...Project Management Competencies in the Project Oriented Organization In the project-based organization, project management (pm) competences are not only required by individuals, but also by project teams and by organizations. As project management has to be considered as a core competence of the project-based organization (called in this document the project-oriented organization, POO), this competence has to be explicitly developed by the organization. Source: People in Project Management Copyright: Roland Gareis and Martina Huemann Copyright statement This white paper is a chapter taken from a Gower book and provided free of charge to visitors to the website of the National Centre for Project Management. You may download it freely from the website www.cs.mdx.ac.uk/ncpm/about.html. You may also share it with colleagues, either in printed or electronic form (via e-mail), as long as you include this copyright page, each time you do so. Please respect the copyright of the author and do not publish the material in any form (printed or electronic) or circulate the material to any e-mail network. For permission to include this document in a website, intranet or extranet, please visit the Gower website (www.gowerpub.com) and contact our e-marketing manager, Elaine Hill, through the website. Gower Publishing, Gower House, Croft Road, Aldershot, Hants, GU11 3HR, UK. Tel: +44 (0) 1252 331551 e-mail: sales@gowerpublishing.com web: www.gowerpub.com 3 Project management competences...
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...STUDY A STUDY ON COMPETENCY MAPPING Aakash D. Patel ABSTRACT: Competency mapping is a process of identifying key competencies for a particular position in an organization, and then using it for job-evaluation, recruitment, training and development, performance management, succession planning, etc. Competency based talent management can improve both productivity and performance by identifying key characteristics of top performers and how those traits differ from average employees. These characteristics in turn can filter in a set of core competency profile that consistently leads to successful workforce. Thus the HR department should be alerted about the need for competency mapping & this process of competency mapping should be carried out in the organization on the regular basis both for the benefit of employees and for the organization. KEY WORDS: Competency, Competency Mapping, Employee, Growth, and Gap INTRODUSCTION Competencies refer to skills or knowledge that lead to greater performance. These are formed through an individual and organization’s knowledge, skills and abilities and provide a framework for distinguishing between poor performances through to exceptional performance. Competencies can apply at organizational, individual, team, and occupational and functional levels. Competencies are individual abilities or characteristics that are key to effectiveness in work. Competencies are the characteristics of an employee that lead to...
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...on in recent times on the issue of competency mapping. A lot of resource is spent and consultants are invited to do competency mapping. Competency mapping is gaining much more importance and organizations are aware of having good human resources or putting the right people on right job. Competency mapping is important and is an essential exercise. Every well managed firm should have well defined roles and list of competencies required to perform each role effectively. Such list should be used for recruitment, performance management, promotions, placements and training needs identification. In performing or carrying out work, it is essential that the required job skills first be articulated. This information not only helps to identify individuals who have the matching skills for doing the work but also the skills that will enhance the successful performance of the work. Yet often to perform well, it is not enough just to have these skills. It is also critical to complement the skills with the necessary knowledge and attitudes. For e.g. the necessary knowledge will enable an individual to apply the right skills for any work situation that will arise while having the right attitude will motivate him to give his best efforts. These skills, knowledge and attitudes required for the work are usually collectively referred as competencies. How Is “Competency” Defined in the Context of This Article? Many definitions of the term “competencies” have arisen over the past decade...
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...Introduction With globalization maturing rapidly in the world today, it is not surprising that organizations are deeply affected by erratic changes in their environment. In their run to achieve organizational effectiveness, the constant need to monitor and adjust to the environment is critical. Jobs and employees are essential buffers for uncertainties in organizations to their environment. But for it to be effective, a good fit between both employee and the job is necessary so as to have a competent and dynamic workforce. Therefore, the purpose of this essay analyses on a Human Resource (HR) perspective what is competency, the importance of competencies in the current workforce and its tandem relationship to staff undertaking international assignment. Importance of Competency in workforce Mcshane, Olekalns & Travaglione (2010) mentioned that information technology and transport systems enhanced the effects of globalization by bringing connectivity and interdependence between countries around the globe to a whole new level. Therefore, in order to meet the competitiveness of the environment, recognizing core competencies needed by the organizations in its employees is essential as it promotes customer value on the external aspect and allows creation of new business through innovation on the internal aspect (Nankervis et al 2011). As such, it’s no surprise that the same job of past and present now has very different scope of duties. Cooper, Robertson & Tinline (2003) affirm...
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...Competency modelling: A better approach in contemporary HRM practice? Introduction In the contemporary human resource management (HRM) practice, the process of human resource assessment and selection is shifting from the traditional job-based system of HRM to a newly-established competency approach. According to Dubios’ work (1998), more and more medium-sized and larger organizations are adopting the competency approach to replace the traditional job-oriented method to select and assess their employees in the USA and around the globe. This change happens mainly for the reason that the traditional job-based personnel management systems have shown a tendency to break down when jobs are dissolving under more flexible working conditions and simplification of the bureaucratic hierarchies of the contemporary organizations (Lawler, 1999). Based on the works of Nyboe (2004), in principle there are two distinct approaches to align work and competencies: to start with the work and adjust people and their qualifications to work requirements (job or production approach) or, alternatively, to start with the worker and assign tasks to workers according to their skills (competency or training approach). On one hand, in the job approach, tasks are grouped into individual jobs according to what is regarded a rational division of labor, and workers are recruited and trained to meet the requirements of those tasks. On the other hand, a competency approach has a shift of focus from...
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...Competency Models: A Review of the Literature and The Role of the Employment and Training Administration (ETA) Pilots and Demonstration Team Division of Research and Evaluation Office of Policy Development and Research Employment and Training Administration U. S. Department of Labor January 29, 2008 Michelle R. Ennis Acknowledgements The author would like to thank Heidi M. Casta, Division Director, Research and Evaluation, and Jonathan Simonetta, Team Leader, Pilots and Demonstrations, for their thoughtful review of early versions of this paper and helpful feedback. 3 Competency Models: A Review of the Literature and The Role of the Employment and Training Administration (ETA) For over 30 years, business and industry has utilized competency models to select employees. The trend to use competency-based approaches in education and training, assessment, and development of workers has experienced a more recent emergence. With the mobility of the workforce and retirement of the baby boomers, competency models are being used for succession planning as well. It is within the last few years that the Employment and Training Administration (ETA) has turned its focus on skills acquisition and assessment to the competency model process for determining the needs of business and employers and the requirements of skilled workers. Recently, ETA has been engaged with business, industry, and education/training leaders to develop competency models for targeted industries and broker...
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...CORE COMPETENCIES Key Points • • • Core competencies are capabilities that have developed to the point where they provide competitive advantage for an organization. Core competencies help organizations access key markets and deliver value to end customers. The assumption that every organization has a core competence is not correct; there are specific criteria or tests that help determine if capabilities are in fact core competencies. Main Thoughts A core competence is a capability that has developed to the point where it has become a source of competitive advantage for an organization. Core competencies are not easy to develop nor can they be readily imitated. Organizations that have strong core competencies—such as Honda in engine manufacturing and Proctor & Gamble in brand management—are difficult to compete with. In these examples, it’s easy to see how the core competencies form the nucleus of each company’s respective strategy. Copyright ©2013 www.cambridgeperformancepartners.com Identifying Base Capabilities/Competencies - The starting point for identifying core competencies stems from an understanding of an organization’s base capabilities (or base competencies). Identifying and documenting core capabilities by functional area is a good starting point. Another way to capture capabilities is by using Porter’s Value Chain...
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...CHAPTER 15: COMPETENCY-BASED PAY Overview: This chapter looks at pay based on competencies, the knowledge, skills, and abilities that make employees valuable to an organization. INTRODUCTION The distinguished Management educator, Ed Lawler, in an article looking back at the dot-com era and its implications for the future of Compensation Administration concludes that this era "accelerated an inevitable move from focusing on paying individuals for the job they do to paying individuals for the skills knowledge and competencies they have."1 This is not the only article that states that paying for the person would replace paying for the job in the future. There was a whole rash of articles in the late 1980's to the mid 1990's that carried the same theme. It is significant that since then there has not been more attention paid to this idea. Competency pay is a fancy term given to the idea of paying for the person rather than the job. In fact, very few compensation plans pay for only one thing. As discussed in the first chapter of this text, pay can be based upon the job, the person or their performance, and most systems are combinations of all three. The real questions are which one will be the base platform for the other two and what weight will each have in the decision of how much to pay the individual. The past chapter focused upon a compensation system based upon the job. In the chapters that follow this one, we will examine how factors relating to the person and to his or...
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...Competency Based Employee Selection Name Institution Affiliation COMPETENCY BASED EMPLOYEE SELECTION Organizations are evolving in the hiring process of employees. They are hiring new employees based on their competency. This is the ability of the potential employee to perform a certain duty to a certain set standard. Competencies are characteristics of an excellent performance in a specified context. Competencies has different components which all work together to ensure the success of an organization. These components are key competencies, functional competencies, team competencies and leadership & management competencies. This paper will focus on competency based employee selection. The traditional-based selection process was always to have the prospective employee apply for a very specific job by filling out an application, attaching a resume, references, and a background check. From the applicants, normally a committee or at least two human resource or department heads would select those who appeared to have the qualifications for the advertised position. The key focus was on if the person could do the specific open job. Progressively, organizations are shying away from the traditional form of hiring and advancing to the competency-based form of hiring. “Competencies are knowledge, skills, capabilities...
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...Introduction The main purpose of this essay is to illustrate the importance of the idea of competency as well as seeks to outline its application to staff undertaking international assignments. Lucia & Lepsinger (1999) define competency as “a cluster of related knowledge, skills, and attitudes that affects a major part of one’s job (a role or responsibility), that correlates with performance on the job, that can be measured against well-accepted standards, and that can be improved via training and development.” People or the organization should possess the core competencies to excel in work’s performance and hence be improved in the future to achieve effectiveness in work and organization’s goal (Ibid). Why have the idea of competency become so important? Organizations today identified the key to business success through strategic human resource management (SHRM) (Compton 2009). To achieve SHRM, the strategic plans have to be pro-active and be open to changes in the organization’s external environment such as its competitors and globalization (Ibid). Having a deeper understanding about competencies is critical, as it will allow the organization to focus on achieving organizational goals and responding to the external environment (Lucia & Lepsinger 1999). The Harvard Analytical framework for HRM Figure 1. (Source: Beer et al. 1985) The Harvard analytical framework for HRM in Figure 1 above consists of five main components, which...
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...11/8/2013 1st meeting—Developing Managerial Competencies Managers have to cope with diverse and far‐reaching challenges FOR EXAMPLE 1. Strive to remain competitive in a dynamic and far reaching world 2. To keep pace with ever‐advancing technology 3. To find ways to incorporate the Internet and e‐business into their strategies and business model 1 2 2 Introductory Concepts: What Are Managerial Competencies? Communication Competency Teamwork Competency Competency – a combination of knowledge, skills, behaviors, and attitudes that contribute to personal effectiveness Managerial Competencies – sets of knowledge, skill, behaviors, and attitudes that a person needs to be effective in a wide range of positions and various types of organizations 3 Managerial Effectiveness Self-Management Competency Planning and Administration Competency Strategic Action Competency 4 Multicultural Competency 1 11/8/2013 ?????? • to what extent we believe competencies are something we are "born with or can be learned." • So what !!!!!!!!!....... everyone can develop these competencies if we are motivated, although some competencies may "come easier" to certain individuals than to others. Do we agree? 5 What Is An Organization? A formal and coordinated group of people who function to achieve particular goals These goals cannot be achieved by individuals acting alone An organization has a structure. 6 What Is A Manager? A person who...
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...Competency based Compensation system- As strategic HR Critical Review Komal Sarwar 4172 Human Resource Management Submitted to: Ms. Tehzeeb Amir Submitted on: 13th Oct’ 2012 Introduction and Overview of the article: The article that was provided was based on the compensation plans that an organization creates according to the capability and competency of its employees. It states the path that the organizations have taken to change how the traditional compensation plan were formed in the older days to the strategy they now apply to allot the compensations and incentives to the employees. Compensation management is one of the most important function of the organization, keeping in mind both the parties, as it gives a push of motivation to the employees towards their work and commitment towards the organization, making them work more effectively and efficiently. The draft gives an overview of what competencies are. Competency is actually the whole process on how things are done, rather than the outcome or result. It relates to the value that is added by each individual while performing any given task. It is further elaborated that there are three key categories of competency i.e. (a) organizational competency, that acts as a key factor in the success of an organization, making it competitive by figuring out the strengths and working more efficiently to enhance it; (b) job related competency, they vary from organization to organization, and from one task to another...
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...Core competencies, however, are characteristics of the organization as a whole. Libraries can utilize core competencies as a tool to develop and provide superior services. A description and review of the concepts of core competencies are included and a framework for their development and use is given. The concept of core competencies was developed in the management field. Prahalad and Hamel (1990) introduced the concept in a Harvard Business Review article. They wrote that a core competency is "an area of specialized expertise that is the result of harmonizing complex streams of technology and work activity." As an example they gave Honda's expertise in engines. Honda was able to exploit this core competency to develop a variety of quality products from lawn mowers and snow blowers to trucks and automobiles. It is important to distinguish between individual competencies or capabilities and core competencies. Individual capabilities stand alone and are generally considered in isolation. Gallon, Stillman, and Coates (1995) made it explicit that core competencies are more than the traits of individuals. They defined core competencies as "aggregates of capabilities, where synergy is created that has sustainable value and broad applicability." That synergy needs to be sustained in the face of potential competition and, as in the case of engines, must not be specific to one product or market. So according to this definition, core competencies are harmonized, intentional constructions...
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...A Study on “COMPETENCY MAPPING” (TITAN INDUSTRIES LTD., HOSUR) Prepared by RICHA JAUHARI Registration No: 11010121094 Under the Guidance of Dr Debashish Sengupta Prepared by RICHA JAUHARI Registration No: 11010121094 Under the Guidance of Dr Debashish Sengupta In partial fulfillment of the Course-Industry Internship Programme (IIP) in Semester II of the Master of Business Administration (July 2011-13) Industry Internship Programme (IIP) Declaration This is to declare that the Report titled “COMPETECNY MAPPING” has been made for the partial fulfillment of the Course: Industry Internship Programme (IIP) in Semester II (July 2011-13) by me at TITAN WATCH DIVISION,HOSUR under the guidance of Dr. DEBASHISH SENGUPTA . I confirm that this Report truly represents my work undertaken as a part of my Industry Internship Programme (IIP). This work is not a replication of work done previously by any other person. I also confirm that the contents of the report and the views contained therein have been discussed and deliberated with the faculty guide. Signature of the Student : Name of the Student (in Capital Letters) : RICHA JAUHARI Registration No : 11010121094 Master of Business Administration Certificate This is to certify that Mr. / Ms. ’Richa Jauhari’ Regn. No. 11010121094 have completed the report titled...
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...Competencies for Senior Manager Roles Pradip N Khandwalla includes research articles that focus on the analysis and resolution of managerial and academic issues based on analytical and empirical or case research RESEARCH Executive Summary KEY WORDS Senior Managers Roles Managerial Competencies India This paper identifies competencies that may aid role effectiveness at senior managerial levels. It fills a research gap: while managerial roles and competencies have been studied fairly extensively, their relationships have not been demonstrated. The performance of senior level managers — and therefore of the organization — depends upon how well they play their varied roles. In this paper, the roles of senior managers have been categorized into nine strategic, nine operations-related, and nine leadership roles. Strategic roles relate to such matters of long-term and organization-wide import as policy formulation, setting of long-term objectives, articulation of a vision of excellence for the organization, contributing to the organization’s growth and diversification, procuring of strategic resources and intelligence, etc. Operations-related roles cover implementation of policies and changes, setting short-term targets, work allocation to staff, operating a control system, crisis management, etc. Leadership roles encompass inspiring subordinates, developing effective relationships, getting cooperation, emphasizing core values and norms, mentoring, fostering teamwork...
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