Competency Mapping

Sughosh 1embre
1AL Manuacturing Solutions Ltd. ,1A1A Motors,
Agenda
Understanding Competence & Competency
Competency Model & Job Analysis
Competency Mapping
Methods
Process & Applications
BeneIits
Competency Mapping Application
Career Planning
Succession Planning
Case Study
Competence: %he quality oI being competent; adequacy; possession
oI required skill, knowledge, qualiIication, or capacity - Dictionary
Competence is a standardized requirement Ior an individual to
properly perIorm a speciIic job. It encompasses a combination oI
knowledge, skills and attitude utilized to improve perIormance.
Levels oI Competence
Novice: - Rule based behaviour, strongly limited and inflexible
5erienced Beginner: - ncorporates aspects of the situation
!ractitioner: - Acting consciously from long term goals and plans
nowIedgeabIe 5ractitioner: - Sees the situation as a whole and acts from personal
conviction
5ert:- as an intuitive understanding of the situation and zooms in on the central aspects
&nderstanding Competence
hat is Competency
A Competency is an underlying characteristic oI a person
which enables him /her to deliver superior perIormance in a
given job, role or a situation
It is usually an application or input
Competencies are generic knowledge motive, trait, social role
or a skill oI a person linked to superior perIormance on the
job
Set of SKILLS
Relates to the
ability to do,
Physical domain
AttItudc
Rc!atcs tn qua!ItatIvc
aspccts
pcrsnna!
CharactcrIstIcs nr
traIts
KNOWLEDGE
Relates to information
Cognitive Domain
COMPETENCY
OutstandIng
Pcrfnrmancc nf tasks
nr actIvItIcs
ob Analysis
ob Description
(Position Attributes)
Job %itle
Location
Job Summary
Duties
Reports & Reportees
Machines / Equipments
Work Conditions
ob Specification
(Human Attributes)
Education & Experience
Age & Gender
Physical Attributes
Emotional Attributes
Communication Skills
%raining
Responsibilities
It is a systematic exploration oI the activities within a job. Procedure used to
deIine duties, responsibilities & accountabilities.
HR Generalist - JD (Click Here
Competency Model
A competency model is a valid, observable, and measurable list oI the
knowledge, skills, and attributes demonstrated through behavior that results
in outstanding perIormance in a particular work context.
ob Analysis - Competency Approach
IdentiIication oI major job Iunctions
IdentiIication oI skills perIormed within each oI the major job
Iunctions
Generation oI several draIts to Ior review
Development oI an occupational analysis chart
IdentiIication oI perIormance standards Ior each skill using a
competency-based rating scale which describes various levels
oI perIormance
Sample Competency Map - ob Analysis Approach
apanese Concept o Skills Matrix
1wo Important Deinitions
Competency Map /Framework
A competency map is a list oI an individual`s competencies
that represent the Iactors most critical to success in given
jobs, departments, organizations, or industries that are part
oI the individual`s current career plan.
Competency Mapping
Competency mapping is a process an individual uses to
identiIy and describe competencies that are the most critical
to success in a work situation or work role.
Competency Mapping Methods
Assessment Centres
Critical Incidents
Interview %echniques
Questionnaire
Psychometric %ests
Assessment Centres
It is a process (not a place) that uses a variety oI techniques to
evaluate employees, as a mechanism to identiIy the potential
Ior growth.
%echniques in Assessment Centres
Group Discussions
In %ray/ Basket Exercises
Role Plays / Simulation
Case Study Analysis
Presentations
Critical Incidents 1echnique
Process oI gathering retrospective data in terms oI job
perIormance, systematic analysis oI behaviour that contribute
to success or Iailure oI individuals or organisations in speciIic
situations and giving Ieedback.
Gathering Data Structured or Unstructured Approach
Content Analysis IdentiIy theme or pattern
Feedback Communicate Positive/ Negative responses
Interiews
Structured
Un-structured
Behavioral
"uestionnaire
Common Metric
Functional Job Analysis
Position Analysis
Work ProIiling Systems
!sychometric
Aptitude %est
Achievement %est
Sample Competency Instrument - Leadership
uilding the Model - !rocess
Background inIormation about the organisation
Decide on the Occupation / Job Position(s) that require competency
Model(s)
Discuss the application oI the competency model
Select a data collection method and plan the approach
Organize Data collected & IdentiIy Patterns
Build the model - DeIining speciIic behaviour Indicators
Review the model
ORGANISATION DIRECTION
VISION
MISSION
SHORT TERM & LONG TERM GOAL
STRATEGIES
VALUES
ORGANISATION DIRECTION
VISION
MISSION
SHORT TERM & LONG TERM GOAL
STRATEGIES
VALUES
TRANSLATING THEM INTO ACTIONS FOR
ACTUALISATION
ORGANISA%ION S%RUC%URE
ROLES, POSI%IONS, JOBS
THROUGH
CORE COMPE%ENCY OF
%HE ORGANISA%ION
ROLE COMPE%ENCY
Application o Model - !rocess
Designing Questionnaire (KSA Org. Analysis)
Data Collection (Focus Group Interviews)
Competency DraIting (Ranking & Allocation)
Relating Competencies & JD
Level wise ClassiIication
eneits
%raining Gap Analysis
Role /Job Clarity
Recruitment & Selection
Potential IdentiIication & Growth Plans
Restructuring / Job Rotations
Inventory oI competencies Ior Iuture planning
Succession Planning
Career !lanning & Succession !lanning
Career & ob
Job vs. Career
ob 'What can I do now to make money?
Career Chosen ProIession Ior your liIe. Requires a
willingness to get the training needed to build your skills Ior
the Iuture.
A career is the work a person does. It is the sequence oI jobs
that an individual has held throughout his or her working liIe
E.g. occupation oI nursing.
Career !lanning
areer planning consists of actiities and actions that
indiidnal emplo,ee taLe to attain career goals
Career Planning
Career Goals
Org.
Goals areer Paths
Career Stages
Retirement (55 65
Establishment (20-25
Exploration (20
Advancement (25 30
Maintenance (35 45
1be to vavagevevt
view it as a view it as a
tool for tool for
succession planning succession planning
1be vavager
sees career sees career
planning planning
as a retention as a retention
And And
motivational motivational
tool tool
. t,icat
vto,ee
views a career views a career
planning planning
Programme Programme
as a path to as a path to
upward upward
mobility mobility
Win-Win situation
for all
hy Career !lanning
Career Anchors
Managerial Competence: %hey want to manage people
Functional Competence: %he anchor Ior technicians is the continuous
development oI technical talent. positions.
$ecurity: %he anchor Ior security-conscious individuals is to stabilize their career
situations.
Creativity: %hey want to create or build something that is entirely their own.
utonomy and independence: desire to be Iree Irom organizational constraints
%echnological competence: natural aIIinity Ior technology and a
desire to work with technology
Succession !lanning
%here are two kinds oI people in organizations: %hose with 20
years experience and those with one year experience repeated
20 times.
A process oI systematically and deliberately preparing Ior Iuture
changes oI leadership in key positions. %he process may identiIy
potential replacements and provide strategies Ior developing
and/or hiring individuals to meet Iuture needs.
hy Succession
Superannuation: Employees retiring because they reach a
certain age
Resignation: Employees leaving their current job to join a new
job
Promotion: Employees moving upward in the hierarchy oI the
organization
Diversification: Employees being redeployed to new activities
Creation of New Position: Employees getting placed in new
positions at the same level
lements o Succession !lan
Assessment of
Key Positions
Identification of
Key Talent
Assessment of
Key Talent
Generation of
Development Plans
Development
Monitoring & Review
Key
Elements
Succession !lanning
Assessment of Key Positions:
W What are the competencies and experiences needed
to qualiIy Ior each key position?
Identification of Key Talent:
W %ypically people at the top two levels oI the organization
and high potential employees one level below.
W IdentiIied by their management`s assessment oI their
perIormance and potential Ior advancement.
3 Assessment of Key Talent:
W For each person on the radar screen, primary development
needs are identiIied Iocusing on what they need in order
to be ready Ior the next level.
Generation of Development Plans:
W A development plan is prepared Ior how we will help the
person develop over the next year.
5 Development Monitoring & Review
W An annual or semi-annual succession planning review is
held to review progress oI key talent and to reIresh or
revise their development plan.
1hank \ou