Competency Mapping is a process of identifying key competencies for an organization and/or a job and incorporating those competencies throughout the various processes (i.e. job evaluation, training, recruitment) of the organization. In general , we would define a competency as a behavior (i.e. communication, leadership) rather than a skill or ability.

The steps involved in competency mapping with an end result of job evaluation include the following:

1) Conduct a job analysis by asking incumbents to complete a position information questionnaire(PIQ). This can be provided for incumbents to complete, or you can conduct one-on-one interviews using the PIQ as a guide. A sample PIQ that we use when conducting this step with our clients was provided to this client. The primary goal is to gather from incumbents what they feel are the key behaviors necessary to perform their respective jobs.

2) Using the results of the job analysis, you are ready to develop a competency based job description. A sample of a competency based job description generated from the PIQ was provided to this client. This was developed after carefully analyzing the input from the represented group of incumbents and converting it to standard competencies.

3) With a competency based job description, you are on your way to begin mapping the competencies throughout your human resources processes. The competencies of the respective job description become your factors for assessment on the performance evaluation. Using competencies will help guide you to perform more objective evaluations based on displayed or not displayed behaviors.

4) Taking the competency mapping one step further, you can use the results of your evaluation to identify in what competencies individuals need additional development or training. This will help you focus your training needs on the goals of the position and company and help your employees develop toward the ultimate success of the organization.

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Social Networking is the Internet's latest darling. And throughout the last year it has been moving quickly into the professional arena of recruiting and staffing. The loudest of these entrants is LinkedIn and Jobster. Jobster was first and loudest but LinkedIn and others are making noise and you can bet there will be many more coming soon, including existing recruitment software and services powerhouses adding this functionality to their offerings.

Networking enables you to:-find high quality prospects who (a) have not applied for one of your openings, (b) are not familiar with your organization and/or (c) may not even be looking for another opportunity;-pre-qualify them or make an initial evaluation of their potential contribution to and fit with your organization; and-pre-sell them or begin a private conversation (away from the meeting or online forum) where you endeavor to convince them that it’s in their best interest to consider joining your organization

While social networking is one of the current mainstream media buzzwords, in the recruitment and staffing space it's all about helping employers to find and better match candidates to open job positions - and build a talent pool. Whether social networking is the answer is yet to be seen.

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There is a range of views about the usefulness of the term TALENT MANAGEMENT – and indeed its meaning.But first we need to understand what is talent management?Talent management is refers to the process of developing and keeping current workers and attracting highly skilled workers to work for your company. Talent management in this context does not refer to the management of entertainers. The term was coined by McKinsey & Company following a 1997 study. However, broadly speaking it can be understood as referring to the identification development engagement/retention deployment of those employees who are particularly valuable to an organisation – either in view of their ‘high potential’ for the future or because they are fulfilling business/operation-critical roles. Today, many organizations are moving beyond the implementation of basic HR service delivery into a more strategic use of HR technologies. Increasingly, this means a focus on talent management applications and especially the growing use of manager self-service (MSS) to deliver these applications.

The focus on talent management is made possible in part because companies are reaping the benefits of their existing investments in HR systems and are able to now focus on more strategic goals for these systems. Not surprisingly, they are reporting improvements in efficiency and effectiveness that derive from successful implementation of core upgrades of various HR service domains (e.g., benefit administration, payroll) and the growing use of MSS and employee self-service (ESS). For most companies, the time HR staff and employees spend on routine benefit transactions is down.

There are certain steps of talent management which are as follows:

• Attracting Talent: Creating Assessment and Selection Strategies and Processes
• Retaining Talent: Reducing Turnover and Aligning Talent with Organization Goals
• Developing Talent: Challenging Your People with Executive Coaching and Leadership Development Programs

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