Unit

UnitVV

Competency
Mapping

BY-PROF.RASHMI
BY-PROF.RASHMIGUPTA
GUPTA
What do we mean when we
say “COMPETENCY” ?
 A Competency is an underlying
characteristic of a person which enables
him /her to deliver superior performance
in a given job, role or a situation.
Competencies are seen mainly as inputs.

They consist of clusters of knowledge,

attitudes and skills that affect an
individual’s ability to perform.
 What is Common in the definitions?
Competencies
• underlying characteristic of
a person’s inputs.
• clusters of knowledge,
attitudes and skills
• generic knowledge motive,
trait, social role or a skill
• personal characteristics
• set of skills, related
knowledge and attributes
Job
• superior performance in a
given job, role or a situation
• individual’s ability to
perform.
• linked to superior
performance on the job.
• contribute to effective
managerial performance
• successfully perform a task
or an activity within a
specific function or job
 KNOWLEDGE
Relates to information
Cognitive Domain

Set of Attribute
SKILLS Relates to
qualitative
Relates to the
aspects
ability to do,
personal
Physical
Characteristics
domain COMPETENCY or traits

Outstanding
Performance of
tasks or activities
Example of a Competency
 Analytical Thinking

• The ability to break problems into

component parts and consider or
organize parts in a systematic way; the
process of looking for underlying causes
or thinking through the consequence of
different courses of action.
What is
a
Competency Model?
 Competency Model
• A competency model is a valid, observable,
and measurable list of the knowledge,
skills, and attributes demonstrated
through behavior that results in
outstanding performance in a particular
work context.

• Typically A competency model includes

• Competency titles
• Definitions of those titles
• Key Behaviour indicators
 Competency - Broad Categories
• Generic Competencies
• Competencies which are considered essential for all
employees regardless of their function or level. -
Communication, initiative, listening etc.

• Managerial Competencies
• Competencies which are considered essential for
employees with managerial or supervisory
responsibility in any functional area including
directors and senior posts.
 Competency - Broad Categories

• Technical / Functional
• Specific competencies which are considered essential
to perform any job in the organisation within a
defined technical or functional area of work.

e.g.: Finance, environmental management,etc

Competency modeling begins the process of building
tools to link employee performance to the mission and
goals of the organisation .
Why Competencies ?
 Traditional Job Analysis Vs Competency
Approach
Job Analysis leads to
• long lists of tasks and the
skills / knowledge
required to perform each
of those tasks
• Data generation from
subject matter experts;
job incumbents
• Effective Performance
Competency model leads to
• A Distilled set of underlying
personal characteristics
• Data generation from
outstanding performers in
addition to subject matter
experts and other job
incumbents
• Outstanding Performance
Distinguish Superior From Merely Satisfactory Performance

 The approach allows executives and managers

to make a distinction between a person's ability
to do specific tasks at the minimum acceptable
level and the ability to do the whole job in an
outstanding fashion
 Holistic Application
 Competencies

 Help companies ‘raise the bar’ of performance

expectations.

Help teams and individuals align their behaviours

with key organisational strategy.

Each employee understand how to achieve

expectations.
Alignment of HR systems

nd

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Competency
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Competency based recruitment

Competency based interviews reduce the

risk of making a costly hiring mistake and
increase the likelihood of identifying and
selecting the right person for the right job
Competency based Performance Appraisal

 Competencies Enable
 Establishment of clear high performance standards.

 Collection and proper analysis of factual data against

the set standards.

 Conduct of objective feedback meetings.

 Direction with regard to specific areas of improvement.

 Competency based Training
• Competency based appraisal process leading to
effective identification of training needs.

• Opportunity to identify/ develop specific

training programmes - Focused training
investment.

• Focused Training enabling improvement in

specific technical and managerial competencies
Competency based Development

• Competencies

• Contribute to the understanding of what

development really mean, giving the
individual the tools to take responsibility for
their own development.

• Give the line managers a tool to empower

them to develop people
 Competency based
Pay

 Provide an incentive for employees to grow

and enhance their capabilities.
Methodology?
Steps in Model Building
• Background information about the organisation
• Decide on the Occupation / Job Position(s) that
require competency Model(s)
• Discuss the application of the competency model
• Select a data collection method and plan the
approach
• Organize Data collected
• Identify main themes or patterns
• Build the model - Defining specific behaviour
Indicators
• Review the model
 COMPETENCY MAPPING MODEL
ORGANISATION
ORGANISATIONDIRECTION
DIRECTION
••VISION
VISION
••MISSION
MISSION
••SHORT
SHORTTERM
TERM&&LONG
LONGTERM
TERMGOAL
GOAL
••STRATEGIES
STRATEGIES
••VALUES
VALUES

TRANSLATING THEM INTO ACTIONS FOR

ACTUALISATION

THROUGH
 ORGANISATION STRUCTURE
 ROLES, POSITIONS, JOBS

CORE COMPETENCY OF THE ROLE COMPETENCY

ORGANISATION
 PURPOSE OF COMPETENCY MAPPING

"Effectiveness
"Effectivenessof
ofan
anorganisation
organisationisisthe
thesummation
summationof
ofthe
the
required
requiredcompetencies
competenciesininthe
theorganisation".
organisation".
 Gap
GapAnalysis
Analysis
 Role
RoleClarity
Clarity
 Selection,
Selection,Potential
PotentialIdentification,
Identification,Growth
GrowthPlans.
Plans.
 Succession
SuccessionPlanning.
Planning.
 Restructuring
Restructuring
 Inventory
Inventoryof
ofcompetencies
competenciesfor
forfuture
futureplanning.
planning.
Any Questions ???