Competency Mapping

COMPETENCY

Any underlying characteristic required for

performing a given task, activity or role
successfully can be considered as competency.
COMPETENCY - DEFINITION
United Nations Industrial Development Organisation (2002)
“A competency is a set of skills, related knowledge and attributes that allow an
individual to successfully perform a task or an activity within a specific function or
job.”

RANKIN (2002)
“Competencies are definition of skills and behaviors that organizations expect their
staff to practice in work.”

MANSFIELD (1997)
“Underlying characteristics of a person that results in effective a superior
performance.”
Competency Mapping
• Competency Mapping can be defined as a process through which one
evaluates and determines one’s strengths as an individual worker.
• Individual’s level of competency in each skill is measured against a
performance.
COMPETENCY MAPPING
It is a process of identification of the competencies required to
perform successfully a given job or role or a set of tasks at a given
point of time. It consists of breaking a given role or job into its
constituent tasks or activities and identifying the competencies
(technical, managerial, behavioral, conceptual knowledge and attitude and
skills, etc) needed to perform the same successfully.
COMPETENCY MAPPING
• Competency Map. A competency map is a list of an individual’s
competencies that represent the factors most critical to success in
given jobs, departments, organizations, or industries that are part
of the individual’s current career plan.
• Competency Mapping. Competency mapping is a process an
individual uses to identify and describe competencies that are the
most critical to success in a work situation or work role
• Competency profiling It is the process of identifying the
knowledge, skills, abilities, attitudes, and judgment required for
effective performance in a particular occupation or profession.
Competency profiling is business/company specific.
Components of competency
Competency may take the following forms:

• Knowledge
• Attitude
• Skill

Other characteristics of an individual including

• Motives
• Values
• Traits
• Self Concept
Step 1-Classification of Competencies
• Generally, the competencies are classified into two categories.
Functional and Behavioural.
• However, the competency can be classified into more categories
depending on the overall objectives of developing a competency
frame work through the process of competency mapping.
• For example, an organization that has decided to focus on enhancing
customer experience may classify a category of competency as
customer centricity.
 Step 2- Detailing on Competencies
• It is very important that competency is defined well.
• This helps in providing a clear picture of what exactly is the detail
about the set of skills and abilities required to do the job.
• Example – for sale profile – one important skill is convincing skills.
Functional Definition
Competency
Drive for sales results The ability to achieve results by focusing on the
formulating sales objectives
Step 3 – Identifying Behavioural Indicators
• The key element of any competency mapping process & developing a
competency framework is the set of behaviours that defines that
competency.
• Lets follow the same example-
• Detailed listing of behavioural indicators for the competency ‘Drive for
sales Results’ and provides clear-cut understanding to the individual,
manager and his/her HR team about what constitutes Drive for Sales
Results.
Step 4- Identifying Proficiency Levels
• Not every person in a department will be at the same level of expertise
or in the context of competency mapping at the same level of
proficiency. Therefore, it is critical that within a job role, department
level or grade of employees the desired proficiency levels are defined.
• Notice the term ‘desired’, in the competency mapping process the
proficiency levels are desired proficiency level(DPL) as at this moment
you don’t know what proficiency levels your employee actually are.
• In the same example – how we can add desired proficiency level
salesforce to give you an insight. A scale of 1 to 5 is used where 5 is the
maximum level of proficiency as 1 is the minimum.
Step 5- Definition of Proficiency levels
Proficiency Levels Meaning
Level 1 Is struggling in demonstrating relevant behaviour of
Novice competency
Level 2 Knows and understand, however, may commit
Learner mistakes in applying sometimes.
Level 3 Knows , understands and applies with a fair degree of
Practitioner consistency.
Level 4 Knows, understands and applies and innovates with a
Expert fair degree of consistency.
Level5 Role model a competency, aften quoted when looking
Master for a standard, can coach others.
Purpose of CM
• To hire right kind of people for right job by establishing standards.
• To identify the training and development needs of individual or
organization.
• To do job evaluation & formulation of appropriate incentive plans.
Purpose of CM
• Improved job satisfaction
Help companies “raise the bar”
Establishes expectations for performance excellence
• Enhances clarity on career related issues
Identify the success criteria
EFFECTS OF COMPETENCY MAPPING ON
OTHER HRD SYSTEMS

Effects on the following HRD systems:-

• Recruitment & Selection
• Performance Management System
• Training
• Development
• Compensation Management
RECRUITMENT & SELECTION
Competency-based recruitment is a process of
recruitment based on the ability of candidates to produce
anecdotes about their professional experience which can
be used as evidence that the candidate has a given
competency.
A competency based approach to recruitment and
selection of staff can help an organization, to make it
an effective and successful investment of time,
money and expertise. Such an approach will help to
ensure that:
i. The organization is clear regarding the competencies and
skill sets required by the job;
ii. Selection processes encourage a good fit between
individuals and their jobs, managers and staff have the
required skills and competencies;
iii. Individual skills and abilities are matched to the
requirements of the job; and
iv. Evaluation of work demands and staffing are accurate
PERFORMANCE MANAGEMENT SYSTEM

Integrating competencies within the performance management

process supports the provision of feedback to employees not only on
“what” they have accomplished (i.e., performance goals), but also
“how” the work was performed, using competencies for providing
feedback.

Integrating competency with PMS helps:-

i. Employees in understanding performance expectations and enhancing competencies.
ii. To provide a mechanism for providing positive feedback about an employee’s training
achievements and on-the-job performance
iii. To provide job standards for performance appraisal
iv. To provide clear direction for learning new job skills
TRAINING
Competency Based Training focuses on what the participant is
expected to be able to do in the workplace as opposed to just having
theoretical knowledge.

An important characteristic of Competency Based Training is that it

is focused not only on the actual jobs that are required in the
workplace, but also the ability to transfer and apply skills,
knowledge and attitudes to new Situations and environments.
The advantages of competency based training(CBT) are:-
i. Participants will achieve competencies required in the
performance of their jobs.
ii. Participants build confidence as they succeed in mastering specific
competencies.
iii. Participants receive a transcript or list of the competencies they
have achieved.
DEVELOPMENT
All businesses are based on some key competencies. The main
reason for an organization to create a competency-based
development system that focuses on having the right people with
Right skills at the right time is that it helps in accomplishing
business targets.
Competencies are the need of the hour and designing appropriate
competency development models is a necessity.

Advantages of competency based development:-

i. Improvement in productivity, performance and profitability
ii. Identify employee’s capabilities for an organization’s future needs
iii. Analyzing capability gaps
 COMPENSATION MANAGEMENT

Competency-based pay fits this new environment. It provides an

ongoing incentive to employees to enhance their ability to perform
their jobs. Employees are rewarded with salary increases when they
add new knowledge or skills or when they demonstrate higher level
competence on existing capabilities.

Advantages of competency based compensation:-

i. Provides a basis of deciding on the compensation.
ii. Encourages employees to develop their competencies further.
iii. Lead to a focus on totality of job rather than just what is achieved.
iv. This system fits every job.
 CASE ANALYSIS ON
BUYING A CAR
 Once a buyer has decided what to look for in a car, he or she
must decide how to assess specific cars to identify the one best
suited to his or her needs. There is a number of assessments
the car buyer can make to help with the selection decision:
 Look at its general appearance
 Use a checklist of essential characteristics
 Ask how good the owner thinks the car is
 Question previous owners on the history of the car
 Look at the handbook and service history
 Ask for specific examples of the car’s performance
 Take it for a test-drive
 Make predictions based on technical characteristics of the car.
 The car buyer may undertake more than one of the above
assessments before making a decision on whether to purchase
the car or not. Some assessments will not provide the best
measure of a car’s suitability. For example, buying a car
because it looks OK and the owner says it is a great car to
drive is at best going to leave the car buyer unprepared for
what is wrong with the car, and at worst leave him or her
having made a very expensive mistake.

 Short of taking a car away for a few months to try it out, a

test-drive is probably the most accurate means of assessing of
its suitability. It enables the car to be driven in realistic
situations while undertaking tasks that represent the everyday
operations the car will be required to perform. For example, if
the car is to be used for long motorway journeys with a full
load as well as for trips around town, then these conditions
should be part of the test-drive.
 There are some assessments that a buyer may wish to make
before he or she undertakes a test-drive. These assessments
will prevent the buyer from viewing a car which does not
meet certain basic requirements. For example, he or she
may wish to check that the car has a certain number of seats
because, however suitable the car is in other ways, without
the right minimum number of seats there would be no point
in viewing it.

 There are also some assessments the car buyer may wish to
make after taking it for a test-drive. For example, the car
buyer may wish to check the car’s history by looking at the
service book.
THANK YOU