Competency Mapping: Organizational Scenario

-
Audience:
Onsite/Offsite/Onshore account team

Typical Scenario:

Who

What

Why

Client

“We expect the account member to know the bare minimum about…but he did not know about it. We did not want to spend as much time on each new team member”

What was it that the earlier account member knew? What is the performance gap between the two

Client

“The account member does not have the same level of expertise as the account member who earlier handled this project”

I want to be able to meet my client expectations and serve him better. How can I know the skill-set of the previous account member

Project Manager

“I need to immediately train this account member so that my client thinks I have taken action and I can keep him happy. ”

Where can find the skill-set he possesses currently and the level that he is on for each of the skills?

Project Manager

“I need five resources with Java/JSP skill-set for 3 months. Do we have any free resources available for this time? Would I need to recruit/contract resources?”

Who are the people with this skill-set?

Functional Manager

“I need to grow my team. What exact skills should I recruit so that I have a good mix within my team”

Where can I find the skills distribution for my entire team at a high level? Where can I go to identify skills gap in my team?

Team Lead

“I want to be able grow into a Project Manager”

What skills do I need to add to the skills that I currently have?

Team Lead

“I want to be able to consult with my clients effectively”

What skills do I need to add to the skills that I currently have?

Team Member

“I think I am good to be a Team Lead but I am not being recognized as one”

How can I let my Manager where I add value to the team?

Team Member

“I have do not have project work in the coming week, maybe I should take some training”

Would the training help me in reaching my professional goals?

Typical Challenges:
  • Training is primarily need-based and reactive.
  • Focus is on quantitative rather than qualitative training.
  • Training is provided in an haphazard, ad hoc manner.
  • Risk reduction and change readiness are the key drivers for providing training, not business objectives.

Comments

Post a Comment

Popular Posts

Best Practices: Using Webex for Online Collaboration

-
Find out if all members of the audience know how to use Webex. If not, train them on the basics and the specific features they would need to use to collaborate in your session. For example, if they need to use the whiteboard, show them how prior to the session. Send the URL and log in steps prior to the meeting. Teleconference details (if required) should be sent along with the log in information. This ensures that all relevant information pertaining to the session is provided in a single email. Keep the password for the session short, easy to remember and easy to spell out over phone. Advise the clients that installation of Webex software would take about 2-3 minutes before they are initiated into the session. Be well-prepared to conduct the session in the absence of the Webex tool: Plan for technical snags (which occur occasionally in online collaboration tools) by sending the presentation and supporting material to the audience ahead of the meeting. Be sure to have contact numbers
Read more

Competency Development Plan-At a glance

-
Objective Provide comprehensive competence management with an account focus where training function is an active partner to the business objective. Process Step 1: Analysis Step 2: Design Step 3: Develop Step 4: Implement Step 5: Evaluate Determine the measurement matrices Define critical success factors The forthcoming postings will cover the above aspects in greater depth.
Read more

Job Aid for Coaching and Feedback

-
I created the job aid as part of my job application with one of the Fortune 10 companies. Check it out here .  This was one of the steps in the selection process. I moved to the next level. I must say, I am quite proud of this job aid because I think it creatively blends various management and leadership theories to create a useful tool for the managers. This is four days of stimulating work. I loved it! I even worked through my birthday for this document.  I did not get the job though. I lost my nerve during my interview with the hiring manager's manager. The sixth and the final round of selection. I guess I tried too hard and balanced too many things that day for a 15 minute call. I honestly believe the decision was unfair, but then who's listening?
Read more

Seat Time for an Elearning Course

-
This post is in response to a request from elearningtyro. I hope you find it useful. What is seat time? Seat time is variously described as: * Amount to time a learner spends to read through each page within the course (Does that include all the related tools and supplementary document? Does the learner need to read every glossary term? What if the learner already knows the terms?) * Amount of time taken by a learner to click every link within the course (What if the learner clicks the link but does not read it? ) * Amount of time a learner takes to complete the course How is it calculated? One of the ways I know (If you know any other, please feel free to leave a comment): A sample from the target audience is selected to complete the course. The time taken by each is recorded. Seat time is the percentile time that approximately 80 percent of the learners take to complete the course. When was it used? In early elearning days, seat time was taken as a metric to charge the cl
Read more

Learning Retention

-
It is well known that active learners learn better. More the number of sense organs employed in learning, better the retention. People generally remember: 10 percent of what they read 20 percent of what they hear 30 percent of what they see 50 percent of what they hear and see 70 percent of what they say and write 90 percent of what they do and talk about This thought is exemplified by the unique learning style of Abraham Lincoln, the 16th President of the United States. He had very little formal schooling and was mostly self-taught. Abraham Lincoln read aloud the newspaper everyday (see, speak, hear). This habit enabled him to remember what he read, improve his language skills and overcome his speech disorder to become one of the best orators of all times.
Read more

Competency Development Plan-Design

-
Step 2: Design Create a skill-rating scale (1-5) against each identified competency (Learning Consultant (LC)) Benchmark rating on desirable competency performance Indicate where the star performer currently is at Indicate acceptable competency performance Create weighted competency-rating scale (1-5) (LC) Prioritize competencies in the competency dictionary using weighted scale (Account leadership) Determine conditional competencies (LC and account leadership) Outcome Skill-rating scale Weighted competency-rating scale Li st of role-based competencies in order of their importance to the account Teams involved LC Senior account leaders
Read more