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Submitted by
Minakshi Mehrotra
PGDBM
Batch 2009 -11
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CONTENTS
Declaration
Preface
Acknowledgement
Research Methodology
Introduction of Competency
Classification of Competencies
Types of Organizational Competencies
Competency Mapping
Need for Competency Mapping Areas of Implementation
Advantages of Competency Mapping
Disadvantages of Competency Mapping
Model of Competency Mapping
Process of Competency Mapping
Findings
Conclusion
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DECLARATION
I hereby declare that this project “A Study on competency mapping” is my own work, to the best
of my knowledge and belief. It contains no material previously published or written by another
person nor material which to a substantial extent has been accepted for the award of any other
degree or diploma of any other institute, except where due acknowledge has been made in the
text.
Minakshi Mehrotra -
PGDBM
Gyan Vihar University
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PREFACE
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ACKNOWLEDGEMENT
This specialization project on competency mapping proved to be highly valuable and informative
sojourn. I got some valuable insights from this exercise, which has definitely enabled me to
know my skill. I would like to express my gratitude to all those who gave me the possibility to
complete this project. I would like to thank my college authorities for giving me this opportunity
and encouraged me to go ahead with my project. I am deeply indebted to my Faculty Guide
Mrs.Sunita whose help, stimulating suggestions and encouragement always helped me in my
project.
At last but not at least I would like to extend my cordial thanks to my parents for their
love and blessing which enabled me to complete this project.
“Gratitude is short lived but when put down in black and white; one can hope that it will
enjoy a longer.”
Minakshi Mehrotra
PGDBM
Gyan Vihar University
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RESEARCH METHODOLOGY
Data collection
Secondary data:
Secondary data is collected from resources that have already existed i.e. from internet through
web browsing. And from various other sources like books, magazines, newspapers, journals, etc.
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1. Introduction
Ongoing and unrelenting economic, social and technological changes have spurred the need for
flexible, skilled workers who can help their organizations succeed and sustain a competitive
advantage. To be relevant within organizations and indispensable to clients and customers alike,
workplace learning and performance professionals must continually reassess their competencies,
update their skills and have the courage to make necessary changes. Businesses and managing
business has and will always be complex. There is no denying the need to perform through a
combination of utilizing predictive or forecasting tools, techniques and methods, yet without
trivializing the need to sustain and drive a motivated high performing workforce. The company’s
needed to sustain in a competitive environment, gave rise to the need to understand and learn to
establish the context of competency mapping.
This report gives an overview of the competency mapping. The report presents the
meaning and history of competency approach in the first section. In the following
sections the components and types of competencies have been covered. Further the report
discusses the meaning of competency mapping and also defines the competency map.
The section that follows discusses the main advantages and disadvantages of competency
mapping. The role of competencies in an organization as a vital tool for recruitment,
selection and retention and the areas of application are discussed in the trailing section.
The next section analyses how competency frameworks can be designed developed and
implemented. It also discusses how to develop customized competency models based on
the management philosophy, customer needs, and existing processes of the organization.
The report also reveals the results of readings related to Ambuja Cement Ltd., Tata International
Ltd. and Ready Concrete Mix Ltd. In this section the procedures followed by the respective
organizations have been discussed and the stage of implementation of competency mapping has
been analyzed and presented for all the three organizations.
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2. Competency
2.1 Definition
A combination of knowledge, skills, attitude and personality of an individual as applied to a role
or job in the context of the present and future environment that accounts for sustained success
within the framework of Organizational Values.
Competencies include the collection of success factors necessary for achieving important results
in a specific job or work role in a particular organization. Success factors are combinations of
knowledge, skills, and attributes (more historically called “KSA’s”) that are described in terms
of specific behaviors, and are demonstrated by superior performers in those jobs or work roles.
Attributes include: personal characteristics, traits, motives, values or ways of thinking that
impact an individual’s behavior.
2.2 History
A team of Educationists lead by Benjamin Bloom in the USA in mid fifties laid the foundation
for identifying educational objectives and thereby defining the knowledge, attitudes and skills
needed to be developed in education. David McClelland the famous Harvard Psychologist has
pioneered the competency movement across the world. His classic books on "Talent and
Society", "Achievement Motive", "The Achieving Society", "Motivating Economic
Achievement" and "Power the Inner Experience" brought out several new dimensions of the
competencies. These competencies exposed by McClelland dealt with the affective domain in
Bloom's terminology.
The turning point for competency movement is the article published in American Psychologist in
1973 by McClelland, wherein he presented that traditional achievement and intelligence scores
may not be able to predict job success and what is required is to profile the exact competencies
required to perform a given job effectively and measure them using a variety of tests.
Latter McBer a Consulting Firm founded by David McClelland and his associate Berlew have
specialized in mapping the competencies of entrepreneurs and managers across the world. They
even developed a new and yet simple methodology called the Behavior Event Interviewing
(BEI) to map the competencies.
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3. Components of Competency
Knowledge
Skills
Attitude
Surface
Competencies
Most easily
Developed
Skill
Self Concept
Value
Attitude
Knowledge
Core
Competencies
Most difficult
to develop
3.2 Skill:
It represents intelligent application of knowledge, experience, and tools. This is the procedural
"know how" knowledge (what one can do), either covert (e.g., deductive or inductive reasoning)
or observable e.g. "active listening" skill in an interview. They are demonstrated abilities or
proficiencies, which are developed and learned from past work and life experience.
3.3 Attitudes:
Attitudes are predispositions to other individuals, groups, objects, situations, events, issues, etc.
For example attitude to a particular occupation or type of machine or a particular technology all
influence our behavior. If a person does not have a positive attitude to computers or IT, he is not
likely to use a computer. If he is not positive about the uses of ERP or SAP, he is not likely to
use the ERP or SAP. Attitudes determine the kind of things we choose and whether we are likely
to approach a particular situation or not or whether we are open to try out the technology or meet
the customer or sell a particular product with high motivation, etc.
Attitudes decide our approach or avoidance behavior. They are normally conceptualized as
positive or negative. A positive attitude makes us to treat that object, technology, method,
situation, and person or group more positively and therefore we appreciate it and promote the
same.
Knowledge and skills tend to be visible and relatively surface, characteristics of people. But
attitude, trait and motive competencies are more hidden “deeper” and central to personality.
Basic competencies are inherent in all individuals. Only their degree of existence differs. For
example, problem solving is a competency that exists in every individual but in varying degrees.
Professional competencies are over and above the basic competencies, and are job related. For
example, handling a sales call effectively is a competency that a sales personnel would be
required to have.
Hence, it can be simply said that,
Competencies = Basic Competencies + Professional Competencies
It has been proved by various scholars that all individuals have competencies. Only the
combination and degree of these competencies differ from individual to individual. Hence,
organizations have to identify the critical basic competencies required for individual employees
to deliver their best in their organization. The importance of mapping the competencies proves
critical for organizational success.
Human
Communication
Influencing Ability
Achievement Orientation
Networking Ability
Influencing Ability: Competency of Influencing ability is defined as the set of human attributes
required to Impact the outcome of an interaction.
Conceptual
Creative Thinking
Strategic Thinking
Creative Thinking: Competency of Creative thinking is defined as the set of human attributes
required to generate solutions.
Strategic Thinking: Competency of Strategic thinking is defined as the set of human attributes
required to visualize near and distant future conditions and develop appropriate organizational
response.
Customer Orientation
Organizing Skills
Planning Skills
Execution Skills
Analytical Skills
Decision Making
Delegation:
Leadership
Organizing Skills: Competency of organizing is defined as the set of human attributes required
to establish, nurture and troubleshoot organizational processes and relationships for effective
delivery of objectives.
Cross functional Perspective: Competency of Cross functional perspective is defined as the set
of human attributes required to understand one’s own job in relation with other functions within
the organization.
Planning Skills: Competency of Planning is defined as the set of human attributes required to
understand inter relationships and requirements of different activities to be performed to achieve
the desired objectives.
Analytical Skills: Competency of Analytical skills is defined as the set of human attributes
required to understand and interpret the data and information.
Decision Making: Competency of decision making is defined as the set of human attributes
required to decide the course of action under any situation.
Leadership: Competency of Leadership is defined as the set of human attributes required to take
responsibility for accomplishing the desired objectives.
Specific competencies which are considered essential to perform any job in the organization
within a defined technical or functional area of work.
Business Skills: Competency of Business Skills is defined as the set of human attributes
required to effectively perform the functional business processes.
Technical Skills: Competency of Technical Skills is defined as the set of human attributes
required to effectively perform the technical responsibilities of the job position. The technical
skills have to be primarily assessed through technical interview or written test.
6.1 Definition
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.
It consists of breaking a given role or job into its constituent tasks or activities and identifying
the competencies (technical, managerial, behavioral, conceptual knowledge, an attitudes, skills,
etc.) needed to perform the same successfully.
6.2 Process
Competency mapping process is designed to consistently measure and assess individual and
group performance as it relates to the expectations of the organization and its customers. It is
used to identify key attributes (knowledge, skills, and behavior attributes) that are required to
perform effectively in a job or an identified process. Competency Mapping juxtaposes two sets
of data. One set is based on organizational workflow and processes. It starts with the clear
articulation of workflow and processes, including all quality and quantity requirements, inputs
and outputs, decision criteria, and most important, internal and external customer requirements.
The other set of data is based on individual and group performance capabilities. It is collected
through the utilization of a variety of assessment tools and procedures (which may include a
robust 360- degree feedback process) to assess the extent to which individuals and groups can
consistently demonstrate over time the competencies required to meet the expectations. Where
the output from the organizational maps meet the individual and group performance capabilities,
an overall trend line is created that identified where in the process specific developmental
opportunities exists, and with what specific population. Competency mapping process can be the
foundation for aligning workflow and process outputs with critical customer requirements with a
foundation of required employee attributes and competencies. It is further covered in greater
details in section
With global economy and the world becoming a global village, 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:
Several organizations have realized the importance of this in the last one decade and hence the
rush for competency mapping.
Competency mapping therefore is important and is an essential exercise. Every well managed
firm should have well defined roles and list of competencies required for performing each role
effectively. Such list should be used for recruitment, performance management, promotions,
placement and training needs identification.
The competency mapping can be applied to the areas depicted in the following diagram:
Figure 8.1:
Areas of
There are several advantages of competency mapping over traditional job analysis. The
following section analyzes each of them in relation to the company, the managers and the
individual employees. The section also gives a comparative view of the competency based
approach and the job analysis approach.
In spite of the several advantages offered by competency mapping, there are few drawbacks to
the approach. Some of these are discussed below:
2. If the company does not respond to competency mapping by reorganizing its employees,
then it can be of little short-term benefit and may actually result in greater unhappiness
on the part of individual employees.
3. If too much emphasis is placed on 'inputs' at the expense of 'outputs', there is a risk that it
will favor employees who are good in theory but not in practice and will fail to achieve
the results that make a business successful.
4. They can become out of date very quickly due to the fast pace of change in organizations
and it can therefore be expensive and time consuming to keep them up-to-date. .
11.1 Definition
A competency mapping model is an organizing framework that lists the competencies required
for effective performance in a specific job, job family (e.g., group of related jobs), organization,
function, or process. Individual competencies are organized into competency models to enable
people in an organization or profession to understand, discuss, and apply the competencies to
workforce performance.
Strategize – assess business needs, evaluate contextual drivers, engage stakeholders and
set goals.
Initiate – identify methodologies, develop project plans, review existing data, benchmark
competencies, and collect competency data.
Model – analyze and synthesize data, identify competencies and develop models, and
validate models.
Link – link to all human resources system components, and phase in implementation of
other competency' based applications.
Evaluate – establish and evaluate measures, and continuously improve the system.
Stage
Stage 11 Stage
Stage 22 Stage
Stage 33
Data
Data Gathering
Gathering &
& Data
Data Analysis
Analysis Validation
Validation
Preparation
Preparation
Mapping of Competency
Step 9: 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 10: 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.
11.3.4 Surveys
In surveys, job incumbents, their supervisors, and perhaps senior managers complete a
questionnaire administered either in print or electronically. The survey content is based on
previous data collection efforts such as interviews, focus groups, or literature reviews. The
respondents are typically asked to assign ratings to each listed job element or competency. For
example, respondents may be asked how critical a competency is to effective job performance,
how frequently the competency is used on the job, the degree to which the competency
differentiates superior from average performers, and if the competency is needed on entry to the
job or can be developed over time. Survey respondents are usually asked to provide in writing
any additional information that they feel is important.
11.3.5 Observations
In this data collection method, the research team visits high performing incumbents and observes
them at work. The more complex the job and the greater the variety in job tasks, the more time is
required for an observation. For a very routine job in which the same task is repeated over and
over throughout the day, an observation of a couple hours might suffice. For very complex jobs,
observation of a week or more may be required. If the job changes based on work cycles,
seasons, or other factors, the observations may have to be conducted over a period of weeks or
Preparation of
Questionnaire
Collection
Of Responses
Analysis Findings
There are various tools of Competency Mapping for the employees as discussed earlier in the
report. The application of these tools is visible in the questionnaire. These tools include:
12.4 Analysis
Once the data is collected from all the employees belonging to the middle level management, the
data is then analyzed manually.
To establish the Competency Model, the analysis is based on the ratings provided by each
employee to the different competencies. The highest rated competencies form the critical
competencies in the model and the others follow in the other categories.
Another technique used is called the Opportunity Algorithm which is used to map the current
competencies of the employees in relation to the competencies rated by the employees in
question 2. The Opportunity Algorithm was introduced by the Harvard School of Business and is
one of the most successful formulae used by many big organizations. The Opportunity
Algorithm is explained in brief below:
Executives struggle with this question every day and an outcome based on research offers a
surprisingly simple answer. The best outcomes spring from those skills that are important to the
job/role but are not satisfied entirely or that are partially satisfied by the existing job/role holders.
After the application of the formula one arrives at various opportunity scores for each of the
job/role holders. The highest score depicts the skills which the job/role holder should give his
immediate attention and look for improvement in those areas. The job/role holder then looks at
the second highest score and sharpens those skills later, after successful improvement in the first
area where he scored the highest score. These scores will differ from individual to individual and
from job/role to job/role.
12.5 Findings
With the help of the Opportunity Algorithm and the ratings provided by the employees, the
Competency Model and the Competency Scorecard for each employee can be established.
‘Robust competencies help you define what was done, what is bieng done, and what needs to be
done.’ - Paul C. Green
After studying the background, mission, vision, needs, objectives, etc. a lsit of competencies was
developed.
Types of competencies:
1] Communication: It is the ability to express ideas effectively (including effective use of
nonverbal communication) in individual, group situations & adjusting message & expressions to
the characteristics and needs of the audience. It is a two way process of transfer of information
from the sender to the receiver in a way that it is understood by the receiver. Thus it also
involves active listening.
1. Communicating Structure information efficiently
Verbally Use both verbal and non-verbal (gestures, signs, body
language, eye contact, etc) communication effectively.
2. Communicating in It is the ability to write clear and concise reports, letters, etc, using
Writing good grammatical form.
3. Active Listening It involves encouraging the other person to present his views
while communicating and understanding his point of view. (A
good conversationalist listens more than he talks)
4. Adapts language and It involves adapting a language and style for communicating at
style for different levels different levels of the organization in a way that is understood by
others.
5. Presentation skills It is the ability to structure data and give a presentation using a
variety of aids. It also comprises the ability to take complex data
and distill it into information that is useful for a particular
audience.
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2] Leadership: Leadership is the ability of influencing and giving direction to a group of
people and molding their activities in such a way that they willingly strive to achieve
organizational objectives. ‘A good leader creates a leader’.
1. Inspirational & Influential It is the ability to motivate individuals & teams to
achieve and maintain high standards of performance.
2. Strategic perspective Ability to visualize emerging trends in future and
anticipate change, rather than simply allowing things
to happen to you.
Ability to visualize the ‘big picture’.
3. Develop vision, values and Set Create and communicate a compelling shared vision
4. Direction to address both opportunity and threats
Coach & lead others in the organization to translate
that vision into reality.
Creates and instills strong values and ethics within
the organization
5. Leading change Be proactive in Identifying and recognizing the
influence of outside forces, which might alter the
organization goals.
Implement this change through system, processes,
and culture.
Move towards the culture of openness & pro-
activity.
6. Achievement Recognition & Facilitating and appreciating success and rewarding
7. Empowerment high performance.
Delegate authority and responsibility to subordinates
and thus enable them to perform higher duties and
tasks
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3] Interpersonal skills: It is the ability to establish good and productive relationship with a
wide range of people at all levels within and outside the organization. Treat people with
respect, trust and dignity and at the same time create positive energy.
1. Respecting others It is the ability to give due respect to everyone,
irrespective of his or her position in the organization.
2. Networking It is the ability of identifying and maintaining a good,
productive network of contacts at all levels within and
outside the organization for sharing information and
getting help when needed.
3. Conflicts Management It is the ability of effectively handling disagreements
and arguments, settling disputes by evaluating
alternative dispute resolution mechanisms.
4. Invite constructive criticism It is the ability to invite free feedback about you from
others, take criticism and work on improvements.
5] Self Management: It is the ability to act with confidence, manage one’s own learning,
demonstrate flexibility, be self- motivated and also manage one’s time effectively. It also
involves taking charge of ones emotions and feelings (‘No one can hurt you unless you want
them to’)
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Confidence Enthusiasm, Energy & Optimism
Self learner It is the ability to take responsibility for one’s own
thoughts, feelings & actions, overcome blocks, learn
from one’s own mistakes and experiences and actively
pursue self-development.
F) Time management Prioritizing the activities, deciding how much time to
allocate to tasks and planning day-to-day activities
taking into account special requirements, e.g. traveling
time, delays, etc.
G) Meticulous It is the ability to give attention to details and at the
same time feel comfortable while handling them.
H) Ethics and Integrity It refers to the ability to act ethically and honestly in all
business practices. It also refers to the ability of being
seen as truthful, credible and trustworthy.
I) Stress management It is the ability to maintain calm and performance in
stressful situations and under pressure.(‘ A diamond is
that piece of coal which did well under pressure’)
J) Flexibility It combines the ability to react quickly to cope with
emergencies and changes, with the ability to vary plans
taking into account new information, events and people.
6] Team Player: It is the ability to support and build collaborative relationships with the team
and others at all levels of the organization.
1. Builds effective team The ability to build effective teams by optimizing the
people skills within the team, establishing a spirit of
cooperation and cohesion for achieving goals.
2. Team Work It is the ability to work in conjunction and not in
separation to reach a consensus
3. Cooperative It is the ability to sacrifice personal goals for the
objectives / goals of others in the team.
4. Sharing Information It is the ability of sharing knowledge, expertise, and
relevant information freely.
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7] Organizing: It is the ability to deploy the right structures, systems & processes to achieve
one’s goals, to mobilize people for the tasks & ensure the availability of all resources at the right
time.
Planning It is the ability to establish a course of action for self or
others to accomplish a specific goal; planning proper
assignments of people and appropriate allocation of
resources.
Organizing & Optimizing the Select, manage and organize resources for present
Utilization of Resources and future needs.
Making the best use of all the available resources like
materials, machines, men and money. e.g. Allocation
of finance
Getting job done It is the ability of mobilizing people for completing the
task at hand.
Crisis Management It is the ability to deal with crisis and difficult situations
swiftly and effectively.
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Technical & It refers to the skill of having complete knowledge and expertise in a
Functional particular field e.g. Computer programming, production management,
Expertise maintenance management, shop floor management, etc.
Computer knowledge Having basic computer knowledge like using MS Office, lotus notes,
etc.
Documentation Having pre-shipment and post-shipment
knowledge, FOB, CIF calculations, LC, Bill of Lading etc.
Banking It is the ability to negotiate with international banks for obtaining the
best deal for foreign exchange also having knowledge about banking
rules and regulations.
Selling skill It the ability to sell ones ideas or products to others effectively.
Logistics Management It is the ability to have proper logistic knowledge and decide on the
optimum logistics approach.
EXIM policy Having knowledge about the export-import policy and procedures of
the country.
Taxation knowledge Having thorough knowledge about both direct and indirect taxes and
their implications on one’s business.
10] Customer Focus: Making efforts to understand the customer, anticipate customer needs and
giving high priority to customer satisfaction.
1. Passionate & Proactive about Anticipate and forecast customer requirements and
2. Serving the customers. needs.
Responds actively and sensitively to the needs of the
customer.
Create new solutions to meet customer needs.
3. Client Servicing Building effective partnerships with customers.
Defining high quality standards for customer service.
4. Speed of response Understands and uses speed as a competitive advantage.
E.g. McDonalds delivers orders within one minute or
gives French fries free to the customer.
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11] Decision-Making: It is the ability to make the best possible rationale choice from a
number of alternatives available by gathering information, utilizing experiences and
analyzing the situation. It is the ability to make sound and timely decision in accordance with
the organization’s vision, mission, core purpose, and strategic thrusts.
Systematic approach Gathering all the information
Analyzing the situation
2. Time-Bounded Decisions It refers to the ability to take timely decisions
3. Taking calculated risks It refers to the ability to evaluate the risks associated with
each decision, anticipate obstacles and their impact on
the decision. It involves weighing the pros and cons of
the decision.
Logical thinking It involves understanding a situation by fragmentation of
the problem in hand into smaller problems and
attempting to read the implications in a logical
perspective.
12] Quality Consciousness: It refers to a clear understanding of the TBEM framework, active
participation not only in the relevant work area but in the whole organization.
Proactively Implements TBEM Clear understanding of the TBEM framework.
Framework Emphasizing and implementing quality procedures in his
work area.
Provides leadership in TQM It refers to the ability of spreading a culture of total
quality awareness and directing people towards this
framework.
1. Improvement orientation It refers to an individual drive for constant improvement
e.g. Strive to improve ones past performance.
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13] Achievement Oriented: It is the ability to focus on the delivery of goals, setting high
standards of performance for self, others & organization.
1. Sets, monitors and achieves 3. It is the ability to set Specific, Measurable, Attainable,
2. stretched targets efficiently Relevant, Timed (SMART) and challenging targets for
self and others and achieve them within the time limit.
4. Optimum work approach It is the ability to identify gaps, overcome them and
decide on the optimum work approach.
Competitiveness It is refers to the drive in an individual to remain ahead of
others by benchmarking with the best.
POSITION MAPPING
The second step was that of position profiling. Here 9 Key positions of Tata International Ltd.
were mapped. These key positions were those of business / function heads who had a high level
of authorities, responsibilities, duties and accountabilities. This was done by the HR department
with the help of Job Description Questionnaires (JDQ’s). Also a position profiling was done by
asking the jobholders themselves about the required competencies. In this way position profiling
was done in consensus with the chief, SBU heads and HR department
Often competency mapping runs the risk of being just another new-fangled process that happens
to be the flavor of the season. Such a powerful organizational tool is often resorted just because
rival organizations have implemented it and not because there is genuine appreciation of its
benefits. Competency mapping should not be seen as just another means to apportion and
dispense rewards.
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All the stakeholders must see in the exercise an opportunity for long-term growth. The key is to
look at competency mapping as going beyond mere processes. And to see in it an exercise that
has a significant and lasting value to project managers as well as to the organization.
The rising interest in competency mapping is direct fallout of the dynamic changes that the
corporate world is witnessing today. Some insights into how far the concept has traveled and this
is the reason for its current popularity
The entire project was dealt with understanding the term competency, to know its importance in
any organization and then map it with the particular job cadre.
17. Conclusion
Competency Mapping therefore, is a process of identifying key competencies for an organization
and/or a job and incorporating those competencies throughout the various processes (i.e. job
evaluation, training, recruitment) of the organization.
A lot is going on in recent times on the issue of competency mapping. A lot of resources a
respent and consultants are being invited to do competency mapping.
References
Books and Journals:
4. M. Verma, V. Sinha, “Don’t take your junior colleagues for granted: Cos Using Feedback
From Peers & Subordinates To Assess Executives”, Economic Times Mumbai, Sep 3, 2008.
Website references:
www.tvrls.com
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www.careertrainer.com
www.indianmba.com
www.citehr.com
www.hrworkbench.in/eng
en.allexperts.com/q/Human-Resources-2866/competency-mapping-1.htm
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12/9/2021Competency Mapping\References 38