Competency Analysis amp Competency Mapping

Q 1 Define Competency Mapping

AnsCompetency Mapping is processes of identifying key competencies for an organization

andor a job and incorporating those competencies throughout the various processes (ie job

evaluation training recruitment) of the organization 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

According to Boyatzis(1982) ldquoA capacity that exists in a person that leads to behaviour that

meets the job demands within parameters of organizational environment and that in turn brings

about desired resultsrdquo

Q 2 What are the components of competency

AnsThere are four major components of competency

1 SKILL capabilities acquired through practice It can be a Error Hyperlink reference not

valid Skill such as budgeting or a verbal skill such as making a presentation

2KNOWLEDGE understanding acquired through learning This refers to a body of

information relevant to job performance It is what people have to know to be able to perform a

job such as knowledge of policies and procedures for a recruitment process

3 PERSONAL ATTRIBUTES inherent characteristics which are brought to the job

representing the essential foundation upon which knowledge and skill can be developed

4 BEHAVIOR The observable demonstration of some competency skill knowledge and

personal attributes It is an essentially definitive expression of a competency in that it is a set of

action that presumably can be observed taught learned and measured

Q 3 What are the tools to identify and assess employee competencies

Ans Competencies are the abilities needed to conduct a role in an organization Identifying

competencies for a role is a very useful exercise to really get one thinking about whatrsquos need to

carry out the roleCompetencies descriptions are usually worded in measurable terms therefore

they are useful for reference when identifying training

Tools to identify the competencies of of Employees

1Productivity amp Effectiveness

2 Job Satisfaction

3 Organisational Coherence

4 Stress Symptoms and Physiological well-being

5Communication Effectiveness

6 Psycological Well ndash being

7 Emotional Intelligence

Q4 What are the steps for process of Competency Analysis

Ans STEPS for process of Competency Analysis are-

1Identification of Competencies

2 Mapping of Competencies

3 Analysis of Competencies

4Preparation and presentation of report

5Evaluation of competency analysis process

Q5 Discuss some Competency Analysis Approaches used by Organisation

Ans Competency analysis in organization can be carried out in a number of ways

1Survey Questionnaire

2Self ndash analysis

3Multi Rater

4DACUM-Develop A Curriculum

5Functional analysis

6 Delphi

7Inventory Comparison

8Focus Groups

9Critical incidents

10CODAP-comprehensive occupational analysis programs

11Information Search

12Direct Observation and checks

Q6 Assesment of Competency Mapping Process

Ans1Purpose and content Manager decides the purpose of competency mapping procurement

or development

2Evidence-For the purpose of evidence the manager have to

-Designate a group of core managers

-Designate a group of core high performers in all relevant levels of performance

3Mapping-Test Gridrsquos experts assess

-Organisation benchmarks for high performance at the appropriate levels

-The correlation of the tools output to employee competencies

4Scoping report development Once the mapping has been accomplishment a report format that

meets organizational needs will be designed and the development work scoped and quoted

forEmployees accept the quote and the specialist work are programmed

5Report Delivery L Employees receive the beta version of the report test with a pilot group

and confirm contentsFinal touches to the report are programmed

Q7 Define COMPETENCY MAPPING

AnsCompetency Mapping is a process of identify key competencies for an organization andor a

job and incorporating those competencies throughout the various processes (ie job evaluation

training recruitment) of the organization To ensure we are both on the same page we would

define a competency as a behavior (ie communication leadership) rather than a skill or ability

Q8 What are the steps involved in competency mapping with an end result of job

evaluation Ans1) Conduct a job analysis by asking incumbents to complete a position

information questionnaire (PIQ) This can be provided for incumbents to complete or you can

conduct one-on-one interviews using the PIQ as a guide The primary goal is to gather from

incumbents what they feel are the key behaviors necessary to perform their respective jobs 2)

Using the results of the job analysis you are ready to develop a competency based job

description A sample of a competency based job description generated from the PIQ may be

analyzed This can be developed after carefully analyzing

the input from the represented group of incumbents and converting it to standardcompetencies

3) With a competency based job description you are on your way to begin mapping the

competencies throughout your human resources processes The competencies of the respective

job description become your factors for assessment on the performance evaluation Using

competencies will help guide you to perform more objective evaluations based on displayed or

not displayed behaviors 4) Taking the competency mapping one step further you can use the

results of your evaluation to identify in what competencies individuals need additional

development or training This will help you focus your training needs on the goals of the position

and company and help your employees develop toward the ultimate success of the organization

Q8 Define COMPETENCY ANALYSIS

AnsCompetency analysis is simply defined as an analysis of the competencies of a given

company essentially asking What does this company do better than most In order for an action

to qualify as a competency it should be identified as something the company does better than

most (effectiveness) but also more efficiently than most (efficiency) These actions that a

company performs better than most are referred to as core competencies Core competencies

have three characteristics that distinguish them from noncore competencies First a core

competency must be relevant this means that it must contribute to what makes the companys

product unique and thus marketable Second core competencies are difficult to imitate this is

how a company can offer that unique product and generate profit from that product Last it

should have a broad application a core competency does not focus on smaller niche markets

but rather it is what makes a company shine

Q9 What are the steps in competency analysis

Ans1 Identify what skills knowledge and behaviours are lsquorequiredrsquo for you to do your job

well

Every role in the University has a job description and a person specification Your job

description will list the things that you are expected to do and the person specification will

identify the skills experience knowledge and behaviours that you need to do that job well

You may find it helpful to talk to your line manager or Head of Department if you feel you want

to clarify any of the requirements set out in the person specification Your Annual Review

meeting will be one place to have this discussion but you can raise the issue of development at

any meeting with your manager or HOD during the year

At this stage itrsquos also worth thinking about the skills knowledge and behaviours that you may

need to develop in the future in your current job You may know for example that your role will

be changing or that you will be working on different projects or that you are interested in a career

change What new or different skills knowledge and behaviours will you need 2 Look at the

skills knowledge and behaviours you actually have now

Itrsquos important to ask yourself some rigorous questions at this stage and answer honestly Are

there areas of your work for example where developing more confidence would make a real

difference to your success in your job Are there knowledge skills and behaviours that you only

need on occasion that would benefit from some development Can you identify areas where you

feel confident and believe you perform well that could be an even greater strength for you with

some development

3 Compare lsquoactualrsquo with lsquorequiredrsquo to identify the gaps These are your development needs

Try and be as specific as possible about what you need to do differently This will really help

you when you are deciding how to best address your development needs It will also help you

review and measure your success

For example ldquoI need to learn how to use Outlook to sort prioritise and store my emailsrdquo will be

much more helpful than ldquoI need to be more organisedrdquo when it comes to deciding what

development you need It will also help you check how the Outlook training you undertook

actually made a difference in your ability to be organised

Q10 Categories Human resources

AnsHR in any organization can be classified in to four categories using two simple yet effective

criteria 1051878 the ability to learn and the willingness to learn Individuals who are high on both

counts are the stars of the workplace They need to be encouraged and rewarded Individuals

who are low on both dimensions often may need to be retrenched in the interests of maintaining

or improving organizational efficiency The in-betweens are those who are high on the ability to

learn but low on willingness to learn 1051878 who need to be re-trained and those who are high on the

willingness to learn but low on the ability to learn 1051878 who need to be redeployed Many

organizations however are unable to effectively manage these four categories of employees

often because they are unable to match employee with category reliably As a result even those

organizations that have the will to proactively manage their HR ultimately are rendered

powerless to effect change in their employees Indeed such has been the story of many Indian

firms particularly those entrenched in the traditional manufacturing sector

Today however globalization is compelling several Indian organizations to march to a new tune

Increasing competitive pressure is bringing about a keener focus on profitability and productivity

of employees The older employment relationship characterized by the existence of only one

employer and workplace an indefinite work contract full-time work and some degree of social

and legal protection is being replaced by performance-driven employment terms Alongside job

definitions are changing as well Based on the idea of competency assessment the art of human

resource management is shifting focus from performance appraisal to performance management

3 Organisational Coherence

4 Stress Symptoms and Physiological well-being

5Communication Effectiveness

6 Psycological Well ndash being

7 Emotional Intelligence

Q4 What are the steps for process of Competency Analysis

Ans STEPS for process of Competency Analysis are-

1Identification of Competencies

2 Mapping of Competencies

3 Analysis of Competencies

4Preparation and presentation of report

5Evaluation of competency analysis process

Q5 Discuss some Competency Analysis Approaches used by Organisation

Ans Competency analysis in organization can be carried out in a number of ways

1Survey Questionnaire

2Self ndash analysis

3Multi Rater

4DACUM-Develop A Curriculum

5Functional analysis

6 Delphi

7Inventory Comparison

8Focus Groups

9Critical incidents

10CODAP-comprehensive occupational analysis programs

11Information Search

12Direct Observation and checks

Q6 Assesment of Competency Mapping Process

Ans1Purpose and content Manager decides the purpose of competency mapping procurement

or development

2Evidence-For the purpose of evidence the manager have to

-Designate a group of core managers

-Designate a group of core high performers in all relevant levels of performance

3Mapping-Test Gridrsquos experts assess

-Organisation benchmarks for high performance at the appropriate levels

-The correlation of the tools output to employee competencies

4Scoping report development Once the mapping has been accomplishment a report format that

meets organizational needs will be designed and the development work scoped and quoted

forEmployees accept the quote and the specialist work are programmed

5Report Delivery L Employees receive the beta version of the report test with a pilot group

and confirm contentsFinal touches to the report are programmed

Q7 Define COMPETENCY MAPPING

AnsCompetency Mapping is a process of identify key competencies for an organization andor a

job and incorporating those competencies throughout the various processes (ie job evaluation

training recruitment) of the organization To ensure we are both on the same page we would

define a competency as a behavior (ie communication leadership) rather than a skill or ability

Q8 What are the steps involved in competency mapping with an end result of job

evaluation Ans1) Conduct a job analysis by asking incumbents to complete a position

information questionnaire (PIQ) This can be provided for incumbents to complete or you can

conduct one-on-one interviews using the PIQ as a guide The primary goal is to gather from

incumbents what they feel are the key behaviors necessary to perform their respective jobs 2)

Using the results of the job analysis you are ready to develop a competency based job

description A sample of a competency based job description generated from the PIQ may be

analyzed This can be developed after carefully analyzing

the input from the represented group of incumbents and converting it to standardcompetencies

3) With a competency based job description you are on your way to begin mapping the

competencies throughout your human resources processes The competencies of the respective

job description become your factors for assessment on the performance evaluation Using

competencies will help guide you to perform more objective evaluations based on displayed or

not displayed behaviors 4) Taking the competency mapping one step further you can use the

results of your evaluation to identify in what competencies individuals need additional

development or training This will help you focus your training needs on the goals of the position

and company and help your employees develop toward the ultimate success of the organization

Q8 Define COMPETENCY ANALYSIS

AnsCompetency analysis is simply defined as an analysis of the competencies of a given

company essentially asking What does this company do better than most In order for an action

to qualify as a competency it should be identified as something the company does better than

most (effectiveness) but also more efficiently than most (efficiency) These actions that a

company performs better than most are referred to as core competencies Core competencies

have three characteristics that distinguish them from noncore competencies First a core

competency must be relevant this means that it must contribute to what makes the companys

product unique and thus marketable Second core competencies are difficult to imitate this is

how a company can offer that unique product and generate profit from that product Last it

should have a broad application a core competency does not focus on smaller niche markets

but rather it is what makes a company shine

Q9 What are the steps in competency analysis

Ans1 Identify what skills knowledge and behaviours are lsquorequiredrsquo for you to do your job

well

Every role in the University has a job description and a person specification Your job

description will list the things that you are expected to do and the person specification will

identify the skills experience knowledge and behaviours that you need to do that job well

You may find it helpful to talk to your line manager or Head of Department if you feel you want

to clarify any of the requirements set out in the person specification Your Annual Review

meeting will be one place to have this discussion but you can raise the issue of development at

any meeting with your manager or HOD during the year

At this stage itrsquos also worth thinking about the skills knowledge and behaviours that you may

need to develop in the future in your current job You may know for example that your role will

be changing or that you will be working on different projects or that you are interested in a career

change What new or different skills knowledge and behaviours will you need 2 Look at the

skills knowledge and behaviours you actually have now

Itrsquos important to ask yourself some rigorous questions at this stage and answer honestly Are

there areas of your work for example where developing more confidence would make a real

difference to your success in your job Are there knowledge skills and behaviours that you only

need on occasion that would benefit from some development Can you identify areas where you

feel confident and believe you perform well that could be an even greater strength for you with

some development

3 Compare lsquoactualrsquo with lsquorequiredrsquo to identify the gaps These are your development needs

Try and be as specific as possible about what you need to do differently This will really help

you when you are deciding how to best address your development needs It will also help you

review and measure your success

For example ldquoI need to learn how to use Outlook to sort prioritise and store my emailsrdquo will be

much more helpful than ldquoI need to be more organisedrdquo when it comes to deciding what

development you need It will also help you check how the Outlook training you undertook

actually made a difference in your ability to be organised

Q10 Categories Human resources

AnsHR in any organization can be classified in to four categories using two simple yet effective

criteria 1051878 the ability to learn and the willingness to learn Individuals who are high on both

counts are the stars of the workplace They need to be encouraged and rewarded Individuals

who are low on both dimensions often may need to be retrenched in the interests of maintaining

or improving organizational efficiency The in-betweens are those who are high on the ability to

learn but low on willingness to learn 1051878 who need to be re-trained and those who are high on the

willingness to learn but low on the ability to learn 1051878 who need to be redeployed Many

organizations however are unable to effectively manage these four categories of employees

often because they are unable to match employee with category reliably As a result even those

organizations that have the will to proactively manage their HR ultimately are rendered

powerless to effect change in their employees Indeed such has been the story of many Indian

firms particularly those entrenched in the traditional manufacturing sector

Today however globalization is compelling several Indian organizations to march to a new tune

Increasing competitive pressure is bringing about a keener focus on profitability and productivity

of employees The older employment relationship characterized by the existence of only one

employer and workplace an indefinite work contract full-time work and some degree of social

and legal protection is being replaced by performance-driven employment terms Alongside job

definitions are changing as well Based on the idea of competency assessment the art of human

resource management is shifting focus from performance appraisal to performance management

-Designate a group of core high performers in all relevant levels of performance

3Mapping-Test Gridrsquos experts assess

-Organisation benchmarks for high performance at the appropriate levels

-The correlation of the tools output to employee competencies

4Scoping report development Once the mapping has been accomplishment a report format that

meets organizational needs will be designed and the development work scoped and quoted

forEmployees accept the quote and the specialist work are programmed

5Report Delivery L Employees receive the beta version of the report test with a pilot group

and confirm contentsFinal touches to the report are programmed

Q7 Define COMPETENCY MAPPING

AnsCompetency Mapping is a process of identify key competencies for an organization andor a

job and incorporating those competencies throughout the various processes (ie job evaluation

training recruitment) of the organization To ensure we are both on the same page we would

define a competency as a behavior (ie communication leadership) rather than a skill or ability

Q8 What are the steps involved in competency mapping with an end result of job

evaluation Ans1) Conduct a job analysis by asking incumbents to complete a position

information questionnaire (PIQ) This can be provided for incumbents to complete or you can

conduct one-on-one interviews using the PIQ as a guide The primary goal is to gather from

incumbents what they feel are the key behaviors necessary to perform their respective jobs 2)

Using the results of the job analysis you are ready to develop a competency based job

description A sample of a competency based job description generated from the PIQ may be

analyzed This can be developed after carefully analyzing

the input from the represented group of incumbents and converting it to standardcompetencies

3) With a competency based job description you are on your way to begin mapping the

competencies throughout your human resources processes The competencies of the respective

job description become your factors for assessment on the performance evaluation Using

competencies will help guide you to perform more objective evaluations based on displayed or

not displayed behaviors 4) Taking the competency mapping one step further you can use the

results of your evaluation to identify in what competencies individuals need additional

development or training This will help you focus your training needs on the goals of the position

and company and help your employees develop toward the ultimate success of the organization

Q8 Define COMPETENCY ANALYSIS

AnsCompetency analysis is simply defined as an analysis of the competencies of a given

company essentially asking What does this company do better than most In order for an action

to qualify as a competency it should be identified as something the company does better than

most (effectiveness) but also more efficiently than most (efficiency) These actions that a

company performs better than most are referred to as core competencies Core competencies

have three characteristics that distinguish them from noncore competencies First a core

competency must be relevant this means that it must contribute to what makes the companys

product unique and thus marketable Second core competencies are difficult to imitate this is

how a company can offer that unique product and generate profit from that product Last it

should have a broad application a core competency does not focus on smaller niche markets

but rather it is what makes a company shine

Q9 What are the steps in competency analysis

Ans1 Identify what skills knowledge and behaviours are lsquorequiredrsquo for you to do your job

well

Every role in the University has a job description and a person specification Your job

description will list the things that you are expected to do and the person specification will

identify the skills experience knowledge and behaviours that you need to do that job well

You may find it helpful to talk to your line manager or Head of Department if you feel you want

to clarify any of the requirements set out in the person specification Your Annual Review

meeting will be one place to have this discussion but you can raise the issue of development at

any meeting with your manager or HOD during the year

At this stage itrsquos also worth thinking about the skills knowledge and behaviours that you may

need to develop in the future in your current job You may know for example that your role will

be changing or that you will be working on different projects or that you are interested in a career

change What new or different skills knowledge and behaviours will you need 2 Look at the

skills knowledge and behaviours you actually have now

Itrsquos important to ask yourself some rigorous questions at this stage and answer honestly Are

there areas of your work for example where developing more confidence would make a real

difference to your success in your job Are there knowledge skills and behaviours that you only

need on occasion that would benefit from some development Can you identify areas where you

feel confident and believe you perform well that could be an even greater strength for you with

some development

3 Compare lsquoactualrsquo with lsquorequiredrsquo to identify the gaps These are your development needs

Try and be as specific as possible about what you need to do differently This will really help

you when you are deciding how to best address your development needs It will also help you

review and measure your success

For example ldquoI need to learn how to use Outlook to sort prioritise and store my emailsrdquo will be

much more helpful than ldquoI need to be more organisedrdquo when it comes to deciding what

development you need It will also help you check how the Outlook training you undertook

actually made a difference in your ability to be organised

Q10 Categories Human resources

AnsHR in any organization can be classified in to four categories using two simple yet effective

criteria 1051878 the ability to learn and the willingness to learn Individuals who are high on both

counts are the stars of the workplace They need to be encouraged and rewarded Individuals

who are low on both dimensions often may need to be retrenched in the interests of maintaining

or improving organizational efficiency The in-betweens are those who are high on the ability to

learn but low on willingness to learn 1051878 who need to be re-trained and those who are high on the

willingness to learn but low on the ability to learn 1051878 who need to be redeployed Many

organizations however are unable to effectively manage these four categories of employees

often because they are unable to match employee with category reliably As a result even those

organizations that have the will to proactively manage their HR ultimately are rendered

powerless to effect change in their employees Indeed such has been the story of many Indian

firms particularly those entrenched in the traditional manufacturing sector

Today however globalization is compelling several Indian organizations to march to a new tune

Increasing competitive pressure is bringing about a keener focus on profitability and productivity

of employees The older employment relationship characterized by the existence of only one

employer and workplace an indefinite work contract full-time work and some degree of social

and legal protection is being replaced by performance-driven employment terms Alongside job

definitions are changing as well Based on the idea of competency assessment the art of human

resource management is shifting focus from performance appraisal to performance management

Q8 Define COMPETENCY ANALYSIS

AnsCompetency analysis is simply defined as an analysis of the competencies of a given

company essentially asking What does this company do better than most In order for an action

to qualify as a competency it should be identified as something the company does better than

most (effectiveness) but also more efficiently than most (efficiency) These actions that a

company performs better than most are referred to as core competencies Core competencies

have three characteristics that distinguish them from noncore competencies First a core

competency must be relevant this means that it must contribute to what makes the companys

product unique and thus marketable Second core competencies are difficult to imitate this is

how a company can offer that unique product and generate profit from that product Last it

should have a broad application a core competency does not focus on smaller niche markets

but rather it is what makes a company shine

Q9 What are the steps in competency analysis

Ans1 Identify what skills knowledge and behaviours are lsquorequiredrsquo for you to do your job

well

Every role in the University has a job description and a person specification Your job

description will list the things that you are expected to do and the person specification will

identify the skills experience knowledge and behaviours that you need to do that job well

You may find it helpful to talk to your line manager or Head of Department if you feel you want

to clarify any of the requirements set out in the person specification Your Annual Review

meeting will be one place to have this discussion but you can raise the issue of development at

any meeting with your manager or HOD during the year

At this stage itrsquos also worth thinking about the skills knowledge and behaviours that you may

need to develop in the future in your current job You may know for example that your role will

be changing or that you will be working on different projects or that you are interested in a career

change What new or different skills knowledge and behaviours will you need 2 Look at the

skills knowledge and behaviours you actually have now

Itrsquos important to ask yourself some rigorous questions at this stage and answer honestly Are

there areas of your work for example where developing more confidence would make a real

difference to your success in your job Are there knowledge skills and behaviours that you only

need on occasion that would benefit from some development Can you identify areas where you

feel confident and believe you perform well that could be an even greater strength for you with

some development

3 Compare lsquoactualrsquo with lsquorequiredrsquo to identify the gaps These are your development needs

Try and be as specific as possible about what you need to do differently This will really help

you when you are deciding how to best address your development needs It will also help you

review and measure your success

For example ldquoI need to learn how to use Outlook to sort prioritise and store my emailsrdquo will be

much more helpful than ldquoI need to be more organisedrdquo when it comes to deciding what

development you need It will also help you check how the Outlook training you undertook

actually made a difference in your ability to be organised

Q10 Categories Human resources

AnsHR in any organization can be classified in to four categories using two simple yet effective

criteria 1051878 the ability to learn and the willingness to learn Individuals who are high on both

counts are the stars of the workplace They need to be encouraged and rewarded Individuals

who are low on both dimensions often may need to be retrenched in the interests of maintaining

or improving organizational efficiency The in-betweens are those who are high on the ability to

learn but low on willingness to learn 1051878 who need to be re-trained and those who are high on the

willingness to learn but low on the ability to learn 1051878 who need to be redeployed Many

organizations however are unable to effectively manage these four categories of employees

often because they are unable to match employee with category reliably As a result even those

organizations that have the will to proactively manage their HR ultimately are rendered

powerless to effect change in their employees Indeed such has been the story of many Indian

firms particularly those entrenched in the traditional manufacturing sector

Today however globalization is compelling several Indian organizations to march to a new tune

Increasing competitive pressure is bringing about a keener focus on profitability and productivity

of employees The older employment relationship characterized by the existence of only one

employer and workplace an indefinite work contract full-time work and some degree of social

and legal protection is being replaced by performance-driven employment terms Alongside job

definitions are changing as well Based on the idea of competency assessment the art of human

resource management is shifting focus from performance appraisal to performance management

feel confident and believe you perform well that could be an even greater strength for you with

some development

3 Compare lsquoactualrsquo with lsquorequiredrsquo to identify the gaps These are your development needs

Try and be as specific as possible about what you need to do differently This will really help

you when you are deciding how to best address your development needs It will also help you

review and measure your success

For example ldquoI need to learn how to use Outlook to sort prioritise and store my emailsrdquo will be

much more helpful than ldquoI need to be more organisedrdquo when it comes to deciding what

development you need It will also help you check how the Outlook training you undertook

actually made a difference in your ability to be organised

Q10 Categories Human resources

AnsHR in any organization can be classified in to four categories using two simple yet effective

criteria 1051878 the ability to learn and the willingness to learn Individuals who are high on both

counts are the stars of the workplace They need to be encouraged and rewarded Individuals

who are low on both dimensions often may need to be retrenched in the interests of maintaining

or improving organizational efficiency The in-betweens are those who are high on the ability to

learn but low on willingness to learn 1051878 who need to be re-trained and those who are high on the

willingness to learn but low on the ability to learn 1051878 who need to be redeployed Many

organizations however are unable to effectively manage these four categories of employees

often because they are unable to match employee with category reliably As a result even those

organizations that have the will to proactively manage their HR ultimately are rendered

powerless to effect change in their employees Indeed such has been the story of many Indian

firms particularly those entrenched in the traditional manufacturing sector

Today however globalization is compelling several Indian organizations to march to a new tune

Increasing competitive pressure is bringing about a keener focus on profitability and productivity

of employees The older employment relationship characterized by the existence of only one

employer and workplace an indefinite work contract full-time work and some degree of social

and legal protection is being replaced by performance-driven employment terms Alongside job

definitions are changing as well Based on the idea of competency assessment the art of human

resource management is shifting focus from performance appraisal to performance management