A Project Report On Competency Mapping and Knowledge Management in Krishak Bharati Co-Operative Ltd. HAZIRA PREPARED BY: JIGNESH R LUHARIYA. Competancy Mapping Project Report - Free download as Word Doc .doc), PDF File .pdf), Text File .txt) or read online for free. visit and. A Project Report On Competency Mapping and Knowledge Management in Krishak Ltd. HAZIRA Jignesh Panchal From Dahod - Download as PDF File . pdf).

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(Gomes ) Competency mapping is a systematic process .. 11) Anup kumar Das, A project report on Strategic issues in training and accessed on HR practice is competency mapping for development of the employees. .. structure, defining the role relationships (reporting authority, subordinates, peers etc.). PDF | On Mar 31, , Ramakrishnan Ramachandran and others published Competency Mapping.

This knowledge is not knowledge that one can "forget", even someone suffering from amnesia experiences the world in 3D. Partial knowledge One discipline of epistemology focuses on partial knowledge. In most realistic cases, it is not possible to have an exhaustive understanding of an information domain, so then we have to live with the fact that our knowledge is always not complete, that is, partial. Most real problems have to be solved by taking advantage of a partial understanding of the problem context and problem data.

That is very different from the typical simple math problems that we solve at school, where all data are given and we have a perfect understanding of formulas necessary to solve them.

It seeks to understand the way in which knowledge is created, used and shared within organizations. A significant part of Knowledge Management theory and practice aligns two models: Both of these models are increasingly under challenge with different schools of thought emerging which are more fully described and referenced in the main article. An objective of mainstream knowledge management is to ensure that the right information is delivered to the right person just in time, in order to take the most appropriate decision.

In that sense, knowledge management is not interested in managing knowledge per se, but to relate knowledge and its usage.

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This leads to Organizational Memory Systems. More recent developments have focused on managing networks the flow of knowledge rather than knowledge itself and narrative forms of knowledge exchange. It has been an established discipline since with a body of university courses and both professional and academic journals dedicated to it. Most large companies have resources dedicated to Knowledge Management, often as a part of 'Information Technology' or 'Human Resource Management' departments, and sometimes reporting directly to the head of the organization.

As effectively managing information is a must in any business, and knowledge and information are intertwined, Knowledge Management is a multi-billion dollar worldwide market. HR has a key role in the KM movement.

Key HR processes- corporate education, performance management and nurturing culture, have a key role in the development of the knowledge based enterprise. Knowledge Management KM provides an enabling framework to derive this advantage.

Approaches to Knowledge Management There is a broad range of thought on Knowledge Management with no unanimous definition. The approaches vary by author and school. Knowledge Management may be viewed from each of the following perspectives: How does the organization need to be designed to facilitate knowledge processes?

Which organizations work best with what processes? Seeing the interaction of people, identity, knowledge and environmental factors as a complex adaptive system. In addition, as the discipline is maturing, there is an increasing presence of academic debates within epistemology emerging in both the theory and practice of knowledge management.

Key concepts in Knowledge Management Dimensions of knowledge A key distinction made by the majority of knowledge management practitioners is Nonaka's reformulation of Polanyi's distinction between tacit and explicit knowledge.

At the opposite end of the spectrum is conscious or explicit knowledge -- knowledge that the individual holds explicitly and consciously in mental focus, and may communicate to others. In the popular form of the distinction, tacit knowledge is what is in our heads, and explicit knowledge is what we have codified. Nonaka and Takeuchi argued that a successful KM program needs, on the one hand, to convert internalized tacit knowledge into explicit codified knowledge in order to share it, but, on the other hand, it also must permit individuals and groups to internalize and make personally meaningful codified knowledge they have retrieved from the KM system.

The focus upon codification and management of explicit knowledge has allowed knowledge management practitioners to appropriate prior work in information management, leading to the frequent accusation that knowledge management is simply a repackaged form of information management.

Knowledge access stages Knowledge may be accessed at three stages: For example, individuals undertaking a new project for an organization might access information resources to identify lessons learned for similar projects, access relevant information again during the project implementation to seek advice on issues encountered, and access relevant information afterwards for advice on after-project actions and review activities.

Knowledge management practitioners offer systems, repositories, and corporate processes to encourage and formalize these activities with varying degrees of success. Similarly, lessons learned during the project operation may be recorded, and after-action reviews may lead to further insights and lessons being recorded for future access. In this context recording knowledge relates only to those aspects of knowledge which can be codified as text, or drawings.

Different organizations have tried various knowledge capture incentives, including making content submission mandatory and incorporating rewards into performance measurement plans. There is considerable controversy over whether incentives work or not in this field and no firm consensus has emerged.

Drivers of Knowledge Management There are a number of claims as to 'drivers', or motivations, leading to organizations undertaking a knowledge management program. Knowledge management programs may lead to greater innovation, better customer experiences, consistency in good practices and knowledge access across a global organization, as well as many other benefits, and knowledge management programs may be driven with these goals in mind.

Considerations driving a Knowledge Management program might include: Different departments and functions may have a knowledge management function and those functions may not be connected other than informally.

Focus on Individual Knowledge Worker PKM is focused on personal productivity improvement for knowledge workers in this environment. While the focus is the individual, the goal of PKM is to enable individuals to operate better in both in formal organizations and in looser work groupings. This is as opposed to the traditional view of KM, which appears to be more centered on enabling the corporation to be more effective by "recording" and making available what its people know.

A core focus of PKM is 'personal inquiry', a quest to find, connect, learn, and explore. PKM is a response to the idea that knowledge workers increasingly need to be responsible for their own growth and learning.

They need processes and tools by which they can evaluate what they know in a given situation, and then seek out ways to fill the gaps when needed. This frequently implies technology, but one can be good at PKM without much in the way of special tools.

The idea is individuals use their blogs to capture ideas, opinions or thoughts and this 'voicing' will encourage cognitive diversity, promote free exchanges away from a centralized policed knowledge repository that is additional to ordinary work.

Some organizations are now introducing PKM 'systems' with some or all of four components: Continuous improvement on how the individual operates. Manage how and when the individual learns.

Understanding what information is important and how to find unknown information. Personal librarianship? Personal categorization and taxonomies. Knowing what your network of people knows. Perception, intuition, expression, visualization, and interpretation. Imagination, pattern recognition, appreciation, innovation, inference. Understanding of complex adaptive systems. Coordination, synchronization, experimentation, cooperation, and design. There follows a list of concepts and language in use in the field.

At the moment there is no clear consensus on what is or is not a core concept. The ordering of the list has no significance. Related terms: Capturing, maintaining, and growing a knowledge base, selecting appropriate technologies, and motivating quality contributions are all key KM themes. These include competencies, culture and connections that enable and foster innovation, agility, awareness, adaptation and corporate survival.

KM plays a role in mapping, recording, evaluating, stewarding, marketing and growing intellectual capital and knowledge assets. This is closely tied to blogging, personal information management and branding. Exploitation as it says is making those ideas work in practice.

A survey to understand where current knowledge is created and who needs it. The use of narrative is growing in knowledge management as an alternative to content management and CoP and is linked in part to social computing.

In this competitive knowledge economy, our most valuable asset is the knowledge asset. That would give us the competitive advantage. We must therefore, quickly learn the strategies and management techniques of knowledge Age.

In short, we must adopt practice of knowledge management to strengthen our competitive advantage.

A community of Practice CoP is one such useful structure. In large organizations with geographical spread, multiple business units, businesses, organizational silos are likely to constrain effective knowledge of the enterprise.

Communities of practice knowledge communities or teams formed around core competencies of the company help overcome this constraint. A CoP is a team of people who are practitioners of a well-defined knowledge domain Packaging, engineering, sales etc. Such a team is empowered to develop and deliver relevant training programs to build the capability in the knowledge domain. Intranets with efficient search engines provide an effective way to connect people to knowledge repositories.

We need to create a culture of sharing. Often knowledge is seen as power and in a competitive environment there could be a tendency to hoard knowledge. Key to success of KM is creation of knowledge sharing culture and elimination of organizational and cultural barriers for communication. Time — The typical executive is already hard pressed for time. He has no time for an additional initiative, if it is seen as a diversion from focus on immediate results.

So, it is important to integrate KM into existing business processes in the company and embed into workflow.

KM should not be seen as a separate initiative, but should be integrated into current workflow as a more effective way to achieve business results. The experience of practitioners of KM demonstrates that it succeeds only when we are able to signal to employees, strong senior management endorsement for KM. Like all organizational transformation processes, KM needs to be led by senior management.

Knowledge Management programs are typically tied to organizational objectives and are intended to achieve specific outcomes, these can include, improved performance, competitive advantage innovation, lessons learnt transfer for example between projects and the general development of collaborative practices.

One aspect of Knowledge Management, knowledge transfer, has always existed in one form or another. However, with computers becoming more widespread in the second half of the 20th century, specific adaptations of technology such as knowledge bases, expert systems, and knowledge repositories have been introduced to further simplify the process. Knowledge Management programs attempt to manage the process of creation or identification , accumulation and application of knowledge across an organization.

As such Knowledge Management is frequently linked to the idea of the learning organization although neither practice encompasses the other.

Knowledge Management may be distinguished from Organizational Learning by a greater focus on specific knowledge assets and the development and cultivation of the channels through which knowledge flows. Frequent Knowledge Management practices include: It is time to plan, envision, prioritize and set goals for the new millennium.

The challenge is not just in terms of updating technologies but also in terms of keeping young workforce motivated and challenged at all the time. This breed of young and energetic individuals is challenging a lot of the time-tested theories of employee recruitment, staffing, motivation and general HR practices. There are lots of challenges while recruiting these young bloods. They are as under: Hence it follows that the role of HR will be: We need to increase the credibility of HR within the organization that can be done by: Some of the HR processes and practices that should be aligned to strengthen knowledge management are as follows: Well-planned job role rotations across geographical locations and businesses in a firm help not only people development, but also provide an important vehicle for transfer of knowledge and best practices, even though an organization cannot obviously depend on this as the main source of knowledge transfer.

HR should play a key role in developing such a networked organization, through sponsorship and or facilitation of knowledge communities, cutting across formal organizational silos.

Competancy Mapping Project Report

Learning and knowledge are inter-linked. Knowledge strategies should encompass learning initiatives and knowledge initiatives need to converge with training program needs to focus on functional and business specific skill development programs as well as competency development focused programs.

Corporate online universities, exclusive learning space to induct managers or develop future leaders, ongoing programs for sales personnel and induction into new products and services are some of the e-learning offerings, some of the companies are making available to their employees to develop themselves.

E- Learning provides the benefit of convenience—allows the learner to do the learning at his or her pace, flexibility —Learner does not have to sacrifice a training program because of its clash with customer or personal visit, and ease of learning.

As of now Band width might pose some constraints, but with fast changing IT infrastructure, even in India, this could offer interesting opportunities.

This would not only support learning but could prevent repeat same mistakes. Much of this shaped by the culture of the organization. Realign incentive and reward program: People in business most often behave in a way that increases their career opportunities, reward individual effort or task achievement. They reward something done in a crisis, but most incentive programs do not reward avoiding a crisis. The best KM practitioners reward employees for learning, sharing and collaborating.

Identify -- Determine what knowledge is critical for the success of the enterprise. Capture -- Collect critical knowledge using techniques such as interviews and best practices submissions.

Retain -- Store the captured knowledge in a format where it can be easily retrieved for use at a later time. Transfer -- Transfer through training, apprenticeships, mentoring, and other opportunities. There are three main objectives of the study as follows: To study the status of KM in the organization and to check the competency of the employees.

To study the perception of employees on the basis of job profile towards KM 3. The work environment may include unpleasant conditions such as offensive odors and temperature extremes. There may also be definite risks to the incumbent such as noxious fumes, radioactive substances, hostile and aggressive people, and dangerous explosives.

Equipment may include protective clothing. These items need to be specified in a Job Analysis. Relationships with internal or external people. While an incumbent may have higher KSA' s than those required for the job, a Job Analysis typically only states the minimum requirements to perform the job. On the basis of the interview a job description evaluation form was prepared.

The feedback on the form was not able to give the relevant information. It had a number of shortcomings and more over the lengthy nature of the form made it monotonous. It failed to give the desired response. Then the study was conducted for the following job positions at human resource, administration, personnel and estate: Here we have to decide and select the departments within the organization which we would like to include into our study.

It is to be noted that departments should be chosen based on their criticality and importance to the organization. For this project four departments have been considered namely being human resource department, personnel department, administration department and estate department.

Study the organization hierarchy across each of the selected departments. For the purpose of the study here we have selected Junior. Manager and Deputy General Manager. As one of the tools for collecting information we prepared a list of questions that would make up a semi structured interview. These questions were put forth employees at the two levels.

Preparation of a list of Skills: As per the interview and the details that were generated from the candidate, were used to generate a list of skills observed for the job. Thereon a list of identified competencies was drawn for each interviewed candidate. Taking one competency level at a time different proficiency levels were indicated. For the project five levels of proficiency were defined for every competency. Each proficiency level was defined in term of behavioral indicators.

Missing competencies were located. A competency dictionary defining competencies and corresponding proficiency levels for each level across all departments was prepared. Mapping of competencies: Mapping of competencies of selected employees against the competency dictionary as per their employee level and department was done. Understanding and utilizing economic, financial, and industry data to accurately diagnose business strengths and weaknesses, identifying key issues, and developing strategies and plans.

Able to Financial Knowledge of Overview of Understanding continually acumen.

Understanding of the available resources and utilizing them in the best possible manner by remaining within the amount allotted to do a particular task. Has the basic Ability to Capable of Ability to Ability of understanding assess the framing utilize the utilize the of expenditures necessary budgets.

Clearly conveying information and ideas through a variety of media to individuals or groups in a manner that engages the audience and helps them understand and retain the message. Is able order to thoughts and needs. Uses communicate role. The process of facilitating the flow of work for a purpose or procedure and the ability to monitor or regulate those procedures and activities.

Control is the process through which standards for performance of people and processes are set and applied. Ability to Keep a check Ability to Ability to Ability to exercise on the working allocate exercise control convince others powers.

The capacity to make sound and practical decisions which deal effectively with the issues and are based on thorough analysis and diagnosis.

Knowledge of Is capable of Takes proactive Is able to give Takes decisions. Is decisions are Accepts choosing a effective committed to required. To plan and support the development of others through a competency based system. Ability to Open and Can establish a Shares Cooperates develop and honest in his rapport wide expertise in with the team, maintain communication.

Coaches achieving team get along with effective and support goals. Can the people. It is the collection and management of information from one or more sources and the distribution of that information to one or more audiences. Leadership is an interpersonal influence directed towards the achievement of a goal or goals.

Recognizes Clear about Assigns Takes Foresee the conflicts and who should be responsibility to advantage of conflicts and acts given which different people most tries to accordingly.

Motivation is a desire to achieve a goal, combined with the energy to work towards that goal. Keeps employees maintains a motivates employee well whenever positive employees and informed. Establishing courses of action for self and others to ensure that work is completed efficiently. Diaries Meets Able to assist Is effective in Ability of appointments deadlines, other team planning the arrange and and keeps to delivers work members where best balance of assign work to them on time.

Ability to Determine Work actively Ability to Identifies and. Employee retention is a process in which the employees are encouraged to remain with the organization for the maximum period of time or until the completion of the project.


Has a basic Able to Ability to Takes actions Create a feeling understanding understand develop plans and implements of recognition of employee reasons for to reduce plans to check among the turnover. Has a basic Ability to make Can interact Ability to Capable of understanding entries.

It is an inclination to formulate strategies with long term objectives.. Takes a long Identifies gaps Sets targets, Decides on Takes on term and and seeks to monitors optimum work challenging but visionary view overcome them.

It is finding right person for the right job. Has a basic Ability to Ability to Ability to select Can interact knowledge of recognize skills screen the right with various selection and talents candidates and candidate for universities and procedures around. Actively participating as a member of a team to move the team toward the completion of goals.

Works well focus. Models as providing Actively within the team teamwork in information to organizes environment to own behavior. Performing Working with Demonstrating Working with Possession of office task. Forms were prepared after consultation with the guide. Several forms were studied on internet. The was prepared after gaining a clear understanding of the competency concepts.

Radar charts are usually used to compare performance of different entities on a same set of axes. A radar chart graphically shows the size of the gaps among five to ten organizational performance areas.

The chart displays the important categories of performance and makes visible concentrations of strengths and weaknesses. A radar chart shows how a team has evaluated a number of organizational performance areas. In this project radar chart is used to show the competency gaps that exist at a particular job position. These are competencies that are essentially required to perform a particular job function.

Competency gap is the difference that exists between the observed and the ideal competencies. It shows the area where training is required. In the present chapter investigator would like to give a summary and conclusions of the obtained results. To develop a competency model as applicable for the various managerial positions at MMTC 6. For framing job descriptions and specifications data was obtained from employees with the help of carefully structured forms.

After obtaining the data from the sample of employees, the data was carefully analyzed and job descriptions and specifications were framed. After framing the job description and specification a competency framework was developed for each job position under study. There were 10 competencies for each job position. Out of these 10 competencies 5 were the general competencies that was common to all the four departments Human Resource Development, Estate, Personnel and Administration and 5 were the functional competencies which was department specific.

A five point scale was developed to rate the competencies and determine the levels. It was found that training is required in all the four departments at every level. The details about the people who require training is given in the following chart.

This method is called JOE T method. The method seeks to. Mohanty Consultant. Competancy Mapping Project Report Uploaded by kamdica. Flag for inappropriate content. Related titles. Jump to Page. Search inside document. Competencies are becoming a frequently-used and written-about vehicle for organizational applications such as: Knowledge Attitude Skill Other characteristics of an individual including Motives Values Traits Self Concept Competency includes observable behavior as well as aptitudes, skill and knowledge.

A Visit hrmba. The Steps involved in competency mapping with an end result of job evaluation include the following: Direction with regard to specific areas of improvement Competency based training 1.

An inadequacy at this stage cascades to all the subsequent training processes. Roth well, William J.

Competency Mapping and Analysis for Public Health Preparedness Training Initiatives

John Flanagan A seminal article published by John Flanagan in established Critical Incidents Technique as a precursor to the key methodology used in rigorous competency studies. To promote development of trade-related infrastructure. To support services to the medium and small scale sectors. To streamline system within the company for settlement of commercial disputes. To upgrade employee skills for achieving higher productivity. The single largest bullion trader in the Indian subcontinent: The biggest importer of non ferrous metals and industrial raw material to India: Growing interest in Agro Products world wide: General Trading: An Integrated global trader with bulk handling capabilities: Social and welfare activities: As an incentive to better performers, merit based promotions are considered.

Project Report on H..

MTPL 13 regional offices: Its chief functions are: Purpose of Job Analysis The purpose of Job Analysis is to establish and document the 'job relatedness' of employment procedures such as training, selection, compensation, and performance appraisal.

Compensation Job Analysis can be used in compensation to identify or determine: Job Analysis should collect information on the following areas: Interview with the employees 2.

A pilot study at the DGM level 3. Framing of job evaluation form 4. Conducting the study 5. Pilot study: This income may be complimented by capital appreciation of the portfolio. Accordingly, investments shall predominantly be made in debt Instruments. Reliance Liquidity Fund An Open - ended Liquid Scheme The investment objective of the Scheme is to generate optimal returns consistent with moderate levels of risk and high liquidity.

Reliance Regular Savings Fund An Open - ended scheme The Investment Objectives: Debt Option: The primary investment objective of this plan is to generate optimal returns consistent with moderate level of risk. Here the portfolio is dispersed or spread across the stocks in that particular sector. This type of scheme is ideal for investors who have already made up their mind to confine risk and return to a particular sector. It is an Open-ended fund with SIP system. It is equity-diversified fund, which will track the Nifty CNX.

People and their competencies have become the most significant factors that give a competitive edge to any corporation. HR Professionals and Line Managers can contribute a great deal to develop competencybased organizations. Any underlying characteristic required for performing a given task, activity or role successfully can be considered as competency. Superior performers do their jobs differently and possess different characteristics, or "competencies", than average performers do.

And the best way to identify the characteristics that predict superior performance is to study the top performers. Competencies may be grouped in to various areas. This is a convenience classification and a given competency may fall into one or more areas and may include more than one from. A competency dictionary of a firm gives detailed descriptions of the competency language used by that firm. It contains detailed explanations of the combinations of competencies technical, managerial, human and conceptual knowledge, attitudes and skills using their own language.

For example Teamwork or Team Management competency can be defined in terms of organization specific and level specific behaviors for a given origination. At top levels it might mean in the case of one organization ability identify utilize and synergize the contributions of a project team and at another level it might mean ability to inspire and carry along the top management team including diversity management.

It is put here in much more simplistic way while in competency mapping all details of the behaviors observable, specific, measurable etc.

Types of Competencies1. Personal Functioning Competencies- These competencies include broad success factors not tied to a specific work function or industry often focusing on leadership or emotional intelligence behaviors.

They refer to what the organization has to be good at doing if it is to succeed. This includes such as customer satisfaction, producing and delivering high quality goods, innovation, managing costs etc. Generic Competencies- These are shared by group of similar jobs- financial accountants, systems analysts, team leaders etc. They cover the aspects of the work that they have in common and define the shared capabilities required to deliver the results they are expected to achieve.

Role-Specific Competencies- These are unique to a particular role. They define special task that they have to do, in addition to any generic competencies they may share with other people carrying out broadly similar roles. Identification of Role Competencies 1.

Structure and list of rolesOrganizational structure study and examination List all the roles in the structure Identify redundant and overlapping roles Final list of roles 2. An individual: 1.The chart displays the important categories ofperformance and makes visible concentrations of strengths and weaknesses.

This is the first critical step on the road tocompetence development and performance enhancement. Award Has been given formal function held on 10 th May,. These competencies include broad success factors not tied to a specific work function or industry often focusing on leadership or emotional intelligence behaviors. Step 3: Much of this shaped by the culture of the organization. Knowledge management activities may be centralized in a Knowledge Management Office, or responsibility for knowledge management may be located in existing departmental functions, such as the Human Resource to manage intellectual capital or IT departments for content management, social computing etc.

With its comprehensive infrastructural expertise to handle minerals,. It is an inclination to formulate strategies with long term objectives.. How does the organization need to be designed to facilitate knowledge processes?

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