COMPETENCY MAPPING AS

A TOOL FOR PERFORMANCE

ENHANCEMENT
Submitted By:-
Sonal Sewak
Harpreet Singh
Shweta Gautam
Atal Prasad
Ankur Chandani
Abhishek Misra

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 What is a Competency?

Any underlying characteristic required for

performing a given task, activity, or role
successfully can be considered as competency.

A Competency is the ingredient (skills,

knowledge, attributes and behaviours) that
contribute to excellence
WHAT IS COMPETENCY MAPPING?
 “Competency mapping” is the 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, attitudes, skills,
etc.) needed to perform the same successfully
.
Organizations have developed their own lists of ‘generic
competencies describing the behavior they think to be important.

Organizations perform the task of Competency Mapping to

determine the areas which are crucial for its proper working and
success.

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 When should Competency mapping be
used?
Competency mapping can be used for assessment
during recruitment, assessment during further
development; as a profile during assessment to
guide future development needs; succession
planning and promotion; organisational
development analysis.
Once this process is complete , the map becomes an input for several other HR
processes such as job evaluation, recruitment, training and development.

For competency mapping to be effective , the organisation has to be clear about

its business goals and the capability.
 WHY COMPETENCY MAPPING ?-MICRO
VIEW -1
 When the competency required is mapped, an accurate job
profile is created
 With an accurate profile the entire recruitment process
becomes easier and effective
 The candidates who applies is well aware of what the position
demands
 The interviewer know exactly what to look for in the candidate
 Once recruited, employee perform well as they know what is
exactly required from them

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 WHY CM? –MICRO VIEW -2
 Employee understands the growth within the company as the
hierarchy and requirement is clearly defined for all the
positions
 Helps employee to align his efforts in the direction of the
company's requirement.
 Overall, it brings a degree of transparency and motivates the
employee

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 WHY? - MACRO LEVEL
STRATEGIC FRAMEWORK COMPETENCY FRAMEWORK COMPETENCY MODELING
FRAMEWORK

Organizational Strategy
Core Competencies Stakeholder Interest
Vision, Mission, Values, Strategic,
Intent, Corporate Governance, (Organizational wide) Market Positioning
Corporate Social Responsibility & Ethics

Business Strategy
Achieving Business Targets
Business Plan & Goals, Culture Business Competencies
Employee Satisfaction
People, Technology

Teamwork Strategy
Leadership, Communication Team Competencies Profit Center Orientations
Conflict Management, Interpersonal (Project driven) Team Development & Synergy
Skills, Project Orientation, Self
Managed Teams (SMT)

Role Strategy
Ability, Autonomy, Multiskilling, Performance Accomplishment
Role Competencies
Task identity, Performance (Role wise)
Evaluation & rewards and performance Individual Development
development
Competency has following parameters:

SKILL:
capabilities acquired through practice. It can be a financial skill
such as budgeting, or a verbal skill such as making a
presentation.

KNOWLEDGE:
understanding acquired through learning.

PERSONAL ATTRIBUTES:
inherent characteristics which are brought to the job, representing
the essential foundation upon which knowledge and skill can be
developed.

BEHAVIOR:
The observable demonstration of some competency, skill,
knowledge and personal attributes .

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 APPLICATION

Job Evaluation

Self-
Development Recruitment
initiatives

Training need
identification, Competency Career

Mapping
training and Planning
development

Employee
Performance
potential
Management/
appraisal for
Diagnositics
promotion
Succession
Planning
 COM PE TE NCY APPROACH I N RECRU IT M ENT AND
RET E NT ION S

Companies very conveniently use the competency approach in the

important HR function of recruitment and retention.

Competency mapping plays a significant role in recruitment,

selection, induction, and placement as it gives a more accurate
analysis of the job requirements and the candidate’s capability.

 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 her to reach a particular position ,it drives the
employee to develop the competencies for the same. Employees
become self-propelled .

Competencies enable individuals to identify and articulate what

they can offer while performing a job. The organization or
department (current or future) can see, value, and utilize what
capability is actually available.
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 ELEMENTS OF RECRUITMENT AND
RETENTION

 Identifying and recruiting good and talented people is difficult.

 Retaining them is truly a much more difficult task.

 · Shaping individual’s behavior through his/her need

satisfaction.

 · Recognizing, appreciating , and nurturing subordinates

talents bring rewards.

 · Helping to take drives, and fulfilling desires directed towards

achievements.

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 KEY ATTRITION FACTORS

 Inability to use one’s competencies

 Lack of challenge in the work

 Rust out stress syndrome (ROSS), when human potential remain underutilized or
 unutilized.

 Burst out stress syndrome (BOSS), when a performer is over burdened with task
 assignments.

 Lack of learning opportunity

 Lack of excitement and innovation in the job

 Work environment-not conducive or effective

 Lack of scope of growth in terms of salary, status, and other factors

 Lack of sense of belonging

 Unfulfilled occupational values

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 The competency approach enables an organization to assign
challenging tasks to an employee and use his/her
competencies. The employee in turn derives pleasure for the
job content.

 If the role is clear, one performs one’s assignments better

and derives intrinsic satisfaction. The competency approach
helps to remove both ROSS and BOSS.

 Organizations depute their personnel to attend training and

development programmes based on the identified skill gap,
giving them the learning opportunity.

 After attending the training programme, with elevated

knowledge and skill, the employee’s enabling capacity
enhances so that he/she can undertake exciting and
innovative jobs. Satisfied employees contribute positively to
the work environment and create an environment conducive
to effective working.
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 Employee motivational needs are satisfied from the job
content, removal of stress syndromes, and getting learning
opportunities.

 Their sense of belonging to the organization increases. They

get from the occupation what they perceived.

 The competency approach and competency mapping can

take care of the key attrition factors, helping the
organization to promote the retention of manpower.

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 MAPPING THE COMPETENCIES –
THE PROCESS

 In any organization, one of the major concern areas for the

Human Resource Department is to determine the
competencies of the processes and to evaluate the strength
level of the person working on it.

 Competency Mapping has emerged as a major concern for the

organization in the recent times and has attracted the
attention of the top management.

 To conduct the competency mapping certain steps needs to

be followed, which can be summarized as follows:

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1. At the initial level, H.R. Personnel should select the job(s) from
which the competencies are to be identified.

2. Before starting the competency procedure, a specific profile is to

be set for the jobs which are to be evaluated in the future.

3. A small meeting with the person who is handling the process or

the job is done.

4. People (on the job) are asked about the responsibility, duties,
pressure, performance limits and power structure.

5. All the data collected is to be recorded in a systematic sequence.

6. All the activities which are crucial for the proper execution of the
activity of the process are marked separately.

7. Information from the superiors, peers, co-workers and

subordinates are also collected.
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8 . All the people who are not directly attached to the process but
indirectly are attached to it are asked about the major
competency issues.

9. The information can be collected from direct interview or

through questionnaires or e-mails (whatever is suitable).

10. All the information is collected, systematically evaluated and

processed by the H.R. personnel and the crucial factors (which
are necessary for the success of the process) are determined.

11. These competencies are noted for the future reference of the
job and the job holder respectively.

12. After assessing the competency requirement for the job, the
present level of the individual working on the process is judged.

13. In case of discrepancy in between the actual requirement of

the capability and the desired level, the individual working with
the specific set of process (s) is provided with the training. 17
14. For determining the present level of the individual
(working on the process), Competency Identification
worksheet can be prepared.

15. The worksheet includes all the issues related to the job
and the data collected form the individuals directly or
indirectly in the organization.

16. All the employees would be properly informed about the

competencies which are crucial for performing their task or
job.

17. The data collected will be reserved with the HR

Department for the future reference (for next competency
mapping or job up-gradation process).

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 REASONS FOR COMPETENCY MAPPING:

 Proper training can be provided to the individual

 Key performance areas can be improved by reducing the gap

between the actual and desired performance.

 Career planning

 Building trust between employees and managing

interpersonal relationships

 Empowering the workforce

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 EXAMPLE L&T INFOTECH

 Introduction: Larsen & Toubro Infotech Limited (L&T

Infotech), a 100% subsidiary of the US$ 3.5 billion Forbes
Global 2000, its services encompass a broad technology
spectrum, catering to leading international companies
across the globe.
 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. Nearly all HR interventions are
linked to competency.
 Competencies are enhanced through training and job
rotation. 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. 20
 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.

 Two appraisals are done subsequently… every project-end for

skills, and annual for behavioural competencies. 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. 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.

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In conclusion we can say that ,it is through
the competencies of its employees
executives, managers, and individual
contributors -- that an organization
executes its strategy and achieves results
that are crucial to its success.
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