SEMINAR ON

Competency Mapping – Catch Word In

Corporates
BUSINESS SCHOOL OF DELHI
BUSINESS
PGDM SCHOOL OF DELHI
– 2007-09
PRESENTED BY –
DEEPALI GOEL
KUMUD VATS
MRIDULA KHANNA
SWATI ROY
OUTLINE

üIntroduction
üKey characteristics of CM
üCase study
üAnalysis
What is “COMPETENCY” ?
 Albanese (1989) –

Competencies are personal

characteristics that contribute
to effective managerial
performance

Competency Mapping-Ms.Seema Sanghi(Faculty mgmt)

Hayes (1979)
Competencies are generic knowledge,
motive, trait, social role or a skill of a
person linked to superior performance
on the job

Competency Mapping-Ms.Seema Sanghi(Faculty mgmt)

COMPETENCY MAPPING
üA process through which one assesses and
determines one’s strengths as an individual worker
and in some cases, as part of an organization
ügenerally examines two areas:
§ EQ
§ Strengths of the individual in areas like
working in teams, leadership, and decision-making

§Competency maps:
Describe the different aspects of competent
behavior in an occupation against competency
dimensions such as strategic capability,
resource management and quality
KEY COMPETENCY RESEARCH
FINDINGS

Competencies
ü Improve employee performance
ü Focus on organizational culture and
values
ü Makes employees target oriented
KEY CHARACTERISTICS OF
COMPETENCIES

Knowledge, skills, and behaviors that

contribute to success in a job
KNOWLEDGE
üThe technical or professional information

üAcquired through formal education

ütraining
üPersonal experience needed to perform
the job.

üEXAMPLES

§ERP( PEOPLESOFT,ORACLE,SAP)
§BUSINESS ENGLISH
§DEPARTMENT POLICIES
SKILLS
ü The proficient application of
knowledge & behavior in
completing job tasks or
duties.
ü They describe actual
physical or mental activities.

ü EXAMPLES
§ TYPING
§ OFFICE EQUIPMENT USE
(FAX)
§ MS WORD
§ MS POWER - POINT
BEHAVIORS
üThe observable actions an employee uses
to achieve job-specific results.

üEXAMPLES
§Aligns own activities and priorities to
meet organizational needs.
§Responds directly and thoroughly to
questions.
§Adapt to changes in direction,
priorities, responsibilities or relocate
CASE STUDY

üA leading group that manufactures power

steering for both commercial vehicles and
passenger cars
üWas setup in 1987, merged with U.S. based
company in 1995.
üTurnover of the company was Rs 161 crores in
the last year
ü30 middle level managers were assessed
PROBLEMS FACED BY THE
COMPANY

üNo common guidelines.

üNo common platform for integration of functions.
üHR functions were not integrated.
OBJECTIVES OF THE STUDY
üTo adopt competency based HRM,
which integrate HR through
competencies.
üTo link organizational issues and HR
functions through competency mapping
process.
üTo develop competencies model based
on competency mapping process.
üTo conduct a “PILOT STUDY” to
verify the models feasibility.
DATA COLLECTION TOOLS
üPRIMARY DATA :-
§Observation method.
§Interview method.
§Questionnaires.
§Content analysis.
§Focus groups.

üSECONDARY DATA :-
§Job description.
§Training programmes.
LEVELS OF PROFILES STUDIED

üINDIVIDUAL.
üGROUP OF INDIVIDUALS.
üPOSITION.
üGROUP OF POSITIONS.
üORGANIZATION.
LEVEL OF PROFILES IN THE
COMPANY
INDIVIDUALS
TARGET EXISTING
n T & D will exhibit a set of n Employee profile or
desired competencies. incumbent profile

GROUP OF INDIVIDUALS
§A new team will conduct §High performing
Strategic planning & team’s competencies are
policy review made as
standard(TEAM
PROFILE) on which
other teams are mapped
 CONTD.

ORGANIZATION
TARGET EXISTING

Considering the future a

Self – assessment
5 year organizational
snapshot of the
outlook profile can be
organization as “a profile
made
of the organization
today”
PARAMETERS ON WHICH 30
MIDDLE MANAGERS WERE
ASSESED

üPOKA- YOKE
üSIX SIGMA
üKAIZEN
üKANBAN
ü5 S TECHNIQUES
ANALYSIS &INTERPRETATION
(Of CASE STUDY)
üEXECUTIVES – Some of them can be promoted
w/o training
Training requirements
§Product quality
§Analysis and mapping techniques

üASSISTANT MANAGERS
üTraining requirements
§Product quality
§Improvement techniques
§Process improvement
 CONTD.
üSENIOR EXECUTIVES
Training requirements
§Analyzing and mapping skills
 CONCLUSION

Competency mapping is not rocket science, but it can be as

explosive in terms of re-energizing employees and building a
dynamic organization. Competency model are not ends in
themselves. Competency based HRM have the capacity to
actually drive organizational change rather simply enabling
change to take place.
 BIBLIOGRAPHY

Internet (wikipedia)
ICWAI Journal (the mangmt accntnt January,2008)
COMPETENCY MAPPING –Ms.Seema
Sanghi(FACULTY FORE MGMT SCHOOL)

Competency Based HRM –by S.Ganesh

Assistance by MR.V Ravindran (Assistant

Mgr HR)
 Thank you

SPECIAL THANKS TO PROF.

SACHIN BHARDWAJ FOR BEING SUCH
A GREAT SUPPORT
Q
Comments & Suggestions for Improvements