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Presented By-Ankit Anand (02)Harshita Agarwal (09)Prerna Teotia (16)Sawan Prateek (2 )Vibhanshu Srivastava (31)
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CONTENTS1. INTRODUCTION2. WHAT IS COMPETENCY3. COMPONENTS OF COMPETENCY4. BEHAVIOUR INDICATORS5. TYPES OF COMPETENCIES6. WHAT IS COMPETENCY MAPPING?7. CONCEPT OF COMPETENCY MAPPING
8. OBJECTIVES OF COMPETENCY MAPPING9. NEED FOR COMPETENCY MAPPING10.STEPS FOR IMPLEMENTING THE COMPETENCY MAPPING11. TOOLS FOR COMPETENCY MAPPING12.ADVANTAGES OF COMPETENCY MAPPING13.DISADVANTAGES OF COMPETENCY MAPPING
14.CONCLUSION15.REFERENCES
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INTRODUCTION
Competency Mapping is a process of identifies key
competencies for an organization and/or a job andincorporating those competencies throughout thevarious processes (i.e. job evaluation, training,
recruitment) of the organization.
Individual competencies are organized intocompetency models to enable people in anorganization or profession to understand, discuss, andapply the competencies to workforce performance.
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Competency is generally known as observable abilities,skills, knowledge, motivations or traits defined in termsof the behaviours needed for successful job performance.
Are seen mainly as inputs.
Consist of clusters of knowledge, attitudes and skillsthat affect an individualsability to perform
WHAT IS COMPETENCY?
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COMPETENCIES
BEHAVIORS(actions)
OUTPUTS
ORGANIZATIONAL
RESULTS
COMPETENCIES
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A competency is a set of skills, related knowledge andattributes that allow an individual to successfully perform atask or an activity within a specific function or job.-United Nations Industrial Development Organization
Competencies are generic knowledge motive, trait, socialrole or a skill of a person linked to superior performance onthe job.-Hayes
Competencies are personal characteristics that contribute toeffective managerial performance.- Albanese
Definitions
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COMPONENTS OFCOMPETENCY
Competency has three major components which are as follows:
1)Knowledge:Information a person possesses about specific areas
Comprises factors like memory, numerical ability, linguisticability
It can be either: Scientific Knowledge
Technical Knowledge
Job Knowledge
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2)Skill: Represents intelligent application of knowledge, experience,and tools.
Is the procedural "know how" knowledge (what one can do),either covert (e.g., deductive or inductive reasoning) orobservable e.g. "active listening" skill in an interview.
3)Attitudes:Predispositions to other individuals, groups, objects,situations, events, issues etc.
Decide our approach or avoidance behavior.
Normally are conceptualized as positive or negative.
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SKILLS
Relates to the
ability to do.
Physical domain
ATTITUDE
Relates to qualitative
aspects
personal Characteristicsor traits
KNOWLEDGE
Relates toinformation
Cognitive Domain
Outstanding Performance oftasks or activities
COMPETENCY
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A Competency is described in terms of key behaviors thatenables 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 done
Ask questions when not sure of what the problem is or to gainmore information.
Able to identify the underlying or main problem.
Shows willingness to experiment with new things.
BEHAVIOUR INDICATORS
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Surface knowledge andskills are relatively easy todevelop. ObservableBehaviour
Core motive and traitcompetencies are at thebase of the personalityand are more difficult to
assess and develop.
EMPLOYEE = ICEBERG
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TYPES OF COMPETENCIES
BASIC
INTELLECTUAL MOTIVATIONAL SOCIAL EMOTIONAL
PROFFESIONAL
KNOWLEDGE EXPERIENCE EXPERITISE
GAINED BY ANINDIVIDUALEMPLOYEE
ORGANIZATIONAL
GENERIC MANAGERIAL FUNCTIONAL/
TECHNICAL
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WHAT IS COMPETENCY
MAPPING?Process of identification of the competenciesrequired to perform successfully a given job or role or
a set of tasks at a given point of time.
Process through which one evaluates and determinesone's strengths as an individual worker.
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CONCEPT OF COMPETENCY
MAPPING
PersonalCharacteristics Behavior
JobPerformance
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OBJECTIVES OFCOMPETENCY MAPPING
Competency mapping serves a number of purposes.It is done for the following functions:
1. Gap Analysis2. Role Clarity3. Succession Planning4. Growth Plans
5. Restructuring6. Inventory of competencies for future planning
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NEED FOR COMPETENCYMAPPING
Training andDevelopment
Compensation
ReplacementPlanning
PerformanceAppraisal Career
Planning
SuccessionPlanning
Recruitmentand Selection
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Steps ForImplementing
The
CompetencyMapping
IDENTIFY DEPARTMENTS &ORGANIZATION HIERARCHY
OBTAIN JOB DESCRIPTION
CONDUCT SEMI-STRUCTUREDINTERVIEWS
PREPARATION OF LIST OF SKILLS
GENERATE LIST OF
COMPETENCIES
INDICATE PROFICIENCY LEVELS
VALIDATE COMPETENCIES &
PROFICIENCY lEVELS
PREPARE COMPETENCY MATRIX
MAPPING OF COMPETENCY
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TOOLS FOR COMPETENCYMAPPING
360- Degree Feedback Process
Assessment Center
Critical Incidents Technique
Interview Techniques
Questionnaires
Psychometric Tests
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360-degree Feedback Process
Used in organizations for development, appraisal
and compensation purposes.
It involves a collection of perceptions about anindividuals behavior and its impact on bosses,
colleagues, subordinates as well as internal andexternal customers.
Competency Mapping helps to ensure that suchfeedback relates specifically to the competenciescrucial to individual or organizational success.
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Assessment Centre
Mechanism to identify the potential for growth.
It is a procedure that uses a variety of techniques toevaluate employees for manpower purpose anddecisions.
An essential feature is the use of situational test toobserve specific job behavior.
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Assessment center comprises a number of exercisesor simulation such as
1. Group discussion
2.In tray
3.Interview simulation / role plays
4.Case studies / analysis exercises
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Critical Incidents Technique
It can contribute to growth and decay of a system.
A set of procedures for systematically identifying thebehavior that contribute success or failure ofindividual or organization in specific situation.
Steps involved are-1) List the good and bad on the job behavior.
2) Rate how good and how bad is good and badbehavior, respectively.3) Prepare a check-list of good and bad behavior.4) Every single crucial incident is noted down.
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Interview Techniques
A face to face interaction between interviewer andapplicant.
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Questionnaires
Written list of questions that users fill out
questionnaires and return.
Questions about the services based on the type ofinformation required.
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Psychometric Tests
Used to measure knowledge, abilities, attitudes, andpersonality traits of candidates/employees
It is primarily concerned with the construction andvalidation of measurement instruments such asquestionnaires, tests, and personality assessments.
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ADVANTAGES OFCOMPETENCY MAPPING
For The Company:
Establishes expectations for performance excellence.
Increase in the effectiveness of training and
professional development programs because of theirlink to success criteria.
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Improved job satisfaction and better employeeretention.
Provides a common, organization wide standard forcareer levels that enable employees to move across
business boundaries & help companies raisethe barof performance expectations
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For The Managers:
Identify performance criteria to improve the accuracyand 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 andperformance, development and career-oriented issues.
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If too much emphasis is placed on 'inputs' at theexpense of 'outputs', there is a risk that it will favor
employees who are good in theory but not in practiceand will fail to achieve the results that make a businesssuccessful.
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CONCLUSION
As a conclusion we can say that, it is through thecompetencies of its employees executives, managers,and individual contributors that an organizationexecutes its strategy and achieves results that are
crucial to its success.
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REFERENCES
The Handbook of Competency Mapping,Understanding, Designing & Implementingcompetency models in Organization, Seema Sanghi,2004,pg.20-28, Response Books.
http://www.iqpc.com/uploadedFiles/Training/Asia_Training/The_Gateway/competency.pdfwww.citehr.comThe Competencies Handbook, 2005, Steve Whiddett
& Sarah Hollyforde, Jaico Publishing House