COMPETENCY MAPPING

SUBMITTED BY:SMRITI KARANM.A(OB), 3RD SEMSTERA0403511015

COMPETENCIES

BEHAVIORS(actions)

OUTPUTS

ORGANIZATIONALRESULTS

WHAT ARE COMPETENCIES???

DEFINITIONS

Hayes (1979)- “Competencies are generic knowledge motive, trait, social role or a skill of a person linked to superior performance on the job”.

Albanese (1989) – “Competencies are personal characteristics that contribute to effective managerial performance”.

UNIDO (2002)- “A Competency is a set of skills, related knowledge and attributes that allow an individual to successfully perform a task or an activity within a specific function or job”.

COMPONENTS OF COMPETENCY Competency has three major components which are as follows: 1)Knowledge:

It refers to the information a person possesses about specific areas, knowledge comprises many factors like memory, numerical ability, linguistic ability, and is, therefore, a complex competency. It can be either:•Scientific Knowledge•Technical Knowledge•Job Knowledge

2)Skill:

It represents intelligent application of knowledge, experience, and tools. This is the procedural "know how" knowledge (what one can do), either covert (e.g., deductive or inductive reasoning) or observable e.g. "active listening" skill in an interview.

3)Attitudes:

Attitudes are predispositions to other individuals, groups, objects, situations, events, issues etc. Attitudes decide our approach or avoidance behavior. They are normally conceptualized as positive or negative.

Surface knowledge and skills are relatively easy to develop. But core motive and trait competencies are at the base of the personality and are more difficult to assess and develop.

*By- Seema Sanghi

BEHAVIOR INDICATORS

A Competency is described in terms of key behaviors that enables recognition of that competency at the workplace.

Some key behavior indicators in an employee: Ability to know what needs to be done or find out (research) and take steps to get it doneAsk questions when not sure of what the problem is or to gain more information.Able to identify the underlying or main problem.Shows willingness to experiment with new things. 

COMPETENCIES

BASIC PROFESSIONAL

INTELECTUAL

MOTIVATIONAL

EMOTIONAL

SOCIAL

KNOWLEDGE

EXPERIENCE

EXPERITISE GAINED BY AN INDIVIDUAL EMPLOYEE

Motivational Intellectual Social Emotional

Continuous

learningPlanning & organizing

Team work Initiative

Perseverance Creativity Inter-personal skills, communication

Optimism

Achievement orientation

Analytical ability

Responsibility Self-confidence

ORGANIZATONALCOMPETENCIES

BASIC PROFESSIONAL

INTELECUAL

GENERIC

MANAGERIAL

FUNCTIONAL/TECHNICAL

Competencies which are considered essential for all employees regardless of their function or level. Communication, initiative, listening etc.

Competencies which are considered essential for employees with managerial or supervisory responsibility in any functional area including directors and senior posts.

Specific competencies which are considered essential to perform any job in the organisation within a defined technical or functional area of work e.g. Finance, environmental etc

NEED FOR COMPETENCY MAPPING

Need for ensuring that competent people are available for performing various critical roles.

Downsizing adds to the consequent need to get a lot of thing done with fewer people and thus reduce manpower costs and pass on the advantage to the customer.

Recognition that technology, finances, customers and markets, systems and processes can all be set right or managed effectively if we have the right kind of human resources.

And recognition of the strategic advantage given by employee competencies in building the core competencies of the organization. 

Areas of Implementation

Advantages of Competency Mapping

FOR THE COMPANY:

Establishes expectations for performance excellence.

Improved job satisfaction and better employee retention.

Increase in the effectiveness of training and professional development programs because of their link to success criteria.

Provides a common, organization wide standard for career levels that enable employees to move across business boundaries & help companies “raise the bar” of performance expectations.

FOR THE MANAGERS:

Identify performance criteria to improve the accuracy and ease of the selection process.

Provide more objective performance standards.

Easier communication of performance expectations.

Provide a clear foundation for dialogue to occur between the managers and employees and performance, development and career-oriented issues.

 

FOR THE INDIVIDUALS:

Identify their strengths ,weaknesses & behavioral standards of performance excellence.

Provide a more specific and objective assessment of their strengths and the tools required to enhance their skills.

Enhances clarity on career related issues.

Helps understand where they stand.

Disadvantages of Competency Mapping

Some of these are discussed below:

There may be no room for an individual to work in a field that would best make use of his or her competencies.

If the company does not respond to competency mapping by reorganizing its employees, then it can be of little short-term benefit and may actually result in greater unhappiness on the part of individual employees.

If too much emphasis is placed on 'inputs' at the expense of 'outputs', there is a risk that it will favor employees who are good in theory but not in practice and will fail to achieve the results that make a business successful.

Model of Competency Mapping

A competency mapping model is an organizing framework that lists the competencies required for effective performance in a specific job, job family (e.g., group of related jobs), organization, function, or process.

Individual competencies are organized into competency models to enable people in an organization or profession to understand, discuss, and apply the competencies to workforce performance.

DEVELOPING THE MODEL

• Strategize – assess business needs, evaluate contextual drivers etc.• Initiate – identify methodologies, develop project plans, review

existing data etc.• Model – analyze and synthesize data, identify competencies etc.• Pilot – develop implementation and evaluation plans, develop and

initiate competency applications etc• Link – link to all human resources system components and phase

in implementation of other competency' based applications.• Evaluate – establish and evaluate measures, and continuously

improve the system.

Stage 1

Data Gathering & Preparation

Stage 2

Data Analysis

Stage 3

Validation

Study Identified

Jobs

Identify major

categories of skills

Identify Probable

competencies

Review list of probable

Competencies

Construct Competency Definitions

Assign proficiency levels

Content Validation

session

Reinforce proficiency of

critical competencies

Refine competency definitions, if

necessary

Steps for implementing the

Competency Mapping model

IDENTIFY DEPARTMENTS & ORGANIZATION HIERARCHY

OBTAIN JOB DESCRIPTION

CONDUCT SEMI-STRUCTURED INTERVIEWS

PREPARATION OF LIST OF SKILLS

GENERATE LIST OF COMPETENCIES

INDICATE PROFICIENCY LEVELS

VALIDATE COMPETENCIES & PROFICIENCY EVELS

PREPARE COMPETENCY MATRIX

MAPPING OF COMPETENCY

Data Collection tools

Behavioral Events Interview

Expert Panels

Surveys

Job Analysis

Role Analysis

Direct Observation

CONCLUSION

As a conclusion we can say that, it is through the competencies of its employees executives, managers, and individual contributors that an organization executes its strategy and achieves results that are crucial to its success.

REFERNCES

•Pareek,U.,& Rao,T.V(2003),Designing & Managing HR Systems,IBH Publishing(3),63-84

•Sanghi, S(2004),Competency Mapping, Sage Pubications,1-8,176-90

•www.citehr.com 

•www.google.com( for pictures)

THANK YOU FOR YOUR PATIENCE