COMPETENCY MAPPING

By: Manisha Patil

 Concept of Competency Mapping

INTENT ACTION OUTCOME

Personal
Behaviour Job Performance
Characteristics
Definition

 Competency Mapping is a process to

identify key competencies for an
organization and/or a job and
incorporating those competencies
throughout the various processes (i.e. job
evaluation, training, recruitment) of the
organization. A competency is defined as a
behaviour (i.e. communication, leadership)
rather than a skill or ability.
Benefits Of Competency Mapping
 Features Of Competency Mapping

Demonstration of
skills & ability Characteristics Capacity to
of Manager transfer skills
& ability
Effective
Performance
Methods Used For Competency
Mapping
Interviews
Group Work
Task Forces
Task Analysis Workshops
Questionnaire
Use of job description
Performance appraisal Formats etc.
When should Competencies be used?

The use of Competencies

can include: assessment
during recruitment,
assessment during further
development; as a profile
during assessment to guide
future development needs;
succession planning and
promotion; organizational
development analysis.
 Techniques used to
map Competencies

Critical Incident Repertory

Analysis Grid
What is Critical incident technique?

 Respondents are asked to relate specific

incidents, which highlighted exemplary
behaviour in critical situations. This is
based on the assumption that the best
and the worst of a person surfaces in a
crisis.
What is Repertory Grid Analysis?

 identify important attributes

 for each attributes, establish a bipolar scale
with differentiable characteristics and their
opposites
The Steps Involved
In Competency
Mapping
Step 1: Job Analysis
 Conduct a job Analysis by
asking applicants to complete
a position Information
Questionnaire(PIQ). This can
be Provided for applicants to
complete, or can conduct
one-on-one interviews using
the PIQ as a guide.
 Using the result of the job
analysis , develop a
competency based job
description.
 After careful analysis
competencies are compared
against the standard ones.
Step 2: Competency Based job
Description

 Developing Competency-based Job Description is one way

to define participant roles while still allowing for evolution.
 Like well-Written typical job descriptions, competency-based
job descriptions list job title, job description, key
responsibilities, and requisite and preferred education and
experience.
Step 3: Identifying min required level
of Competencies
Competencies identified Min acceptable level
Technical Skill 4
Professional Qualification 3
Eye for detail 4
Reconciliation Policy knowledge 4
Analytical and problem solving 4
Networking ability 3
Stress tolerance 3
Tolerance to Nonconformities 3
Communication skills 3
Customer orientation 3
Familiarity of American names 4
Step 4: Assessment

 Centre where candidates are assessed to determine their

suitability for specific types of employment.

 Techniques :
 Group Activities
 Presentations
 Examinations
 Interviews
 Step 5: Development plan
Competency identified Action Plan
Technical Skill Refresher process training
Professional Qualification Control plan- To recruit only graduates with commerce
background
Eye for detail Control plan- To have a check list in place for all the major
reconciliation fields
Reconciliation Policy Refresher process training
knowledge
Analytical and problem solving Analytical and problem solving skills

Networking ability Performing higher standard 1 & 2

Stress tolerance Planning & proioritizing
Tolerance to Nonconformities Even eagles need a push

Communication skills CUSTOMER SERVICE & CLIENT ORIENTATION

Customer orientation Domain training
Familiarity of American names Control plan- To check the unfamilier names from the global
customer database
 COMPETENCY MODELS

ORGANIZATIONAL INDIVIDUALISTIC
APPROACHES MODELS
MODELS
TEAM
HRSYSTEMS APPROACHES
APPROACHES MODELS
MODELS
CRITERIA TO MEASURE COMPETENCY
& PERFORMANCE

Competency

Superior Performance Effective Performance

Performance

Threshold Competencies Differentiating Competencies

THRESHOLD V/S DIFFERENTIATING
COMPETENCIES
 PERFORMANCE MANAGEMENT SYSTEM
(PMS)
Organization Strategy

Pre-requisite steps Organization Objective

Manager?work unit
Objective

Start Of Period Performance Planning

Definition of Job Responsibilities

During The Period Goal Setting Performance Management

End of Period Performance Appraisal

COMPETENCY BASED PMS
MIXED MODEL
STEPS IN DEVELOPING A COMPETENCY
BASED SELECTION SYSTEM

Develop Competency Model(s) for Target job(s)

Select/Develop Assessment Methods

Train Assessors in the Assessment Method

Assess competencies of candidates for job

Make job-person match decisions for selection, placement and

promotion

Validate Selection Systems

Develop a Competency based job and person database and

Matching System
Competency Management Model
1. Competence

 The quality or state of

having sufficient
knowledge, judgment,
attitude , ability, skill, or
strength
DIFFERENCE- Competence &
Competency
Competence
Based on the result
Describes the features of the job
Consist of the various skills and
knowledge required to perform a
job
Are not transferrable since each
skill is more specific to perform a
job
Measured by performance on the
job efficiency
Are specifically process oriented
Competency
Based on individual Behaviour
Describes the features of the
person
Consist mainly of fundamental
characteristics of a person which
result in effective and/or superior
performance on a job
Are transferrable from one person
to another
Measured in terms of behaviour
attitude
Are typically result oriented
2. Core competence

 It can be defined as "a harmonized combination of multiple resources

and skills that distinguish a firm in the marketplace" and therefore are
the foundation of companies' competitiveness.
 Core competencies fulfil three criteria:
1) Provides potential access to a wide variety of markets.
2) Should make a significant contribution to the perceived customer
benefits of the end product.
3) Difficult to imitate by competitors.
3. Distinctive Competence

 A distinctive competence is a competatively

valuable activity that a company performs
better than its rival.
Tools For Competency Mapping

360 Degree Assessment

Feedback Centre
Assessment & Feedback Based
on competency mapping

Position fulfilment
Recruitment
Position Requirement Qualification
Process Design Selection
Job Design Orientation
Induction Training

Competency

Performance Promotion
Management Training
Measurement Succession
Development
CONCLUSION
 Competency Mapping is not a rocket science, but it can
be as explosive in terms of re-energizing employees and
building a dynamic organization. Competency model are
not ends in themselves. Competency based HRM have
the capacity to actually drive organizational change
rather simply enabling change to take place.
BIBILOGRAPHY

 Internet(Wikipedia)
 COMPETENCY MAPPING - MS. Seema
Sanghi