Difference between revisions of "Competency mapping"

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==Definition==
 
==Definition==
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== Summary==
 
== Summary==
Attitude can be seen as the way a person views something or tends to behave towards it, often in an evaluative way. From the point of view of [[Knowledge management|knowledge management]], attitudes are important mainly because they are defined as a part of [[Competency|individual competency]], they help to provide a framework for our knowledge, they affect the organizational culture which includes both [[Safety culture|safety culture]] and [[Knowledge sharing culture|knowledge sharing culture]].
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Competency mapping is a mapping process which creates a map of [[Competency|individual competency]] or [[Organizational competency|organizational competency]], i.e. a [[Competency map|competency map]]. The process may focus on existing [[Competency|competency]], required competency or competency needs of future depending on the objectives of the mapping and the expected usage of the map. Competency mapping is a tool for [[Competency management|competency management]] to inform the competency related decisions and actions.
  
 
== Description==
 
== Description==
===Attitudes and knowledge===
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===Mapping process and its outputs===
In literature several functions are given to attitudes, see e.g. the categorization of Katz in [3]. From the point of view of [[KM]], the functions related to [[Knowledge|knowledge]] and [[Value|values]] are the most important ones.
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Competency mapping can be performed on the level of individual roles or on the level of the whole organisation. In the first case, mapping usually provides more information and insight for defining [[Qualification|qualifications]], development discussions and other [[Human resource management|HR]] processes. If the focus of the mapping is [[Organizational competency|organizational competency]], it is typically connected to several [[Business process|business processes]] and business needs, see [[Organizational competency mapping]]. In both cases, it provides the organisation with a better understanding of their competency and informs the competency related decisions and actions.
  
People need to maintain an organized, meaningful, and stable view of the world. Attitudes and [[Value|values]] and general principles can provide a framework for our knowledge. Attitudes achieve this goal by making things fit together and make sense. Attitudes also serve to express one's central [[Value|values]] and self-concept. [3]
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Competency mapping may concentrate on the existing competencies or the competences that are needed in the organization. It may have a future oriented view or map the current situation. Competency mapping may thus be used as a tool for [[Competency management|competency management]] to achieve better understanding of the competency gaps and risks of loosing competency.
  
===Safety===
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====[[Organizational competency mapping]]====
In the IAEA publications, attitudes of individual employees and managers are linked to safety and [[Safety culture|safety culture]] [1]. Attitudes of individuals are part of several safety culture definitions, see e.g. INSAG-4 [2], and in the [[Safety culture|three-level safety culture model]], attitudes are linked to the second level which represents the exposed [[Value |values]] [1]. The safety culture definitions recognize that attitudes are generally intangible, but they lead to tangible manifestations [2]. Attitudes are also connected to the characteristics of good safety culture, e.g. management's commitment to safety, which is linked to their safety attitudes, and the [[Questioning attitude|questioning attitude]] of employees [1].
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===Benefits of competency mapping===
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The importance of competency mapping is that it defines connections between business goals of [[Nuclear organization|nuclear organization]] and individual knowledge of employees. Organization's competency as a result of analysis of [[Business process|business processes]] and sub-process usually reflects in HR positions. At the same time environment is changing fast due to internal and external reasons. New challenges and demand arise before organizations and this requires operative actions to find available competency and HR resources.
  
===Effect of attitudes on KM===
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Mapping approach will help managers to understand the most important and even critical competences of nuclear organization (division, department, unit), to estimate needs in HR without implementing deep analysis. It helps to see the whole picture of available competency and adapt to the organizational changes. For example if a new project is going to be started, it may require new competency from organization, or to redistribution of available HR to cover new demands, and thus increase pressure on staff load and even in some way affect core organizational processes.
''Explain why is attitude important from the point of view of KM'': ''[[Sharing|Knowledge sharing]]'', ''[[Knowledge sharing culture]]''
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===Possibilities to affect attitudes===
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Attitudes of employees are greatly influenced by their working environment [2]. The IAEA safety culture publications give guidance in changing and improving safety culture [1]. Before culture change initiatives, an organization should conduct assessment of the current safety culture, including safety attitudes. Examples of surveys are given e.g. in [1]. Tools for changing attitudes as part of the culture change include using positive role models and putting effort in communication [1]. The possibilities of changing attitudes via safety training are seen low [1].
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== References ==
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[1] Safety culture in nuclear installations Guidance for use in the enhancement of safety culture, IAEA-TECDOC-1329, 2002, http://www-pub.iaea.org/MTCD/publications/PDF/te_1329_web.pdf
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[2] Safety Culture, A report by the International Nuclear Safety Advisory Group, SAFETY SERIES No.75-INSAG-4, 1991, http://www-pub.iaea.org/MTCD/publications/PDF/Pub882_web.pdf
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[3] Wikipedia, http://en.wikipedia.org/wiki/Attitude_(psychology)
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==Related articles==
 
==Related articles==
[[Behaviour]]
 
 
[[Motivation]]
 
 
[[Culture]]
 
  
[[Competency]]
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[[Competency map]]
  
[[Competency (disambiguation)]]
 
  
[[Category:Knowledge]]
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[[Category:Competency mapping]]
[[Category:Competency]]
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[[Category:CSA]]
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Latest revision as of 09:49, 21 December 2015


Definition

A mapping process to create a competency map

Summary

Competency mapping is a mapping process which creates a map of individual competency or organizational competency, i.e. a competency map. The process may focus on existing competency, required competency or competency needs of future depending on the objectives of the mapping and the expected usage of the map. Competency mapping is a tool for competency management to inform the competency related decisions and actions.

Description

Mapping process and its outputs

Competency mapping can be performed on the level of individual roles or on the level of the whole organisation. In the first case, mapping usually provides more information and insight for defining qualifications, development discussions and other HR processes. If the focus of the mapping is organizational competency, it is typically connected to several business processes and business needs, see Organizational competency mapping. In both cases, it provides the organisation with a better understanding of their competency and informs the competency related decisions and actions.

Competency mapping may concentrate on the existing competencies or the competences that are needed in the organization. It may have a future oriented view or map the current situation. Competency mapping may thus be used as a tool for competency management to achieve better understanding of the competency gaps and risks of loosing competency.

Organizational competency mapping

Benefits of competency mapping

The importance of competency mapping is that it defines connections between business goals of nuclear organization and individual knowledge of employees. Organization's competency as a result of analysis of business processes and sub-process usually reflects in HR positions. At the same time environment is changing fast due to internal and external reasons. New challenges and demand arise before organizations and this requires operative actions to find available competency and HR resources.

Mapping approach will help managers to understand the most important and even critical competences of nuclear organization (division, department, unit), to estimate needs in HR without implementing deep analysis. It helps to see the whole picture of available competency and adapt to the organizational changes. For example if a new project is going to be started, it may require new competency from organization, or to redistribution of available HR to cover new demands, and thus increase pressure on staff load and even in some way affect core organizational processes.

Related articles

Competency map