COMPETENCY MAPPING PROCEDURES AND STEPS

Presented by: Sahana. P

COMMON STEPS IN COMPETENCY MAPPING

First

Step:

A job analysis is carried out by asking employees 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. There would be a bit that requests them to list down attributes needed to make it up to the next level, thus making it behavioural as well as skill-based.

COMMON STEPS IN COMPETENCY MAPPING

Second

Step:

Having discovered the similarities in the questionnaires, a competency-based job description is crafted and presented to the personnel department for their agreement and additions if any.

COMMON STEPS IN COMPETENCY MAPPING

Third

Step:

Having agreed on the job requirements and the skills and attitudes needed to progress within it and become more productive, one starts mapping the capability of the employees to the benchmarks. An almost (but not quite) arbitrary level of attainment is noted against each benchmark indicating the areas where the assessee is in terms of personal development and achievement.

COMMON STEPS IN COMPETENCY MAPPING

These

give HR manager a fairly good picture of the employee to see whether he (or she) needs to perform better or to move up a notch on the scale. Once the employee `tops' every indicator at his level, he moves on to the next and begins there at the bottom - in short, he is promoted. 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.

TOOLS FOR DATA COLLECTION

Behavioral

events interview. Expert panels. Surveys. Expert systems. Job analysis. Role analysis. Direct observation.

STAGES IN DEVELOPING ORGANIZATION

WIDE COMPETENCY MODEL
Stage 1: Data gathering and preparation Stage 2: Data analysis Stage 3: Validation

Study identified jobs Identify major categories of skills Identify probable competencies

Review list of competencies Competency definition Assign proficiency levels

Content validation session Reinforce critical competency Refine competency definitions

DATA ANALYSIS
Review list of competencies:
Review

the competencies that are identified, to check if they fulfill the purpose or objective of the job. Competencies are finalized for each job role. Identify and list meta competencies. Have it agreed with the management teams. Each role profile in turn would now have a detailed set meta and sub competencies.

DATA ANALYSIS
Construct
Job family

competency definitions:
Sales manager Production manager Treasurer

Works manager

Competency Problem 1 solving

Sales force Conflict Forecasting management management

Competency Conflict Channel 2 management administrati on Competency Quality Data 3 management gathering

Decision making

Issue management

Problem solving

Data gathering

DATA ANALYSIS
Each

of the competencies are now defined in the context of the role profile.

Assign proficiency level:

Define

what proficiency means to the organization and what use would it be put to within the organization. Define levels and differentiate between appraisal ranking and proficiency levels.

VALIDATING THE COMPETENCY

MODEL Validation can be done in three stages: Content validation session. Reinforce proficiency of critical competencies. Refine competency definitions, if necessary.

VALIDATING THE COMPETENCY

MODEL Content validation session:
Bring

together an appropriate focus group consisting of top management, cross section managers and typical role profile holders. Validate the skills identified and competencies profiled. Conduct a validation exercise to check for the ease of understanding, implementation possibility, time and the process involved to roll it out through the enterprise.

VALIDATING THE COMPETENCY

MODEL
Define

milestones for such an implementation work. Tabulate the learning process. Evaluate whether the exercise has generated adequate data and information to progress with the competency definition and proficiency mapping exercise. Reestablish the business case for implementing a competency development work process. Run pilot workshops where ever necessary .

VALIDATING THE COMPETENCY

MODEL Reinforce proficiency of critical competencies:
At this stage, proficiency analysis and validation is essential to be conducted through similar cross management focus groups. Illustrate with examples how proficiency levels have been articulated, valued and how they would be used. Handle insecurities and threat perceptions in the usage of proficiency levels. Run pilot workshops where necessary.

VALIDATING THE COMPETENCY

MODEL Refine competency definitions, if necessary:
Focus

on the competency definitions obtained through the validation exercise. Conduct a top management workshop and finalize the definitions. Run a pilot focus group, if necessary.

COMPETENCY PROFILE
Competencies

are the combination of Knowledge, Abilities, and Skills that contribute to individual and organizational performance.
Behavior
Knowledge

Skills Abilities
Personal Attributes

COMPETENCY PROFILE
Competency

profiling aims to identify all of these KAPS in order to help create a real and sustainable change in behavior. Knowledge: Information that is organized, learned and applied through experience, study, or investigation. Ability: Innate potential to perform mental and physical actions.

COMPETENCY PROFILE
Personal

Attributes: Individual traits, values, motives that indicate employees behavior. Skills: Result of repeatedly applying knowledge or an ability.

THANK YOU