Managerial Assessment of Proficiency - The Impact of MAP

The Impact of MAP

Famous chef, Raymond Blanc, experienced the tool himself and he outlines in the link below how he used MAP within his organisation and found it to be a good predictor of managerial performance.

MAP has also been used as a central part of qualifications accredited by the Institute of Leadership and Management and the Chartered Management Institute.

MAP has been deployed across the UK by a range of Licenced Delivery Centres by Development Processes Group PLC. One of its centres, Metricate Ltd, have supported its work in assessing and researching competencies in the construction, engineering and logistics industry sectors. The goal was to identify the implications of any deficiencies for the businesses concerned and assess how and where they impacted upon the organisation. (‘Understanding the Real Skills Gap: Management and Leadership’ 2008, Metricate Ltd).

The specific management competencies in deficit on this study, according to a MAP analysis, were identified as:-

1. Training, coaching and delegating
2. Thinking clearly and analytically
3. Listening and organising

From follow-up interviews with managers at Company Board level, there were a number of strategic and operational problem areas for companies stemming from the deficit in the management competencies described:-

1. problems with succession planning for the business and key staff
2. low profitability: chasing turnover at the sacrifice of margin
3. poor productivity: unproductive use of staff at all levels
4. response to globalisation: failure to grow and compete with larger rivals
5. new environmental, technology, techniques, legislation: struggling to respond and develop commercial advantage
6. aging workforce: inability to recruit and retain sufficient new staff
7. skills gaps: staff lacked the management and technical skills to compete successfully