Competencies in organizations tend to fall into two broad categories: 

1. Personal Functioning Competencies. These competencies include broad success factors not
tied to a specific work function or industry (often focusing on leadership or emotional intelligence
behaviors). 
2.Functional/Technical Competencies. These competencies include specific success factors within
a given work function or industry. 

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 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. 
Top competencies are the vital few competencies (four to seven, on average) that are the most
important to an individual in their ongoing career management process. “Importance to the
individual” is an intuitive decision based on a combination of three factors: past demonstrated
excellence in using the competency, inner passion for using the competency, and the current or
likely future demand for the competency in the individual’s current position or targeted career
field. 

Although the definition above for “competency mapping” refers to individual employees,
organizations also “map” competencies, but from a different perspective. Organizations describe,
or map, competencies using one or more of the following four strategies: 

1. Organization-Wide (often called “core competencies” or those required for organization

success) 
2. Job Family or Business Unit Competency Sets 
3. Position-Specific Competency Sets 
4. Competency Sets Defined Relative to the Level of Employee Contribution (i.e. Individual
Contributor, Manager, or Organizational Leader) 

An illustration of some competency factors in a few chosen areas are as follows: 

I.CAREER DRIVES 

ACHIEVEMENT 
Desire to achieve results 
AMBITION 
Strength of ambition 
REMUNERATION 
Concern with remuneration 
RECOGNITION 
Need for recognition 
INDEPENDENCE 
Need for independence 

II.LEADERSHIP AND INFLUENCE 

DIRECTIVE: 
Willingness to lead from the front 
DELEGATIVE: 
Willingness to delegate 
COACHING: 
Willingness to coach others 
POWER: 
Desire to have authority 
DECISIVE: 
Speed of decision making 
PERSUASIVE: 
Willingness to persuade others 

III.STRATEGIC ORIENTATION 

GOALSETTING 
Willingness to set goals 
ANALYTICAL 
Preference for analytical thinking 
PROACTIVITY 
Need to plan and be pro-active 
INNOVATION 
Desire to be innovative and flexible 

IV.CONFLICT MANAGEMENT STYLE 

ASSERTIVE 
Willingness to address conflict 
COMPETITIVE 
Willingness to be verbally competitive 
COLLABORATIVE 
Desire to collaborate with others 
COMPROMISING 
Willingness to compromise 

V.PEOPLE ORIENTATION 

AGREEABLE 
Need to get along with others 
EXTRAVERSION 
Workplace extraversion/introversion 
INTIMACY 
Need for workplace friendships 
TEAMWORK 
Desire to belong in a team 

VI.COPING 

STRESS 
Resistance to stress 
SENSITIVITY 
Sensitive to the needs of others 
RESPONSIBLE 
Willingness to accept responsibility 
SECURITY 
Need for job security 

VII.VALUES 

ALTRUISM 
Values helping others 
TRUST 
Values trust and openness 
LOYALTY 
Values loyalty 
CONFORMING 
Desire to conform 

Competency mapping can play a significant role in recruiting and retaining people as it gives a
more accurate analysis of the job requirements, the candidate's capability, of the difference
between the two, and the development and training needs to bridge the gaps. 
As far as meeting an individual's career aspirations are concerned, once the organisation gives
an employee the perspective of what is required from him to reach a particular position, it drives
him to develop the competencies for the same. Competencies enable individuals to identify and
articulate what they offer so that their organisation (current or future) can see, value and utilise
what capability is actually available. 
competency mapping helps identify the success criteria (i.e. behavioural standards of
performance excellence) required for individuals to be successful in their roles. It helps to: 
•Support specific and objective assessment of their strengths, and specify targeted areas for
professional development. 
•Provide development tools and methods for enhancing their skills. 
•Provide the basis for a more objective dialogue with their manager or team about performance,
development, and career-related issues. 

If an individual is able to discuss the above with his manager, it will help him to chalk out his
growth perspectives in the company. 

Competency mapping demonstrates what type of knowledge and skills are required and/or found
within the human capital of the organization. An organization could use these personal
competency maps to build a 'yellow pages' directory, match people to jobs or positions or
determine what training programs are needed to fill skill gaps. 

Methodology adopted :
Step 1 : Identify departments for competency profiling
Here we have to decide and select the departments within the organization which we would like
to include into our study. It is to be noted that departments should be chosen based on their
criticality and importance to the organization.

For this project all departments have been considered except the four support functions namely
being the information management department, human resource department, engineering
department and Purchase Department functions.

Step 2 :Identifying hierarchy within the organization and selection of levels

Study the organization hierarchy across each of the selected departments. 
For the study we have selected the Retail dept. hierarchy starting from Sales trainee to RSM.

Step 3 :Obtain the job descriptions.

For all levels at every department we obtained each role’s job description and in cases where
they were not available we conducted a detailed interview to derive a job description.

Step 4 Preparation of semi structured interview

As on of the tools for collecting information we prepared a list of questions that
would make up a semi structured interview. These questions would be put forth
employees at all management levels .

Step 5: Scheduling of interviews

Obtain a list of employees from respective department heads and accordingly schedule
interviews. A minimum of 5 candidates are to be interviewed at each level in each department.

Step 6: Conducting of interviews

We would have to arrange for the semi structured interviews to be carried out at a convenient
time and comfortable location as per the candidate’s convenience. 

Step 7 Recording of interview details

The candidate’s answers and opinions have to be recorded in as much detail as possible for
further reference during the project.

Step 8: Preparation of a list of Skills

As per the interview and the details that were generated from the candidate, we will generate a
list of skills observed for the job. Thereon from which a list of identified competencies should be
drawn for each interviewed candidate.

Step 9: Repeat for next levels and functions.

The interviews and appropriate recording of answers should be done at all remaining levels and
other departments.

Step 10: Make the list of the competencies required for the department for each level and each
function giving behavioral indicators.
For each position at each department a list of competencies observed from both the job
description and the semi structured interview (list of skills) should be drawn up.
Each competency should be given a name and an appropriate definition that clearly indicates its
meaning and essence.

Step 11: Indicate proficiency levels

Take one competency at a time and indicate different proficiency levels. For the project five
levels of proficiency had to be defined for every competency. Each proficiency level was defined
in term of behavioral indicators.

Step 12 Validate identified competencies and proficiency levels with Head of Departments.
Confirm competency definitions with respective Head Of Department’s and obtain from the
required proficiency levels of each competency that is ideal for each role. Also locate any missing
competencies.

Step 13 Preparation of competency matrix

Prepare a matrix defining competencies required and corresponding proficiency levels for each
level across all departments.

Step 14 Mapping of competencies

Mapping of competencies of selected employees against the competency matrix as per their
employee level and department. Here an employee’s actual proficiency level of a particular
competency would be mapped against the target proficiency level.