Dear Mr.Harish / Claudia / Ashwini / & Diana and all my friends ...

Well i apologize for if you all had felt my comments bad, and one thing MR.Harish, for your kind information and to update you I HAVE NEVER CLAIMED ON THIS FORUM THAT I HAD BEEN CONTRIBUTING SUBSTANTIAL MATERIAL and NEITHER I WANNA BE A ROLE MODEL of any person, so kindly dont be BIAS without knowing the truth just to catch the attention of other forum members .... and regardng mentioning DESIGNATION in this open forum then my dear i hope you must not have forgotten the colums which a person has to fill while joining this forum and also you should forward this suggestions to all other forum members who had put their designations besides their names ...

The world dosent stop if i or u be there or not, but surely where there are bias feelings surely i would be happy leaving this forum and i dont need your precious suggestions for the same, and am extremely surprise to see a responsible person / member like you Mr.Harish who without any EVIDENCE is claiming that you have never seen me contributing with any substantial experience as I claim, please dont throw words in air just to get attention of fellow members .......

All the best ...

Dilip

Dear Jagan,

Nothing is mandatory in this world, but we human beings have an urge to grow every-day, and and for that we have tied up our preferences with competancy, and in today's world you may be best competent in your respective field but the one who has a degree will pass away and you will be left behind and see them stepping the stairs of success.

Dear Fr. i wont give you any other example than my own self ..... i have a relevent experience of 20 + years in various fields like Administration / Production / HR / Exports etc. but my growth wasnt that fast as it should be ....i was appretiated / i was honoured and everything but few understood my caliber and slowly i reached the position of GM (HR & Operations), just then my best friend an my wife GAYATRI, forced me to persue MBA and i did so, and its just my second semester where my exams are on and i have a bundle of opportunities knocking my doors, and just today i accepted an offer of an multinational readymade garment company as their CEO / COUNTRY GENERAL MANAGER.
I hope the things are clear to you by now. I stand by diana's reply where she said many organisations count appropriate "qualifications" very important. Actually it is a “policy” for many.
Tk Cr Buddy
Dilip

Hi Harish,

mor....Nice to go thru ur topic.........

Well what ia hve learnt from my experience is effective use of competency frameworks provides employees with a clearly-defined set of personal development objectives and managers with a consistent measurement tool that could be used across geographical, cultural and work boundaries.

The concept is simple. To complete any task, people need to have the behaviour, skills and knowledge to undertake the task. Defining the behaviour, skills and knowledge (competence) to undertake a set of tasks (a job) and measuring the competence of people allows managers and employees to understand the gap between desired and demonstrated competence and develop a plan to close the gap.

Many organisations however fail in their attempts to build a framework to proactively manage competencies.

The major reason for failure is that competence frameworks are developed and implemented with no clear business purpose in mind. Without a business purpose, there is no objective on which to base design decisions as the framework is built. The resultant design is usually flawed, serving too many masters and is discontinued after a year or two of use.

Competency development frameworks built with a clear business purpose in mind suffer from other fatal flaws limiting the use of and belief in the framework. Frameworks built which confuse tasks with competency are usually complex and difficult to administer and therefore are difficult to communicate to employees.

For a framework to be successful, not only do managers need to believe that business performance will improve, but employees also need to believe that the framework, especially the measurement of competence, is fair and transparent.

Competency development frameworks should have about twelve competencies to describe and measure to be successful in the long term. Any more makes them difficult to administer and communicate. The competencies need to cover the range of behaviours, skills and knowledge required to complete the tasks undertaken by the organisation or section in question.

The difference between behaviour skills and knowledge can be examined through occupations which require the driving of a motor vehicle.

Firstly, a courier driver requires the behaviour, skills and knowledge as follows.

Behaviour; the driver must be courteous, punctual and not too much of a boy racer in the traffic as we don't want to accumulate fines. Skills; must be able to drive a car, evidenced by a licence, read a street directory and able to use a hand held computer to access orders, make payments etc. Knowledge; must know the road rules, again evidenced by a licence, our delivery and credit terms and our returns policy.

Secondly, let us examine another driver, a specific one whose name is Michael Schumacher. Herr Schumacher needs to have the following skills behaviour and knowledge. Behaviour; has ice cool nerves, steely determination and confidence in his ability to the point of arrogance. Skills; a much higher level of driving skill than our courier driver, a licence will not suffice as evidence, able to change gears by pressing buttons and have reflexes measured in milliseconds.

Designing a framework with competencies defined at different levels, eg driving ability in the above example, allows a range of jobs to be described using the same competency set. Typically, a competency framework will have between three and five levels of each competency defined.

If significantly more than twelve competencies need to be defined to cover the range of jobs in an organisation, it is better to develop separate linked frameworks. The linkage comes through the behaviours and some of the skills. Behaviours are closely related to the values and organisation desires and therefore the requirement is likely to be the same in different functions. Some skills will also be the same, for example, communication. However, the knowledge requirement of different functions is normally quite different.

Good competency frameworks will be easy to administer, easy to understand and built for a business purpose. Bad competency frameworks will confuse competency and task and be difficult to administer and understand and will have been built without an obvious business purpose.

Dilip Sharma

Good Post dear .....
dilip

Dear Rimsy,
I have just posted this to let every sincere person as to where we are heading, i think u havent gone thru my concern in this article, we all are concerened over bogus issues and are here to discuss good once..however keep a track and ignore the rest .....
dilip

welcome fr & thnx but keep trying lets make this hrlink a success
dilip

thnx andrina & welcome

dilip

Dear friend,
there is nothing wrong with you here in hrlink, the only message i wanna convey to all the members that we all should take out atleast a few precious moments and do justice to the sight otherwise whats the use of being there ....there is no restrictions in enjoying jokes / seeing pictures but we should never forget that if few people take their precious time and keep posting good articles on the forum, we should atleast leave some comments sometime ...I would never want sincere people like u should leave the forum ....
dilip

welcome dear fr. ask all ur contacts to do justice with hrlink.
dilip

thnx & welcome buddy ....

dilip