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Competency Mapping

The document discusses competency models and competency-based management. It defines competencies as characteristics that lead to effective job performance. Competency models identify the competencies needed for superior performance based on organizational culture, roles, functions, and job requirements. Developing competency models involves determining competencies through methods like behavioral interviews, expert panels, surveys, and job analysis. Competency models can be developed by position, function, level, or universally for an organization.

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vairampearl0
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260 views

Competency Mapping

The document discusses competency models and competency-based management. It defines competencies as characteristics that lead to effective job performance. Competency models identify the competencies needed for superior performance based on organizational culture, roles, functions, and job requirements. Developing competency models involves determining competencies through methods like behavioral interviews, expert panels, surveys, and job analysis. Competency models can be developed by position, function, level, or universally for an organization.

Uploaded by

vairampearl0
Copyright
© Attribution Non-Commercial (BY-NC)
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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What are competencies some definitions

Competencies are the characteristics of an employee that lead to the demonstration of skills & abilities, which result in effective performance within an occupational area. A cluster of related knowledge, skills and abilities that affects a major part of ones job, that correlates with the performance on the job, that can be measured against well accepted standards and that can be improved via training and development. An underlying characteristic of a person result in effective and / or superior performance on the job. In other words, competencies are characteristics that outstanding performers do more often in more situations with better results, than average performers

Why do we need it?


People will have to know their respective * Roles * Key competencies Address employee needs * What am I on skills? * What are the gaps? How to improve on skills? * What is expected of my role? * What are possible future roles? People have to know about competencies which help them deliver better to customers Address organizational / business needs * High performance * Expectation management on career and promotions * Higher productivity with improved skills

Competency
Behaviour Knowledge

Skills

Attitude

Values & Motives

Competency Modeling
Competency models consists of qualities required for superior performance with respect to:
The Organization's Culture & Value

Role Functional Leadership Job specific requirements requirements attributes Attributes

Competency Based Management

Step 2 : Competency Profile


What capabilities currently exist within the organization?

Competency Mapping

Forced Ranking (Lower Level)

Manager Assessment (Managers)

180 /360 Degree Assessment (Employees, Managers, Peers

Assessment centers Psychological Testing BEI

Step 3 : Competency Review


What are the gaps between organizational needs and people capabilities?

The competency review process links current capabilities to the organizational needs
Competency Model

Review

Development Plans

Implementation

Competency Profile

Step 3 : Development Plans


Create Plans for shoring any identified gaps

Developing Competency Model

o Developing competency model depends on the nature of the organization & some basic consideration: o The practices for which they will be used

o The financial & personnel resource available


o Who needs to be included in the process of developing & endorsing the applications oWho is going to be included in the implementation process

Select the optimal approach


Generic model Adapted Generic Model

Survey Driven

Expert Panel

Behavioral Event Interviews

Least Rigorous

Most Rigorous

Considerations:
* Practicality * Speed * Fairness * Validity

Data Collection tools


Behavioral Events Interview
Expert Panels Surveys

Expert Systems
Job Analysis Role Analysis Direct Observation

Behavioral Events Interview


Advantages:

Empirical Identification of competencies


Precision about how competencies are expressed

Freedom from gender, cultural, bias


Generation of data for assessment, training etc.

Behavioral Events Interview

Disadvantages: Time & Expense Expertise requirements Missed job tasks

Expert Panels
Advantages
Quick and efficient collection of a great deal of

valuable data
Helps ensure better buy-in

Expert Panels
Disadvantages Possible identification of folklore or motherhood items.

Omission of critical competency factors which


panelists are unaware of.

Surveys
Advantages

Quick and cheap collection of sufficient data for


statistical analyses A large number of employees can provide input Help build consensus

Surveys
Disadvantages
Data are limited to items and concepts included in the survey It cannot identify new competencies or nuances of competency Can also be ineffecient

Expert Systems
Advantages
Access to data Efficiency Productivity

Expert Systems
Disadvantages
Garbage in garbage out May overlook specialized competition Cost of system hardware and software

Job Analysis
Advantages Produces complete job descriptions Can validate or elaborate on data collected by other methods

Job Analysis
Disadvantages Provides characteristics of job rather than those of the people who do the job well Task lists too detailed to be practical and do not separate truly important tasks from the routine

activities

Direct Observation
Advantages
A good way to check competencies suggested by panel, survey, and BEI

Disadvantages

Expensive and inefficient

Kinds of competencies that can be included in competency


models: Differentiating competencies - that most differentiate superior performers from mediocre performers. Includes results orientation, influence, and initiative Threshold competencies- in which a minimum level of proficiency is required for job success, but a higher level of

proficiency is not highly correlated with superior


performance.

Transformation competencies- at which managers and employees are


generally weak, which if improved will most likely to result in improved
performance.

Alternate ways of choosing the Competencies in your job models


Traditional approaches involve studying superior
performers, & identifying the traits, characteristics, and behaviours that differentiate then from average performers:-

First approach- follow superior and average performers as they go


about their workday Second approach- Perform interviews and organize focus

groups of managers and superior performers

Competency models by position,


function, level, or company
One universal set of competencies for all employees and positions. Merits It builds a common language & frame of reference for everyone It makes it easier to compare employees to one another across position and job functions It eases administration of selection & development practices It helps align everyone towards a common culture & can support the culture change process.

Competency models by position


Difficulties:
Developing models for each position will take considerable time, efforts & expense if done well The lack of competency commonality from position to position will make it more difficult to compare & contrast candidates currently in different positions. Every time employees move from one position to another, they will have to learn new competencies & abandon those they have been focusing on improving.

Competency model by job function


Advantage The number of competency models-generally in the range of 10 to 15 is manageable in terms of both creation & their maintenance The same model applies to all the positions with in a job function

Easy to compare different employees in the same job function for the purpose of succession planning & Organizational development
Disadvantage: Managers have the same competency models as individual contributors within a job function.

The competency matrix level & proficiency


Defines level of proficiency on competencies in terms of a set of behaviors expected for a grade level or rank at a particular position The numbers in the rating system are replaced by job titles Helps employees understand the desired level of proficiency for each competency at each job level.

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