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The word competency is derived from Latinword competere which means to be suitable.

Competency can be defined as knowledge,skill or ability of employees relevant fororganizational performance.

Competency = Intelligence + Education +Experience + Ethics + Interest.

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Types Of Competencies

Generic : Competencies which are consideredessential for all staff, regardless of their functionor level.

Specific : Competencies required to do particular job or task.

Threshold or Performance : They differentiate

between high low performers.Differentiating competencies : Behavioralcompetencies that high performers display.

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Contd. Managerial Competencies : Competencies whichare considered essential for staff with managerialor supervisory responsibility.

Technical Competencies : Competencies essentialto perform any job in a organization within adefined technical or functional area of work.

Behavioral Competencies : Competenciesconsidered essential for all.

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Why Competencies are important?

To guide direction.To increase productivity.To improve work performance.They can help to integrate management practices.Employees know well what is expected of them.Help to focus on organizational objectives.

Approach to build trust between employees andmanagement.

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It is a process of indentifying key competencies foran organization and incorporating thosecompetencies throughout the various processes of the organization.

It is a process an individual uses to identify anddescribe competencies that are critical to success inthe work situation and work role.

It is used to map a gap between the existingknowledge in the organization and the knowledgeneeded in future.

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Techniques Used In Competency Mapping

Expert Panel.360 degree multi-rater feedback.

Behavioral Event Interview.Critical Incident Technique.Survey Method.

Repertory Grid.

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To Companies

Establishes expectations for performance excellence.

Improved job satisfaction and better employee retention.

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

Provides a common understanding of scope and requirements of aspecific role.

Provides a common, organization wide standard for career levels thatenable employees to move across business boundaries.

Help companies raise the bar of performance expectation.Help teams and individuals align their behaviors with key

organizational strategies

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Contd..

To ManagersIdentify performance criteria to improve the accuracy and ease of the selectionprocess.Easier communication of performance expectations.Provide a clear foundation for dialogue to occur between the managers andemployees and performance, development and career-oriented issues.

To Employees Identify the behavioral standards of performance excellence.

Provide a more specific and objective assessment of their strengths and thetools required to enhance their skills.Enhances clarity on career related issues.Helps each understand how to achieve expectations.

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Sample Core Ideologies of selected companies

American Express Co.: Customer service, reliability.The Boeing Co.: Pioneers, product safety and quality.Citicorp.: Autonomy, aggressiveness and self-

confidence.General Electric Co.: Technology, balance amongstakeholders.Procter and Gamble Co.: Honesty and fairness, respect

for individual.3M Corp.: Innovation , initiative and personal growth.Wal-Mart Stores Inc.: Commitment, enthusiasm.Walt Disney Co.: Creativity, dreams, imagination.

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Disadvantages

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

If the company does not respond to competency mapping byreorganizing its employees, then it can be of little short-

term benefit.If too much emphasis is placed on 'inputs' at the expenseof 'outputs', there is a risk that it will favor employees who goodin theory but not in practice and will fail to achieve the results

that make a business successful.They can become out of date very quickly due to the fast paceof change in organizations.

It can be expensive and time consuming to keep them up-to-

date.

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Competency model

A competency model is a set of successfactors, often called competencies thatinclude the key behaviors required forexcellent performance in a particular role.Excellent performers on the job demonstratethese behaviors much more consistently thanaverage or poor performance.They are generally presented with adefinition and key behavioral indicators.

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ElementsOf

Competency

Model

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Descriptionof activities

CompetencyModel

Competency namesand

detailed definition

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Steps in competency modeling

Understand the Competency Library.

Develop Position Description

Indentify Competencies

Validate Competencies

Reconcile the Validation

Review and finalize the results in step 5

Step-1

Step-2

Step-3

Step-4

Step-5

Step-6

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BENEFITS

EDUCATORS

ANDTRAINING

ONE-STOPCAREERCENTERS

WORKFORCEINVESTMENT

BOARDBUSINESS

ANDINDUSTRY

PROFESSIONALORGANIZATIONS

ECONOMICDEVELOPERS

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Disadvantages

Developing models for each position will takeconsiderable time, efforts & expense if done well

The lack of competency commonality from positionto position will make it more difficult to compare &contrast candidates currently in different positions.

Every time employees move from one position toanother, they will have to learn new competencies &abandon those they have been focusing onimproving.

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Conclusion

Competency mapping is essentially an in-house job.

Consultants cannot do competency mapping allby themselves.

Competency mapping provides all the

knowledge required to identify thetechnological, managerial, human relations &other conceptual skills required for all jobs in afirm.

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