Module -5

Competency Mapping

RCU Syllabus

Meaning of Competency.
Competencies
Developing competency models.
Issues related to developing competency
models.
Sources of competency Information.
Origin of assessment centre.
Essential features of an assessment centre.
How can assessment centers be used as a
developmental tool?

Meaning of Competency
A competency is an underlying characteristics
of a person, which enables him to deliver
superior performance in a given job, role or a
situation.
This characteristics may be called an
attribute bundle, consisting of knowledge,
skills, traits, social role, self-image and
motive.

People have & acquire

COMPETENCIES

Competencies applied in the form of

BEHAVIOUR
(Actions, Thoughts, Feelings)

Our behaviour produces

OUTPUTS
(Products & Services)

How this is done yields

RESULTS

Context for Competency

Competency has two relevant
meanings The first, address the ability of an individual
to perform effectively in a job-relevant area.
The second, is a definition of what is required
of an individual, for effective performance.

Competencies
Competencies are the
characteristics of a manager. This
goes along with our promise that
competency is a characteristics of a
person.

The competencies have five

characteristics, namely
* Motives: Things a person consistently thinks
about or wants that cause action, motives
drive, direct and select behavior towards
certain actions.

* Traits: Physical characteristics and consistent

responses to situations. Good eyesight is
physical traits of a pilot.

*Self Concept: A person's attitude value or self

image. A person's values are reactive or
respondent motives that predict what a person
would do in the short run.
*Knowledge (Information a person has in a
specific work area) .
* Skill (is the ability to perform certain mental or
physical tasks) Example: Mental competency
includes analytical thinking.

The four general competences are

Meaning Competence: Identifying with the
purpose of the organization .
Relation Competence: Creating and
nurturing connections to the stakeholders of
the primary tasks.
Learning Competence: Creating and looking
for situations that make it possible to
experiment with the set of solutions that make
it possible to solve the primary tasks and
reflect on the experience.

 Change Competence: Acting in new ways when

it will promote the purpose of the organization or
community and make the preferred future come to
life.
Types of competencies
1. Organizational competencies
2. Job/Role competencies
3. Personal competencies

Competence

1.
2.
3.

4.

5.

6.

Based on the work task or job

outputs.
Describes the attributes of the
job.
Consists of the various skills
and knowledge required to
perform a job.
Are not transferable since each
competence is specific to a
single job or a specific range of
jobs.
Measured by performance on
the job.
Are specifically process centric

Competency

1.

Based on behavior.

2.

Describes the attributes of the

person.
Consists mainly of underlying
characteristics of a person
which result in effective and/or
superior performance on a job.
Are transferable from one
sphere to another.
Measured in terms of behavior.
Are typically result-centric.

3.

4.
5.
6.

Benefits of Competency Approach

1. Increased productivity.
2. Improved work performance.
3. Training that is focused on organizational
objectives.
4. Employee know up front what is expected
of them.
5. Employees are empowered to become
partners in their own performance
development.

Why adopt Competency Method ?

PERSONALITY ICEBURG MODEL

Visible
Skill
Knowledge

Hidden

Self-Concept
Trait
Motive

The Core Competencies

Observable
Behaviour

Knowledge: Job related

Skills: Communicates well,
demonstrates leadership

Traits: Learns quickly, projects self

confidence, team player, handles
ambiguity well & demonstrates initative

Motives: Self-development, focuses on client success,

preserves firms / personal integrity

Central and Surface Competencies

SKILL

SELF-CONCEPT

TRAIT
MOTIVE

ATTITUDES
VALUES
KNOWLEDGE
Surface Personality
Most easily developed

Core Personality
Most difficult to developed

What is a Competency Model ?

A Competency Model is a valid, observable,
and measurable list of knowledge, skills and
attributes demonstrated through behaviour
that results in outstanding performance in a
particular work context.

What is the Use of

Competency Model ?
To determine whether the work force possesses abilities
critical for the success is difficult.
Behaviour for effective performance vary from B to B.
Develop competency models identifying essential
knowledge, skills and attributes needed for successful
performance, HR Strategy.
A Competency Model describes the combination of
knowledge, skills and characteristics to effectively perform
the role in an organisation and used for:
Assessment during recruitment.
Assessment during further development.
Succession planning and promotion.
Organisational development analysis.

What is Competency Mapping?

It is about identifying preferred behaviours
and personal skills which distinguish
excellent and outstanding performance from
the average.
A Competency are the ingredients (skills,
knowledge, attributes and behaviours) that
contribute to excellence.

Stages of Developing Organisation Wide

Competency Model
Stage 1:
Data Gathering
& Preparation
Study identified jobs.

Stage 2:
Data Analysis

Review list
of probable
competencies.

Stage 3:
Validation

Content validation
session.

Identify major
Categories of skills.

Construct competency
definition.

Reinforce proficiency of
Critical competencies.

Identify probable
competencies.

Assign proficiency
Levels.

Refine competency
definitions, if
necessary.

Stages of Developing Organisation Wide

Competency Model
Stage 1:
Data Gathering
& Preparation
Study identified jobs.

Stage 2:
Data Analysis

Review list
of probable
competencies.

Stage 3:
Validation

Content validation
session.

Identify major
Categories of skills.

Construct competency
definition.

Reinforce proficiency of
Critical competencies.

Identify probable
competencies.

Assign proficiency
Levels.

Refine competency
definitions, if
necessary.

Data Analysis
Construct competency definitions:
Job family

Works
manager

Sales
manager

Production
manager

Treasurer

Competency 1 Problem
solving

Sales force
management

Conflict
Forecasting
management

Competency 2 Conflict
management

Channel
administration

Decision
making

Issue
management

Competency 3 Quality
management

Data
gathering

Problem
solving

Data
gathering

Data Analysis
Review list of competencies:
Review the competencies that are identified, to
check if they fulfill the purpose or objective of the
job.

Competencies are finalized for each job role.

Identify and list meta competencies.
Have it agreed with the management teams.
Each role profile in turn would now have a
detailed set meta and sub competencies

Data Analysis
Each of the competencies are now defined in
the context of the role profile.
Assign proficiency level:
Define what proficiency means to the
organization and what use would it be put to
within the organization.
Define levels and differentiate between
appraisal ranking and proficiency levels.

VALIDATING THE
COMPETENCY MODEL
Content validation session:
Bring together an appropriate focus group
consisting of top management, cross section
managers and typical role profile holders.
Validate the skills identified and competencies
profiled.
Conduct a validation exercise to check for the
ease of understanding, implementation
possibility, time and the process involved to roll
it out through the enterprise.

VALIDATING THE
COMPETENCY MODEL

Define milestones for such an implementation

work.
Tabulate the learning process.
Evaluate whether the exercise has generated
adequate data and information to progress with
the competency definition and proficiency
mapping exercise.
Reestablish the business case for implementing
a competency development work process.
Run pilot workshops where ever necessary

VALIDATING THE COMPETENCY

MODEL
Reinforce proficiency of critical competencies:
At this stage, proficiency analysis and
validation is essential to be conducted through
similar cross management focus groups.
Illustrate with examples how proficiency levels
have been articulated, valued and how they
would be used.
Handle insecurities and threat perceptions in
the usage of proficiency levels.
Run pilot workshops where necessary.

VALIDATING THE COMPETENCY

MODEL
Refine competency definitions, if necessary:
Focus on the competency definitions obtained
through the validation exercise.
Conduct a top management workshop and
finalize the definitions.
Run a pilot focus group, if necessary

Competency Model for Sales Associate

PERSONALITY
1.

Assertiveness

Competitiveness
3. Self-Sufficiency
2.

4.

High Emotional Stamina

5.

High Energy Level

ABILITY
1.

Mental Ability

2.

Divergent Thinking

3.

Quantitative Reasoning

Ability to take command during face-to-face

situation while displaying appropriate tact and
diplomacy.
Desire to win and to achieve and, surpass goals.
Ability to work independently and maintain ones
motive.
Ability to maintain focus and effectiveness under
stressful and frustrating situation.
Ability to establish and maintain a fast pace and
temperament.

Ability to deal with multiple issues and details.,

alertness and, learning capacity.
Ability to see and think beyond obvious and
formulate original solution
Ability to reason with, analyse and draw
conclusions from members.

Competency Model for Sales Associate

KNOWLEDGE
1.

Financial Analysis

2.

Computer Literacy

3.

Product Knowledge

4.

Competitive Environment

Understanding the financial impact of decision

on the customer, the costumers satisfaction and
the company.
Basic computer skills for application to mktg
pgmes, incl prospects list computer contacts and
relevant economic data,
Expertise related to companys product and
services, as well as, other crucial aspects of
business.
Knowledge of company for ce and how
company stacks up against competitors and their
products.

SKILLS
1.

Basic Selling Skills

2.

Problem-Solving Skills

Establishing rapport, determining customers

needs, relative benefits to product features,
handling objectives and closing.
Anticipating problem- inviting ideas,
distinguishing symptoms from causes, modifying
proposals and implementing solutions.

Issues related to develop

competency model
Competency practitioners and consultants
have followed various combinations of steps
in developing the model and assessing the
competencies.
Steps have been added, deleted,
modified, refined depending on both the
internal and external factors.

In general, all the practitioners or consultants

have addressed the following six issues while
developing the model.
Strategize
Assess business needs, evaluate contextual
drivers, engage stakeholders and set goals.
Initiate
Identify methodologies, develop project plans,
review existing data, benchmark
competencies, and collect competency data.

 Model
Analyze and synthesize data, identify
competencies and develop models, and validate
models.
Pilot
Develop implementation and evaluation plans,
develop and initiate competency applications, and
continuously communicate activities.

 Link
Link to all human resources system components,
and phase in implementation of other competency
based applications.
Evaluate
Establish and evaluate measures, and continuously
improve the system.

Sources of competency information

Assessment Center Defined

An assessment center consists of a
standardized evaluation of behavior based on
multiple inputs. Multiple trained observers
and techniques are used. Judgments about
behaviors are made, in major part, from
specifically developed assessment
simulations.
These judgments are pooled in a meeting
among the assessors or by a statistical
integration process.

Origin of Assessment Centre

Essential Features of an Assessment

Center
Job analysis of relevant behaviors
Measurement techniques selected based on
job analysis
Multiple measurement techniques used,
including simulation exercises
Assessors behavioral observations classified
into meaningful and relevant categories
(dimensions, KSAOs)

Multiple observations made for each dimension.

Multiple assessors used for each candidate.
Assessors trained to a performance standard.
Systematic methods of recording behavior
Assessors prepare behavior reports in
preparation for integration

Integration of behaviors through:

Pooling of information from assessors and
techniques; consensus discussion
Statistical integration process

These arent Assessment Centers

Multiple-interview processes (panel or
sequential)
Paper-and-pencil test batteries
regardless of how scores are integrated
Individual clinical assessments
Single work sample tests

 Multiple measurement techniques without

data integration
nor is . . .
labeling a building the Assessment Center

Assessment centre as a development tool

Tools and Techniques deployed in
an Assessment Centre:
1. In-Basket.
2. Group Discussion.
3. Interview Simulation.
4. Presentation and report Writing.
5. Management Problems( or
analysis)

6. Qualification Screens.
7. Structured Interviews.
8. Job Simulation.
9. Knowledge and Skills Tests.
10. Talent Measures.
11. Culture Fit and Values Inventories.
12. Background Investigation.
13. Integrity Tests.
14. Physical abilities test.
15. fact-finding and Analysis exercises.
16. Business Games.
17. Role-play exercises.