Building Roles and Teams

Describe the methods of building roles and teams being followed in your organization or any organization you are acquainted with. Also discuss their utilities. Describe the organization you are referring to.

ROLE BUILDING:
In any social system, such as the family, club, religious community, work organization, etc. individuals have certain obligation towards the system, which in turn gives each one of them a defined place in the society. This system of mutual obligations can be called a role and the individual’s place a position or an office.

Role is the position one occupies in a social system, as defined by the functions one performs in response to the expectations of the ‘significant’ members of the a social system, and one’s own expectations from that position of office.
Role and office (or Position), though two sides of the same coin, are however, two separate concepts. According to Katz and Kahn, “office is essentially a relational concept, defining each position in terms of relationships to others and to the system as a whole.”

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Competency Mapping

Define competency mapping. Briefly discuss the steps involved in competency mapping and its limitations. Explain the methods of competency mapping being followed in any organization familiar with and its effects.

 

COMPETENCY MAPPING


Competency mapping is a process to identify key competencies for an organization and / or job and incorporating those competencies throughout the various processes (i.e. job evaluation, training, recruitment) of the organization . A competency is defined as behavior rather than skill or ability. Competency approach to a job involves competency mapping.

The steps involved in competency mapping is presented below:
a) Conduct a job analysis by taking incumbents to complete a Position Information Questionnaire (PIQ). This can be provided for incumbents to complete or used as a basis for conducting one-on-one interviews using the PIQ as a guide. The primary goals is to gather from incumbents what they feel are the key behavior necessary to perform their respective jobs.

b) Using the results of job analysis, a competency based job description is developed.

c) With a competency based job description, mapping the competencies can be done. The competencies of the respective job description become factor for assessment on the performance evaluation. Using competencies will help to perform more objective evaluations based on displayed or not displayed behavior.

d) Taking the competency mapping one step further, one can use the results of one’s evaluation to identify in what competencies individuals need additional development or training. This will help in focusing on training needs required to achieve the goals of the position and company and help the employees develop toward the ultimate success of the organization.

Competency Mapping

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The benifits of Competency Approach :

Increased Productivity
Improved work performance.
Training that is focused on organizational objectives.
Employee know up front what is expected of them.
Employees are empowered to become partners in their own performance development


Competency approach to job analysis : Competency is a skill requires knowledge, experience, attitude, and feed back. Performance assessment criteria clearly define the acceptance level of competency in each skill is required to perform the job. The individual’s level of competency in each skill is measured against a performance standard established by the organization.

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Job Analysis & Design, Recruitment, Selection, Outsourcing

Explain the process of job analysis and job design. Discuss different functions related to recruitment, selection and outsourcing in your organization or any organization you are familiar with.

JOB ANALYSIS :

Job analysis is the fundamental process that forms the basis of all human resource activities. In its simplest terms, job analysis is a systematic process for gathering, documenting and analyzing data about the work required for a job. The data collected in a job analysis, and reflected through a job description, includes a description of the context and principal duties of the job, and information about the skills, responsibilities, mental models and techniques for job analysis. These include the Position Analysis, Questionnaires, which focuses on generalized human behavior and interviews, task inventories, fundamental job analysis and the job element method.

The United States Govt’s Union Guidelines on Employees Selection Procedure (1978) and the American Psychological Association’s principles for the validation and use of personnel selection procedure stipulates that job analysis is essential to valediction of any and all major human resource activities.

A job analysis provides an objective picture of the job, not the person performing the job, and as such, provides fundamental information to support all subsequent and related HR activities, such as recruitment, training, development, performance management and succession planning.

Uses of Job Analysis:

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