6.Competancy Mapping

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Any underlying characteristic required forperforming a given task, activity or role successfullycan be considered as competency.


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ObservableBehavior

Motives, Values , Traits, Self Concept

Attitudes

Knowledge

Skills


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Competency may take the following forms:

Knowledge

Attitude

Skill

Other characteristics of an individual including

Motives

Values Traits

Self Concept


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It is a process of identification of the competenciesrequired to perform successfully a given job or roleor a set of tasks at a given point of time. It consists of

breaking a given role or job into its constituent tasksor activities and identifying the competencies(technical, managerial, behavioral, conceptual knowledge

and attitude and skills, etc) needed to perform the samesuccessfully.


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Competency Map. A competency map is a list of anindividuals competencies that represent the factorsmost critical to success in given jobs, departments,organizations, or industries that are part of theindividuals current career plan.

Competency Mapping. Competency mapping is aprocess an individual uses to identify and describecompetencies that are the most critical to success in a

work situation or work role Competency profiling It is the process of

identifying the knowledge, skills, abilities, attitudes,and judgment required for effective performance in aparticular occupation or profession. Competencyprofiling is business/company specific.


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Competency mapping serves a number ofpurposes. It is done for the following functions:

Gap Analysis Role Clarity

Succession Planning

Growth Plans Restructuring

Inventory of competencies for futureplanning


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Training andDevelopment

Recruitmentand Selection

CareerPlanning

PerformanceAppraisal

SuccessionPlanning

Compensation

ReplacementPlanning

CompetencyMapping


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The following steps may be followed in competencyMapping:

1) Decide the positions for which the competencies needto be mapped.

2) Identify the location of the positions in theorganizational structure. This needs the clarity oforganizational structure, defining the positionrelationships (reporting authority, subordinates, peersetc.).

3) Identify the objectives of the function or thedepartment or the unit or section where the position islocated.


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4) Identify the objectives of the role. Why does theposition exist? What are the main purposes of therole etc. details.

5) Collect the Key Performance Areas (or KRAs,Tasks, etc.) of the position holder for the last twoto three years from the performance appraisalrecords. Alternately, collect the job descriptions of

any of the position to make a list of all tasks andactivities to be performed by that position holder.


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6) Interview the position holder to list the Tasks andactivities expected to be performed by theIndividual. Group them into a set of tasks. Thetasks list may be as many as 15 to 20 for somepositions and as Competency Mapping few asfive to six for other positions. There is no rigid ruleabout the number of tasks. It depends on howcomplex the position is. It is useful to start with asmany tasks as possible.


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7) Interview the position holder to list the actualknowledge, attitude, skills, and other competenciesrequired for performing the task effectively. The positionholder should be asked questions like: Ifyou are to recruitsome one to perform this task what qualities or

competencies would you look for in him/her? Whatcompetencies do you think are required to perform this

well?

8) Repeat the process with all the position set members.

9) Consolidate the list of competencies from all theposition holders by each task.

10) Edit and finalize. Present it to the supervisors of theposition holder and the position holder for approval andfinalization.


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Effects on the following HRD systems:-

Recruitment & Selection

Performance Management System

Training

Development

Compensation Management


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Competency-based recruitment is a process of

recruitment based on the ability of candidates to produce

anecdotes about their professional experience which can

be used as evidence that the candidate has a given

competency.


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A competency based approach to recruitment and

selection of staff can help an organization, to make itan effective and successful investment of time,money and expertise. Such an approach will help toensure that:

i. The organization is clear regarding the

competencies and skill sets required by the job;ii. Selection processes encourage a good fit between

individuals and their jobs, managers and staff havethe required skills and competencies;

iii. Individual skills and abilities are matched to therequirements of the job; and

iv. Evaluation of work demands and staffing areaccurate


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Integrating competencies within the performance managementprocess supports the provision of feedback to employees not only on

what they have accomplished (i.e., performance goals), but also

how the work was performed, using competencies for providing

feedback.

Integrating competency with PMS helps:-

i. Employees in understanding performance expectations andenhancing competencies.

ii. To provide a mechanism for providing positive feedback about an

employees training achievements and on-the-job performanceiii. To provide job standards for performance appraisal

iv. To provide clear direction for learning new job skills


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Competency Based Training focuses on what the participant is

expected to be able to do in the workplace as opposed to just having

theoretical knowledge.

An important characteristic of Competency Based Training is that it

is focusednot only on the actual jobs that are required in theworkplace, but also the ability to transfer and apply skills,

knowledge and attitudes to new Situations and environments.

The advantages of competency based training(CBT) are:-

i. Participants will achieve competencies required in the

performance of their jobs.

ii. Participants build confidence as they succeed in mastering specificcompetencies.

iii. Participants receive a transcript or list of the competencies theyhave achieved.


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All businesses are based on some key competencies. The mainreason for an organization to create a competency-baseddevelopment system that focuses on having the right people withRight skills at the right time is that it helps in accomplishing

business targets.

Competencies are the need of the hour and designing appropriatecompetency development models is a necessity.

Advantages of competency based development:-i. Improvement in productivity, performance and profitabilityii.

Identify employees capabilities for an organizations futureneedsiii. Analyzing capability gaps


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Competency-based payfits this new environment. It provides anongoing incentive to employees to enhance their ability to perform

their jobs. Employees are rewarded with salary increases when they

add new knowledge or skills or when they demonstrate higher level

competence on existing capabilities.

Advantages of competency based compensation:-

i. Provides a basis of deciding on the compensation.

ii. Encourages employees to develop their competencies further.

iii. Lead to a focus on totality of job rather than just what is achieved.iv. This system fits every job.


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A Competency Mapping can address many of

the issues related to performance appraisal: This ensures agreement on performance criteria, what is

accomplished and what is not accomplished, collecting

relevant and sufficient data It also ensures opportunity to supervisors to observe

behaviour, specificity and concreteness in discussionsabout performance deficiencies


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Provides a shared understanding of what will bemonitored and measuredA CompetencyMapping integrated with performance appraisalensures a balance between what gets done andhow it gets done.

The skills, knowledge and characteristics that areimportant to success are clearly described. It

provides a roadmap of where to begin thediscussion and what areas to focus on.


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Provides focus for gaining information aboutbehaviourAn appraisal process includes asimple, accurate method for a boss to assess jobperformance. But what happens when the boss isnew or he/she controls a number of differentlocations? By identifying the specific behaviourscrucial for effective performance, CompetencyMapping offer bosses a starting point.


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The 360-degree Feedback Process is beingincreasingly used in organizations fordevelopment, appraisal and compensationpurposes. It involves a collection of perceptions

about an individuals behaviour and its impact onbosses, colleagues, subordinates as well as internaland external customers. Competency Mappinghelp to ensure that such feedback relatesspecifically to the competencies crucial toindividual or organizational success.


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Literature Review: A preliminary approach fordefining job content and identifying requiredcompetencies is to conduct a review of theliterature to learn about previous studies of the job

or similar jobs.

Focus Groups: In focus groups, a facilitatorworks with a small group of job incumbents, their

managers, supervisees, clients, or others to definethe job content or to identify the competenciesthey believe are essential for performance.


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Structured Interviews: In structuredinterviews, carefully planned questions are askedindividually of job incumbents, their managers, orothers familiar with the job. Benchmarking

interviews with other organizations are especiallyuseful in achieving a broader view of the job ordetermining which competencies are moreuniversally deemed necessary for a particular job.


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Behavioral Event Interviews: In behavioralevent interviews (BEI), top performers areinterviewed individually about what they did,thought, said, and felt in challenging or difficult

situations. The competencies that wereinstrumental in their success are extrapolatedfrom their stories. Often, average and lowperformers are also interviewed to provide acomparison.


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Surveys: In surveys, job incumbents, theirsupervisors, and perhaps senior managerscomplete a questionnaire administered either inprint or electronically. The survey content is based

on previous data collection


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Observations: In this data collection method,the research team visits high-performingincumbents and observes them at work. The morecomplex the job and the greater the variety in job

tasks, the more time is required for anobservation.

Date post:	03-Apr-2018
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6.Competancy Mapping

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