Competency mapping

Página 12

Competency mapping is a fundamental tool for managing human resources in a company. It consists of identifying the skills, knowledge and behaviors necessary for the efficient performance of each function within the organization.

With competency mapping, it is possible to identify gaps in knowledge and skills of employees and, thus, outline individual development plans for each one. In addition, this tool also helps in defining criteria for selection, promotion and compensation of employees.

To carry out the mapping of competences, it is necessary to follow a few steps:

• Define the necessary skills: it is necessary to identify the technical and behavioral skills needed for each role within the company;
• Mapping the skills of employees: it is important to assess the skills of each employee, through interviews, tests and observation of performance;
• Identify skills gaps: by comparing the skills needed with the skills of employees, it is possible to identify gaps in knowledge and skills;
• Define development plans: with the gaps identified, it is possible to draw up individualized development plans for each employee, with training, courses and other qualification activities;
• Monitor and evaluate results: It is important to monitor the development of employees and evaluate the results of development plans, to ensure that the necessary skills are being acquired.

Competency mapping can also be used to identify talent and potential leaders within the company. By identifying the skills required for each role, it is possible to assess employees who have these skills at levels higher than those required for their current role, and thus draw up succession and promotion plans.

In summary, competency mapping is an essential tool for managing human resources in a company, as it allows identifying gaps in knowledge and skills of employees, drawing up individualized development plans, defining criteria for selection, promotion and remuneration, and identifying talents and potential leaders.

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