Expert: Leo Lingham - 9/21/2008

Question
Respected Sir,

        I am student of MBA -final Semister, and doing a research project on competency mapping. i would like to have some guidelines on it and a research proposal for competency mapping

Answer
KHYATI,
HERE  IS SOME  USEFUL MATERIAL.
I   HAVE  LISTED  SOME  GUIDELINES.
I  HAVE  SHOWN  AN  EXAMPLE  OF  ''INFORMATION  MANAGER''
FOR  THIS  RESEARCH  PROJECT, CONDUCT  MAPPING  FOR   FEW  POSITIONS
AS  IT  WOULD TAKE  TIME.
YOU MAY  NEED  A  QUESTIONNAIRE,  PLEASE  LET  ME  KNOW
THROUGH   ANOTHER  QUESTION.
REGARDS
LEO LINGHAM
==============================================
WRITING  RESEARCH  PROPOSAL  GUIDELINES.
There are different forms and formats for proposals. Every proposal  has different guidelines and priorities, deadlines and timetables. Some  universities  accept a Common Application Form .

Always follow the exact specifications of the university  in their  applications, Requests for Proposals (RFPs) and guidelines. Full Proposals are generally a maximum of 15 pages (single-spaced) and include a Cover Letter, Cover Sheet, Narrative, Budget, Qualifications, Conclusion and Appendices, as follows :

Cover Sheet - a case statement and proposal summary;
Needs Assessment - a concise demonstration of the specific situation, opportunity, problem, issue, need, and the community your proposal addresses;
Program Goals and Objectives - a succinct description of the proposed project/program's outcome and accomplishments in measurable terms, and how it matches the university's interests;
Methodology - a rational, direct, chronological description of the proposed project and the process used to achieve the outcome and accomplishments;
Evaluation - the plan for meeting performance and producing the program/project;
Budget/Funding Requirements - a realistic budget with a detailed explanation , committed matching funds, evidence of sound fiscal management, and long term funding plan;
Qualifications - your organization's background, its funding history, board involvement and staff qualifications, and its capacity to carry out your proposal;
Conclusion - a brief, concise summary of your proposal;
Appendices - additional attachments required by the funder, such as proof of tax-exempt status, organizational and financial documents, staff/board lists, support/commitment letters.

Present your full proposal neatly, professionally, and in an organized package. Type and single-space all proposals. Write, organize and present your proposal in the order listed in the application and guidelines. Only include the information and materials specifically requested by the university. The proposal is judged on content and presentation, not weight. .

Unless required, do not include an index or table of contents, or bind the proposal, and be sure to sign it and submit the number of copies requested .
=======================================================================
THIS  IS   A   SAMPLE   PROPOSAL.
YOU  CAN   TAILOR   YOUR  COMP.  MAPPING  PROPOSAL  AS  REQUIRED.
Research Objectives:
-to  understand   the  current  level  of   ''competency  mapping''.
-to  determine  the  level  of  usage  of competency  mapping.
-to  determine  the  competency  mapping  for  4  positions.
Scopes:
Finding the following principles/tasks will also be undertaken as a part of the proposed research-
Hire, develop, and retain employees according to competencies.
Use performance management systems, including pay and other meaningful incentives, to link performance to results  ---using competencies
Measure the effectiveness of   training  using competencies
Methods:
Structured Interview
In depth Interview
Focus Group Discussion
Information Sources
The following range of information sources will be consulted:
Printed & Online Policy Manual of different MNC’s
Interview information which will be conduct with few Head of HR or Director HR or different level of employee
Reference texts
Limitations and key assumptions
This research will not be conducted as easily as it is written here in the proposal. Major obstacle will be getting appointment of the Human Resources Head or the HR Director. Subsequently getting HR information or practices within the organization. It also assumes that the research outcome can not be significantly valuable or practical for the HR practitioners or the young learners of the society. Also field work in all mentioned countries may be difficult if financial constraints & VISA related problem arises.
Outcomes:
The intended final outcomes of the research will be:
-knowledge  level  of  competency  mapping
-usage  of  competency   mapping
-potential  for  the  implementation  of   competency  mapping

Conclusion:
??????????
=================================================================
Competency Mapping. Competency mapping is a process an individual uses to identify and describe competencies that are the most critical to success in a work situation or work role.
---simple concept of defining what’s necessary to perform a job
==================================================================
Competency profiling is typically a method for identifying specified skills, knowledge, attitudes and behaviour necessary to fulfilling a task, activity or career. In most  organisations its ultimate purpose is to provide value to the external customer.
Profiling   results  are  used  for  training  purposes  mostly.
========================================================

In categorising competence, some organisations make distinctions between competencies,
1. which refer to desired personal attributes and behaviours, and
2.competences, which are the knowledge and skill required .
======================================================================
what is competency mapping?
Competencies IS the collection of success factors necessary for achieving important results in a specific job or work role in a particular organization. Success factors are combinations of knowledge, skills, and attributes  that are described in terms of specific behaviors, and are demonstrated by superior performers in those jobs or work roles. Attributes include: personal characteristics, traits, motives, values or ways of thinking that impact an individual’s behavior.
Competencies in organizations tend to fall into two broad categories:
-   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).
-   Functional/Technical Competencies. These competencies include specific success factors within a given work function or industry.
Three other definitions are needed:
• Competency Map. A competency map is a list of an individual’s competencies that represent the factors most critical to success in given jobs, departments, organizations, or industries that are part of the individual’s current career plan.
• Competency Mapping. Competency mapping is a process an individual uses to identify and describe competencies that are the most critical to success in a work situation or work role.
• Top Competencies. Top competencies are the vital few competencies (four to seven, on average) that are the most important to an individual in their ongoing career management process. “Importance to the individual” is an intuitive decision based on a combination of three factors: past demonstrated excellence in using the competency, inner passion for using the competency, and the current or likely future demand for the competency in the individual’s current position or targeted career field.
Although the definition above for “competency mapping” refers to individual employees, organizations also “map” competencies, but from a different perspective. Organizations describe, or map, competencies using one or more of the following four strategies:
1.   Organization-Wide (often called “core competencies” or those required for organization success)
2.   Job Family or Business Unit Competency Sets
3.   Position-Specific Competency Sets
4.   Competency Sets Defined Relative to the Level of Employee Contribution (i.e. Individual Contributor, Manager, or Organizational Leader)
===================================================
MAPPING  PROCESS

First stage of mapping requires understanding the vision and mission of the organization.
-------------------------------------------------
Second stage requires understanding from the superior performers the behavioural as well as the functional aspects required to perform job effectively.

·   Tool for the first and second stage: BEI/ Structured Interview
-------------------------------------------------------------------------
Third stage involves thorough study of the BEI Reports/ Structured Interview Reports
a)   Identification of the competency based on competency frame work
b)   Measurement of competency
c)   Required levels of competency for each job family
d)   Development of dictionary which involves detail description of the competency based on the indicators.  Care should be taken that the indicators should be measurable and gives objective judgment.
----------------------------------------------------------------------------------------------
Fourth Stage requires preparation for assessment.
a)   Methods of assessment can be either through assessment centres or 360 Degree Feedback
b)   If assessment centre is the choice for assessment then tools has to be ready beforehand
i.   Tools should objectively measure the entire competency required.
ii.   Determine the type of the tools for measuring competency
iii.   Prepare the schedule for assessment
iv.   Training to the assessor should indicate their thorough understanding of the competencies and the tools and also as to how the behaviour has to be documented.
-----------------------------------------------------------------------
Fifth Stage involves conducting assessment centre.  Usually it  is a two day program which would involve giving a brief feedback to the participant about the competencies that has been assessed and where they stands to.  
-------------------------------------------------------------------------
Sixth stage involves detailed report of the competencies assessed and also the development plan for the developmental areas.
======================================
how can it help the overall HR process of an organization?discuss various aspects of competency mapping and critically evaluate its utility for any organization with an example.
COMPETENCY   is  a  vehicle for organizational HR  applications such as:
• Defining the factors for success in jobs (i.e., work) and work roles within the organization
• Assessing the current performance and future development needs of persons holding jobs and roles
• Mapping succession possibilities for employees within the organization
• Assigning compensation grades and levels to particular jobs and roles
• Selecting applicants for open positions, using competency-based interviewing techniques
ETC.

----------------------------------------------------------------------
Why Should Individual Employees Map Their Competencies?
A list of compelling reasons includes, at a minimum, the following. An individual:
• Gains a clearer sense of true marketability in today’s job market; once the individual knows how his/her competencies compare to those that are asked for by the job market in key positions of interest.
• Projects an appearance as a “cutting-edge” and well-prepared candidate, who has taken the time to learn about competencies, investigate those in demand, and map his/her own competencies prior to interviewing.
• Demonstrates self-confidence that comes from knowing one’s competitive advantages more convincingly, and from being able to articulate those advantages in specific language.
• Secures essential input to resume development - a set of important terms to use in describing expertise derived from prior career experience.
• Gains advanced preparation for interviews, many of which may be delivered using a competency-based approach called “structured behavioral interviewing” or “behavioral event interviewing.” (See the section below titled “How Does Competency-Based Interviewing and Selection Work?”)
• Develops the capability to compare one’s actual competencies to an organization or position’s required/preferred competencies, in order to create an Individual Development Plan.

---------------------------------------------------------------------
Although the definition above for “competency mapping” refers to individual employees, organizations also “map” competencies, but from a different perspective. Organizations describe, or map, competencies using one or more of the following four strategies:
1.   Organization-Wide (often called “core competencies” or those required for organization success)
2.   Job Family or Business Unit Competency Sets
3.   Position-Specific Competency Sets
4.   Competency Sets Defined Relative to the Level of Employee Contribution (i.e. Individual Contributor, Manager, or Organizational Leader)
==========================================================

Competency Mapping & Assessments is a process designed to consistently measure and assess staff performance as it relates to the expectations of the organization.
A competency map is made up of four areas of competence attributes:
I.   Personal Attributes - The characteristics which enable the employee to attract others to well reasoned and logical points of view, to effectively communicate, and to relate to others. These include:
A.   Insight and Judgment
B.   Integrity and Ethics
C.   Continuous Personal Improvement
D.   Commitment and Performance Stability
E.   Interpersonal Orientation
F.   Project Management Skills
G.   Innovative/Creative Thinking
H.   Presenting/Speaking
I.   Business Writing
J.   Professional Demeanor
----------------------------------------------------------
II.   Leadership Qualities - The skills that allow the employee to assume a position of influence by assembling and leveraging a variety of resources that address problems and opportunities throughout the organization. These include:
A.   Strategic Thinking and Planning
B.   Facilitating
C.   Negotiating and Persuading
D.   Teamwork
E.   Coaching and Empowerment
F.   Problem Solving
G.   Decision Making
H.   Cross-Functional Perspective
-------------------------------------------------------------
III.   Broad Business Perspective - The body of knowledge that encompasses an understanding of the organization and its industry. These include:
A.   The Organization and Industry Knowledge
B.   Internal and External Consulting
C.   Business Relationships/Partnerships
D.   Current and Emerging Management Practices
E.   Best Practices
F.   Risk Management
G.   Mergers, Acquisitions and Strategic Alliances
H.   Management Accounting
I.   Organizational Systems and Processes
-------------------------------------------------------------------------
IV.   Functional Expertise - The traditional technical skills that the employee should possess and which form the basis for their unique ability to understand an organization from a perspective that others cannot. For eg. A finance professional should have knowledge in the following:
A.   Financial Analysis
B.   Treasury Management
C.   Cost Management
D.   Human Resources
E.   Taxation
F.   Information Technology
G.   Control Environment
H.   Financial and Statutory Reporting and Accounting Principles
I.   Internal Audit
J.   Budgeting, Forecasting and Business Planning
Once a competency map has been developed and validated, it can be used as a tool to manage, evaluate, and develop employee performance; recruit and select individuals that possess the skills required in the position; and compensate individuals based on their demonstrated performance.
---------------------------------------------------
KHYATI,  THIS  IS AN  IMPORTANT  STEP.

Competency Mapping & Assessments consists of six steps:

Specification Determination - Positions to be mapped are identified. A preliminary project plan is developed during this step to ensure that all the key stakeholders are involved in the process and that the appropriate activities and communication plans are established to support the development of the maps.

Data Collection - Information is gathered to identify the attributes and competencies required for each position. Data is collected to determine the skills, abilities, and personal traits required for success in the position being mapped. This data can be collected through one-on-one interviews with job content experts and their managers, focus groups with incumbents and managers and internal and external customer interviews.

Competency Development - All information gathered in the data collection phase is analyzed. Attributes and competencies are identified and behavioral descriptions are created for each. In addition, optimal areas of performance are identified according to organizational and market requirements. The result of this step is a first draft of the competency map.

Validation - The map is then reviewed to ensure it meets the current and future needs of the organization. Competencies, attributes, and their corresponding descriptions are evaluated for how accurately they describe performance requirements and to ensure they are aligned with and support the organisation’s objectives.

Implementation - After the maps have been validated and finalized, they are presented to the team with an action plan for the implementation and use of the maps. Gaps in competency levels, if any, are identified and appropriate training and learning action plans are evolved for developing those lacking competencies in the employees.
Use of the Tool
The Tool will continually evolve. As needs change and new concepts and practices emerge, the model can be updated to reflect the constantly changing world in which we live and work. The models can be personalized for individual or corporate use. Different attributes may be selected or omitted by the employee based on his or her role in the particular organization. Upon review of the various models, you will find that the first two competency categories (personal attributes, leadership qualities) as well as part of the third competency category (broad business perspective) are common to almost all employees. The competencies within the fourth competency category, functional expertise, vary based on the functional area in which the employee works.
The Tool is to be used
by Employees:
·   to take charge of their careers by focusing attention on skills needed to remain relevant, competitive and forward thinking,
·   to design a personalized career development plan that ensures that they reach their highest professional standing and economic potential,
·   as a guide for selecting educational programs.
by Employers:
·   to assist in identifying qualities and competencies that are relevant to their organization,
·   in conjunction with the self-assessment tool, to identify gaps between employee competencies and employer needs,
·   to design employee career development plans aligned to corporate needs,
·   as a guide for selecting educational programs to close the gaps between competencies and needs.
=====================================================
When  we  conduct  competency  mapping,   we  include
the  total   core  competencies.
Core Competencies anchor the professional and personal competencies. These  core competencies are absolutely essential for every   professional.
Personal Competencies represent a set of attitudes, behaviors, skills and values that enable practitioners to work effectively and contribute positively to their organizations, clients and profession.
Professional Competencies relate to the professional's knowledge , access, technology and management, and the ability to use this knowledge as a basis for providing the highest quality  professional services.

######################################################

HERE BELOW  IS   AN  EXAMPLE  OF THE  CORE COMPETENCIES
OF   A  PROFESSIONAL  INFORMATION  MANAGER.

What is an Information Professional/ MANAGER?
An Information Professional ("IP") strategically uses information in his/her job to advance the mission of the organization. The IP accomplishes this through the development, deployment, and management of information resources and services. The IP harnesses technology as a critical tool to accomplish goals. IPs include, but are not limited to librarians, knowledge managers, chief information officers, web developers, information brokers, and consultants.
What are Information Organizations/UNITS ?
Information organizations are defined as those entities that deliver information-based solutions to a given market. Some commonly used names for these organizations include libraries, information centers, competitive intelligence units, intranet departments, knowledge resource centers, content management organizations, and others.

In the information and knowledge age, specialists in information management are essential - they provide the competitive edge for the knowledge-based organization by responding with a sense of urgency to critical information needs. Information, both internally and externally produced, is the lifeblood of the knowledge-based organization and essential for innovation and continuing learning. Information sharing is also essential for any organization that is attempting to understand and manage its intellectual capital, often in a global context. IPs play a unique role in gathering, organizing and coordinating access to the best available information sources for the organization as a whole. They are also leaders in devising and implementing standards for the ethical and appropriate use of information.

If IPs did not exist they would be reinvented as organizations struggle to gain control over ever-increasing amounts of information in multiple storage formats. The astounding growth of the Internet and the rise of electronic communications and storage media generally have transformed our work and personal lives. Information overload is a growing problem and IPs are needed more than ever to quality filter and provide needed information in an actionable form. In order to fulfil their purpose, IPs require two types of competencies:

Professional Competencies relate to the practitioner's knowledge of information resources, access, technology and management, and the ability to use this knowledge as a basis for providing the highest quality information services. There are four major competencies, each augmented with specific skills:
A. Managing Information Organizations
B. Managing Information Resources
C. Managing Information Services
D. Applying Information Tools and Technologies
Applied scenarios illustrate many of the myriad roles and responsibilities that IPs perform in organizations of all types.

Personal Competencies represent a set of attitudes, skills and values that enable practitioners to work effectively and contribute positively to their organizations, clients and profession. These competencies range from being strong communicators, to demonstrating the value-add of their contributions, to remaining flexible and positive in an ever-changing environment.

Core Competencies anchor the professional and personal competencies. These two core competencies are absolutely essential for every information professional. As educated professionals, IPs understand the value of developing and sharing their knowledge; this is accomplished through association networks and by conducting and sharing research at conferences, in publications and in collaborative arrangements of all kinds. IPs also acknowledge and adhere to the ethics of the profession. The importance of these two cardinal core competencies cannot be emphasized enough; these are paramount to the value and viability of the profession.
The competencies outlined in this document are a set of tools for professional growth, recruitment, and assessment. Specific jobs will require specific sets of competencies at various skill levels. We encourage you to use these competencies to create roadmaps of growth and development for yourself, your colleagues and your organizations.

Core Competencies

I.   Information professionals contribute to the knowledge base of the profession by sharing best practices and experiences, and continue to learn about information products, services, and management practices throughout the life of his/her career.    
 
II.   Information professionals commit to professional excellence and ethics, and to the values and principles of the profession.      
      
========================================================
When  we  conduct  competency  mapping,   we  include
the  total   core  competencies.
Core Competencies anchor the professional and personal competencies. These  core competencies are absolutely essential for every   professional.
Personal Competencies represent a set of attitudes, behaviors, skills and values that enable practitioners to work effectively and contribute positively to their organizations, clients and profession.
Professional Competencies relate to the professional's knowledge , access, technology and management, and the ability to use this knowledge as a basis for providing the highest quality  professional services.
=============================================
HERE BELOW  IS   AN  EXAMPLE  OF THE  CORE COMPETENCIES
OF   A  PROFESSIONAL  INFORMATION  MANAGER.

Professional Competencies  of  the  ''chief  information manager
A. Managing Information Organizations
Information professionals manage information organizations ranging in size from one employee to several hundred employees. These organizations may be in any environment from corporate, education, public, government, to non-profit. Information professionals excel at managing these organizations whose offerings are intangible, whose markets are constantly changing and in which both high-tech and high-touch are vitally important in achieving organizational success.

A.1   Aligns the information organization with, and is supportive of, the strategic directions of the parent organization or of key client groups through partnerships with key stakeholders and suppliers.    
 
A.2   Assesses and communicates the value of the information organization, including information services, products and policies to senior management, key stakeholders and client groups.    
 
A.3   Establishes effective management, operational and financial management processes and exercises sound business and financial judgments in making decisions that balance operational and strategic considerations.    
 
A.4   Contributes effectively to senior management strategies and decisions regarding information applications, tools and technologies, and policies for the organization.    
 
A.5   Builds and leads an effective information services team and champions the professional and personal development of people working within the information organization.    
 
A.6   Markets information services and products, both formally and informally, through web and physical communication collateral, presentations, publications and conversations.    
 
A.7   Gathers the best available evidence to support decisions about the development of new service and products, the modification of current services or the elimination of services to continually improve the array of information services offered.    
 
A.8   Advises the organization on copyright and intellectual property issues and compliance.    
Applied Scenarios  
Develops strategic and business plans that support the host organization's goals and that establish long-term stretch targets and near-term priorities for the information organization.
Inspires a shared vision and creates a compelling mission for the organization that energizes people to work towards achieving its strategies and delighting its clients and key stakeholders.
Conducts market research of the information behaviors and problems of current and potential client groups to identify concepts for new or enhanced information solutions for these groups. Transforms these concepts into specialized information products and services.
Sets clear performance expectations linked to organizational strategies and priorities.
Provides professional development opportunities for staff members.
Calculates a return on investment for information services and products or develops other measurable contributions of the information organization.
Clearly demonstrates the value-add of the information organization to clients and key stakeholders through communications with top management.
===================================================
B. Managing Information Resources
Information professionals have expertise in total management of information resources, including identifying, selecting, evaluating, securing and providing access to pertinent information resources. These resources may be in any media or format. Information professionals recognize the importance of people as a key information resource.

B.1   Manages the full life cycle of information from its creation or acquisition through its destruction. This includes organizing, categorizing, cataloguing, classifying, disseminating; creating and managing taxonomies, intranet and extranet content, thesauri etc.    
 
B.2   Builds a dynamic collection of information resources based on a deep understanding of clients' information needs and their learning, work and/or business processes.    
 
B.3   Demonstrates expert knowledge of the content and format of information resources, including the ability to critically evaluate, select and filter them.    
 
B.4   Provides access to the best available externally published and internally created information resources and deploys content throughout the organization using a suite of information access tools.    
 
B.5   Negotiates the purchase and licensing of needed information products and services.    
 
B.6   Develops information policies for the organization regarding externally published and internally created information resources and advises on the implementation of these policies.    
Applied Scenarios
IPs are experts in identifying the best information resources, comparing free versus fee resources to determine if value-added features warrant the cost, examining features of resources available from multiple vendors, and providing access to those resources for the organization by negotiating cost-effective contracts with vendors.
IPs select and secure information resources that are appropriate in terms of format, language, content, coverage and that provide special features that tailor the content and retrieval capabilities to specific needs of the user group;
IPs may work together to provide group pricing or other cooperative arrangements both inside and outside the organization that provide the maximum value for the investment made.
IPs integrate externally published and internally created information resources as well as knowledge resources to create new client-specific information collections and sources.
IPs may use off-the-shelf information products recognizing that these products could require modifications to meet the needs of specific user groups; IPs then select or design and implement the required modifications.
IPs select, preserve and make accessible technical reports, standards, best practices guidelines and other internal documents for ongoing use.
IPs establish document retention schedules and access procedures to meet regulatory requirements.
========================================================
C. Managing Information Services
Information professionals manage the entire life cycle of information services, from the concept stage through the design, development, testing, marketing, packaging, delivery and divestment of these offerings. Information professionals may oversee this entire process or may concentrate on specific stages, but their expertise is unquestionable in providing offerings that enable clients to immediately integrate and apply information in their work or learning processes.

C.1   Develops and maintains a portfolio of cost-effective, client-valued information services that are aligned with the strategic directions of the organization and client groups.    
 
C.2   Conducts market research of the information behaviors and problems of current and potential client groups to identify concepts for new or enhanced information solutions for these groups. Transforms these concepts into customized information products and services.    
 
C.3   Researches, analyzes and synthesizes information into accurate answers or actionable information for clients, and ensures that clients have the tools or capabilities to immediately apply these.    
 
C.4   Develops and applies appropriate metrics to continually measure the quality and value of information offerings, and to take appropriate action to ensure each offering's relevancy within the portfolio.    
 
C.5   Employs evidence-based management to demonstrate the value of and continually improve information sources and services.    
Applied Scenarios
Seeks opportunities to work with clients on projects or within their environments or operations to fully understand their processes, information behaviors and how information services can most effectively be utilized.
Analyzes and synthesizes information into accurate answers or actionable information for clients, and ensures that clients have the tools or capabilities to immediately apply these.
Customizes information services to better meet the specific needs and usage patterns of clients.
Develops and delivers specific information packages or alerting services for clients such as competitive intelligence, business intelligence, industry monitors, topic or issue indicators.
Develops, delivers and manages curricula educating clients in information literacy, Internet usage, and locating and interpreting information sources.
Uses evidence-based management to present reasoned evidence of a service's value and an organization's abilities.Develops and applies measures of service/product usage, client satisfaction and the organizational or client impact of services and products. Regularly assesses clients' information wants and gaps using market research tools including questionnaires, surveys, interviews, focus groups and observation.
=======================================================
D. Applying Information Tools & Technologies
Information professionals harness the current and appropriate technology tools to deliver the best services, provide the most relevant and accessible resources, develop and deliver teaching tools to maximize clients' use of information, and capitalize on the library and information environment of the 21st century.

D.1   Assesses, selects and applies current and emerging information tools and creates information access and delivery solutions    
 
D.2   Applies expertise in databases, indexing, metadata, and information analysis and synthesis to improve information retrieval and use in the organization    
 
D.3   Protects the information privacy of clients and maintains awareness of, and responses to, new challenges to privacy    
 
D.4   Maintains current awareness of emerging technologies that may not be currently relevant but may become relevant tools of future information resources, services or applications.    
Applied Scenarios
IPs are active partners with technology vendors, providing feedback, suggesting improvements, and keeping the needs of the clients in the forefront
IPs maintain awareness of emerging technologies through reading professional and popular documents, participating in peer dialogs, and attending courses, workshops, and conferences.
IPs are prepared to advise all levels of the organization on how technology trends will affect the organization and the clients.
IPs lead technology initiatives in their organizations by forming partnerships, obtaining buy-in of upper management, overseeing the project management life-cycle, and communicating to all critical levels of the organization.
IPs test, select and use new technology tools as they are developed.
IPs maintain awareness of the latest policy and legislative initiatives that will impact privacy, accessibility, and openness of information use and transfer, and of technology deployment.
IPs educate others in the use of information tools and technologies in a variety of ways, from training people in finding the information they want on the Internet or in proprietary databases to integrating information tools into their clients' workflow or curriculum.
===================================================
======================================================
Personal Competencies  of  the  ''chief  information  manager''
Every information professional:
Seeks out challenges and capitalizes on new opportunities
Sees the big picture
Communicates effectively
Presents ideas clearly; negotiates confidently and persuasively
Creates partnerships and alliances
Builds an environment of mutual respect and trust; respects and values diversity
Employs a team approach; recognizes the balance of collaborating, leading and following
Takes calculated risks; shows courage and tenacity when faced with opposition
Plans, prioritises and focuses on what is critical
Demonstrates personal career planning
Thinks creatively and innovatively; seeks new or "reinventing" opportunities
Recognizes the value of professional networking and personal career planning
Balances work, family and community obligations
Remains flexible and positive in a time of continuing change
Celebrates achievements for self and others
===============================================
======================================================