COMPETENCY MAPPING

BY ,
RASHMI . S
CIBI CHAKROBORTY
STATISTICS !!!
• Research indicates that
§ Source of 50% of job performance
problems is that people are in the
wrong job.
§ 25% of on-the-job performance problems
is the inability to identify the ‘gaps’
between the competencies of the
person and the requirements of the job.

 COMPETENCY
•

• A Competency is an underlying characteristic of a person

which enables him /her to deliver superior performance in a
given job, role or a situation.
• Boyatzis’ (1982) definition of competency and states that “a
job competency is an underlying characteristic of an
employee—i.e., motive, trait, skill, aspects of one’s self-
image, social role, or a body of knowledge— which results
in effective and/or superior performance in a job.”
• They encompass SKA, which affect or determine an
individual’s ability to perform.


•
 KNOWLEDGE
Relates to
information
KSA
SKILLS ATTRIBUTE
Relates to
Relates to the
qualitative
ability to do,
aspects
personal traits

COMPETENCY

Outstanding
Performance of
tasks or
activities
 When should competencies be used

The Competencies can be used in the area of :

ØAssessment during recruitment
ØAssessment during further development
ØAs a profile to guide future development needs;
succession planning and promotion; organizational
development analysis.
 WHY DO WE NEED IT?????
vPeople have to know their respective
* key competencies
* Roles
vAddress employee needs
* What am I on skills?
* What are the gaps? How to improve on skills?
* What is expected of my role?
* What are possible future roles?
vPeople have to know about competencies which help them deliver
better to customers
vAddress organizational / business needs
* High performance
* Expectation management on career and prom
* Higher productivity with improved skills
v
v
 NEED FOR THE HOUR

The slowing economy around the world has put new and increased pressure on an
organisation capability to get more out of the available resource they have, and this
often translates into pressure on the individual employees. That is where it is
important to correlate performance result with competencies. This is where
competency mapping has risen high up in the priority list for many organizations to
have the best quality manpower working with them if they are to tide over the
financial crisis
 COMPETENCY
MAPPING
ü Competency Mapping is a process of identifying the 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
 COMPETENCY TECHNIQUES

Critical incident
technique
üRespondents are asked to relate specific
incidents, which highlight exemplary behaviours
in critical situations. This is based on the
assumption that the best and the worst of a
person surfaces in a crisis. CIT is a flexible
method .
Ø
Repertory Grid Analysis
Ø The repertory grid is a technique for identifying the ways that a person construes his or her
experience. It provides information from which inferences about personality can be made,
but it is not a personality test in the conventional sense.
Ø A grid consists of four parts.
• 1. A Topic: The topic on a particular job for which the competency analysis is done.
• 2. A set of Elements - identify important attributes for a particular job.
• 3. A set of Constructs: for each attributes, a bipolar scale is established with
differentiable characteristics and their opposites. Ex: Good v/s Poor, Extrovert
v/s Introvert.
• 4. A set of ratings of Elements on Constructs. Each attribute is rated between the two
extremes of the scale using a 5- or 7-point rating scale system
Ø this is done repeatedly for all the constructs that apply and statistical analysis from simple
counting to more complex multivariate analysis is made simple.


 PROGRAM DESIGN AND
IMPLEMENTATION
COMPETENCY IDENTIFICATION
COMPETENCY MAPPING
TENCYFRAMEWORK 1.Identification process (4 steps)
1.Strategy-Structure Congruence
competencies (Organization wide 2.Consolidation of checklist
2.Structure Role Congruence
ness COMPETENCY FRAMEWORK 3.Rank Order and finalization
3.Vertical & horizontal Role linkages
Competencies (project driven) 4.Validation and Benchmark 4.Positioning to bring in competitive advantag
competencies (Role wise)

COMPETENCY ASSESSMENT
1.Psycho-metric tool
2.360 Degree approach

INTEGRATION OF HR FUNCTION
COMPETENCY DEVELOPMENT
1.PMS 5. R&S
1.Maturity framework & matrix
2.CP & CD 6. RS
2.Areas of improvement
3.SP & SD
3.Action Plan
4.T&D
Individual Competency Analysis
 Competency Analysis

• Do an Individual analysis for each of the competencies.

•
• Combine Individual competencies into one chart to see to overall areas of
strengths and development with Rating (points) and comments
•
• Combine all individuals according to division for overall strengths and
development with rating and comments

•
 Individual Competency Analysis
 Evaluate Development Plan
 Self-Rating or 3rd Party Rating: 1-5 is established.
 0 = behavior not observed (N);
 1-2 = incomplete (tangible results or outputs are not observed,
missing or partially complete)(I);
 3 = meets basic competency - tangible results or output are visible) (B);
 4-5 = meets advanced competency- advanced tangible results or outputs are
visible (A)

 Step 1. Evaluate Competency
Development Plan of Training
Executivefor Training Competency

Trainer’s Name: ______________________________ Date:________________________

A= meets advanced competency (advanced tangible results or outputs are

visible) 4-5
B = meets basic competency (tang ible results or outputs are visible)3
1-2
I = incomplete(tangible results or outputs are not observed, missing or partially complete)
N= behaviornot observed (not competent) 0

Trainer or Instructor Self-Rating 3rd Party Rating

Competency Advanced Results or Output

1. Prepares for Management partnership 2

instruction training course announcement 4
Pre-work assignments 4
Room set-up diagram 3
Training equipment materials
4
Step 2. Calculate Competency Score
TrainerorInstructor Self-Rating 3 rd PartyRating
Competency AdvancedResultsorOutput

12.
1 Handles Changed learner behavior
problem 3
13.
2 Manages Use of technology
appropriate
2
use of
technology

14.
3 Promotes Transferred learning is used on
learning the job 5
transfer

415. Conducts Completed lessons

1
learning online

16. Recommends Written recommendations for

5 4
course changes 1
modifications

% Total of competencies Observed (total score) 15/25= 45%

36/90 = 60%
% Total required for competence (0-1) 1/5
4/16 =
= 20%
25%
 Step 3. Calculate Total Competency Score
In d iv id u a l C o m p e te n c y An a ly s is (L e v e l 1 )

Nam e
Lim Mei Mei Divis ion
Trg Admin
Alina
Co m p e te n cy An a lysis
A reas Need to Im prove (AA)reas that P erform A veragely (B
A reas
) that doing well (A )
(B elow 50% ) (50% -70% ) (A bove 70% )

L e ve l 1

Training
89%

65%
Coac hing

F ac ilitating 43%
73%
Cors e D es igning
56%
Coordinating
326/5=65.2%
Total
 Individual Analysis (Level 2)
Individual Competency Analysis (Level 2)

Name Division

Competency Analysis
Areas Need to Improve (A) Areas that Perform Averagely (B) Areas that doing well (A)
(Below 50%) (50%-70%) (Above 70%)

Level 1

Training

Coaching

Facilitating

Corse Designing

Coordinating

Total

Level 2
Planning &
Organizing
Staffing

Budgeting

Project
Management
Internal
Consutling
Total
Step 4. Chart Out Development Plan

1. List competencies that exceed expectation

2. Identify Areas of Underdevelopment
3. Identify competencies that require coaching and feedback
4. Identify resources required to develop these competencies
5. Target date for re-evaluation


2.
Facilitation
 ADVANTAGES !!!
Ø Competencies help..
q companies ‘raise the Bar’ of performance expectations
q teams and individuals align their behaviours with key
organisational strategy
q each employee understand how to achieve stated expectations


Ø Competency based recruitment.



Ø Competency based performance appraisal.

Ø
Ø Competency based training.
Ø
Ø Competency based developed
Ø
Ø Competency based pay.
q
 CONCLUSION
q Competency mapping is not rocket science,
but it can be as explosive in terms of re-
energizing employees and building a
dynamic organization. Competency model
are not ends in themselves. Competency
based HRM have the capacity to actually
drive Organizational change rather simply
enabling change to take place.

•
THANK YOU