Module 8

Competency Mapping Approach

to HRD

Session 1
Basics of Competency Mapping

1
 Concept of Competency
• Competency: A person- related concept that refers to the
dimensions of behaviour lying behind competent
performer.
A Competency is an underlying characteristic of a
person which enables him /her to deliver superior
performance in a given job, role or a situation
• Competence: A work- related concept that refers to
areas of work at which the person is competent
• Competencies: Often referred as the combination of the
above two.
 KNOWLEDGE
Relates to information
Cognitive Domain

Set of Attribute
SKILLS Relates to
qualitative
Relates to the
aspects
ability to do,
personal
Physical
Characteristics
domain COMPETENCY or traits

Outstanding
Performance of
tasks or activities
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 State of Art
Competency Measurement
Human Performance
David McClelland (1973)

Trait and Intelligence Approaches

1980

Organization Changes

Competencies

Changes in society
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 Competency

Personality

Underlying
Job Performance Criteria Behavior Causal Relation
characteristics
Evaluation

Effective and/or
Superior
Performance Competencies

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 Criteria to Measure Competency and
Performance

Competency

Superior Performance Effective Performance

Performance

Threshold Competencies Differentiating Competencies

Threshold V/S Differentiating Competencies

Distinguishes superior from

average performer

Must have in the job

 Competency Mapping
• It is a process of identification of the competencies
required to perform successfully a given job or role
or a set of tasks at a given point of time .
• It consists of breaking a given role or job into its
constituent tasks or activities and identifying the
competencies (technical, managerial, behavioral,
conceptual knowledge and attitude and skills, etc)
needed to perform the same successfully
 Competency Mapping
• Competency Map: A list of an individual’s competencies that
represent the factors most critical to success in given jobs,
Departments, or organizations that are part of the individual’s
current career plan.
• Competency profiling: It is the process of identifying the
knowledge, skills, abilities, attitudes, and judgment required
for effective performance in a particular occupation or
profession . Competency profiling is business/company
specific
 Need for Competency Mapping

Long learning curves & Lack

of succession planning

Want for High Turnover & Low

Organizational change retention

Unrecognized training
Poor Performance
needs
 Purpose of Competency Mapping

• Effectiveness of an organization is the summation of the

required competencies in the organization".
• Gap Analysis
• Role Clarity
• Selection, Potential Identification, Growth Plans.
• Succession Planning.
• Restructuring
• Inventory of competencies for future planning.
 Iceberg Model

Human Competencies can be classified into two broad

categories: hidden and visible competencies.

• Skills - a learned ability

• Knowledge - acquiring information in a particular field

• Self-Image – Self Concept and values

• Traits - why and how we behave a certain way

• Motives - what drives us, i.e., the need to seek

achievement, power/influence, affiliation
Example of Competency
 Application of Competency Mapping

Performance
Management

Core Pay for

Competencies Competence

Performance Job Career

consulting Competence Development

Training and
Selection
Development
Succession
Planning
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 Competencies Applications
• Competency frameworks: Define the competency
requirements that cover all the key jobs in an
organization. This consists of generic competencies.

• Competency maps: Describe the different aspects of

competent behaviour in an occupation against
competency dimensions such as strategic capability,
resource management and quality.

• Competency profiles: A set of competencies that are

require to perform a specified role.
 Session 2

Competency indicators and

categories
 Competency Management Framework

STRATEGIC FRAMEWORK COMPETENCY COMPETENCY MODELING

FRAMEWORK FRAMEWORK

Organizational Strategy
Stakeholder Interest
Core Competencies
Vision, Mission, Values, Strategic, Market Positioning
(Organizational wide)
Intent, Corporate Governance,
Corporate Social Responsibility & Ethics

Business Strategy
Business Plan & Goals, Culture Business Competencies Achieving Business Targets
People, Technology (SBU specific) Employee Satisfaction

Teamwork Strategy
Leadership, Communication Team Competencies Profit Center Orientations
Conflict Management, Interpersonal (Project driven) Team Development & Synergy
Skills, Project Orientation, Self
Managed Teams (SMT)

Role Strategy
Ability, Autonomy, Multiskilling, Role Competencies Performance Accomplishment
Task identity, Performance (Role wise) Individual Development
Evaluation & rewards and
performance development
The Lancaster (Burgoyne) Model of Managerial Competencies
Assessment and Feedback based on
Competency Mapping
 Behavior Indicators of Competencies

• A Competency is described in terms of key

behaviours that enables recognition of that
competency at the work place.
• These behaviors are demonstrated by excellent
performers on-the-job much more consistently
than average or poor performers.
• These characteristics generally follow the 80-20
rule in that they include the key behaviors that
primarily drive excellent performance.
 Competency - Broad Categories

• Generic Competencies
– Competencies which are considered essential for all
employees regardless of their function or level. -
Communication, initiative, listening etc.
• Managerial Competencies
– Competencies which are considered essential for employees
with managerial or supervisory responsibility in any
functional area including directors and senior posts
• Technical / Functional
– Specific competencies which are considered essential to
perform any job in the organization within a defined
technical or functional area of work.
e.g.: Finance, environmental management, etc
 Traditional Job Analysis Vs Competency
Approach
Job Analysis leads to
• long lists of tasks and the
skills / knowledge required
to perform each of those
tasks
• Data generation from subject
matter experts; job
incumbents
• Effective Performance
Competency model leads to
• A Distilled set of underlying
personal characteristics
• Data generation from
outstanding performers in
addition to subject matter
experts and other job
incumbents
• Outstanding Performance
 Behaviour indicators for high performance
individuals
• The competency definitions are based upon
outstanding current performance in the
organization.
• These competencies do not reflect someone's
management theory or an academic idea of
what it takes to do the job well.
• It is based on what works within the
organization and most directly contributes to
top performance.
 Applications of Competency
• Competencies identified are used to select,
develop, manage, reward & compensate
employees
• Employees know what competencies are required
for success & how they will be evaluated

Strategic Workforce Planning

• Develop assessment tools to determine whether
workforce possesses the competencies necessary
to meet organizational goals
 Application of Competency Model
(Contd.)
Selection
• Based on competencies:
- Develop criteria for screening & evaluating
resumes
- Develop content specifications for written tests,
performance tests, etc.
- Prepare interview guides & rating scales
• Create interview questions to find out, how
candidates have demonstrated competency in
their past work
 Application of Competency Model
(Contd.)
Training and Development
• Use the competencies to design a curriculum for
training and other workforce development
activities
• Create a multi-rater feedback instrument to
assess employee needs for competency
development
• Prepare development guides for the employees
with suggestions to build/strengthen each
competency
 Application of Competency Model
(Contd.)
Performance Management
• Develop guides for managers to help them conduct discussions with
their employees about their performance of the competencies
• Create rating guides to assist managers in the assessment of each
competency
• Develop a performance appraisal process & forms that incorporate the
competencies.

Succession Planning
• Design tools to help senior leaders assess critical competency gaps in
the pool of succession candidates
• Develop instruments to assess the competencies of managers who
appear to have high potential for advancement
• Create guides describing senior-level career paths and the
competencies required for each step in those paths
 Application of Competency Model (Contd.)
Rewards and Recognition
• Design a recognition program based on the
demonstration of highly-valued competencies or
clusters of competencies
• Create a guide for managers to reward the
demonstration of specific competencies by their
employees
Compensation
• Design a competency-based compensation program
where employees’ salaries increase, based on
proficiency in selected competencies
 Session 3

Tools and Methods of Competency

Mapping
Methods of Competency Mapping
• Businesses use competency mapping to match
the capabilities and talent of personnel with
specific job tasks and organizational needs.
• The technique involves conducting a job
analysis to identify core skills and behaviors
required to perform the role, drafting a job
description based on the key competencies
and aligning resources to best fulfill
competency needs.
 Assessment Center
• The assessment center methodology involves
situational observation to evaluate performance and
growth potential of candidates relative to specified
job attributes.
• The approach uses various types of discussion and
simulation exercises to reflect real-life demands of the
job. Candidates are asked to work through certain
scenarios while a trained assessor observes their
behavior.
• The situations are designed to reveal skills and
aptitude that help identify which individuals are good
matches for the current and future requirements of
the job.
 360-Degree Feedback

• The 360-degree Feedback Process is being increasingly

used in organizations for development, appraisal and
compensation purposes.
• It involves a collection of perceptions about an
individual’s behaviour and its impact on bosses,
colleagues, subordinates as well as internal and external
customers.
• Competency Mapping help to ensure that such feedback
relates specifically to the competencies crucial to
individual or organizational success
 Critical Incidents Technique

• This technique uses data gathering and analysis to

identify job-specific behaviors that influence the
success or failure of an individual or collective
business operation performing a certain job.
• Data about critical events -- exceptional examples of
accomplishment or failure -- is collected through
interviews or questionnaires as soon as possible after
occurrence.
• The incidents are then categorized according to
associated job behaviors to reveal patterns of
performance gaps and strengths.
 Methods of Data Collection
• Resource / Expert Panels

Structured process to get the participants (Job holders,

managers HR / training staff) to think systematically
about the job, skills and personal characteristics needed
for success.

• Critical Event Interviews

Structured interviews with superior performers which

involves in-depth probing of a large number of events
and experiences.
 Data Collection Methods
• Generic competency Dictionaries
– Conceptual frameworks of commonly
encountered competencies and behaviour
indicators.
– Serve as a starting point to the model building
team.
– Can be used in resource panel by asking the
participants to select a set of generic
competencies related to the job and rate the
importance
 Data Collection Methods
• Literature Review: A preliminary approach for defining
job content and identifying required competencies is to
conduct a review of the literature to learn about previous
studies of the job or similar jobs.
• Focus Groups: In focus groups, a facilitator works with a
small group of job incumbents, their managers,
supervisees, clients, or others to define the job content or
to identify the competencies they believe are essential for
performance
 Data Collection Methods
• Structured Interviews: In structured interviews,
carefully planned questions are asked
individually of job incumbents, their managers,
or others familiar with the job.
• Benchmarking interviews with other
organizations are especially useful in achieving a
broader view of the job or determining which
competencies are more universally deemed
necessary for a particular job
 Data Collection Methods

• Behavioral Event Interviews: In behavioral event

interviews (BEI), top performers are interviewed
individually about what they did, thought, said, and felt in
challenging or difficult situations.
• The competencies that were instrumental in their success
are extrapolated from their stories. Often, average and low
performers are also interviewed t to provide a
comparison.
 Data Collection Methods
• Surveys: In surveys, job incumbents, their
supervisors, and perhaps senior managers
complete a questionnaire administered either in
print or electronically. The survey content is based
on previous data collection
• Observations: In this data collection method, the
research team visits high-performing incumbents
and observes them at work. The more complex the
job and the greater the variety in job tasks, the
more time is required for an observation.
 Select the optimal approach

Behavioral
Generic Adapted
Survey Expert Event
model Generic
Driven Panel Interviews
Model

Least Most
Rigorous Rigorous

Considerations:
* Practicality * Fairness
* Speed * Validity
 Steps in Model Building

• Background information about the organization

• Decide on the Occupation / Job Position(s) that
require competency Model(s)
• Discuss the application of the competency model
• Select a data collection method and plan the
approach
• Organize Data collected
• Identify main themes or patterns
• Build the model - Defining specific behaviour
Indicators
• Review the model
 Competency Mapping

ORGANISATION DIRECTION
• VISION
• MISSION
• SHORT TERM & LONG TERM GOAL
• STRATEGIES
• VALUES

TRANSLATING THEM INTO ACTIONS FOR

ACTUALISATION

THROUGH

 ORGANISATION STRUCTURE
 ROLES, POSITIONS, JOBS

CORE COMPETENCY OF THE ROLE COMPETENCY

ORGANISATION
 Session 4

Competency Mapping Process

 Steps involved in the competency mapping
• Step 1 * Review, finalize and accept
company wide competency
requirements that are critical for
our company growth
• Step 2 * Define observable behavioral
definitions [finalize behavioral
dictionary]
• Step 3 * Define generic roles with
definition for the company as a whole
• Step 4 * Create Role competency matrix
* Identify Criticality required
* Identify Proficiency level
 Steps involved in the competency mapping

• Step 5 * Identify behavioral & Functional

skills required for the role
• Step 6 * Define Functional skills
• Step 7 * Identify role holder for each role
• Step 8 * Assess role holder behavioral
skill through Echo
• Step 9 * Assess Functional skill with
superior/HoD
• Step 10 * Match Role holder competency Vs
Role based competency
 Steps involved in the competency mapping

• Step 11 * Action Plan

a] Talent Acquisition
b] Performance Management
System [Talent Management]
c] Learning Management System
[Talent
Development]
• Step 12 * Employee Feedback
 Step 1 - Review, finalize and accept company wide
competency requirements that are critical for our
company's growth

Competencies Mandatory/ Non-

• Communication negotiable
• Leadership Competencies
• Strategic Thinking • Micro planning and
• Creativity Execution
• Teamwork • Differentiation
• Sense of Ownership • Quality Orientation
• Customer Orientation
• Consumer
Orientation
 Step 2 – Define observable behavioral definitions [finalize
behavioral dictionary] – of Competencies
1 Leadership Decisiveness – Makes timely decisions, takes risks using data, facts
and futuristic outlook

Change management – Understand what change requires, work

with stakeholders to influence change proactively

2 Creativity Innovation – Think out of the box, veer away from run of the mill
solutions, come up with non-traditional solutions

3 Strategic Strategic thought leadership – Show ability to look at the big

picture, draw global or local trends, build scenarios, put together
Thinking small pictures to make the big picture

4 Sense of Initiative – Delivering results with commitment and perseverance,

sharing information, building long lasting and transparent
Ownership relationships, doing the job with attitude (taking appropriate risks,
providing candid observations, influencing stakeholders), helps
share the company’s culture
 Step 2 – Define observable behavioral definitions [finalize
behavioral dictionary] – Mandatory/ Non-negotiable
Competencies
1 Micro Process orientation and Detailing - translating organizational
vision to action, building knowledge base, creating knowledge
planning and platform, formulating strategies and designing action plans,
Execution formulating measurement and monitoring mechanisms for
executing action plans. Working with speed and timeliness,
opportunistic, acting fast wit accuracy, taking action on both own
initiative and implementing others initiatives.
2 Differentiati Competitive Advantage - Contributing to the success of the
business by serving the value chain, interpreting socio-economic
on context, articulating the value proposition, leveraging business
drivers.

3 Quality Adherence to norms, efficiency, and deliver excellence - provide

the highest level of internal and external customer service,
Orientation translate customer critical feedback to quality characteristics
which then determines process improvements and process
efficiencies, transfer learning across teams and business for
continuous improvement.
Step 3 – Define generic roles with definition for the company as
a whole
S Role definition Sales
No
1 Executive task Frontline sales – Direct sales, collection & distribution responsibility
for assigned territory, feet on street, field job (Sales Reps, Sales
under
Coordinator)
supervision
2 Executing Area Responsibility – Direct sales, collection & distribution feet on
street, field & supervisory possibility for a large area (Sales/ Sr. Sales
tasks
specialists without direct people responsibility)
independently
3 Executing Regional Responsibility – Direct sales, collection & distribution
responsibility, supervisory responsibility for targets in Region (more
Leaders
than 1 state) (Sales/ Sr. sales specialist with people and region (more
than 1 state)
4 Section/ Division Responsibility – Responsibility for division profitability at a
national level, larger supervisory role, responsibility for sales &
Location Head
marketing (Section chief/ Manager with national responsibility for
division)
5 HOD/ Business Responsibility – Responsibility for profitability of all
Divisions in the group for CKPL, High focused supervisory role,
Management
Responsible for contribution to top and bottom line of CKPL
Team (Business Group Heads)
 Step 4 – Create Role competency matrix

Role

Function

Equivalent Competency Role

PROFICIENCY LEVELS

BASIC CONTRIBUTO EXPER LEADING

AWARENESS RY T EDGE
CRITICAL

IMPORTANT

PREFERRED
CRITICALITY
Functional/
Technical Functional/Technical skill Definitions
Skills
 Step 4 – Identify Criticality required

Detail how critical the competencies are

• CRITICAL - An absolute must / essential without which

success on the job is difficult.

• IMPORTANT - Need to have, but a lack of it for the

current conditions may not be a deterrent and can be
trained.

• PREFERRED - Nice to have, one that adds that extra

value, but absence of it for the current conditions not a
deterrent to successful accomplishment of the job
 Step 4 – Identify Proficiency level
Level of Competencies- A measure of relative comparison to
identify “How much” of a specific competence.

• Basic Competencies- Understanding at a macro level,

sufficient to know “How to do it?” - “Competence to
understand the book”
• Contributory - Understanding at a macro level and able to
pass on the “How to do?” - “Competence to understand
and teach the book”
• Expert- Understanding at the detailed level, contribute,
analyze and teach the “How to do ?” “Competence to
understand, teach, and criticize the book”
• Leader- Understand at the Micro level, contribute,
analyze, teach ,and recreate the “How to do ?”
“Competence to understand, teach, criticize and write the
book.”
 Step 5 – Identify Behavioral skills required for the role
COMPETENCY MAPPING MATRIX ID:
SD/147/00/01.10
Role Sales Representative .08

Function Sales

Equivalent Competency Role Front line

PROFICIENCY LEVELS
LEADING
BASIC AWARENESS CONTIRBUTORY EXPERT EDGE
Retail Perf Std Selling Skills
Distribution
CRITICAL Operational RS Management Expansion
Product Knowledge Claims making
Differentiation consumer orientation
PC skills Market Knowledge
IMPORTAN
T Software knowledge Trade relations
Micro
planning/execution Customer orientation
Analytical skill Team work
Criticality Quality orientation Communication
PREFERRE
D Creativity
Step 5 – Identify Functional skills required for the
Role: Sales & Distribution
Business Division Region Area Front Line Sales
Responsibility Responsibility Responsibility Responsibility
Business Plan Sales planning Sales targets Selling skills Selling skills
Relationship Relationship Expanding Distribution Distribution
management management distribution expansion expansion
Benchmarking Supply chain Collections RPS RPS
management
Supply chain Customer Inventory RS management RS management
management satisfaction monitoring
Team Marketing support Resource Financial Financial
management management commitment mgt commitment mgt
New business Team Product Product
development management knowledge knowledge
Policy/process Market knowledge Market knowledge
compliance
Trade marks Trade relations Trade relations
protection
Analytical skill
Claims making
 Step 5 – Identify Functional skills required for
the role: Marketing
Leader Managerial Execution Co- ordination

PC skills PC skills PC skills PC skills

Marketing strategy Profit monitoring Profit monitoring Marketing plan

skill
Brand management Marketing plan Consumer tracking Consumer tracking

Media management Tracking Advertising and Competition tracking

competition media promotions
Agency management Product launch and Research activities
promotion
Trademark Build brand identity Brand related
management activities
Financial acumen Agency briefing Knowledge of
product and packing
 Step 5 – Identify Functional skills required for
the role: Human Resources
Leader Managerial Execution Co- ordination

Global HR trends PC skills PC skills PC skills

Financial acumen Recruitment Compensation Statutory knowledge

management management
Labour law know PMS HR info system

Know of HR concepts Compensation Payroll management

& process management
Business acumen IR skill

HR vision HR info system

Policies & procedures Payroll management

RAG analysis

Comp & rewards

Talent management

HR info system

Group HR operation
 Session 5

Competency Mapping Process (2)

 Step 6 – Define Functional skills SR Role
Functional competencies Definitions
Selling Skills Steps of sales calls ….expand

Distribution expansion Enhance coverage in a defined budget

Availability and visibility -
RPS merchandising
Stock norms, ROI, Mkt Service, Infrastructure, Mkt
RS Management Credit
Financial commitment Handling collection issues, distributor investment, RS
Functional/ Mgt funds management
Technical
Basic understanding of categories and products vis-à-
Skills
Product Knowledge vis the competition
Understanding of the geography and relationship with
Market Knowledge dealers
Relations with the retailers, leverage the
Trade relations sales

Analytical skill Analysis of territory alignment [coverage and routing]

Claims making Product returns, subsidy, schemes rejections handling

 Step 7 – Identify Role Holder for each role

• Display of individual competency related to

technical/ functional, managerial and generic
competencies
 Step 8 – Assess role holder behavioral skill

• Echo (A customer satisfaction tool)

• Psychometric Tool
• Behavioral questionnaire
• Interpersonal, activity and motivation
• 10 Dimensions of Personality
 Step 8 – Ten Dimensions of Personality

Introversion Extroversion
Anxiety Relaxation
Assertion Questioning
Receptivity Distance
Rigidity Improvisation
Intellectual Dynamism Intellectual Conformism
Combativeness Conciliation
Realization Facilitation
Belonging Independence
Power Perfection
 Step 9 – Assess Functional skill with
superior/HoD

• By Experience
• Would be empirically done by superior
• 360 degree Appraisal
Step 10 – Match of role holder Vs Role based Competency
Step 10 – Match of role holder Vs Role based competency
Step 10 – Match of role holder Vs Role based competency
 Step 11 – Action Plan:
Talent Acquisition

• Fixing a norm for selection

• Change in the interview evaluation sheet
• Competency based Preliminary interview
• Administer Echo and match with
competency matrix
• Hiring – Other post selection procedures
would be administered as is being done by
HR
 Step 11 – Action Plan:
Performance Management System
[Talent Management]

• Administer at the time of appraisal

• Identify hi-potential – future role leaders
• Link it with the promotion policies
• Succession planning
• Career Planning
• Under- utilization
 Step 11 – Action Plan:
Learning Management System
[Talent Development]

• Input for the all the sources

• Gap identified would be the basis for the
individual Learning
 Step 12 – Employee Feedback
On line system would be made available
wherein employees can see –
a] what is the competency expected for the role
b] where they are against it
c] 360* appraisal the superiors would give a
feedback
 Summary of competency mapping steps
• Identify job for mapping
• Identify the role and responsibility through job description
• Identify a benchmarked role holder (high performing individual)
• Identify the key competencies related to technical, managerial and
generic
• Give a comprehensive list with definition of these competencies
• Identify the level of Competency for the job
• Measure the competencies and collect data from the sources of
individuals doing the job
• Compare with the benchmarked job
• Identify the gap in the level of competency required
• Develop an action plan and follow up