Competency Analysis &

Management

Presented by:
Apeksha sharma
Urvashi mathur
 Alarming facts!!!!!
• Research indicates that
– Source of 50% of job performance problems is
that people are in the wrong job.

– 25% of on-the-job performance problems is the

inability to identify the ‘gaps’ between the
competencies of the person and the requirements
of the job.
 A Wise Camel

A mother and a baby camel

were lazing around, and
suddenly the baby camel
asked....
Baby: Mother, mother, may I
ask you some questions?

Mother: Sure! Why son, is there someth

bothering you?
Baby: Why do camels have humps? 

Mother: Well son, we are desert animals, we

need the humps to store water and we are known
to survive without water.
Baby: Okay, then why are our legs long and our feet
rounded?

Mother: Son, obviously they are meant for walking in

the desert, You know with these legs I can move
around that desert better than anyone does! Said the
mother proudly.
Baby: Okay, then why are our eyelashes
long? Sometimes it bothers my sight.

Mother: My son, those long thick eyelashes are your

protective cover. They help to protect your eyes from
the desert sand and wind. Said mother camel with eyes
rimming with pride....
Baby: I see. So the hump is to store water when we are
in the desert, the legs are for walking through the
desert and these eyelashes protect my eyes from the
desert...
Then what the hell are we doing here in the
Zzzoooooo!
 MORAL OF THE STORY IS:

"Skills, knowledge, abilities and experiences are

only useful if you are at the right place" 

(Where are you right now????????)

""Quote of the day: Love your job but never
fall in love with your company, because you
never know when the company stops loving
you!!"" 
 CONCEPT OF COMPETENCY
• Skill:
– Ability accomplish

• Talent:
– Inherent ability

• Competency:
– Underline characteristics that give rise to skill
accomplishment
– Knowledge, skill and attitude

Dr. MG Jomon, XIMB

 DEFINITION

• First popularized by Boyatzis (1982) with Research

result on clusters of competencies:

• “A capacity that exists in a person that leads to

behaviour that meets the job demands within
parameters of organizational environment, and
that, in turn brings about desired results”

Dr. MG Jomon, XIMB

Competencies are seen mainly as inputs.

They consist of clusters of knowledge,

attitudes and skills that affect an
individual’s ability to perform.
 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
Hayes (1979) –

Competencies are generic knowledge

motive, trait, social role or a skill of a
person linked to superior performance
on the job.
 COMPETENCY Vs. COMPETENCE
• Competency: A person- related concept that
refers to the dimensions of behaviour lying
behind competent performer.
• Competence: A work- related concept that
refers to areas of work at which the person is
competent
• Competencies: Often referred as the
combination of the above two.
 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 Analysis Process Diagram
 Methodology
Competency analysis begins with

• Identification of the workforce competencies required to perform the

organizational business activities. Once the competencies are
identified,
• a mapping between the targeted vs. actual value of competencies is
required to measure, analyze and predict the future capability of
competencies and take necessary corrective/preventive action to
either enhance or maintain the current capability.

• Identifying the tasks, skills, knowledge and attitude required to

perform various organizational roles can be used in formulating job
description, assessing employees’ current level of competency, and
activities like planning career development and coordinating
competency development.
 Steps in CA
Step 1:- Plan
1. A plan is developed for analyzing workforce
competencies that typically includes:
• the competency analysis activities to be performed,
• the schedule for competency analysis activities,
• the individuals or groups responsible for competency
analysis activities,
• the resources and effort required, including access to the
staff, and
• the process for review and approval of the plan by all
parties affected by competency analysis activities.
 Step2:- Method
Examples of methods for workforce competency
analysis include the following:
• Position analysis
• Critical incident interviews
• Behavioral event interviews
• Process analysis and engineering
• Task analysis
• Knowledge engineering
• Analysis of skill needs
 Steps in CA Continued
3. The organization defines the level of knowledge, skills, and process
abilities underlying each of its workforce competencies.
4. The knowledge, skills, and process abilities required to perform
committed work are defined for each workforce competency.
5. Subject matter experts are involved in analyzing the knowledge, skills,
and process abilities required to perform their committed work.
6. A description of the knowledge, skills, and process abilities is defined for
each workforce competency using a representation and format that is
appropriate for its intended use.
7. Descriptions of workforce competencies are used for guiding workforce
practices at the organizational level and within units.
 Goals
• The workforce competencies required to perform the
organisation’s business activities are defined and
updated.
• The work processes used within each workforce
competency are established and maintained.
• The organisation tracks its capability in each of its
workforce competencies.
• Competency Analysis practices are institutionalized to
ensure they are performed as defined organisational
processes.
 Information Sources
• Example sources of information on an individual’s level of capability in
a workforce competency include the following:
• Training and other development records
• Mentoring or apprenticeship reports
• Performance management records
• Management assessment of knowledge, skills, and process abilities
• Self-assessment of knowledge, skills, and process abilities
• Peer evaluations
• Process assessments
• Awards and achievements
• Professional accomplishments
• Assessment centers
• Information from the performance of business activities
 Impact
• Objective gap analysis of employees’ competencies resulting in individual
development for an employee’s current and future role
• Reduced interview vs. selection ratio as a result of competency based
assessment at the time of hiring
• Self-development of more than 90% of employees in their competencies
in respective domains, communication skills and leadership skills
• Increased transparency in the job expectations for an individual’s current
or future role
• Improved employee-organisation fit with employees having more clarity
on their role towards achieving the company’s goals
• Significant improvement in overall organisational competencies with the
mandatory competencies check done at the time
 What is Competency Mapping?

It is about identifying preferred behaviours and

personal skills which distinguish excellent and
outstanding performance from the average.A
Competency is the ingredients (skills, knowledge,
attributes and behaviours) that contribute to
excellence.
 COMPETENCY MAPPING MODEL
ORGANISATION
ORGANISATIONDIRECTION
DIRECTION
••VISION
VISION
••MISSION
MISSION
••SHORT TERM & LONG TERM GOAL
SHORT TERM & LONG TERM GOAL
••STRATEGIES
STRATEGIES
••VALUES
VALUES

TRANSLATING THEM INTO ACTIONS FOR

ACTUALISATION

THROUGH
 ORGANISATION STRUCTURE
 ROLES, POSITIONS, JOBS

CORE COMPETENCY OF THE ROLE COMPETENCY

ORGANISATION
Individualistic Models
Traditional Person-Job Match Model
This model assumes that employees have jobs with specific and
identifiable tasks. Work is generally standardized and repetitive in
an organizational hierarchy. Job performance is readily verifiable.
This model works best with organizations defined by stable
environments
Strategy Based Model
This model assumes that employees have roles defined by the
organization’s strategic goals. Work is flexibly defined and often
carried out in a flattened, decentralized or matrix structure. Role
performance is only partially verifiable. This model functions
most effectively in organizations in competitive, complex or highly
stressed environments.
Individualistic Models (contd)
The Strategy Development Model
This model assumes that employees with broad, strategic
“attributes” will create their own roles which interact to produce
the organization’s strategy. Work is constantly evolving within a
network of organizational relationships. This model is described
in terms of organizations in chaotic, unpredictable, or very rapidly
changing environments.
Intellectual Capital Model
These models emphasize the linkages and dynamic
interaction among human capital, structural capital, and
customer (client) capital. These models stress the knowledge
that resides in employees and strategies to use it and value it
differently.
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
 Data Collection Methods
• Resource / Expert Panels

 Structured process to get the participants (Job holders,

managers HR / training staff) to think systematically
about the job, skills and personal characteristics
needed for success.

• Critical Event Interviews

 Structured interviews with superior performers which

involves in-depth probing of a large number of events
and experiences.
 Data Collection Methods
• Generic competency Dictionaries
– Conceptual frameworks of commonly
encountered competencies and behaviour
indicators.
– Serve as a starting point to the model building
team.
– Can be used in resource panel by asking the
participants to select a set of generic
competencies related to the job and rate the
importance
 COMPETENCY MAPPING PROCESS

1.0 DESIGNING THE QUESTIONNAIRE

While designing the questionnaire

following factors are to be taken into
consideration:

1.1 Part - I
1.1.1 Purpose of the job.
1.1.2 Critical Success Factors
1.1.3 Key Result Areas
1.1.4 Key Activities
 JOB

CRITICAL SUCCESS FACTORS

CSF - 1 CSF - 2 CSF - 3 CSF - 4 CSF - 5

KEY RESULT AREAS

KRA- 1 KRA - 2 KRA - 3 KRA - 4 KRA - 5

KEY ACTIVITIES

KA - 1 KA - 2 KA - 3
Each Critical Success Factor (CSF) is the end result of multiple Key Result Areas.
Each Key Result Area (KRA) is the end result of multiple Key Activities.
DESIGNING THE QUESTIONNAIRE CONTINUED

1.1.5 Relationship.
1.1.6 Organization Structure.
1.1.7 Empowerment of the position.
1.1.8 Challenges in the job.
1.1.9 Changes expected in the technology, product,
process etc in the next 2-3 years.
1.1.10 Budget and Controls.
1.1.11 Investment Plan.
 DESIGNING THE QUESTIONNAIRE

1.2 PART - II

1.2.1 Academics, Knowledge

Skills Sets
Experience
1.2.2 Competencies
 2.0 DATA COLLECTION

2.1 Clarity of Organisation Direction

2.2 Clarity of Organisation Structure.
2.3 Interview Job Holder.
2.4 Interview Job Holder's Reporting Officer.
2.5 Discuss with the Focus Group if the job are
of the same family.
3.0 C0MPETENCY DRAFTING

3.1 Rank Order of the list of competencies

3.2 Comparing good performer and average performer

with select list of competencies.

3.3 Use research data and assign competencies

to positions.
4.0 FINALISE ROLE DESCRIPTION
AND
COMPETENCIES - JOB WISE
 6.0 PURPOSE OF COMPETENCY MAPPING

"Effectiveness
"Effectivenessof
ofan
anorganisation
organisationisisthe
thesummation
summationof
ofthe
the
required
requiredcompetencies
competenciesin
inthe
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.
• Competency-based HR is considered the best
HR. In India, however, this process has gained
force only during the last couple of years.
Companies like Zensar Technologies and L&T
InfoTech follow competency mapping. Other
big companies like TCS, HCL Technologies, SBI,
Idea Cellular, Exide Industries, Birla Cellulosic,
etc. have got their employees trained in
competency mapping course but it remains
unclear if they strictly follow the line. 
 
 “You see, all the right things are written in books and
research papers.

The trick is to ensure that there is no gap between what is

written in the books and your vision; from what is happening
on the shop-floor and what is going on in the marketplace.

That is execution. That is what makes the difference”

Mukesh Ambani