Interpersonal Relationship Building Objectives: English Speaking Skills

Project TitleCompetency mapping in an organizationObjectivesThis does not necessarily refer to English speaking skills. There are various factors leading to effective communication. 2. Interpersonal Relationship Building Ability:- This deals with well a person is able to socialise and bond with others around him. The behavioural aspects and elements related to interpersonal relationship building ability are as a core compentency. 3. Negotiating Ability :- The need for this skill arises when two or more parties argue on a common issue and each party wants a conclusion that it prefers. 4. Critical Thinking Ability :- The business environment is full of uncertainties and surprises. One must have the ability to think and act under unforeseen and

7. Creativity:- it is not only the quality of the product that plays role market. 8. Business Environment Understanding 9. Coordination 10. Instruction Following Ability 11. Knowledge Updating Problem StatementCompetency mapping forms an excellent tool the human capital. HR auditors should make sure that they identify the key competencies for an organization or a particular Position in an organization and use it for job evaluation, recruitment, training and development, performance management, succession planning, etc. They should ensure that the organisation effectively communicates what it actually expects from them. The competency framework serves as the bedrock for all HR applications. AS a result of all HR applications. As a result of competency mapping, all the HR processes such as telent intduction, management development, appraisals and training yield much better results. Competency mapping involves identifying competencies that will be needed by people working in an organization. The level of competency needed by employees at each level must also be specified. This depends on the type of job they do and the environment in which the organisation

However, researchers were not always sucessful in their jobs. This issue was first publicly addressed in 1973 by Harvard university phychologist David Mc Clleland, in his paper titled, “ Testing for competency rather than for intelligence” wherein he observed that the most academic over- achievers are not always the most sucessful people in their profession. Accourding to him, job selection and performance should be based on desired, observable behaviour instead of traditional standardised tests. Although there was no empirical basis for McClelland\'s conclusions the approach gained popularity and acceptance within the human resource community and continues to do so. It is already known that the competencies are a broader term referring to an individual\'s demonstrated Knowlwdge, skills, behaviours, experience, life view and values and constitute observable, behavioural acts that require a combination of all these attributes to be executed. They are domonstracted in a job context and as such are influenced by an organisation\'s culture and work environment. Business revolves around