Using multiple resource panels with different stakeholders, instead of only one, is a common practice.

This practice is generally followed for developing a leadership model for middle level and upper middle
level managers. There can be as many as four focus groups.

Critical event interviews

The second and a very potential source of data are the critical event interviews with superior performers.
Some research scholars use behavioral event interviews to prepare competency sets. This interview
engrosses in-depth probing of a small number of broad events and experiences. Conduction of this
interview necessitates mastering the sophisticated probing strategy. You should preferably record the
discussion of critical event interviews on audio or audio-visual media. These interviews are time
consuming and need more investment.

Generic competency dictionaries

Generic competency dictionaries are essential while developing multiple competency sets within an
organization, just to ensure that common skills and characteristics are always described with the same
competency head. This approach is used uniformly in different departments. The organization could
review and revise a set of generic competencies, when they serve as the building blocks for the individual
competency profile. The term dictionary conveys conceptual frameworks of commonly encountered
competencies and behavioral indicators. The use of generic competency dictionary set helps as

• It provides a common conceptual framework and indicates the beginning of competency set
preparation team. The dictionary guides the team to group the initial ideas about the job.

• Participants and members of the resource panel rate the importance of a set of generic
competencies relevant to the job.

• The framework guides the analysis of critical event interviews.

COMPETENCY APPROACH IN RECRUITMENT AND RETENTIONS

Companies very conveniently use the competency approach in the important HR

function of recruitment and retention. Competency mapping plays a significant role in

recruitment, selection, induction, and placement as it gives a more accurate analysis of the job
requirements and the candidate’s capability. As far as meeting an individual’s career aspirations
are concerned ,once the organization gives an employee the perspective of what is required from
him her to reach a particular position ,it drives the employee to develop the competencies for the
same. Employees become self-propelled .Competencies enable individuals to identify and
articulate what they can offer while performing a job. The organization or department (current or
future) can see, value, and utilize what capability is actually available.
Elements of Recruitment and Retention

In any organization, recruitment needs consideration of the following points

• Identifying and recruiting good and talented people is difficult.

• Retaining them is truly a much more difficult task.

• Increasing attrition rate at managerial level.

• Looking for responsibilities, recognition, comfortable working environment, satisfaction,

autonomy, etc. by high level managers.

• Deriving satisfaction from saying ‘I have done this’, ‘This is my achievement’, etc.by
achievers.

• Shaping individual’s behavior through his/her need satisfaction.

• Recognizing, appreciating , and nurturing subordinates talents bring rewards.

• Helping to take drives, and fulfilling desires directed towards achievements.

Key Attrition Factors

From the studies pursued by many academicians, industrial stalwarts, and the author’s
personal interactions with HR personnel, a set of factors, which can be treated as key
attrition factors, is listed as follows

• Inability to use one’s competencies

• Lack of challenge in the work

• Lack of role clarity

• Rust out stress syndrome (ROSS), when human potential remain underutilized or
unutilized.

• Burst out stress syndrome (BOSS), when a performer is over burdened with task
assignments.

• Lack of learning opportunity

• Levels of motivations

• Lack of excitement and innovation in the job

• Work environment-not conducive or effective

• Lack of scope of growth in terms of salary, status, and other factors

• Lack of sense of belonging

• Unfulfilled occupational values

• Lifestyle inventory-unmatched with the task

• Boss and his/her management style

The competency approach enables an organization to assign challenging tasks to

an employee and use his/her competencies. The employee in turn derives
pleasure for the job content. If the role is clear, one performs one’s assignments
better and derives intrinsic satisfaction. The competency approach helps to
remove both ROSS and BOSS. Organizations depute their personnel to attend
training and development programmes based on the identified skill gap, giving

them the learning opportunity. Employee motivational needs are satisfied from
the job content, removal of stress syndromes, and getting learning opportunities.

After attending the training programme, with elevated knowledge and skill, the
employee’s enabling capacity enhances so that he/she can undertake exciting and
innovative jobs. Satisfied employees contribute positively to the work
environment and create an environment conducive to effective working. They get
the opportunity to grow with corresponding increases in financial and non-
financial factors. Their sense of belonging to the organization increases. They get
from the occupation what they perceived they would obtain, thus sufficing the
occupational values .The competency approach and competency mapping can
take care of the key attrition factors, helping the organization to promote the
retention of manpower.

BENEFITS OF COMPETENCY APPROACH

Competency approaches and analysis, if done correctly, can result in benefits

such as

• Increasing productivity

• Enhancing perfection in quality work

• Improving the work performance

• Helping to design training focused on company objectives

• Empowering the workforce

• Treating the employees as partners in their own performance

development

• Building trust between employees and managing interpersonal

relationships

• Improving control –delivering the metrics to evaluate staff performance

against competency frameworks and organizational objectives

• Monitoring the training and development budget-cost reduction and

rigorous management is possible once a clear picture of business needs
and individual skills are assessed

• Improving processes –enables full reporting, to demonstrate the progress

of the organizational members and aligning the individuals to strategic
goals

• Enhancing resource utilization –with real-time skills and available data,

the business can select the best possible teams for projects and fill gaps
as required, based on defined job descriptions and competencies

COMPETENCY MAPPING PRACTICES

Chatterjee (2007) pursued the study of competency mapping practices in

a few select organizations like ITC Ltd (Kolkata), Shopper’s Stop Ltd,
UB Group, and Ananda Bazar Patrika Ltd. Let us look at the
observations to be acquainted with how the organizations started the
journey and lay emphasis on the competency mapping approach.

ITC Ltd (Kolkata)

The marketing practices of the organization include competencies

relating to

• Brand
• Sales and distribution

• Product and development

• Exports

The company defines its sales and distribution competencies in

the state of West Bengal, in certain categories like

• Market knowledge

• Sales forecasting

• West Bengal state pricing

• Work processes, processes, and systems

• Stick control

• Logistic management

• Distribution management

• Trade relationship management

• Portfolio management

The company has personnel at nine levels – L– 9 (the

lowest level) to L – 1 (executive vice president) – in the
sales departments. The company defines competencies
relating to the above categories for each of the nine
levels:

• L– 9: Sales operation manager

• L–8 : Area executive

• L–7: Area manager

• L–6: Assistant manager

• L–5: Branch managers