Page 49 - DMGT517_PERFORMANCE_MANAGEMENT_SYSTEM

Performance Management System

Notes Figure 4.1: Competency Gap

Levels
5
4.5
4 Desired
3.5 Competency
3 Level
2.5 Displayed
2 Competency
Level
1.5
1
0.5
0
C1 C2 C3 C4 C5 C6 C7 C8 Competencies

4.4 Methods of Competency Mapping

It is not easy to identify all the competencies required to fulfill the job requirement. However,
a number of methods and approaches have been developed and successfully tried out
in organization. These methods have helped managers to a large extent, to identify and reinforce
and/or develop these competencies both for the growth of the individual and the growth of
our organization.

1. 360-degree multi-rating: It is a type of performance appraisal for assessing the
employees more objectively. This appraisal method takes care of many thins like
what kind of behavior a person has with superiors, subordinates, peers etc.

2. Organizational surveys: In the organizational survey the questionnaire are filled by the
employee, who rates himself. Questionnaires are written list of questions that users fi ll
out questionnaires and return. The techniques are used at various stages of development,
depending on the questions that are asked in the questionnaires.
3. Assessment centre: Assessment center is a mechanism to identify the potential for growth.
It is a procedure (not location) that uses a variety of techniques to evaluate employees for
manpower purpose and decisions. An essential feature of the assessment centre as used
by our organization is the use of situational test to observe specific job behavior. Since it is

with reference to a job, elements related to the job are simulated through a variety of tests.
The assessors observe the behavior and make independent evaluation of what they have
observed, which results in identifying strengths and weaknesses of the attributes being
studied.
4. Expert’s rating of job analysis: Job analysis tools help companies extract knowledge of core
competency required from internal experts and allow the company to have any number of
expert raters contribute rating on standard competency scale for any job title or position.

The accumulated ratings are transformed into a composite template defining the ideal
competency set for that position. Employee or job applicants then complete a self-report
version and there are mapped against the template. Skills or competency gaps are thus

identified and informed to the training decisions.

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