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COMPETENCY
MAPPINGPROCEDURESAND
STEPS
Presented by: Sahana. P
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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 attributesneeded to make it up to the next level, thus
making it behavioural as well as skill-based.
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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.
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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 isnoted against each benchmark indicating
the areas where the assessee is in terms of
personal development and achievement.
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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 anddevelopment needs and importantly it helps
to encourage the best and develop the rest.
A win-win situation for everyone.
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TOOLSFORDATACOLLECTION
Behavioral events interview.
Expert panels.
Surveys.Expert systems.
Job analysis.
Role analysis.Direct observation.
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STAGESINDEVELOPINGORGANIZATION
WIDECOMPETENCYMODEL
Stage 1:
Data gathering
and preparation
Stage 2:
Data analysis
Stage 3:
Validation
Study identified
jobs
Identify major
categories ofskills
Identify
probable
competencies
Review list of
competencies
Competencydefinition
Assign
proficiency
levels
Content
validation
session
Reinforce
criticalcompetency
Refine
competency
definitions
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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.
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DATA ANALYSIS
Construct competency definitions:Job family Works
manager
Sales
manager
Production
manager
Treasurer
Competency
1
Problem
solving
Sales force
management
Conflict
management
Forecasting
Competency
2
Conflict
management
Channel
administration
Decision
making
Issue
management
Competency
3
Quality
management
Data
gathering
Problem
solving
Data
gathering
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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.
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VALIDATINGTHECOMPETENCYMODEL
Validation can be done in three stages:
Content validation session.
Reinforce proficiency of criticalcompetencies.
Refine competency definitions, if
necessary.
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VALIDATINGTHECOMPETENCY
MODEL
Content validation session:
Bring together an appropriate focus group
consisting of top management, cross
section managers and typical role profileholders.
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.
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VALIDATINGTHECOMPETENCY
MODEL
Define milestones for such an
implementation work.
Tabulate the learning process.
Evaluate whether the exercise hasgenerated 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.
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VALIDATINGTHECOMPETENCY
MODEL
Reinforce proficiency of critical
competencies:At this stage, proficiency analysis and validation is
essential to be conducted through similar crossmanagement 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.
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VALIDATINGTHECOMPETENCY
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.
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COMPETENCYPROFILE
Competencies are the combination of
Knowledge, Abilities, and Skills that
contribute to individual and organizational
performance.Behavior
Knowledge
Skills
Abilities
Personal Attributes
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COMPETENCYPROFILE
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.
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COMPETENCYPROFILE
Personal Attributes: Individual traits,
values, motives that indicate
employees behavior.
Skills: Result of repeatedly applying
knowledge or an ability.
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THANK YOU
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