National Conference on Emerging Trends in Business Research, March 2006
15 Pages Posted: 19 Feb 2012
Date Written: March 31, 2006
Businesses carried out for profit or not, are facing change like never before. The many driving forces to this change includes: A rapidly expanding marketplace (globalization), Increasing competition, Diversity among consumers, and Availability to new forms of technology.
Organizations are under tremendous pressure to improve their performance through reduction of cost and in quality up-gradation with increasing global competition. Organizations irrespective of their type and size must employ competent and motivated workers. It has been now well recognized that human resource is the most important asset of any organization. An organization is only as good as its people. A skilled and committed workforce is required to compete in today’s fast, global marketplace. Only those organizations that are able to engage such manpower will win the race. It has been seen that Learning is at the core of all HRD efforts. HRD programs must respond to job changes and integrate the long-term plans and strategies of the organization to ensure the efficient and effective use of resources. HRD is neither a concept nor a tool, but is an approach using different personnel systems, depending upon the needs and priorities of the organization. The basic assumption is the belief in human potential and its development by providing a suitable and congenial environment.
To compete and thrive, many organizations are including employee education, training, and development as an important and effective part of their organizational strategy. Organizations need to be dynamic and growth-oriented to sustain in the competitive environment. This is possible only through the competence of the human resources. Today’s workforce is better educated and more affluent. They have already met the most basic needs of Maslow’s hierarchy of needs as the standard of living has improved over the years. They have the luxury to think and seek meaningfulness and purpose of life.
It has been known from many research studies that the number one reason that people quit their jobs is dissatisfaction with their supervisors and not their paychecks. It has also been seen that unhappy people are four times more likely to leave their jobs than those having nice bosses. There is a link between the opportunities extended by the organization for employees’ professional development and employees’ commitment. Competency mapping is an important resource in this environment, and is an addition to knowledge management and learning organization initiatives. Competency refers to the intellectual, managerial, social and emotional competency. Competencies are derived from specific job families within the organization and are often grouped around categories such as strategy, relationships, innovation, leadership, risk-taking, decision making, emotional intelligence, etc.
Competency mapping identifies an individual’s strengths and weaknesses in order to help them better understand themselves and to show them where career development efforts need to be directed. Lifelong learning will surely be one of the most important pieces in the set that employees will turn to again and again on their path to meaningfulness and purpose.
Change is the order of the day. As Karl max said “Theory without Practice is futile and Practice without Theory is sterile.” This article would look at the new concept of competency mapping and its relevance to the future as more research is being put in this field.
Keywords: competency mapping, HRD, HRM
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