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COMPETENCY MAPPING

32 Basic + 300 Technical Competencies

Assessment Center and Competency Enhancement Strategy

Competency Dashboard and KRA KPI JD Development

Competency Mapping & Organisation Capability

Every organization strives to excel and sustain in its business and its excellence & Sustenance primarily depend on the “Employee” Knowledge + Skill + Ability + Behavior. The “competency” is a structured combination of these 4 aspects of employees that define how they think about a situation, issue, project, or problem and how they implement the solutions.

Every organization is unique and the competency mapping model must be derived from the origination’s Vision, Mission, Objectives, and Goals & Targets to ensure a handsome ROI on the investment made for the Competency Mapping Initiative. (Refer to Tetrahedron’s Competency Mapping Approach)

Stage 1 Stage 2 Stage 3 Stage 4 Stage 5 Stage 6 Stage 7
Linking Competency Model With The Organization’s Vision Mission Goal. Shortlisting Basic Competencies (Basic 32 List) and 300+ Technical Competencies. Developing Competency Relevance and Hierarchy as per Management Levels. Developing Key Result Areas (KPA), Key Performance Indicators (KPI), and JD. Assessment Centre – Test, Questions, Interactions. Assessment Administration Recommendation and Competency Enhancement Roadmap

How To Conduct Competency Mapping

The organization’s vision must be the seed point for developing the competency model to make the competency mapping initiative worthwhile, else it becomes just paperwork for the purpose of audits and documentation. It is of paramount importance that even if companies having the same/similar product and the process can have a completely different strategy and vision and hence the competency model may be totally different.

ExampleCompany A and Company B manufacturer sheet metal components for a leading OEM customer. While the strategy for Company A is “New Product Development”, Company B’s strategy may be “Following Customer Foot Print” and Hence Competency Model, List of Competencies, and Relevance for Company A and Company B cant be the same.

 

Are you Looking for Improving both Individual and Organization Performance?

Competency Relevance With Reference To Organisation Structure

The 32 Basic Competency (For all departments of an organization) and 300+ Technical competencies (Specific to different departments) for each job role, the relevance, and importance of these competencies may vary as per the job role’s position, designation, responsibility. For Example, 🡪 The competency of Business Decision Making may be very important for Senior Management and may be of lesser importance for Line Managers.

Tetrahedron uses the Competency Relevance Library of 500+ different Job Roles to segregate the competencies into 3 different levels i.e

1. Critical / Core / Compulsory / Vital / Mandatory Competency

2. Demanded / Desirable

3. Supplementary / Supporting / Peripheral Competencies

Competency Relevance Description
Critical

(a.k.a. Core, Compulsory, Vital, Mandatory)
These Competencies are highly relevant, without these competencies the employees can’t deliver as per expectations.
Supplementary

(a.k.a. Supporting / Peripheral)
These Competencies help the employees to execute all jobs more effectively, without these competencies employees take help from others to accomplish the jobs as per expectations.
Demanded

(a.k.a. Desirable)
These competencies are required on very specific occasions, without these competencies an employee can work as per expectation, and with these competencies, an employee can deliver an exceptional result.

Competency Grading / Competency Level

Competency Grading (which is also known as Competency Level or Proficiency Level) is a scale to measure the competency of an employee. The scale can be of 4 levels, 5 levels, 6 levels, or 7 levels as per company management. However, a scale of 5 or 6 is widely used for the manufacturing industry. The Proficiency Level / Competency Level Scale can be on Liner Scale or Statistical Scale. (Example of a 5 Level Linear Scale as Follows.

Competency Level Description Score/Mark
PL 1 / CL 1 Info 🡪 Employees Having Only Basic Information 00 – 30
PL 2 / CL 2 Knowledge 🡪 Having a Basic Knowledge and Technique 31 – 50
PL 3 / CL 3 Skill 🡪 Can Explain in Detail and Exercise 51 – 70
PL 4 / CL 4 Ability 🡪 Can Implement / Actual & Real Scenario 71 – 90
PL 5 / CL 5 Behavior 🡪 Can Drive Team, Train Others, Deploy Horizontally 91 – 100

Benefits Of Competency Mapping

  • Reduce overall Employee Cost by removing Duplication of Job Responsibilities
  • Provides a comprehensive view of competency required in terms of Knowledge, Skill, Ability, behavior
  • Developing Relevant JD for Recruitment
  • Designing KRA and KPI for each job role and employees
  • Strategy for Conducting Performance Review and Support for Competency Improvement
  • Measuring and Analyzing the Competency Improvement / Depletion Trend
  • Road Map for Career Progression, Job Role Shift & Purging
  • Transparent Performance Management and Succession Planning

Request to know more about Competency Mapping Example and Templates

Case Studies

Competency Matrix Implementation across the Organization

(Leading Footwear Manufacturer)

( Gurgaon )

Challenges : (Before Tetrahedron)

  • There was no standard established to evaluate the competency of individual staffs
  • No Department level skill was defined

Approaches : 

Tetrahedron’s HR Consultant team conducted preliminary assessments of all the individual staff through the Tetrahedron’s standard matrix which consists of Standard Assessment Qns. and procedure. TMS on-site consultant helped all the departmental HODs and staff to monitor assess the level of skill they currently acquired and target skill sets. TMS senior consultant team trained the staff team to improve their existing skill level.

Results :

  • All departments competency matrix developed
  • Standard HR Strategy is implemented across the organization.

Successful Implementation of Competency Matrix

(Leading Heavy Machinery Manufacturer)

( Ranchi )

Challenges : (Before Tetrahedron)

  • The Performance Monitoring System was not Quantitative it was Qualitative.

Approaches : 

Tetrahedron’s HR Consultant conducted an initial gap audit of the HR system. TMS team shared the opportunities of Improvement (OFI) points with the client and conducted a one-to-one interview to assess the current skill level and developed an implementation plan to improve the employee skill score.

Results :

  • New Competency Matrix Implemented
  • Employee Productivity and Skill significantly improved.
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