COMPETENCY

MAPPING
Human Resource
MANAGEMENT
Ved Prakash Dayal
Enrollment No. : 28904
NIMT, Ghaziabad
HR Major

12/31/2009 Ved, NIMT 1

 What do we mean when
we say
“COMPETENCY” ?

12/31/2009 Ved, NIMT 2




Competencies are seen mainly as inputs.



They consist of clusters of knowledge,
attitudes and skills that affect an
individual’s ability to perform.

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 D E F IN IT IO N
 First popularized by Boyatzis (1982)
with Research result on clusters of
competencies:
 “A capacity that exists in a person
that leads to behaviour that meets
the job demands within parameters
of organizational environment, and
that, in turn brings about desired
results”
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O N CEPT O F CO M PETEN C
•
• Skill:
 Ability to accomplish
• Talent:
 Inherent ability
• Competency:
 Underline characteristics that give
rise to skill accomplishment
 Knowledge, skill and attitude

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 KNOWLEDGE
Relates to
information

Set of Attribute
SKILLS Relates to
qualitative
Relates to the
aspects
ability to do,
personal traits

COMPETENCY

Outstanding
Performance of
tasks or
activities

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Y P E S O F C O M P E T E N C IE S
• Generic or specific:
• Threshold or performance:
ü Basic competencies required to do the
job, which do not differentiate
between high and low performers
ü Performance competencies are those
that differentiate between high and
low performers
ü
• Differentiating Competencies:
ü Behavioral characteristics that high
12/31/2009 performers display
Ved, NIMT 7
 COMPETENCIES
APPLICATIONS
• Competency frameworks: Define the
competency requirements that cover
all the key jobs in an organization. This
consists of generic competencies.


• Competency maps: Describe the

different aspects of competent
behaviour in an occupation against
competency dimensions such as
strategic capability, resource
management and quality.


• Competency profiles: A set of

competencies that are require to
perform a specified
12/31/2009 Ved, NIMT role. 8
 M A C R O V IE W O F C O M P E T E N C Y
M A N A G EM EN T
STRATEGIC FRAMEWORK COMPETENCY COMPETENCY MODELING
FRAMEWORK FRAMEWORK

Stakeholder Interest
Organizational Strategy Core Competencies
(Organizational wide) Market Positioning
Vision, Mission, Values, Strategic,
Intent, Corporate Governance,
Corporate Social Responsibility & Ethics

Business Strategy Business Competencies Achieving Business Targets

Business Plan & Goals, Culture (SBU specific) Employee Satisfaction
People, Technology

Teamwork Strategy Team Competencies Profit Center Orientations

(Project driven)
Leadership, Communication Team Development & Synergy
Conflict Management, Interpersonal
Skills, Project Orientation, Self
Managed Teams (SMT)

Role Strategy Role Competencies Performance Accomplishment

(Role wise)
Ability, Autonomy, Multiskilling, Individual Development
Task identity, Performance
Evaluation & rewards and performance
development
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 PROGRAM DESIGN AND IMPLEMENTATION : THE
MODEL

COMPETENCY
IDENTIFICATION
COMPETENCY
COMPETENCY MAPPING
1.Identification process (4 steps)
FRAMEWORK 1.Strategy-Structure
2.Consolidation of checklist
1.Core competencies Congruence
(Organization wide 3.Rank Order and finalization
2.Structure Role
2.Business competencies (SBU 4.Validation and Benchmark Congruence
specific)
3.Vertical & horizontal Role
3.Team Competencies (project linkages
driven)
COMPETENCY 4.Positioning to bring in
4.Role competencies (Role wise) ASSESSMENT competitive
advantage
1.Psycho-metric tool
2.360 Degree approach

COMPETENCY
DEVELOPMENT INTEGRATION OF
HR FUNCTION
1.Maturity framework & matrix
1.PMS 5. R&S
2.Areas of improvement
2.CP & CD 6. RS
3.Action Plan
3.SP & SD
4.T&D

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 ROLE COMPETENCIES
•
• A set of competencies required to
perform a given role .
•
• Each competency has a skill set
•

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 IDENTIFICATION OF ROLE
COMPETENCIES
•
• Structure and list of roles
• Definition of roles
• Job description
• Competency requirement

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STRUCTURE AND LIST OF ROLES :
STEPS
•
• Organizational structure study and
examination
• List all the roles in the structure
• Identify redundant and overlapping
roles
• Final list of roles

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EFINITION OF ROLE : STEPS
•
• Identify KPAs of the role
• Link the KPAs with Dept. and
Organizational goals
• State the content of the above in
one or two sentences
• Position the role in perspective with
that of others
•
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 JOB DESCRIPTION:
STEPS
•
• List down all the activities/tasks
üSmall and Big
üRoutine and Creative
• Categorize activities under major
heads

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 COMPETECNY
IDENTIFICATION: STEPS
•
• Identify against each activity the
following:
Ø Role holder interview and listing
Ø Internal/External customer interview
and listing
Ø Star performer interview and listing
Ø Role holder critical incident analysis
• Consolidate the above and make a
checklist of competencies
• Rank- order and finalize on 5/6
competencies critical to the role



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 COMPETENCY
•
ASESSMENT
Following methods are used:
ØAssessment/Development
Centre
Ø360 Degree feedback
ØRole plays
ØCase study
ØStructured Experiences
ØSimulations
ØBusiness Games


Ø
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 COMPTENCY
DEVELOPMENT
Identified Assessment Areas of
Role competencies result improvement Action
plan

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 COMPETENCY
•
MAPPING
• Strategy structure congruence
• Structure Role congruence
Ø Each role to be unique
Ø Non-Repetitive
Ø Value adding
• Vertical and horizontal role congruence
• Ensure non repetitive tasks in two
different roles
• Ensure core competencies for each task
• Link all the above and position to bring in
competitive advantage
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 DELIVERABLES
1.Role Directory
2.Competency profiles
3.Competency Map
4.Competency based HR systems
5.Recommendations: Rationalization of
structure and manpower
6.Institutionalization of interventions
7.Organization Diagnosis Report

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 Why Competency
approach?
 Conventional Job Analysis Competency model leads to:


leads to: •
• • a condensed set of
• long lists of tasks and personal characteristics
the skills / • Data generation from
knowledge outstanding performers
required to perform in addition to experts
each of those tasks and other job
• Data generation from incumbents
the experts • Results in Outstanding
• Results in Effective Performance
Performance

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 Identify Outstanding from
Satisfactory Performance
• Competency approach allows managers
to make a distinction between a
person's ability to do a set of
particular tasks at specified minimum
acceptable level and the ability to do
the whole job containing these tasks
in an outstanding manner.

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• Competencies help……


– companies ‘raise the Bar’ of

performance expectations
– teams and individuals align their
behaviours with key organisational
strategy
– each employee understand how to
achieve stated expectations

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 Competency based
recruitment
• Competency based recruitment processes
reduce the chances of a costly hiring
mistake and increase the likelihood of
identifying and selecting the right person
for the right job.

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 Competency based
Performance Appraisal
• Competencies enable
– establishment of clear high
performance standards
– Collection and proper analysis of
factual data against the set
standards.
– Conduct of objective feedback
meetings
– direction with regard to specific areas
of improvement
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 Competency based
Training
• Opportunity to identify/ develop specific
training programmes
• Focused Training enabling improvement
in specific technical and managerial
competencies
• Better ROI on training?

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 Competency based
Development
• Competencies
– enhances the understanding of
‘development’ and the individual
gets the necessary tools to take
responsibility for their own
‘development’
– give the managers a tool to empower
them to develop people

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Competency based Pay
• Provide an incentive for employees
to grow and enhance their
capabilities.

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 SYSTEMS
(Competency based HR
practices)
Performan
ce
Managemen
Reward t System
System Career
Competency Plan &
Requirement Career
Developme
Competency
Availability nt
Competency
Recruitme Acquisition /
nt & Development Succession
Selection plans
s &
Training Succession
/developmen Developmen
t Plans & t
Programmes

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•
CONCLUSION
• Inadequate Role Competencies –
 Two options:
ØDevelop the competencies
within a timeframe
ØQuit the Role
• No option other than to perform
• HRD function to ensure
competencies in each role


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


 Thank
You!!!!
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