Group 8

Team Members

 Franklin – 103118025 – Civil Engg

 Kishore Kumar – 103118043 – Civil Engg
 Vishwarup – 103118047 – Civil Engg
 Lingeshwaran – 103118059 – Civil Engg
 Rakesh Kumar – 103118077 – Civil Engg
 Sanjay – 103118083 – Civil Engg
Competency

 Competency is described as the capacity to use

or employ a set of related knowledge, skills, and
abilities to successfully complete tasks in a
certain work environment.
 In simple terms, it is the ability to do something
successfully and efficiently under given settings.
What is Competent Mapping?

 Competent Mapping is the process of identification of the

skills needed to do a specific job or role successfully at a
specific point in time. Ex: Job evaluation, Performance
appraisal etc.
 Competency maps are often referred to as competency
profiles or skills profiles. It is a list of a person's skills that
represent the most important criteria in achieving success
in specific positions, departments, companies, or sectors.
Objectives of Competence
Mapping
 Gap analysis
 Role clarity
 Succession planning
 Growth plans
 Restructuring
 Inventories of competencies for future
planning
Need for Competency Mapping
Evolution of Computing Mapping

 Work brought creative skills to the job at the turn of the twentieth
century. And the work at hand demanded certain competencies
for the business process.
 Officers provided orders to subordinates who obeyed without
inquiry throughout World War II, enforcing management-centric
beliefs.
 In 1973, McClelland devised new methods to predict human
performance. The goal was to eliminate the biases that could exist
in traditional IQ and aptitude testing. And an article published by
McClelland in the same year acted as a defining moment in the
evolution of competence.
Evolution of Computing Mapping

 •At the American Telephone and Telegraph Company, Douglas

Bray and colleagues discovered that competencies may be tested
through assessment centers. Their work was noteworthy too in
the development of a competent workforce.
 •Behavioural Interviewing was developed in the 1970’s by
industrial psychologists to map the competencies.
 •The 1970s saw a shift in focus to performance appraisal and
assessment centers due to the limitations of performance
appraisal in predicting future performance.
Steps in Competency Mapping

 1. Decide the positions for which the competencies need to be

mapped
 2. Identify the location of the positions in the organisational
structure
 3. Identify the objectives of the function or the department or the
unit or section where the position is located
 4. Identify the objectives of the role, why does the position exist?
What are the main purposes of the role etc.
 5. Collect the key performance Areas (orKRAs,Tasks,etc) of the
position holder for the last two to three years from the
performance appraisal records
Steps in Competency Mapping

 6. Interview the position holder to list the task and activities to be

performed by the individual. Group them into a set of tasks. The
tasks list may be as many as 15-20 for some position and as
Competency Mapping few as five to six for other positions
 7. Interview the position holder to list the actual knowledge
attitude, skills and other competencies required for performing
the tasks effectively.
 8. Repeat the process with all position set numbers
 9. Consolidate the list of competencies from all position holder
for all tasks
 10. Edit and Finalize. Present it to the supervisors of the position
holder and the position holder for approval and finalization.
EFFECTS OF COMPETENCY MAPPING ON
OTHER HRD SYSTEMS

PERFORMANCE
MANAGAMENT TRAINING
SYSTEM

RECRUITMENT
DEVELOPMEN
AND
T
SELECTION

COMPENSATION
MANAGEMENT
RECRUITMENT & SELECTION

 Competency-based recruitment is a method of hiring that is

based on a candidate's ability to provide narratives about
their professional experience that can be used to
demonstrate that the candidate possesses a specific skill.
 An organization can benefit from a competency-based
approach to staff recruitment and selection by making it a
more effective and successful investment of time, money,
and expertise.
RECRUITMENT & SELECTION

 This strategy will help to guarantee that:

a. The organization is clear about the competences and skill

sets necessary by the job.
b. The selection process encourages a good fit between
persons and their roles, as well as ensuring that managers
and employees possess the necessary skills and
competences.
c. Individual skills and abilities are a good match for the job
needs; and
d. Work demands and staffing are accurately assessed.
PERFORMANCE
MANAGEMENT SYSTEM
 Integrating competencies into the performance management
process allows for the giving of feedback to employees not only on
what they have accomplished, but also on how they have
performed their task.
 Integrating competency with PMS aids :

a) Employees in comprehending performance expectations and

improving competencies.
b) To create a system for giving positive feedback on an employee's
training accomplishments and on-the-job performance.
c) To establish job criteria for performance evaluation.
d) To give clear instructions on how to gain new job abilities.
 TRAINING
 Competency-based training, as opposed to theoretical knowledge,
focuses on what the trainee is expected to be able to do in the
workplace.
 Competency-based training emphasizes not just the skills, information,
and attitudes needed in the profession, but also the capacity to transfer
and apply those abilities, knowledge, and attitudes to new
circumstances and environments.
 Competency-based training (CBT) has the following advantages:

a) Participants will gain the skills they need to execute their jobs.
b) As they learn specific competencies, the participants gain
confidence.
c) Participants receive a transcript or a summary of their
accomplishments.
DEVELOPEMENT

 Competencies are in high demand, and creating

effective competency development frameworks is a
must.
 Competency-based development has the following
advantages:

a) Productivity, performance, and profitability have all

improved.
b) Determine an employee's competencies in light of
the company's future needs.
 COMPENSATION
MANAGEMENT
 Competency-based is compatible to this new environment.
 It offers employees with a continuous motivation to improve their job
performance.
 Competency-based compensation has the following benefits :

a) Provides a foundation for diminishing compensation.

b) Encourages employees to continue to improve their skills.
c) As a result, rather than focusing on what is accomplished, the totality
of the task is prioritized.
d) This technique is appropriate for any job.
Competency mapping at different
levels
 Competency assessment through
Assessment Centres(AC)

Assessment
Centre Outcome

A structured approach that involves Reports detailing a participant’s

various tools/techniques to access an
individual on his/her competencies for competencies as they related to the
development purpose. job requirements

The assessment comprises of a group of One to one sessions examining the

individuals undergoing series of
exercises with the help of standard tools. reports
 Essential elements of Assessment
Centres
Team
Predefined set of Orientation
competencies

Influencing
Creativity Skills

Realistic simulations of List of typical

skills required to take up competencies
the target role for AC

Result Customer
Orientation Orientation

Fair and unbiased

Planning and
assessment Organizing
Assessment Techniques used by
top companies:
 Competency based business simulations
(90 to 100%)
 360 degree feedback (90 to 100%)
 Psychometric assessments (80 to 90%)
 Leadership style inventories (80%)
 Cognitive assessments (60 to 70%)
Assessment Centre Tools:

 In-Basket
 Role Play
 Case Presentation
 Group discussion
 Competency based interview
 Scheduling exercise
The role of an Assessor

 Trained on competency tool kit

 Familiar with target jobs
 Higher levels
 Good listening skills
 Fair and Objective
 Experienced people manager
 Focus on evidence
 Assessment based on competency
mapping
 A Competency mapping can address many of the issues related to
performance appraisal:

 This ensures agreement on performance criteria, what is accomplished

and what is not accomplished, collecting relevant and sufficient data.
 It also ensures opportunity to supervisors to observe behaviour,
specificity and concreteness in discussions about performance
deficiencies.
 It provides a shared understanding of what will be monitored and
measured – A Competency mapping integrated with performance
appraisal ensures a balance between what gets done and how it gets
done.
 The skills, knowledge and characteristics that are important to success
are clearly described. It provides a roadmap of where to begin and what
areas to focus on.
Tools for developing competencies

 Literature Review: A preliminary approach for defining job content and

identifying required competencies is to conduct a review of the literature to
learn about the previous study of the job.
 Focus groups: A facilitator works with a small group of job incumbents,
their managers, clients to define the job content or to identify the
competencies they believe are essential for performance.
 Structured and Behavioral event interviews: In case of structured
interviews, carefully planned questions are asked individually of job
incumbents, their managers and others familiar with the job. In 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.
 Surveys: In surveys, job incumbents, their supervisors, and senior managers
complete a questionnaire administered. The survey content is based on
previous data collection.
 Observations: The research team visits high-performing incumbents and
observes them at work. The more complex the job and greater the variety in
job tasks, the more time is required for an observation
 Feedback

Definition
It is a process where participants are made aware of the observed behaviour
in controlled circumstances and how they measure up to a set of
competencies which are relevant to the organization and to their role.

Methodology
Covers strength and development areas
 Examples of behaviour are highlighted
Alternate or corrective behaviour can be suggested to work upon the
indicated focus areas
The confidentiality about the participant results is maintained