Post Graduate Diploma in Human Resource Management

(PGDHRM)

Competency Mapping

Sumit Bhattacharya
HR Professional, OD, OB and Psychometric Assessment Specialist www.worldacademy.uk

What is Competency?
‘competence’ means a skill and the standard of
performance reached, while ‘competency’ refers to
the behaviour by which it is achieved. In other words,
one describes what people can do while the other
focuses on how they do it. Therefore there is an
interface between the two, i.e., the competent
application of a skill is likely to make one act in a
competent manner and vice versa.
Sumit Bhattacharya
HR Professional, OD, OB and Psychometric Assessment Specialist www.worldacademy.uk

Copyright @ World Academy [www.worldacademy.uk]

 Post Graduate Diploma in Human Resource Management
(PGDHRM)

Competence and Competencies

competences and competencies are not the same.

Competences refers to the range of skills which are
satisfactorily performed, while competencies refers to the
behaviour adopted in competent performance.

Sumit Bhattacharya
HR Professional, OD, OB and Psychometric Assessment Specialist www.worldacademy.uk

Five types of competency characteristics

• Motives—The things a person consistently thinks about or wants and that which
causes action. Motives ‘drive, direct or select’ behaviour towards certain actions or
goals and away from others.

• Traits—Physical characteristics and consistent responses to situations or

information.

• Self-concept—A person’s attitudes, values or self-image.

• Knowledge—Information a person has in specific content areas.

• Skill—The ability to perform a certain physical or mental task.

Sumit Bhattacharya
HR Professional, OD, OB and Psychometric Assessment Specialist www.worldacademy.uk

Copyright @ World Academy [www.worldacademy.uk]

 Post Graduate Diploma in Human Resource Management
(PGDHRM)

The Iceberg Model Central and Surface Competencies

knowledge and skill competencies tend to be Surface knowledge and skill competencies are
visible and relatively ‘on the surface’ relatively easy to develop; training is the most
characteristics of people. Self-concept, trait and effective way to secure these employee
motive competencies are more hidden, ‘deeper’ abilities. Core motive and trait competencies at
and central to personality. the base of the personality iceberg are more
difficult to assess and develop; it is most cost
effective to select these characteristics.

Sumit Bhattacharya
HR Professional, OD, OB and Psychometric Assessment Specialist www.worldacademy.uk

What are Competencies?

Competencies can be defined as skills, areas of knowledge, attitudes and abilities

that distinguish high performers. These are characteristics that may not be easily
observable but rather exist ‘under the surface’—behavioural questions can help draw
out examples of these competencies
Sumit Bhattacharya
HR Professional, OD, OB and Psychometric Assessment Specialist www.worldacademy.uk

Copyright @ World Academy [www.worldacademy.uk]

 Post Graduate Diploma in Human Resource Management
(PGDHRM)

Linking HR processes to Organizational Strategy

Sumit Bhattacharya
www.worldacademy.uk
HR Professional, OD, OB and Psychometric Assessment Specialist

Competency-based HR Application

Sumit Bhattacharya
www.worldacademy.uk
HR Professional, OD, OB and Psychometric Assessment Specialist

Copyright @ World Academy [www.worldacademy.uk]

 Post Graduate Diploma in Human Resource Management
(PGDHRM)

Position Requirement
• Process Design—The process determines what skills and knowledge is
needed. The desired outcomes form the basis of a measurement system for
determining qualifications of workers in the process.

• Job Design—Once the qualification and skill on knowledge is determined the

task can be assigned to individuals or teams. Job requirements are used to
identify employee competency levels and qualifications.

• Thus, for a position of an HR manager in an organization one has to look into

the Knowledge, Skills and Attitudes (KSA) needed for that particular position.
It would require qualification, business results and measurement systems to
determine qualification at the individual and team levels

Sumit Bhattacharya
HR Professional, OD, OB and Psychometric Assessment Specialist www.worldacademy.uk

Position Fulfilment
• Recruitment—Competencies are the basis to determine who should be interviewed and evaluated along
with skills and knowledge. This is a costly and time-consuming effort that can be reduced through proper
understanding of what competencies a candidate can bring to the job. The competencies should be well
defined so that their meaning is clear and there is no ambiguity.
• Qualification—To determine whether the candidate is qualified to perform the job or can master the
requirements of the position, it is necessary to evaluate competency.

• Selection—While selecting an individual, competency assessment is used to determine the best person to
fill the position.
• Orientation—This refers to developing the general competencies required of an employee, by the
organization.

• Induction Training—This refers to developing the specific competencies where there are gaps, to meet the
desired performance standards of the position.

• For position fulfilment it is important to have competencies with definitions and ratings. In case the
competencies identified are creativity, learning oriented, flexible and analytically skilled, these can be rated
on a 5-point scale AND this is measurable by Competencies with Definitions and Ratings
• Sumit Bhattacharya
HR Professional, OD, OB and Psychometric Assessment Specialist www.worldacademy.uk

Copyright @ World Academy [www.worldacademy.uk]

 Post Graduate Diploma in Human Resource Management
(PGDHRM)

Performance Management

• Measurement—A people-driven process; it is essential to have

measurement of workplace competencies.

• Development—The development activities are relative and are

received while on the job. They are designed to support the
continuous improvement of workplace competencies.

For performance management it is necessary to have a list of behaviour

descriptions for skill improvement along with a checklist of specific
behaviour examples.

Sumit Bhattacharya
HR Professional, OD, OB and Psychometric Assessment Specialist www.worldacademy.uk

Promotion
• Training—This is a position fulfilment function. The objective is to
prepare individuals for new positions before placing them there in
order to be immediately productive. Competencies help to determine
when the gap is fulfilled and the candidate is ready to move up.

• Succession—There is a strong personal link between both the incoming

employee and departing employee. The incoming workers need more
than baseline competencies and should be able to take over current
projects while least disrupting the processes involved.

Sumit Bhattacharya
HR Professional, OD, OB and Psychometric Assessment Specialist www.worldacademy.uk

Copyright @ World Academy [www.worldacademy.uk]

 Post Graduate Diploma in Human Resource Management
(PGDHRM)

Personal Competency Framework

• In 1986, Job Competences Survey (JCS) was used as
a questionnaire in the job analysis process to
identify competencies for senior & middle managers
in large companies (Shell, Barclays, British Gas)
• It consists of 45 competencies under 6 main
headings:

13
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45 Competencies

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 Post Graduate Diploma in Human Resource Management
(PGDHRM)

Lancaster Model of Managerial Competencies

• Developed in 1976
• Universal management competency framework
• Comprises of 11 qualities divided into 3 groups or
levels:

15
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Level 1

Level 2

Level 3

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 Post Graduate Diploma in Human Resource Management
(PGDHRM)

Competency Mapping – Basic Architecture

Grade / Band –
Organization’s Organizational Individual Individual
wise
Core Values, Competency Competency Gap Competency
Competency
Vision, Mission Framework Analysis Mapping
Mapping

Sumit Bhattacharya
HR Professional, OD, OB and Psychometric Assessment Specialist
www.worldacademy.uk

Steps for Competency Mapping

Basis Detailed Job / Position Descriptions defined with Competencies required

Analyse Organizations Business Strategy, Vision, Mission, Goals

Understand Current Organization Life Cycle Stage
Critical Competencies required by an Organization at a given life cycle stage
Competency Dictionary
Analysis Behavior Interviews (Psychometric Testing / Analysis)
(In BI's 95% employee speaks, 5% interviewer probes, Open Ended Questions only)
(Evaluations can be made by taking notes or video recording - recording is better option)
Identify Behaviors exhibited by Poor, Average, Good, Excellent, Outstanding employees
Use these behavioral patterns in different HR Processes
Define & Align Competencies required by each individual, divisions and organization
Use Competency Dictionary and find out Critical Competencies
Definitions
Behavioral Interviews are most effective and realistic techniques
Behavioral Interviewers NEED to be Trained Psychologists / Consultants
Assess current proficiency levels ( rating on scale of 1 --> 5) for each competency
Assess employees current proficiency levels
Competency
Map individual, divisional and organizational competencies assessed
Mapping
GAP Analysis
Competency Development Programmes
Prioritize manpower and their attitude towards competency development
Internal / External Training
Competency
Align Rewards for competency improvements
Development
Incorporate Competency Proficiencies & Ratings in Performance Management System
Competency Based Recruitment & Selection Process
Sumit Bhattacharya
HR Professional, OD, OB and Psychometric Assessment Specialist www.worldacademy.uk

Copyright @ World Academy [www.worldacademy.uk]

 Post Graduate Diploma in Human Resource Management
(PGDHRM)

Exercise

Sumit Bhattacharya
HR Professional, OD, OB and Psychometric Assessment Specialist www.worldacademy.uk

Sumit Bhattacharya
HR Professional, OD, OB and Psychometric Assessment Specialist
www.worldacademy.uk

Copyright @ World Academy [www.worldacademy.uk]