Difference between revisions of "Organizational competency mapping"
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From the competency mapping point of view, the lower row of Fig 1 is fundamentally different from the upper row. Here, the tasks of the organization don’t repeat themselves in the same form every time and the organization has to constantly solve novel problems. Although the responsibilities of the organization can be clearly defined, the tasks and problems that the organization has to deal with in order to fulfil these responsibilities are novel and cannot be exactly defined before-hand. Most tasks of [[Technical support organizations|TSO’s]], [[Research and development organizations|R&D]] and design organizations typically belong to the lower row of Figure 4. In an organization where the roles are mainly independent, the key experts and their competency can be an essential part of the organizational competency and even the organization's strategic core competency. In organizations where the collaboration is needed to complete the tasks, structural capital and informal networks can be an important part of the organizational competency. | From the competency mapping point of view, the lower row of Fig 1 is fundamentally different from the upper row. Here, the tasks of the organization don’t repeat themselves in the same form every time and the organization has to constantly solve novel problems. Although the responsibilities of the organization can be clearly defined, the tasks and problems that the organization has to deal with in order to fulfil these responsibilities are novel and cannot be exactly defined before-hand. Most tasks of [[Technical support organizations|TSO’s]], [[Research and development organizations|R&D]] and design organizations typically belong to the lower row of Figure 4. In an organization where the roles are mainly independent, the key experts and their competency can be an essential part of the organizational competency and even the organization's strategic core competency. In organizations where the collaboration is needed to complete the tasks, structural capital and informal networks can be an important part of the organizational competency. | ||
| − | ===Methods for mapping competency=== | + | ===Methods and approaches for mapping competency=== |
The following table identifies the essential components of [[Competency management|competency management]] (column1), typical methods of managing each component (column 2) and | The following table identifies the essential components of [[Competency management|competency management]] (column1), typical methods of managing each component (column 2) and | ||
the information required to construct a competency map that informs the method above (column 3). For more discussion on column 1 see the article on [[Competency management|competency management]]. | the information required to construct a competency map that informs the method above (column 3). For more discussion on column 1 see the article on [[Competency management|competency management]]. | ||
Revision as of 15:18, 28 October 2013
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Contents
- 1 Definition
- 2 Summary
- 3 Description
- 4 References
- 5 Related articles
Definition
Organizational competency mapping is A tool for competency management
Summary
Mapping of organizational competency should provide the organization with the information needed for competency management. Thus, it should address the components of competency management and identify the information requirements for constructing the related competency maps. Mapping can be performed on different levels of the organization and on varying levels of detail and thus the details of the approach need to be designed appropriate for the situation in question. The end result, competency map, may also vary in form depending on the selected approach. The competency mapping should support the organization to align competencies with strategy and business goals, and thus understanding the context and the essential tasks and functions is important for a successful mapping process.
Description
Why should organizations map organizational competencies?
The purpose of mapping organizational competency is to inform the decisions and actions necessary to manage organizational competencies. It enables an organization to identify its needs and its current stage in order to identify an action plan to align competency with mission.
Competency mapping can be done at any organizational level: whole organization, department or team based on priority and importance. The selected mapping technique has to be appropriate, in balance with the effort and return and fit for the purpose and the organization for which it is intended.
Representation of the result - Competency map
Understanding the context of mapping organizational competencies
As the role of competency mapping is to support Competency management, it is important to understand the context where the mapping is to be performed. Different nuclear organizations have different missions and strategies and different organizational units have different roles in executing the strategy and thus they have different type of core competences. The competency mapping approach needs to be adjusted accordingly.
Fig 1 illustrates a framework for considering the possible types of essential organizational competencies based on the role of the organization or unit to be mapped. It characterizea the possible forms of organizational competency depending on the novelty of the problem solving needed in an organization and on the interdependency of different tasks and roles, and it may be used in designing the mapping approach suitable for situation in question. This type of quadrant model is a typical approach in KM literature [12,13].
If the typical tasks of an organization can be specified before-hand or are routine and the tasks and roles are independent of each other (the second quadrant in Fig 1), it is possible to describe the tasks and roles based on pre-described processes. In this case, the organization can be seen as a sum of its individual roles. Here, organizational competency is mainly individual competencies applied in the organization’s context and mainly human capital. In an organization with this type of work tasks, the way in which the organization manages and utilises its individual competencies can be one of the areas where competency mapping should focus.
In organizations belonging to the first quadrant of Fig 1, the tasks are routine or can be pre-described, but they require collective effort of several roles. Here the organization is not just the individuals, but also the communication and collaboration play a major role. In addition to management of individual competencies, mapping of organizational competency should focus on communication and the collective competencies that enable the required collaboration. This can, for example, be overlapping competencies in different design areas or networks and communities inside and outside the organization.
From the competency mapping point of view, the lower row of Fig 1 is fundamentally different from the upper row. Here, the tasks of the organization don’t repeat themselves in the same form every time and the organization has to constantly solve novel problems. Although the responsibilities of the organization can be clearly defined, the tasks and problems that the organization has to deal with in order to fulfil these responsibilities are novel and cannot be exactly defined before-hand. Most tasks of TSO’s, R&D and design organizations typically belong to the lower row of Figure 4. In an organization where the roles are mainly independent, the key experts and their competency can be an essential part of the organizational competency and even the organization's strategic core competency. In organizations where the collaboration is needed to complete the tasks, structural capital and informal networks can be an important part of the organizational competency.
Methods and approaches for mapping competency
The following table identifies the essential components of competency management (column1), typical methods of managing each component (column 2) and the information required to construct a competency map that informs the method above (column 3). For more discussion on column 1 see the article on competency management.
| Components of good competency management: (What do you need to do in order to manage competence well) | Typical Methods of managing each component (practical solutions to competency management components) | Information requirements for constructing the map that informs methods and solutions |
|---|---|---|
| Align competencies with the mission, vision, strategy and business processes of the Organization. |
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| Align competencies with external requirements and regulations |
|
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| Support the process of organizational change or transformation. |
|
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| Understand organizational capability |
Human capital index |
|
| Manage competency risk |
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|
Manage the externally sourced competencies
|
|
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| Develop management , technical and functional competency |
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| Build teams |
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| Develop a recruitment strategy |
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| Improve organizational competency through benchmarking |
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| Develop organizational performance metrics |
Performance assessment and evaluation methodology |
|
Examples of competency mapping
Case study: Competency team builders
Case study:Competency team builders and the integrative competency model
Case study: Intelligent customer's capability
Case study:Maintaining organizational competency – ‘Intelligent customer’ capability
A hierarchical competency map
Managers should make an analysis of the functions of the organization or part of the organization, and determine the tasks related to those functions. This may involve a collective judgement by the manager and others involved, who identify the individual competences (KSAs) associated with each task and assigns relative weights to the level of competence necessary for a specific task. This may be a collegiate activity.
Competence profiles can be produced as a management aid, to link the function to the collection of competences needed and a weight of the competence category is synthesized from the individual tasks’ competence weights. Competence profiles can also be accumulated together to form a competence profile, for example, at divisional level or of the organization as a whole. This accumulation requires the computation of the workload in terms of the number of tasks and the number of times tasks need to be carried out. In addition to a profile of the current needs, a profile for future needs and aspirations of the organization can be established. The assessment of competence needs should be informed by the outcome of the organization’s governance process.
The next step is for managers, with the help and support as necessary from those involved in competence management, to analyze the existing competences of the individual or organizational subdivision in a similar manner to the analysis above and then to carry out gap analysis. A source of information to estimate the existing competence is personal performance reviews as they necessarily examine each individual’s competence and discuss proposed competence development. The numbers and competences of staff which are needed to fill each gap can then be determined. It should be considered a competence gap if a critical competence is vested in only one person. A profile of competence gaps can be produced at any organizational level or for the organization as a whole and the gaps prioritized taking into account their importance to the regulatory functions. The Prioritization so decided should inform the planning process.
Competency mapping based on the role of the organization and the typical work tasks
Competency mapping approaches suitable for different work tasks are depicted in Fig 5. If the tasks can be described before-hand and they don’t require much communication (the second quadrant in Fig 5), the existing regulatory requirement, processes and work descriptions are sufficient sources for competency mapping. A hierarchical competency mapping could start from the strategy and business goals of the organization which leads to processes, tasks for groups and roles and finally to competency needs for groups and roles. It is essential for the organization to map which roles are required by which process and what type of individual requirements has to be set for each role. This mapping approach mainly sees organizational competency as a sum of the individual competences and mapping focuses on human capital. This type of mapping approach is described in [14].
If the work tasks are routine, but the communication between the roles is essential (the first quadrant in Fig 5), the competency mapping should, in addition to the existing processes, include also analysing the need for communication between the teams and roles. This can include e.g. input/output requirements of the processes, coordination of work tasks or competencies that are needed for collaboration between roles and teams. This mapping approach focuses on human and formal structural capital.
When the typical tasks of the organization include solving novel problems (the lower row in Fig 5), they cannot be completely pre-described using existing processes and thus the explicitly described processes do not provide a sufficient starting point for mapping of the organizational competency. To maintain and develop competencies in this type of work, constant learning and acquisition of new knowledge is needed. In addition to mapping approaches described in the previous paragraphs, competency mapping that focuses on organizational learning and areas where competencies need to be developed are needed. These mapping approaches start with identifying the expertise areas where novel problems are most likely to occur. After this the current and past success factors and general problem solving approaches are identified. Finally, the organizational learning is addressed.
In organizations where the tasks include novel problems but the roles are mainly independent, (third quadrant in Fig 5) the existing individual competencies can be the basis of some of the organization’s core competencies. In these cases, the organizational competency mapping should also address the human capital imbedded in the individual experts. The mapping should address how the individual competencies are connected to collective competencies and to core competencies and if some individual competencies are critical enablers for upper level competencies.
In organizations where the tasks include novel problems and require collaboration (fourth quadrant in Fig 5), in addition to individual competencies, also the formal and informal networks are an important part of the organizational competencies. The organizational competency mapping should thus address the enablers of effective problem solving in expert networks and learning processes in these networks. The enablers of networking can be, for example, experts how have wide experience that allows them to collaborate over expertise areas and recognise the areas where collaboration is needed.
Competences matrix development
As a part of Organizational competency loss risk assessment nuclear organizations may create competency matrix in compliance with available HR (staff). The matrix shows demand on competences on the rate of one person covers one competence. Though the practices usually are different, at the same time employee can possess several competences, which are overlapping. This gives nuclear organizations reserve of competences what is very important for successful performance. Managers should take into account all available staff and determine their competences, define which are overlapping. Such approach will provide reflection of current situation, helps to identify competences gaps in specific areas and answered what kind of HR staffing needed for covering them, taking into account new demands. Providing the correction actions on the early stage is proactive response to future risks. It is important to underline that employees can possess knowledge, skills and experience which cover several organizational competences.
Source: Practical Approaches to Risk Management of Knowledge Loss in Nuclear Organizations
References
[12] Bhatt, G.D., Management Strategies for Individual Knowledge and Organizational Knowledge, Journal of Knowledge Management, Vol. 6, Iss. 1., pp. 31-39 (2002).
[13] Blackler, F., Knowledge, Knowledge Work and Organizations: An Overview and Interpretation, Organisation Studies, Vol 16, No. 6, pp. 1021-1046, (1995).
