Competency mapping – An important HR tool

The economic downturn has made companies sit up and recognise the need to have the best quality
manpower working with them if they are to tide over the financial crisis looking large over the industry.
Human competence is the most important element which leads to the success of any business. The
organisation has to make a “buy or make choice.” It is not possible to buy all the talent externally; rather
organisations need to develop talent internally by ensuring that an employee holding a particular job
position is equipped with the right kind of skills at a right time and cost; ie, putting the right people on
right job. This is where competency mapping has risen high up in the priority list for many organisations.

Competency mapping is the 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 generally examines two areas:
emotional intelligence or emotional quotient (EQ), and strengths of the individual in areas like team
structure, leadership, and decision-making.

In performing or carrying out work, it is essential that

the required job skills first be articulated. This
information not only helps to identify individuals who
have the matching skills for doing the work but also
the skills that will enhance the successful performance
of the work. Yet often to perform well, it is not enough
just to have these skills; it is also critical to
complement the skills with the necessary knowledge
and attitudes.

In the era of globalization, the firms have become more

aware of the need for having competent employees and developing distinguished competencies for every
organization. This need arose due to the following reasons:

• Increased cost of manpower

• Need for ensuring that competent people are available for performing various critical roles
• Downsizing adds to the consequent need to get a lot of thing done with fewer people and thus
reduce manpower costs and pass on the advantage to the customer
• Recognition that technology, finances, customers and markets, systems and processes can all be
set right or managed effectively if we have the right kind of human resources
• The need for focus in performing roles-need for time management, nurturing of competence,
increased emphasis on performance management systems
• Recognition of the strategic advantage given by employee competencies in building the core
competencies of the organization

Several organizations have realized the importance of this in the last one decade and hence the rush for
competency mapping.

The competency mapping process does not fit the one-size-fits all formula. It has to be specific to the user
organization. It is better to develop models that draw from but are not defined by existing research, using
behavioural interview methods so that the organization creates a model that reflects its own strategy, its
own market, its own customers, and the competencies that bring success in that specific context. Start
with small, discrete groups or teams, ideally in two directions-a 'horizontal slice' across the business that
takes in a multi-functional or multi-site group, more or less at the same organizational level, and a
'vertical slice' taking in one whole department or team from top to bottom. From that, the organization can
learn about the process of competency modelling, and how potential alternative formats for the models
may or may not fit the needs of the business.

The Methodology for designing can be like this:

First stage of mapping requires- understanding the vision and mission of the organization.

Second stage requires- A job analysis is carried out by asking the superior performers to fill in a
questionnaire that asks them to describe what they are doing, and what skills, attitudes and abilities they
need to have to perform it well through Behavioral Event Interview (BEI).

Third stage involves- thorough study of the BEI Reports for-

1. Identification of the competency, based on function- position

2. Measurement of competency (vital/essential/desirable), consulting with the concerned

HoDs

3. Development of dictionary which involves detail description of the competency based on

the indicators

Fourth Stage is Competency Profiling - Once the competencies are defined, 3-4 competencies can be
clustered into one specific competency cluster and then the proficiency levels (beginner, learner,
advanced & expert) for each competency existing in the competency cluster can be defined.

Fifth Stage is Role Fingerprinting - Once the competency profiling is done then the proficiency levels of
the competencies for each position.

Sixth stage requires preparation for assessment.

 Methods of assessment can be done through assessment centres

1. Determine the type of the tools for measuring competency (in-basket presentations, role plays,
simulation exercise, psychmetric tools, leadership group discussions, case studies etc)

2. Tools should objectively measure the entire competency required.

3. Prepare the schedule for assessment

4. Training to the assessor should indicate their thorough understanding of the competencies and the
tools and also as to how the behaviour has to be documented.

Seventh stage is Competency Mapping - Once the role fingerprinting for each position is done then all
the employees at that level are mapped for those competencies as against the fingerprinted one's.

Eighth stage is to identify the competency gaps and accordingly interventions are designed.
-- Thus the process of competency mapping is completed.

This reasonably simple though initially tedious method helps everybody to know what the real state of
preparedness of an organization to handle the business, because it has a clear picture of every incumbent
in the organization.

It helps in determining the training and development needs and importantly it helps to encourage the best
and develop the rest -- A win-win situation for everyone.

Competency-based HR is considered the best HR. In India however competency development and
mapping still remains an unexplored process in most IT organisations despite the growing level of
awareness. The underlying principle of competency mapping is not just about finding the right people for
the right job; the issue is much more complex than it appears, and most HR departments have been
struggling to formulate the right framework for their organisation.

REFERENCES

Article -“The Art and Science of Competency Mapping”- by T.V. Rao

The Handbook of Competency Mapping: Understanding, Designing and Implementing

Competency Models in Organizations- by Seema Sanghi

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www.hbr.com

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