most effectively employ the competencies of strengths of workers. They may also use competency mapping to analyze the combination of strengths in different workers to produce the most effective teams and the highest quality work. MAPPING PROCESS: There are about five stages while performing competency mapping. The following are the five stages discussed in detail. FIRST STAGE: The first stage of mapping requires understanding the vision and mission of the organization. SECOND STAGE: Second stage requires understanding from the superior performers the behavioural as well as the functional aspects required to perform job effectively. THIRD STAGE: Third stage involves thorough study of the Structured Interview Reports.
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Identification of the competency based on competency frame work. Measurement of competency. Required levels of competency for each job family. Development of dictionary which involves detail description of the competency based on the indicators. Care should be taken that the indicators should be measurable and gives objective judgment.

FOURTH STAGE: a. This stage requires preparation for assessment.

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Methods of assessment can be either through assessment centers or 360 Degree Feedback

c. If assessment centre is the choice for assessment then tools has to be ready beforehand i. ii. ii. Tools should objectively measure the entire competency required. Determine the type of the tools for measuring competency Prepare the schedule for assessment

iv. Training to the assessor should indicate their thorough understanding of the competencies and the tools and also as to how the behavior has to be documented. FIFTH STAGE: This stage involves conducting assessment centre. Usually it is a two day program which would involve giving a brief feedback to the participant about the competencies that has been assessed and where they stand to. SIXTH STAGE: Sixth stage involves detailed report of the competencies assessed and also the development plan for the developmental areas. BENEFITS OF USING COMPETENCY MODEL There are some useful benefits of using competency model for the company, managers, and employees as well. FOR THE COMPANY
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Reinforce corporate strategy, culture, and vision. Establish expectations for performance excellence, resulting in a systematic approach to professional development, improved job satisfaction, and better employee retention. Increase the effectiveness of training and professional development programs by linking them to the success criteria (i.e., behavioral standards of excellence). Provide a common framework and language for discussing how to implement and communicate key strategies. Provide a common understanding of the scope and requirements of a specific role. Provide common, organization-wide standards for career levels that enable employees to move across business boundaries.

FOR MANAGERS:
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Identify performance criteria to improve the accuracy and ease of the hiring and selection process. Provide more objective performance standards. Clarify standards of excellence for easier communication of performance expectations to direct reports.

Provide a clear foundation for dialogue to occur between the manager and employee about performance, development, and career-related issues.

FOR EMPLOYEES:
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Identify the success criteria (i.e., behavioral standards of performance excellence) required to be successful in their role. Support a more specific and objective assessment of their strengths and specify targeted areas for professional development. Provide development tools and methods for enhancing their skills. Provide the basis for a more objective dialogue with their manager or team about performance, development, and career related issues.

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One way of improving motivation is through job design, and the major elements of such job design are job rotation, job enrichment, and job enlargement. Job Enlargement Defined What Is Job Enlargement? Job enlargement is horizontal restructuring of the job profile to provide the worker with additional work duties of the same scope. It ranks among the earliest approaches to reduce boredom, and bases itself as a solution to motivational theories that suggest division of labor causes boredom and alienation, and causes efficiency to fall. The very definition of Job enlargement suggests that the concept involves extending the range of job duties and responsibilities within the same level and periphery of existing duties. For instance, instead of an assembly line layout where each worker engages in a specific process, job enlargement brings modular work where the employee performs several tasks on a single item. The first noteworthy application of job enlargement in the industry was in the 1960s, when IBM made changes in the production structure to include both machine setting and inspection in their machine operator s job profile, and also add to the role of foremen and supervisors. Job Enrichment Job enrichment, like job enlargement, means adding to the work duties, but while job enlargement ensures that the additional duties remain at the same level, job enrichment is vertical loading or the addition of tasks at a higher level or responsibility. For instance, enlarging the job of a machine operator might mean the operator is entrusted with assembling two parts instead of one, whereas enriching the same job might mean that same machine operator is given the additional task of supervising the work of new trainees. When comparing job enlargement vs. job enrichment, unlike job enlargement that does not find any basis in psychological theories, job enrichment bases itself on Frederick Herzeberg s Two Factor Theory and finds support in McClelland s Need achievement theory, and is widely regarded as an

improvement over the concept of job enlargement. Research seems to suggest a positive correlation between job enrichment and job satisfaction. Job Rotation For the executive, job rotation takes on different perspectives. The executive is usually not simply going to another department. In some vertically integrated organizations, for example, where the supplier is actually part of same organization or subsidiary, job rotation might be to the supplier to see how the business operates from the supplier point of view. Learning how the organization is perceived from the outside broadens the executive s outlook on the process of the organization. Or the rotation might be to a foreign office to provide a global perspective. For managers being developed for executive roles, rotation to different functions in the company is regular carried out.

This approach allows the manger to operate in diverse roles and understand the different issues that crop up. If someone is to be a corporate leader, they must have this type of training. A recent study indicated that the single most significant factor that leads to leader s achievement was the variety of experiences in different departments, business units, cities, and countries. An organized and helpful way to develop talent for the management or executive level of the organization is job rotation. It is the process of preparing employees at a lower level to replace someone at the next higher level. It is generally done for the designations that are crucial for the effective and efficient functioning of the organization. Benefits of Job Rotation Some of the major benefits of job rotation are:
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It provides the employees with opportunities to broaden the horizon of knowledge, skills, and abilities by working in different departments, business units, functions, and countries Identification of Knowledge, skills, and attitudes (KSAs) required It determines the areas where improvement is required Assessment of the employees who have the potential and caliber for filling the position

Suggestion Schemes Suggestion schemes have been used by organisations for a number of years as a way of gathering ideas from their employees to increase productivity, cut costs, or improve working conditions. A successful scheme has many positive effects on an organisation; most importantly, it encourages management to listen to employees' ideas. Employees may also feel that management cares and listens to them. Implementing a successful suggestion scheme is not an easy process. Careful

planning, involving much staff time, is needed throughout. Suggestion schemes should not be seen as an alternative to regular communication and hands-on management, but rather as a supplement to them. Definition A suggestion scheme is a planned procedure which enables employees to make known ideas which will affect any aspect of work, from cost savings and operational improvements to new product ideas and better customer service, and which may reward them for their initiative if the suggestion is implemented. Advantages Employee suggestion schemes: * can lead to a reduction in costs and greater efficiency * encourage employee involvement, which in turn improves morale and motivation * help foster an environment in which creativity and innovation can flourish * enable employees at "ground level", who can often see problems and solutions that management do not, to be heard. Action checklist 1. Designate a Suggestion Scheme Committee The members of the Suggestion Scheme Committee (SSC) should be drawn from all levels of the organisation. The SSC will help manage the scheme and provide input from its conception to its end. Appoint a co-ordinator (not necessarily from senior management, but someone with project management experience who commands respect and can get things done) to oversee the project. 2. Identify alternative schemes Ascertain whether members of the SSC have been involved in this type of scheme before, and if so utilise their experience. The co-ordinator should, if possible, undertake a literature search to find similar case studies. Remember, however, that a suggestion scheme which works for one organisation may not work for another. A small organisation, for example, may not require a scheme at all, as ideas may be communicated to the relevant person easily enough anyway. 3. Draw up a scheme After examples of suggestion schemes and the characteristics of the organisation are taken into account a scheme can be drawn up. Points to include when formulating the scheme are:

* Name of the scheme The scheme should be given a name that will make it instantly recognisable to employees. Design a logo for the scheme that can be used for posters, leaflets and suggestion forms. * Length of scheme Running a scheme for set periods of time throughout the year has the advantage that publicity can be geared towards specific dates of start-up and so is more efficient. It can be difficult to advertise a continuous scheme effectively, keeping it fresh in the employee's mind. Suggestions do not, however, occur only at certain times of the year so, depending on availability of resources, it is advisable that a continuous scheme is implemented, with dates set for re-advertising, for example after Christmas shutdowns. * Format for suggestions Keep it simple. Encourage the description of ideas in simple language for even complex, technical ideas. The detail can be filled out later. Have centrally available suggestions boxes and use the company's intranet for sending suggestions to a central address. Some schemes require the originator's name and do not accept anonymous suggestions. * Assessing the suggestions Assessments should take place on a regular basis, for example, monthly. The SSC should discuss individual suggestions and develop them where appropriate. It might be helpful to prepare guidelines for the evaluation process. These should include assessing the benefits to the organisation or department, ease of implementation, originality, and overall costs. Some suggestions may impact widely on administrative or production procedures, affecting many staff. Consider what re-training or re-tooling may be required and how or when this could be implemented. In such cases, a cost benefit analysis may be useful. Consider any possible effects on external stakeholders, such as customers or suppliers. A brief "thank you" note should be sent to all originators, whether successful or not. * Rewards/awards Monetary rewards or gifts can be given to suggestors. The amount can be linked to any cost savings or improvements in efficiency, or it could be a standard gift for each successfully implemented suggestion. The Inland Revenue has rules on the amount that can be awarded to an employee which should be checked carefully.

The award can also be linked to the type of suggestion made: * production--methods for reducing costs or increasing efficiency * health and safety--ideas for improving health and safety in the workplace * environmental--suggestions to make the organisation "environmentally friendly". Consider providing an award that recognises the initiative of making a suggestion, whether it is implemented or not. Where a number of sites are involved, a "Suggestion of the Year" award could be made which covers the whole organisation. 4. Publicity The scheme should be widely publicised. Details should be included in the staff handbook. The improvements made as a result of a successful suggestion should be communicated to the employees. Methods to use include: * posters and leaflets on notice boards and on the company intranet * articles in staff newsletters and magazines (including details of "winners" when there are any) * inclusion as part of the induction training for new staff. The initial publicity for the scheme should communicate the advantages for the employees and dispel any fears they may have. 5. Run a pilot A small scale pilot scheme should be implemented. Any problems in administering it should be reviewed and modifications made. 6. Implement the scheme The full scheme should be implemented. Any problems which occur in the running of the scheme should be noted by the co-ordinator. 7. Evaluate the scheme At the end of a set period of time the scheme should be evaluated. Points to look out for include: * the number and types of suggestions made * the number of suggestions taken up and implemented

* financial savings made * increases in efficiency * costs incurred * rewards/awards made * problems noted * feedback from employees.

KAIZEN
Kaizen was created in Japan following World War II. The word Kaizen means "continuous improvement". It comes from the Japanese words ("kai") which means "change" or "to correct" and ("zen") which means "good". Kaizen is a system that involves every employee - from upper management to the cleaning crew. Everyone is encouraged to come up with small improvement suggestions on a regular basis. This is not a once a month or once a year activity. It is continuous. Japanese companies, such as Toyota and Canon, a total of 60 to 70 suggestions per employee per year are written down, shared and implemented. In most cases these are not ideas for major changes. Kaizen is based on making little changes on a regular basis: always improving productivity, safety and effectiveness while reducing waste. Suggestions are not limited to a specific area such as production or marketing. Kaizen is based on making changes anywhere that improvements can be made. Western philosophy may be summarized as, "if it ain't broke, don't fix it." The Kaizen philosophy is to "do it better, make it better, improve it even if it isn't broken, because if we don't, we can't compete with those who do." Kaizen in Japan is a system of improvement that includes both home and business life. Kaizen even includes social activities. It is a concept that is applied in every aspect of a person's life. In business Kaizen encompasses many of the components of Japanese businesses that have been seen as a part of their success. Quality circles, automation, suggestion systems, just-in-time delivery, Kanban and 5S are all included within the Kaizen system of running a business. Kaizen involves setting standards and then continually improving those standards. To support the higher standards Kaizen also involves providing the training, materials and supervision that is needed for employees to achieve the higher standards and maintain their ability to meet those standards on an on-going basis.

The five main elements of kaizen

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Teamwork Personal discipline Improved morale Quality circles

Suggestions for improvement