“Year 2007-08 - the Indian T20 cricket team was formed for the first time.

Senior and
experienced players like Rahul Dravid, V V S Lakshman were not a part of the team. Initially the
decision created a lot of buzz with media and many others criticizing the Board of Control for
Cricket in India (BCCI) for dropping senior players unexpectedly. However the young Indian
squad under the leadership of M S Dhoni won the ICC World T20 cup that same year in South
Africa, bringing back moments when India gave its maiden kiss on such a trophy decades ago.
Many young stars lived up to the expectations, defining an altogether new way of playing the so
called gentleman’s game and in a way, proving their competency for such a format of the game.
Many of those players today form an integral part of the Senior Indian team.”

Competency Mapping…. the concept:

In literal terms, the word Competency refers to ability, skill, proficiency and so on. However in a
broader sense, the term can be defined more appropriately as a specific set of behavioral aspects
of an individual which is very relative with respect to a particular set of circumstances making
him fit the situation better than anyone else available for the job. This particular definition leads
us towards the concept of Competence Mapping. “Competence Mapping is a process to identify
key competencies for an organization and/or a job and incorporating those competencies
throughout the various processes (i.e. job evaluation, training, recruitment, promotion) of the
organization.” It acts as a tool which provides the information base for a wide range of
organizational and managerial functions. For the sake of clarity of thought and proper
understanding, the stated topic would be discussed in reference to the most important function
where mapping is done, i.e. Job analysis. It is noteworthy here that job analysis in a way
provides the basic foundation from where the analysis for other mapping related processes
(performance appraisal, recruitment etc) can be done.

Job Analysis and Competency Mapping:

Job analysis is a specific organizational function which in turn is composed of two basic inherent
functions viz Job Description and Job Specification. Job description is a broad statement of the
purpose, duties and responsibilities of a job and Job specification is a broad statement which
specifies about the job holder, i.e. his/her qualification, experience required etc. The steps
involved in carrying out Competency mapping function for Job analysis involves the following
steps –

1. A Position Information Questionnaire (PIQ) is prepared and circulated among the

employees to fill up completely. Alternatively, the PIQ can also be used to do one on one
interviews with the incumbents too. The basic idea behind this step is to identify the key
behaviors necessary to perform the job from the very people engaged in the job
2. A competency based Job description is developed from the feedback of the employees. A
careful observation of the inputs and their conversion to standard competencies however
precedes this step
3. With the competency based job description, mapping the competencies can be done. The
competencies for the respective job description become factors for the assessment on the
performance evaluation. Using competencies help perform more objective evaluation
based on displayed or not displayed behaviors
4. Taking the competence mapping one step further, one can use the results of one’s
evaluation to identify in what competencies individuals need additional development or
training. This helps in focusing on training needs required to achieve the goals of the
position and company and helps the employees develop towards the ultimate success of
the organization

The stated steps lead an analyst to the execution of the following –

 a) Identification of major job functions
b) Identification of skills performed within each of the major job functions
c) Generation of several drafts to be reviewed by employers and employees and
modified to accurately reflect the skills performed on the job
d) Development of an occupational analysis chart. The chart is a two-dimensional
spread-sheet chart displaying the major job functions and skills and
e) Identification of performance standards for each skill using a competency-based
rating scale which describes various levels of performance

Methods of Competence Mapping:

It is not easy to identify all the competencies required to fulfill the job requirements.
However, a number of methods and approaches have been developed and
successfully tried out. These methods have helped managers to a large extent, to
identify and reinforce and/or develop these competencies both for the growth of the
individual and the growth of the organization. Some of these approaches are -

1) Assessment Centre
“Assessment Centre” is a mechanism to identify
the potential for growth. It is a procedure (not
location) that uses a variety of techniques to
evaluate employees for man-power purpose and
decisions. It was initiated by American Telephone
and Telegraph Company in 1960 for line personnel
being considered for promotion to supervisory
positions. An essential feature of the assessment center is the use of situational test to observe
specific job behavior. Since it is with reference to a job, elements related to the job are simulated
through a variety of tests. The assessors observe the behavior and make independent evaluation
of what they have observed, which results in identifying strengths and weaknesses of the
attributes being studied. It is, however, worth remembering that there is a large body of academic
research which suggests that the assessment centre is probably one of the most valid predictors
of performance in a job and, if correctly structured, is probably one of the fairest and most
objective means of gathering information upon which a selection decision can be based. From
the candidate’s perspective it is important to be natural and to be oneself when faced with an
assessment centre, remembering always that one can only be assessed on what one has done and
what the assessors can observe.

Assessment Centre comprises of a number of exercises or simulations which have been designed
to replicate the tasks and demands of the job. The designing emphasizes on making the
candidates undertake them both singly and together. While working on the exercises, the
employees are observed by assessors in a careful way. The exercises could be anyone from the
following list –
1. Group Discussions
2. Interview simulations/ role plays
Case studies/ analysis exercises etc
2) Critical Incidents Technique
Critical Incidents Technique can be described as a set of procedures for systematically
identifying behaviors that contribute to success or failure of an individuals or organization under
specific circumstances. The following steps are taken in this technique –
a. A list of good and bad on the job behavior is prepared
b. Experts give ratings as to how good a good behavior is and similar for the case of bad
behavior (How bad a bad behavior is!)
c. Bases on step 2, a check list of both types of behavior is prepared
d. The supervisors are trained on taking notes on the critical incidents or outstanding
examples of success or failure on the part of individual employees
e. An employee balance sheet is thus created for each one of them which can be studied at
year end to determine their productivity and performance levels.

The Critical incidents theory is very useful in determining areas where training or proper
counseling is required. Hence it facilitates decision making in terms of proper handling of human
resources for an organization.
3) Interview Techniques
Almost every organization uses an interview in some shape or
form, as part of competence mapping. Enormous amounts of
research have been conducted into interviews and numerous
books have been written on the subject which signify its
importance in producing great results.

An interview is basically an interaction between an interviewer

and an applicant. If handled
properly, it can be a powerful technique in achieving accurate information and getting
access to materials otherwise unavailable. If the interview is not handled carefully, it can also
become a source of bias, restricting or distorting the flow of communication.

4) Questionnaires
They are often used as a tool helping the process of competence mapping. However at times, a
questionnaire can also take a leading role in identifying decision points. Common Metric
Questionnaires (CMQ), Position Analysis Questionnaire (PAQ), Multipurpose Occupational
System Analysis Inventory (MOSAIC), Work Profiling System (WPS) are certain systems and
questionnaires used extensively in the industry.

Relevance in Management systems:

“ Right person at the Right place at the Right Time” – is today’s Mantra for the business and the
most important component of this mantra is having the right person as it is the key towards
controlling every other resource or every other aspect crucial for the sustenance and success of
an organization. In this specific regard, Competence Mapping provides a foundation on which
almost every human resource developmental activity can be carried out in the most effective
manner in an organization. It is useful because it –
a. Provides a systematic approach to planning training
b. Customizes training delivery to the individual or organization
c. Evaluates suitability of training programs to promote job competence
d. Provides employees with a detailed job description
e. Develops job advertisements
f. Helps in personnel selection
g. Assists in performance appraisals
h. Targets training to skills that require development
i. Gives credit for prior knowledge and experience
j. Focuses on performance improvement
k. Promotes ongoing employee performance development
l. Identifies employee readiness for promotion
m. Guides career development of employees
n. Develops modular training curriculum that can be clustered as needed
o. Develops learning programs

Apart from the usefulness, the benefits that Competence Mapping offers are –
a. Increased productivity
b. Improved work performance
c. Training that is focused on organizational objectives
d. Employees know upfront what is expected of them
e. Employees are empowered to become partners in their own performance development
and,
f. The approach builds trust between employees and managers
Talent Management at Tata Teleservices, Kolkata:
A competence based performance appraisal is an integral part of HR practices executed at Tata
Teleservices, Kolkata. Basically two different types of ratings are used as part of the appraisal
process that can be identified as….
a. Goal Rating…. This rating is used to measure the level of contribution and effectiveness
of an employee with respect to certain set standards. The following 6 scales form its
components where G3 is the standard that every individual needs to attain…

Scale of Rating : Parameters :

G6 Significantly exceeds objectives i.e. achievement levels >125% of target

G5 Objectives are exceeded & achievement levels are between 109-124% of target

G4 Objectives are met & achievement levels are between 100-108% of target

G3 (avg) Key objectives are met & achievement levels are between 80-99% of target

G2 Some objectives are met& achievements lie between 60-79% of target

G1 Objectives are not met & achievements is < 60% of target

b. Potential Rating…. The soft skills present in an individual are assessed through this
rating in an effort to build a favorable work environment. The different individual traits
which are scrutinized in Potential rating are being a good listener, response to
constructive criticism or appreciation, initiatives taken to find new solutions or improving
present situation etc. The different scales to measure these at Tata Teleservices are-

Level Level Descriptor Level Definition

 HP High Potential The individuals in this category demonstrate ‘Outstanding
Potential’. He/She serves as a role model of leadership for
others in the organization, demonstrating sustained strengths
across the various personal and managerial factors and other
aspects of leadership.
The individual leads and demonstrates strength in strategic
planning, integrating and influencing around accomplishment
of goals that are dependent on other functions.
SP Catalyst The individuals in this category demonstrates ‘Significant
Potential'. He/She exhibits operating, functional, personal &
managerial effectiveness and leadership traits that are
expected at next level of responsibilities.  He/she takes next
level of challenges and achieves it.
MP Contributor The individuals in this category demonstrate ‘Moderate
Potential’. He/She is a contributor in his current position.
Demonstrates necessary personal and managerial
effectiveness for discharging his/her current levels of
responsibilities and role expectations in the current position.
LP Concern The individual in this category does not demonstrate the
necessary Knowledge/Skills and potential to effectively
discharge his/her responsibilities of the role in the current
position. 

The stated models exemplify competency mapping at individual level. Such ratings help finding
out training needs in individuals and also the most suitable ones likely to be considered for
promotion to the next level.

Competence Mapping of Pantaloon (Retail Segment):

The Competence Mapping of Pantaloon is carried out through a 5 step Priority process. The
sequence is –
1. Establishing role purpose and Accountabilities…..Role purpose defines what an
employee is expected to do while accountability define the major results expected from
the role.
2. Establishing operating objectives and behavioral expectations….These relate to the
deliverables off the employees in the 1st and 2nd half year performance cycles.
3. Development planning….the managers and employees jointly work to create a
development plan in accordance with professional and career interests of the employees,
key motivators and so on
4. Progress review…..this is done through frequent discussions with the employees. It acts
as a controlling function for all the planning and activities taking place
5. Contribution Assessment process….Managers are ultimately responsible for assessing an
employees’ overall contribution and communicating it to the respective individuals
Conclusion:
Competency, if studied turns out to be something which is not measurable. But keeping
organizational goals in perspective, it becomes truly important to have a quantitative approach
towards this very important aspect of human resource. The theory and stated examples cite how
a process like Competence Mapping can bring tremendous amount of clarity into the
performance levels of the employees. This inturn helps a great deal in planning man power for an
organization. The same thing can be seen in case of the Indian T20 squad too. A good
understanding of the requirements of the new format made the selectors drop people like ever
dependable Rahul Dravid and V V S Lakshman while giving way to youngsters like Gautam
Gambhir, Suresh Raina. This clarity helped India attain the feat of being the world champions in
T20. Hence, Compentence Planning, if properly implemented, goes a long way in ensuring
success for an organization, both in the short as well as in the long run.
Sources:
1. http://hrmba.blogspot.com/2010/03/competancy-mapping-in-retail-sector.html
2. Summer Internship Project Report by Tasha Mahanta, Assam Institute of Management,
Guwahati, Batch 2008-2010 ….. “HR practices at Tata Teleservices, Kolkata"