Competency mapping

Competency mapping is a process through which one assesses and determines

ones strengths as an individual worker and in some cases, as part of an
organization. It generally examines two areas: emotional intelligence or emotional
quotient (EQ), and strengths of the individual in areas like team structure,
leadership, and decision-making. Large organizations frequently employ some form
of competency mapping to understand how to most effectively employ the
competencies of strengths of workers. They may also use competency mapping to
analyze the combination of strengths in different workers to produce the most
effective teams and the highest quality work.

Competency mapping can also be done for contract or freelance workers, or for
those seeking employment to emphasize the specific skills which would make them
valuable to a potential employer. These kinds of skills can be determined, when one
is ready to do the work, by using numerous books on the subject. One of the most
popular ones is Now, Discover Your Strengths by Marcus Buckingham and Donald
Clifton, initially published in 2001.

Competency mapping also requires some thought, time, and analysis, and some
people simply may not want to do the work involved to sufficiently map
competencies. Thus a book like the above is often used with a human resources
team, or with a job coach or talented headhunter. Competency mapping alone may
not produce accurate results unless one is able to detach from the results in
analyzing past successes and failures. Many studies find that people often
overestimate their abilities, making self-competency mapping results dubious.

The value of competency mapping and identifying emotional strengths is that many
employers now purposefully screen employees to hire people with specific
competencies. They may need to hire someone who can be an effective time leader
or who has demonstrated great active listening skills. Alternately, they may need
someone who enjoys taking initiative or someone who is very good at taking
direction. When individuals must seek new jobs, knowing ones competencies can
give one a competitive edge in the job market.

Usually, a person will find themselves with strengths in about five to six areas.
Sometimes an area where strengths are not present is worth developing. In other
cases, competency mapping can indicate finding work that is suited to ones
strengths, or finding a department at ones current work where one's strengths or
needs as a worker can be exercised.

A problem with competency mapping, especially when conducted by an
organization is that there may be no room for an individual to work in a field that
would best make use of his or her competencies. If the company does not respond
to competency mapping by reorganizing its employees, then it can be of little short-
term benefit and may actually result in greater unhappiness on the part of
individual employees. A person identified as needing to learn new things in order to
remain happy might find himself or herself in a position where no new training is
ever required. If the employer cannot provide a position for an employee that fits
him or her better, competency mapping may be of little use.

However, competency mapping can ultimately serve the individual who decides to
seek employment in an environment where he or she perhaps can learn new things
and be more intellectually challenged. Being able to list competencies on resumes
and address this area with potential employers may help secure more satisfying
work. This may not resolve issues for the company that initially employed
competency mapping, without making suggested changes. It may find competency
mapping has produced dissatisfied workers or led to a high worker turnover rate.

How does the HR department avoid making the mistake of hiring a round peg for a
square hole? By using competency mapping, says Sudipta Dev

Competency-based HR is considered the best HR. In India however competency
development and mapping still remains an unexplored process in most IT
organisations despite the growing level of awareness. After all, Level 3 of PCMM is
focused on the competency framework in an organisation. Is the underlying
principle of competency mapping just about finding the right people for the right
job? The issue is much more complex than it appears, and most HR departments
have been struggling to formulate the right framework for their organisation.

Competency mapping is a process of identifying key competencies for a particular
position in an organisation, and then using it for job-evaluation, recruitment,
training and development, performance management, succession planning, etc.
"The competency framework serves as the bedrock for all HR applications. As a
result of competency mapping, all the HR processes like talent induction,
management development, appraisals and training yield much better results,"
states well-known HR consultant Ullhas Pagey. He however points out that the
competency movement has caught on much better in the non-IT sector than the IT
sector. Only a few IT organisations which are at the higher end of the HR value
chain are known to be doing some work in this area; most are more busy handling
recruitment and compensation-related matters. "Unless managements and HR
heads have holistic expectations from their HR departments, the competency
movement is unlikely to succeed as it requires lot of time, dedication and money,"
he adds, pointing out that before an organisation embarks on this journey it has to
be very clear about the business goals, capability-building imperatives and core
competencies of the organisation. The competency mapping process needs to be
strongly integrated with these aspects.

Experts agree that the competency mapping process does not fit the one-size-fits
all formula. It has to be specific to the user organisation. "My suggestion is to
develop models that draw from but are not defined by existing research, using
behavioural interview methods so that the organisation creates a model that
reflects its own strategy, its own market, its own customers, and the competencies
that bring success in that specific context (including national culture). Start with
small, discrete groups or teams, ideally in two directions-a 'horizontal slice' across
the business that takes in a multi-functional or multi-site group, more or less at the
same organisational level, and a 'vertical slice' taking in one whole department or
team from top to bottom. From that, the organisation can learn about the process
of competency modelling, and how potential alternative formats for the models may
or may not fit the needs of the business," explains Stephen Martin, an international
authority in the field who is also the president of ITAP Europe.

Martin believes that it is important to focus on one or two key areas of
implementation rather than the whole HRD agenda in one scoop. "So if recruitment
and selection or performance management are the key strategic needs of the
business, and where the pain is being felt, then start there," he advises, adding
that competency mapping can be rather good at providing organisational pain relief
when applied effectively-and so making the case for extending it. Further, it is
advisable to begin with a 'horizontal' slice of the management or senior-most team
as the benefits will percolate down to the whole organisation.

Methodology for designing

The following methodology for designing and developing competency frameworks is
suggested by Martin. "In my experience, the most effective route is to employ
recognised best-practice internal research methodology using behavioural event
interview (BEI) techniques to selectively sample the target population
(supplemented with expert panels and 'Competency Requirement Questionnaires' to
engage wider population samples) and so build up the models from the data that
emerges. This data should be triangulated against clear top-down input in terms of
organisational strategy and business objectives, and also against external research
relevant and analogous to the organisation's situation-not as a driver, but as a
reference point." He adds that once the behavioural data is collected, it should be
sorted, categorised and levelled carefully to create models that are both concise
and comprehensive, simple and sophisticated. Developing BEI skills within the
organisation has the added benefit that once the model is complete, it can be used
more effectively by transferring these skills to selection interviewing, development
assessments, and so on.

Martin cautions that international organisations must ensure that the methodology
does not screen-out those competencies that do not match the culturally-influenced
pre-conceptions of the head office (wherever it is situated) of what high-
performance competencies are. "This is a common errorthe universalist, all-
powerful 'global leadership model'. There is so much evidence to support the idea
that culture is a business issue, is a management issue, that it seems obvious that
mono-cultural lists of 'exemplar behaviours' will work only to exclude those who do
not conform to the originating culture. The point is not to get everybody to behave
the same, but to get everybody to perform to the same high standards."











Recruitment and retention

Competency mapping can play a significant role in recruiting and retaining people
as it gives a more accurate analysis of the job requirements, the candidate's
capability, of the difference between the two, and the development and training
needs to bridge the gaps, asserts Martin.

As far as meeting an individual's career aspirations are concerned, once the
organization gives an employee the perspective of what is required from him to
reach a particular position, it drives him to develop the competencies for the same.
"Competencies enable individuals to identify and articulate what they offer-
regardless of the (usually misfit) job they happen to have at the time-so that their
organisation (current or future) can see, value and utilise what capability is actually
available," says Martin.

Lynette D'Silva, manager, learning & development, HR, Zensar Technologies, points
out that competency mapping helps identify the success criteria (i.e. behavioural
standards of performance excellence) required for individuals to be successful in
their roles. It helps to:

Support specific and objective assessment of their strengths, and specify targeted
areas for professional development.
Provide development tools and methods for enhancing their skills.
Provide the basis for a more objective dialogue with their manager or team about
performance, development, and career-related issues.
"If an individual is able to discuss the above with his manager, it will help him to
chalk out his growth perspectives in the company," states D'Silva.

At Zensar and L&T Infotech

As a result of competency mapping, all the HR processes like talent induction,
appraisals and training yield much better results
Having defined the various job roles, a focused study was initiated where job role
holders were interviewed on the critical incident method and the data of success-
critical factors was collated.
The job roles and deliverables were finalised on the basis of the competencies
derived from the data. This data was further analysed, and on the basis of this
competencies that had an impact on the job roles and deliverables were finalised.
After identifying the competencies, a job analysis exercise was carried out where
the importance level of every competency was ascertained before freezing the
competency model.
For team leaders and project managers, the company also runs development
centres in-house; here, individuals are profiled on behavioural competencies
required for their position. "This process creates awareness in the individual about
his behavioural traits in detail, and helps him chalk out an individual development
plan. Development centres help map an individual's potential, which is useful to
both the individual and the organisation. All management development
programmes are also fine-tuned to address the specific competency needs at
different levels," explains D'Silva, adding that the 360-degree feedback has also
been designed on the competency model, enabling managers to get feedback from
their teams. This feedback is based on the rating of the competencies which are an
integral part of their managerial skill-set.

L&T Infotech, a PCMM Level 5 company, has a successful competency-based HR
system. Recruitment, training, job rotation, succession planning and promotions-all
are defined by competency mapping. Says Dr Devendra Nath, executive vice-
president of the company, who had initiated the PCMM process in the parent
company (L&T) in 1997, "Nearly all our HR interventions are linked to competency.
Competencies are enhanced through training and job rotation." He adds that all
people who have gone through job rotation undergo a transformation and get a
broader perspective of the company. For instance, a person lacking in negotiation
skills might be put in the sales or purchase department for a year to hone his skills
in the area.

Dhananjay Savarkar, head of the training department, L&T Infotech, asserts that in
no two organisations can competency frameworks be the same; it will vary over
time even in one organisation. It is not timeless, it is contextual. "We call it the
DNA of successit is what makes star performers work in a particular way. Isolate
the DNA and make it available to ten others," says Savarkar. When the company
started competency mapping the whole process took eight months for six roles and
two variations. Eventually, 16-18 profiles were worked out. The company uses
PeopleSoft for competency mapping. "Behavioural competencies do not change
every month. Two appraisals are done subsequently every project-end for skills,
and annual for behavioural competencies." He acknowledges that there was
resistance from the line people, but when the numbers started flowing they sat up






. Every quarter, an SBU-based skills portfolio is published. Nath says that it has
been a very rewarding experience. As far as training and development is
concerned, instead of asking people to attend classes, they themselves get pulled
to the classes. Introduction of competency mapping has also involved introducing
skill appraisals in performance appraisals. This has also led to training people on
how to assess subordinates on competencies. Notes Nath, "The best human
resources development is when people in the line department do HR. Where the HR
department is the enabler, the line people see the advantage and drive us."
Competency-based HR makes this almost-utopian dream attainable.

Core Competency Framework & Educational Competency Assessment Web Site


The AICPA Core Competency Framework, developed by educators for educators,
defines a set of skills-based competencies needed by all students entering the
accounting profession, regardless of the career path they choose
(public/industry/government/nonprofit) or the specific accounting services they will
perform. Developed by the AICPA Pre-Certification Education Executive Committee,
the Educational Competency Assessment (ECA) Web site is the central source of
guidance on the Core Competency Framework.

The Core Competency Framework focuses on skills and is not structured around
traditional subject/content areas or accounting services. A skills-based curriculum is
advocated, because the body of knowledge and the accounting profession are
changing so rapidly. Although knowledge requirements will change with time, the
core set of competencies identified by the Framework will have long-term value and
will support a variety of career opportunities for the future CPA.

In addition, by basing entry-level competency requirements on professional models,
the Framework supports the concept of learning as a continuum that begins in an
academic setting and continues with life-long professional education and
experience. Further, by basing curriculum guidance on professional expectations,
the Framework aims to ease transition from student to professional.

The competencies identified in the Framework are arranged under the following
three categories:

1. Functional Competenciestechnical competencies most closely aligned with the
value contributed by accounting professionals

2. Personal Competenciesindividual attributes and values

3. Broad Business Perspective Competenciesperspectives and skills relating to
understanding of internal and external business contexts



Mapping of the Core Competency Framework to the Skills Tested on the CPA Exam



In particular, the skills identified in the Functional category provide a foundation
essential to the CPA profession while the Broad Business and Personal skills position
the CPA to offer valued added services in the form of decision-making ability,
strategic and critical thinking, leadership, and more. Likewise, the computer-based
CPA Examination, and in particular, the simulations, assesses the skills entry-level
CPAs must have in order to ensure the protection of the public interest, as
identified by the most recent accounting practice analysis. The skills tested on the
CPA Exam are: Analysis, Judgment, Communication, Research, and Understanding.



In addition, the Framework and the skills tested on the CPA Exam are reflective of
the core values of the accounting profession, provide the requisite skill set
necessary to develop the foundation for a successful and productive career, and
support the concept of learning as a continuum that begins in an academic setting
and continues with life-long professional education and experience. To this end, a
joint task force of the AICPA Pre-Certification Education Executive Committee and
CPA Exam Content Committee has prepared a document mapping the skills
identified in the AICPA Core Competency Framework to the skills tested on the CPA
Exam. (PowerPoint Presentation)





Education Competency Assessment (ECA) Web site



Developed by the AICPA Pre-Certification Education Executive Committee, the
Education Competency Assessment (ECA) website is the central source of guidance
on the Core Competency Framework. The site includes a library of resources,
including a database of the Core Competencies, education strategies for integrating
the competencies into courses and across the curriculum, and guidance on
assessing student performance and evaluating the degree to which competencies
are covered. A primary feature of the ECA site is the "organizer" tools that allow
educators to document their assessment process and generate reports at the
course and program level. The ECA site is a free resource.



Go to the Education Competency Assessment (ECA) Web site


The use of Competencies can include: assessment during recruitment, through
specific work-based exercises and relevant, validated, psychometric tests;
assessment during further development; as a profile during assessment to guide
future development needs; succession planning and promotion; organisational
development analysis.

Techniques used to map Competencies include Critical Incident Analysis and
Repertory Grid.




Sample Question - Competency Mapping
QUESTION

My company is undertaking a Job Evaluation exercise, along with competency
mapping. Competency mapping is an area which has been least explored in India.I
would like relevant information on Competency mapping , along with references so
as to develop my skills.

ANSWER

Competency Mapping is a process of 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. To ensure
we are both on the same page, we would define a competency as a behavior (i.e.
communication, leadership) rather than a skill or ability.



The steps involved in competency mapping with an end result of job evaluation
include the following:

1) Conduct a job analysis by asking incumbents to complete a position information
questionnaire(PIQ). This can be provided for incumbents to complete, or you can
conduct one-on-one interviews using the PIQ as a guide. A sample PIQ that we use
when conducting this step with our clients was provided to this client. The primary
goal is to gather from incumbents what they feel are the key behaviors necessary
to perform their respective jobs.

2) Using the results of the job analysis, you are ready to develop a competency
based job description. A sample of a competency based job description generated
from the PIQ was provided to this client. This was developed after carefully
analyzing the input from the represented group of incumbents and converting it to
standard competencies.

3) With a competency based job description, you are on your way to begin mapping
the competencies throughout your human resources processes. The competencies
of the respective job description become your factors for assessment on the
performance evaluation. Using competencies will help guide you to perform more
objective evaluations based on displayed or not displayed behaviors.

4) Taking the competency mapping one step further, you can use the results of
your evaluation to identify in what competencies individuals need additional
development or training. This will help you focus your training needs on the goals of
the position and company and help your employees develop toward the ultimate
success of the organization.

To help you with the implementation of these steps and attached tools, we would
recommend you consider reading the following materials. In addition, you may wish
to email one of our clients that just went through this process (contact information
for this client was provided).