Today organizations are all talking in terms of competence. Gone are the dayswhen p e o p l e u s e d t o t a l k i n t e r m s o f s k i l l s e t s , w h i c h w o u l d m a k e t h e i r o r g a n i z a t i o n s competitive.

There has been a shift in the focus of the organizations. Now they believe in excelling and not competing. It is better to build a core competency that will see them through crisis. And what other way than to develop the people, for human resource is the most valuable resource any organization has. Organizations of the future will have to rely more on their competent employees than any o t h e r r e s o u r c e . I t i s a m a j o r f a c t o r that determines the success of an organization.Competencies are the i n n e r t o o l s f o r m o t i v a t i n g e m p l o y e e s , d i r e c t i n g s y s t e m s a n d processes and guiding the business towards common goals that allow the organizations toi n c r e a s e i t s v a l u e . C o m p e t e n c i e s p r o v i d e a c o m m o n l a n g u a g e a n d method that cani n t e g r a t e a l l t h e m a j o r H R f u n c t i o n s a n d s e r v i c e s l i k e R e c r u i t m e n t , T r a i n i n g , performance management, Remuneration, Performance appraisal, Career and succession planning and integrated Human resource management system. Over the past 10 years, human resource and organizational development professionals h a v e g e n e r a t e d a l o t o f i n t e r e s t in the notion of competencies as a key element and measure of human performance. Competencies are becoming a freque n t l y - u s e d a n d written-about vehicle for organizational applications such as: Defining the factors for success in jobs (i.e., work) and work roles within the organization Assessing the current performance and future development needs of persons holding jobs and roles Mapping succession possibilities for employees within the organization Assigning compensation grades and levels to particular jobs and roles Selecting applicants for open positions, using competency-based interviewing techniques Competencies include the collection of success factors necessary for achieving important results in a specific job or work role in a particular organization. Success factors are combinations of knowledge, skills, and attributes (more historically called KSAs) thatare described in terms of specific behaviors, and are demonstrated by superior performers in those jobs or work roles. Attributes include: personal characteristics, traits, motives, values or ways of thinking that impact an individuals behaviour. Competency includes observable behavior as well as aptitudes, skill and knowledge.It can be compared with an iceberg as shown in the figure below:FIGURE: A BEHAVIOUR INDICATOR: A Competency is described in terms of key behaviors that enable recognition of that competency at the work place. These behaviors are demonstrated by excellent performers on-thej o b m u c h m o r e consistently than average or poor performers. These characteristics generally follow the 8 0 -

20 rule in that they include the key behaviors that primarily d r i v e e x c e l l e n t performance. COMPETENCY BROAD CATRGORIES Generic Competencies Competencies which are considered essential for all employees regardless of their f u n c t i o n o r l e v e l . - C o m m u n i c a t i o n , i n i t i a t i v e , l i s t e n i n g e t c . T h e s e are Basic competencies required to do the job, which do not differentiate between high and low performers Managerial Competencies Competencies which are considered essential for employees with managerial or supervisory responsibility in any functional area including directors and senior posts Threshold or Performance: Performance competencies are those that differentiate between high and low performers. Components of Competency: The competencies are observable or measurable knowledge, skills andabilities(KSA) These KSAs must distinguish between superior and other performers. Competencies in organization tend to fall in two categories General Functioning Competencies. These competencies include broad success factors not tied to a specific work f u n c t i o n o r i n d u s t r y ( o f t e n f o c u s i n g o n l e a d e r s h i p o r e m o t i o n a l i n t e l l i g e n c e behaviors). Functional/Technical Competencies. These competencies include specific success factors within a given work . 1.2 MEANING AND CONCEPT OF COMPETENCY MAPPING It is a process of identification of the competencies required to perform successfully agive job or role or a set tasks at a given point of time. It consists of breaking a given roleor job into its constituents task or activities and identifying the competencies (Technical,managerial, Behavioral, conceptual knowledge and Attitude and skills etc) needed to perform the same successfully. Competency Map . A competency map is a list of an individuals competenciest h a t r e p r e s e n t the factors most critical to success in given jobs,

d e p a r t m e n t s , organizations, or industries that are part of the individuals current career plan. Competency Mapping . Competency mapping is a process an individual uses toidentify and describe competencies that are the most critical to success in a work situation or work role Competency profiling I t i s t h e p r o c e s s o f i d e n t i f y i n g t h e k n o w l e d g e , s k i l l s , abilities, attitudes, and judgment required for effective performance in a particular occupation or profession. Competency profiling is business/company specific. STEPS IN COMPETENCY MAPPING: The Steps involved in competency mapping with an end result of job evaluation includethe following: Step 1 : Identify departments for competency profiling:Step 2: Identifying hierarchy within the organization and selection of levels: Step 3: Obtain the job descriptions: Step 4: Preparation of semi structured interview: Step 5: Recording of interview details: Step 6: Preparation of a list of Skills:. Step 7: Indicate proficiency levels: Step 8: Validate identified competencies and proficiency levels with immediatesuperiors and other heads of the concerned department: Step9: Preparation of competency dictionary: Step 10: Mapping of competencies COMPETENCY MODEL: .The roots of competency modeling date as far back as the early 1900s but these modelshave become widely popular these days. A competency model is an organizingframework that lists the competencies required for effective performance in a specific job, job family (e.g., group of related jobs), organization, function, or process. Individualcompetencies are organized into competency models to enable people in an organizationor profession to understand, discuss, and apply the competencies to workforce performance.

Set of SKILLS
Relates to theability to do,Physicaldomain

Attribute
Relates toqualitativea spectspersona lCharacteristic s or traits

KNOWLEDGE
Relates to informationCognitiv e Domain

COMPET ENCY
OutstandingPerf ormance

of tasks oractivities