Volume 23, Issue 4 (2-2025)
jhosp 2025, 23(4): 491-499 |
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Amiri Ghale Rashidi N, Razaghi Kashani F, Rahimnia R, Jaafari Pooyan E, Arab Yarmohammadi A, Mokhtare H, et al . Competency Mapping Framework for Frontline and Middle Managers at Tehran University of Medical Sciences. jhosp 2025; 23 (4) :491-499
URL: http://jhosp.tums.ac.ir/article-1-6688-en.html
URL: http://jhosp.tums.ac.ir/article-1-6688-en.html
Niloufar Amiri Ghale Rashidi1 
, Farin Razaghi Kashani *2 , Ramin Rahimnia3 , Ebrahim Jaafari Pooyan4 , Alireza Arab Yarmohammadi5 , Hadi Mokhtare6 , Masoud Rafati7 , Zohreh Jabari Moghadam8
, Farin Razaghi Kashani *2 , Ramin Rahimnia3 , Ebrahim Jaafari Pooyan4 , Alireza Arab Yarmohammadi5 , Hadi Mokhtare6 , Masoud Rafati7 , Zohreh Jabari Moghadam8
1- PhD in Public Administration, Policy Making, Organizational Development and Human Resources Management, Tehran University of Medical Sciences, Tehran, Iran.
2- Master of Healthcare Management, Organizational Development and Human Resources Management, Tehran University of Medical Sciences, Tehran, Iran. *Corresponding Author Email: Farinrazaghi_1990@yahoo.com
3- Assistant Professor, Department of Medical Nanotechnology, School of Advanced Technologies in Medicine, Tehran University of Medical Sciences, Tehran, Iran.
4- Professor, Department of Health Management, Policy and Economics, School of Public Health, Tehran University of Medical Sciences, Tehran, Iran.
5- Master of Healthcare Management, Organizational Development and Human Resources Management, Tehran University of Medical Sciences, Tehran, Iran.
6- PhD in Healthcare Management, Children's Medical Center Hospital, Tehran University of Medical Sciences, Tehran, Iran.
7- MD, Baharloo Hospital, Tehran University of Medical Sciences, Tehran, Iran.
8- Master of Public Administration, Organizational Development and Human Resources Management, Tehran University of Medical Sciences, Tehran, Iran.
2- Master of Healthcare Management, Organizational Development and Human Resources Management, Tehran University of Medical Sciences, Tehran, Iran. *Corresponding Author Email: Farinrazaghi_1990@yahoo.com
3- Assistant Professor, Department of Medical Nanotechnology, School of Advanced Technologies in Medicine, Tehran University of Medical Sciences, Tehran, Iran.
4- Professor, Department of Health Management, Policy and Economics, School of Public Health, Tehran University of Medical Sciences, Tehran, Iran.
5- Master of Healthcare Management, Organizational Development and Human Resources Management, Tehran University of Medical Sciences, Tehran, Iran.
6- PhD in Healthcare Management, Children's Medical Center Hospital, Tehran University of Medical Sciences, Tehran, Iran.
7- MD, Baharloo Hospital, Tehran University of Medical Sciences, Tehran, Iran.
8- Master of Public Administration, Organizational Development and Human Resources Management, Tehran University of Medical Sciences, Tehran, Iran.
Abstract: (1439 Views)
Background and purpose: In Iran’s health system, the lack of a systematic process for selecting managers based on the specific competencies required in medical universities and the health sector has long been a challenge. To address this gap, Tehran University of Medical Sciences took the lead as the first institution to design a competency mapping framework for frontline and middle managers, aiming to align managerial selection with the strategic goals of the health system.
Methods: Firstly, a succession planning committee was formed in the university’s Vice-Chancellor for Management Development and Resource Planning. Following an extensive review of relevant models and strategies by several expert panels, this committee proposed guidelines for selecting selecting managers based on merit and developed a competency mapping process.
Results: The competency mapping process was structured into eight steps, including: candidate eligibility screening, assessment of general and technical competencies, 360-degree performance evaluation, review of prior experience, and participation in a mentoring-based empowerment program.
Conclusion: Using this merit-based selection model, top-performing candidates could be successfully appointed to managerial roles. A key achievement of this process is fostering a culture of meritocracy and advancing the organizational maturity of the university. Competency and talent mapping can serve as a robust framework for succession planning and managerial development in medical universities and the broader health system. This approach might significantly contribute to optimizing the selection and development of future leaders for critical positions via identifying skill gaps, assessing development needs, evaluating performance, and enhancing talent identification.
Methods: Firstly, a succession planning committee was formed in the university’s Vice-Chancellor for Management Development and Resource Planning. Following an extensive review of relevant models and strategies by several expert panels, this committee proposed guidelines for selecting selecting managers based on merit and developed a competency mapping process.
Results: The competency mapping process was structured into eight steps, including: candidate eligibility screening, assessment of general and technical competencies, 360-degree performance evaluation, review of prior experience, and participation in a mentoring-based empowerment program.
Conclusion: Using this merit-based selection model, top-performing candidates could be successfully appointed to managerial roles. A key achievement of this process is fostering a culture of meritocracy and advancing the organizational maturity of the university. Competency and talent mapping can serve as a robust framework for succession planning and managerial development in medical universities and the broader health system. This approach might significantly contribute to optimizing the selection and development of future leaders for critical positions via identifying skill gaps, assessing development needs, evaluating performance, and enhancing talent identification.
Keywords: Competency, Competency Mapping, Merit-Based Selection, Frontline Managers, Middle Managers
Type of Study: Other |
Subject:
مدیریت منابع انسانی در بیمارستان
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