COMPETENCY MAPPING

HUMAN RESOURCE DEVELOPMENT

TOPICS COVERED
 COMPETENCY MAPPING
◦ EVOLUTION
◦ DEFINTION, OBJECTIVES AND NEEDS
◦ STEPS IN COMPETENCY MAPPING
◦ EFFECTS ON OTHER HRD SYSTEMS
◦ COMPETENCY MAPPING AT DIFFERENT LEVELS
◦ ASSESSMENT AND FEEDBACK BASED ON
COMPETENCY MAPPING
◦ TOOLS FOR DEVELOPING COMPETENCIES
THEORY OF EVOLUTION
(SUMMARY)
 “First there were some amoebas. Deviant amoebas

adapted better to the environment, thus becoming

monkeys. Then came TQM.

I am leaving out some details, but the theory itself

also has a few holes that are best left unquestioned.”

- Scott Adams
COMPETENCY MAPPING-
EVOLUTION
 Beginning of the twentieth century - work brought complex skills to

the job. Business process required specific competencies for the

task at hand.
 Era of scientific management – Taylor’s and Ford’s use of assembly

line shifted focus from competency to time and motion study.

 World War II (mid century) enforced management centric views

where officers gave orders to subordinates who obeyed without

questions.
COMPETENCY MAPPING-
EVOLUTION
 1960 – David McClelland’s landmark article in the American
Psychologist asserted that companies should hire people
based upon competencies rather than test scores.
 1973 – McClelland developed new methods to predict human
performance for US Information Agency. Objective was to
eliminate the potential biases of traditional intelligence and
aptitude testing.
 COMPETENCY MAPPING-
EVOLUTION
 The turning point for competency movement – Article published in

American Psychologist in 1973 by McClelland.

 Article presented data supporting that traditional achievement and

intelligence score may not be able to predict job success. need of the

hour was to profile the exact competencies required to perform the given

job effectively.
 Equally noteworthy is the pioneering work by Douglas Brey and his

associates at AT&T which gave evidence that the competencies can be

accessed through assessment centers and on the job success can be

predicted to certain extent.

COMPETENCY MAPPING-
EVOLUTION
 Behaviour Event Interviewing (BEI) was developed by

McBer to map the competencies.

 Increased recognition of the limitations of performance

appraisal in predicting future performance shifted focus

to potential appraisal and assessment centers in

seventies.
 Assessment centers were an integral part of the HRD

plan given to L&T in 1975.

COMPETENCY

Any underlying characteristic required for

performing a given task, activity or role successfully
can be considered as competency.
COMPETENCY - DEFINITION
United Nations Industrial Development Organisation
(2002)
“A competency is a set of skills, related knowledge and attributes
that allow an individual to successfully perform a task or an activity
within a specific function or job.”

RANKIN (2002)
“Competencies are definition of skills and behaviors that
organizations expect their staff to practice in work.”
 
MANSFIELD (1997)
“Underlying characteristics of a person that results in effective a
superior performance.”
 Observable
Behavior

Knowledge

Attitudes

Skills

Motives, Values , Traits, Self Concept

Competency may take the following forms:

 Knowledge
 Attitude
 Skill

Other characteristics of an individual including

 Motives

 Values

 Traits

 Self Concept
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 competency map is a list of an
individual’s competencies that represent the factors most
critical to success in given jobs, departments, organizations, or
industries that are part of the individual’s current career plan.
 Competency Mapping. Competency mapping is a process
an individual uses to identify and describe competencies that
are the most critical to success in a work situation or work role
 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.
OBJECTIVES OF COMPETENCY
MAPPING
Competency mapping serves a number of
purposes. It is done for the following functions:

 Gap Analysis
 Role Clarity
 Succession Planning
 Growth Plans
 Restructuring
 Inventory of competencies for future
planning
 NEED FOR COMPETENCY
MAPPING
Training and
Development
Recruitment
Replacement and Selection
Planning

Competency
Mapping Career
Compensation Planning

Succession
Performance
Planning
Appraisal
STEPS IN COMPETENCY MAPPING
The following steps may be followed in competency
Mapping:
1) Decide the positions for which the competencies need to
be mapped.
2) Identify the location of the positions in the
organizational structure. This needs the clarity of
organizational structure, defining the position
relationships (reporting authority, subordinates, peers
etc.).
3) Identify the objectives of the function or the department
or the unit or section where the position is located.
STEPS IN COMPETENCY MAPPING
4) Identify the objectives of the role. Why does the
position exist? What are the main purposes of the
role etc. details.
5) Collect the Key Performance Areas (or KRAs,
Tasks, etc.) of the position holder for the last two
to three years from the performance appraisal
records. Alternately, collect the job descriptions of
any of the position to make a list of all tasks and
activities to be performed by that position holder.
STEPS IN COMPETENCY MAPPING
6) Interview the position holder to list the Tasks and
activities expected to be performed by the
Individual. Group them into a set of tasks. The
tasks list may be as many as 15 to 20 for some
positions and as Competency Mapping few as
five to six for other positions. There is no rigid rule
about the number of tasks. It depends on how
complex the position is. It is useful to start with as
many tasks as possible.
STEPS IN COMPETENCY MAPPING
7) Interview the position holder to list the actual knowledge,
attitude, skills, and other competencies required for
performing the task effectively. The position holder should be
asked questions like: “If you are to recruit some one to
perform this task what qualities or competencies would you
look for in him/her? What competencies do you think are
required to perform this well?
8) Repeat the process with all the position set members.
9) Consolidate the list of competencies from all the position
holders’ by each task.
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

Effects on the following HRD systems:-

 Recruitment & Selection
 Performance Management System
 Training
 Development
 Compensation Management
RECRUITMENT & SELECTION
Competency-based recruitment is a process of
recruitment based on the ability of candidates to produce
anecdotes about their professional experience which can
be used as evidence that the candidate has a given
competency.
 A competency based approach to recruitment and
selection of staff can help an organization, to make it
an effective and successful investment of time,
money and expertise. Such an approach will help to
ensure that:
i. The organization is clear regarding the competencies and
skill sets required by the job;
ii. Selection processes encourage a good fit between
individuals and their jobs, managers and staff have the
required skills and competencies;
iii. Individual skills and abilities are matched to the
requirements of the job; and
iv. Evaluation of work demands and staffing are accurate
PERFORMANCE MANAGEMENT
SYSTEM
Integrating competencies within the performance management
process supports the provision of feedback to employees not only on
“what” they have accomplished (i.e., performance goals), but also
“how” the work was performed, using competencies for providing
feedback.

Integrating competency with PMS helps:-

i. Employees in understanding performance expectations and
enhancing competencies.
ii. To provide a mechanism for providing positive feedback about an
employee’s training achievements and on-the-job performance
iii. To provide job standards for performance appraisal
iv. To provide clear direction for learning new job skills
TRAINING
Competency Based Training focuses on what the participant is
expected to be able to do in the workplace as opposed to just having
theoretical knowledge.

An important characteristic of Competency Based Training is that it

is focused not only on the actual jobs that are required in the
workplace, but also the ability to transfer and apply skills,
knowledge and attitudes to new Situations and environments.
The advantages of competency based training(CBT) are:-
i. Participants will achieve competencies required in the
performance of their jobs. 
ii. Participants build confidence as they succeed in mastering specific
competencies. 
iii. Participants receive a transcript or list of the competencies they
have achieved.
DEVELOPMENT
All businesses are based on some key competencies. The main
reason for an organization to create a competency-based
development system that focuses on having the right people with
Right skills at the right time is that it helps in accomplishing
business targets.
Competencies are the need of the hour and designing appropriate
competency development models is a necessity.

Advantages of competency based development:-

i. Improvement in productivity, performance and profitability 
ii. Identify employee’s capabilities for an organization’s future needs
iii. Analyzing capability gaps
COMPENSATION MANAGEMENT
Competency-based pay fits this new environment. It provides an
ongoing incentive to employees to enhance their ability to perform
their jobs. Employees are rewarded with salary increases when they
add new knowledge or skills or when they demonstrate higher level
competence on existing capabilities.

Advantages of competency based compensation:-

i. Provides a basis of deciding on the compensation.
ii. Encourages employees to develop their competencies further.
iii. Lead to a focus on totality of job rather than just what is achieved.
iv. This system fits every job.
COMPETENCY MAPPING AT
DIFFERENT LEVELS
 The 11 qualities separated into three groups, as
shown in the following slide, it represent three
different levels. The first level forms the
foundation level, and comprises of two kinds of
basic knowledge and information a manager may
need to use in decision making and action taking.
The Lancaster (Burgoyne) Model of Managerial Competencies
LEVEL
1

LEVEL
2

LEVEL
3
ASSESSMENT & FEEDBACK
BASED ON COMPETENCY MAPPING
ASSESSMENT & FEEDBACK
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
ASSESSMENT & FEEDBACK
BASED ON COMPETENCY MAPPING
 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 the
discussion and what areas to focus on.
CONTD.
 Provides focus for gaining information about
behaviour—An appraisal process includes a
simple, accurate method for a boss to assess job
performance. But what happens when the boss is
new or he/she controls a number of different
locations? By identifying the specific behaviours
crucial for effective performance, Competency
Mapping offer bosses a starting point.
360-DEGREE FEEDBACK
PROCESS
 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.
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 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.
TOOLS FOR DEVELOPING
COMPETENCIES
 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.
TOOLS FOR DEVELOPING
COMPETENCIES
 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 to provide a
comparison.
TOOLS FOR DEVELOPING
COMPETENCIES
 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
TOOLS FOR DEVELOPING
COMPETENCIES
 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.
 CASE ANALYSIS ON
BUYING A CAR
 Once a buyer has decided what to look for in a car, he or she
must decide how to assess specific cars to identify the one best
suited to his or her needs. There is a number of assessments
the car buyer can make to help with the selection decision:
 Look at its general appearance
 Use a checklist of essential characteristics
 Ask how good the owner thinks the car is
 Question previous owners on the history of the car
 Look at the handbook and service history
 Ask for specific examples of the car’s performance
 Take it for a test-drive
 Make predictions based on technical characteristics of the car.
 The car buyer may undertake more than one of the above
assessments before making a decision on whether to purchase
the car or not. Some assessments will not provide the best
measure of a car’s suitability. For example, buying a car
because it looks OK and the owner says it is a great car to
drive is at best going to leave the car buyer unprepared for
what is wrong with the car, and at worst leave him or her
having made a very expensive mistake.

 Short of taking a car away for a few months to try it out, a

test-drive is probably the most accurate means of assessing of
its suitability. It enables the car to be driven in realistic
situations while undertaking tasks that represent the everyday
operations the car will be required to perform. For example, if
the car is to be used for long motorway journeys with a full
load as well as for trips around town, then these conditions
should be part of the test-drive.
 The car buyer may undertake more than one of the above
assessments before making a decision on whether to purchase
the car or not. Some assessments will not provide the best
measure of a car’s suitability. For example, buying a car
because it looks OK and the owner says it is a great car to
drive is at best going to leave the car buyer unprepared for
what is wrong with the car, and at worst leave him or her
having made a very expensive mistake.

 Short of taking a car away for a few months to try it out, a

test-drive is probably the most accurate means of assessing of
its suitability. It enables the car to be driven in realistic
situations while undertaking tasks that represent the everyday
operations the car will be required to perform. For example, if
the car is to be used for long motorway journeys with a full
load as well as for trips around town, then these conditions
should be part of the test-drive.
 There are some assessments that a buyer may wish to make
before he or she undertakes a test-drive. These assessments
will prevent the buyer from viewing a car which does not
meet certain basic requirements. For example, he or she
may wish to check that the car has a certain number of seats
because, however suitable the car is in other ways, without
the right minimum number of seats there would be no point
in viewing it.

 There are also some assessments the car buyer may wish to
make after taking it for a test-drive. For example, the car
buyer may wish to check the car’s history by looking at the
service book.
 VRIO Framework
 The VRIO framework provides a basis to begin mapping out
and understanding what resources make you successful and
provide competitive advantage, which can be used as a
guide in making decisions and setting priorities across the
company.
 What is the VRIO framework?

 The VRIO framework is a tool to help you understand the elements

of your business that give you a long-term competitive advantage.
It might be resources or capabilities, partnerships or products,
whatever gives or is going to give you an advantage can be framed
within the VRIO framework.

VRIO stands for:

Valuable
Rarity
Imitability
Organized
Valuable

A resource is deemed as Valuable if it adds value to

the company – either allowing it to take advantage
of opportunities or mitigate the threats. Within a 
SWOT Analysis, Valuable resources may be
mentioned under Strengths and relate to the
Opportunities and Threats. It could be a particular
feature that differentiates you, a department that
performs well.
 Example: Creating Value
Union Pacific’s extensive network of rail-line property and equipment in
the Gulf Coast of the United States is valuable because it allows the
company to provide a cost-effective way to transport chemicals. Because
the Gulf Coast is the gateway for the majority of chemical production in
the United States, the rail network allows the firm to exploit a market
opportunity. Delta’s control of the majority of gates at the Cincinnati /
Northern Kentucky International Airport (CVG) gives it a significant
advantage in many markets. Travelers worldwide have rated CVG one of
the best airports for service and convenience 10 years running. The
possession of this resource allows Delta to minimize the threat of
competition in this city. Delta controls air travel in this desirable hub city,
which means that this asset (resource) has significant value.
Rarity

A resource is judged on the rarity, which

is often the easiest and least subjective
part of VRIO. It can come down to
simply if this resource is easily acquired
by competitors, by yourself, or if it’s
easy to replace completely.
 Example : Rare Resource
In the race to be first with 5G technology competitors are scrambling to
win bids in a new wireless high-band spectrum. The Federal
Communications Commission in April 2019 announced its third and
largest auction for fifth generation networks that promise a major speed
increase for downloading data over cellular networks. The White House
considers service in rural areas and security for 5G to be essential to
keep the country competitive for billions of Internet of Things (IoT)
devices like autonomous cars and industrial sensors. In recent months
the U.S. and China have imposed tariffs against each other and with no
American companies manufacturing the main switch networks, the new
network will rely on European companies Nokia and Ericsson.
 Inimitable

If a resource can be imitated comes down

to the how easily an organisation can
substitute or copy out a resource. For
example, you might be able to copy a
particular feature in a product, or a
particular marketing approach, but it’d
be difficult to copy a brand or historic
database of customer trends.
 Example : Imitable
A tablet computer has been around for years
but it wasn’t until the iPad when the market
finally took off. Apple has designed something
that is hard to imitate successfully and this can
be proven by the number of knockoffs and
imitation products of the iPod, iPad and
MacBook that have failed to gain a large
portion of market share.
 Organized

 This area is around organizing the company to maximise

the potential from the resource – is it generating the most it
possibly can do for the business?
 The firm must likewise have the organizational capability to

exploit the resources. Think of it in terms of whether the

organization owns the capability. Alternatively, think of
organization ownership in terms of how much it would cost
to copy the capability in terms of time or money or both.
 Example: Organization
 A critical part of Apple’s success is their organizational
structure. They take advantage of a hierarchical
organizational structure, which is a traditional structure
seen in many organizations. The three main
characteristics of this structure are spoke-and-wheel
hierarchy, product-based divisions, and a weak
functional matrix. While this gives them strong
organizational control, it also limits organizational
flexibility, and is something other corporations should
consider when choosing an organizational structure.
THANK YOU