COMPETENCY MAPPING - A MANAGERIAL PERCEPTION

(A STUDY OF HDFC BANK LTD.)

Sudesh Kumar, Dr. Suman Nayyar, Dr. Bimal Anjuman

*Research Scholar, Punjab Technical University, Jalndhar

** Head, Deptt of Commerce, Khalsa College for Women, Amritsar
*** Assistant Professor, Deptt of Commerce, DAV College, Chandigarh
ABSTRACT
Competencies are components of a job which are reflected in behaviour that is observable in
a workplace. The common elements most frequently mentioned are knowledge, skills,
abilities, aptitudes, personal suitability behaviour and impact on performance at work. The
main emphasis of organizations today is on competence. Gone are the days when people used
to talk in terms of skill sets, which would make their organizations competitive. There has
been a shift in focus, and organizations have begun to believe in excelling and not in
competing. The Competency mapping affects the existing competencies of managers.
Therefore, the papers attempts to measure the role of competency mapping in the efficient
performance of the employees at manager levels and determine various functional areas,
where the competency mapping can be proved beneficial. The research of study is based on
the primary data collected by the mean of questionnaire form the employees of five branches
of HDFC Bank, located at different places in Amritsar. Similarly, the result of study prove
that, the competency mapping is necessary for the performance and future growth of bank,
because the growth and development of every business is based on the efficient and satisfied
working staff.
Key Words – Competencies, Resources, Performance Appraisal, Assessment, Career
Development, Banking etc.

INTRODUCTION
With global economy the world has become a global village. As a consequence firms have
become more aware of the need for having competent employees and developing
distinguished competencies for every organization. Every well managed firm should have
well defined roles and a list of competencies required for performing each role effectively.
They prefer to build a core competency that will see them through crisis, if any. The choice is
to develop the people because human resource is seen to be the most valuable resource any
organization has. Organizations of the future will have to rely more on their competent
employees than any other resource. It is a major factor that determines the success of an
organization. Competencies are the inner tools for motivating employees, directing systems
and processes and guiding business towards common goals that allow the organizations to
increase their value. Competencies provide a common language and method that can
integrate all the major HR functions and services like Recruitment, Training, Performance
Management, Remuneration, Performance Appraisal, Career and Succession Planning and
Integrated Human Resource Management System.
Competencies are components of a job which are reflected in behavior that is observable in a
workplace. The common elements most frequently mentioned are knowledge, skills, abilities,
aptitudes, personal suitability behavior and impact on performance at work. Competence’
means a skill and the standard of performance reached while competency refers to the
behavior by which it is achieved. The plural of each word, therefore gives two different
meanings –Competences and competencies are not the same. Competences refer to the range
of skills which are satisfactorily performed, while Competencies refer to the behavior
adopted in competent performance Competencies are the characteristics of a manager.
COMPTENCY MAPPING
Competency mapping is the process of identifying key competencies for a particular position
in an organization. Once this process is complete, the map becomes an input for several other
HR processes such as job-evaluation; recruitment; training and development; performance
management; and succession planning. For competency mapping to be productive, the
organization has to be clear about its business goals in the short- as well as long-term and the
capability-building imperatives for achieving these business goals. The process starts from as
macro an endeavor as understanding the vision and mission of the organization and how that
translates into specific, time-bound business goals. It then goes on to delineating the
organization structure clearly, and identifying the various levels and positions, as well as the
reporting relationships obtaining within that .For each position / level, the mapping exercise
should outline the roles and responsibilities of the position; short-term goals to the extent that
they are qualified; skill sets required for the job; and soft skill sets required for the job plus
interaction with other units / personnel. Though there are well-accepted guidelines and
assessment tools such as psychometric tests, the assessor’s skill will play an important role in
deciding when a gap calls for training and when it calls for redeployment Competency
mapping comes in very useful in the situations like candidate appraisal for recruitment;
employee potential appraisal for promotion; training needs identification; performance
diagnostics; and self-development initiatives.
HDFC BANK
The HDFC Bank was incorporated in August 1994, by the name of 'HDFC Bank Limited',
with its registered office in Mumbai, India. HDFC Bank commenced operations as a
Scheduled Commercial Bank in January 1995. The Housing Development Finance
Corporation (HDFC) was amongst the first to receive an 'in principle' approval from the
Reserve Bank of India (RBI) to set up a bank in the private sector, as part of the RBI's
liberalization of the Indian Banking Industry in 1994.
HDFC Bank has headquarters in Mumbai. The bank at present has an enviable network of
over 1416 branches spread over 550 cities across India. All branches are linked on online
real-time basis. Customers in over 500 locations are also serviced through Telephone
Banking. In a milestone transaction in the Indian banking industry, Times Bank Limited
(another new private sector bank promoted by Bennett, Coleman & Co. / Times Group)
merged with HDFC Bank Ltd. effective February 26, 2000. This was the first merger of two
private banks in the New Generation Private Sector Banks. The bank also has a network of
about over 3382 networked ATMs across cities. On May 23, 2008, the amalgamation of
Centurion Bank of Punjab with HDFC Bank was formally approved by Reserve Bank of
India to complete the statutory and regulatory approval processes. HDFC Bank offers a wide
range of commercial and transactional banking services and treasury products to wholesale
and retail customers. The bank has three key business segments: Wholesale Banking
Services, Retail Banking Services and Treasury. HDFC Bank was the first bank in India to
launch an International Debit Card in association with VISA (VISA Electron) it issues the
Master Card, Maestro debit card as well.
REVIEW OF LITERATURE
Paul R. Bernthal (2004) describe all the dimensions of competency mapping and provides
2004 ASTD competency model provides a blueprint for professionals to model continuous
learning. By embracing, learning and investing in personal development and growth they will
move the profession to higher levels of expertise and respect, and ensure competent service to
customers, clients and colleagues. R.K Sahu (2006) proved that Competencies include both
competence as well as commitment to do a particular job. Performance management system
is a complete resource book on Competency Mapping for HR Professionals and Consultants,
Management students, Entrepreneurs, Trainers and all those individuals who want to
understand the concept of Competency Mapping and implement it in their organization.
Ashok Chanda, B. Sivarama Krishna & Jie Shen (2007) explained the key to manage
people because competencies have always been a matter of live debate in every organization.
The concept of competencies and the existence of a framework to assess, measure, and build
can provide invaluable basis for integrating the key activities and achieving a strategic
approach to managing people. Robin Kessler (2009) gives the manager and supervisors a
better idea of how to work with their employees to make today’s competency based
performance reviews more effective .For a more positive experience he urges that one should
to begin think of it differently-- as a partnership or a collaborative effort. Anna P.Y.Tsui
(2009) has discussed the essential elements of HRM in detail and the book is organized seven
parts. He has explained that professional HRM practices are becoming more prevalent in an
organization because of the changing business environment. It highlights assessment centers
and competency based interviewing skills. Stephens P. Robbins (2010) proved that
managers with good interpersonal skills is likely to make the workplace more pleasant, which
in turn makes. It easier to hire and keep qualified people. This book has addressed the ways
to design motivation jobs, techniques for improving one’s listening skills and ideas about
how to create more effective teams.
RESEARCH METHODOLOGY
Research methodology is a way to systematically and scientifically solve research problems.
The sample size of the study included approximate 65 employees (preferably managerial
level) from 5 branches of HDFC Bank in Amritsar. The data collected through questionnaire
which has been analyzed on likert scale of 5 points. The study consider both primary as well
as secondary data. Secondary data are collected from websites containing various aspects to
help understand the topic of study “Competency Mapping”, Journals, Articles, books related
to the same topic was also studied in the secondary data.
The Research is undertaken to study the competency mapping in 5 branches of HDFC Bank
at Amritsar City: namely East Mohan Nagar (Branch Code - 000856), Batala Road (Branch
code - 001822), The Mall (Branch Code - 000115), Lawrence Road (Branch Code - 001580)
and Court Road (Branch Code – 001359).There are 11branches in Amritsar almost all
branches have same hierarchy moreover East Mohan Nagar is the main branch of HDFC
Bank in Amritsar. Circle office is situated on the first floor of this branch. Meetings,
seminars etc of all branches held in the circle office.
OBJECTIVES OF THE STUDY
i. To determine the employee perceptions about the implications of competency
mapping.
ii. To analyze the different activities, in which competency mapping is proved to
effective for the growth and performance of the organizations.
iii. To determine the effective measures for the employees required for the efficient
competency mapping
iv. To identify core competencies required for Leader, Manager and Associate
Manager band in aiding towards delivering business objectives.
ANALYSIS OF THE STUDY
 The analysis of the study reveals that 64% are male respondents and 36% are female
respondents.
 The age level of the respondent in the sample size includes that 34% respondents are
in the age group of 21-25, 37% are between age group of 26-30 and 29% are 31 and
above. Whereas the education levels of bank officials states that 62% are Post
Graduate and Graduates 38% respectively.
 As per the data analysis states that 37% of the employees agree, 23% strongly agree,
32% are neutral; while 5% disagree and only 3% strongly disagree that the working
environment of the HDFC Bank is satisfactory. It appears that most of the employees
are satisfied with the working environment of the Bank.
 The respondent’s view about the effective managerial performance reveals the
proportionate of various respondents according to their responses as 37% agree, 32%
strongly agree, 23% are neutral with the statement that competencies are personal
characteristics that contribute to effective managerial performance while 3% disagree
and 5% strongly disagree with this statement.
 With respect to the responses fo Core Competencies like Customer focus,
Communication, Team Orientation, Technical Expertise, Result Orientation,
Leadership, Adaptability, and Innovation these are relevant and necessary for
managerial levels of the bank states that 55% agree, 34% strongly agree that core
competencies are relevant and necessary and 11% are neutral; while none of them
disagree and strongly disagree with this statement.
 The job profile matches with the job officials, which they are performing is accepted
by 43% , whereas 38% respondents gave strong acceptance. On the other hand, 17%
are neutral, While 2% states the strongly disagree response.
 In concern to the importance and need of training program, the data states that 61%
strongly agree that the training program will help in enhancing their performance.
25% of them agree, 14% are neutral and none of them disagrees with it. In addition to
this, 46% strongly agree, 40% agree, 14% neutral, none of them disagree and strongly
disagree that training should be based on scientific or at least systematic identification
of competency gaps and competency needs.
 Out of 65 respondents 14% strongly agree, 48% agree, 32% are neutral, 6% disagree
while none of them strongly disagree regarding the facts that employees are
performing the same work as provided to them.
  With regard to the need of competency mapping for effective manpower planning,
among 65 respondents only 43% respondents states their consent strongly agree, 31%
agree, 21% neutral . Whereas 5% disagree but none of them are strongly disagreed
with it.
 Similarly, it has also been analysed that 43% strongly agree and 31% agree, 18% are
neutral regarding the needs of competency mapping for the recruitment /selection
process , while 8% are disagree and none of them strongly disagree with this
statement.
 Out of 65 respondent’s analysis reveals that 40% strongly agree, 34% agree, about
the particulars competency mapping plays a major role for their career development,
25% neutral, 1% disagree and none of them strongly disagree with it.
 With reference to the role of competent manager for the success of organization, the
analysis of the responses states that 43% strongly agree, 31% agree, 25%neutral, 1%
disagrees while none of them strongly disagree.
 Similar to the importance of competency mapping for the recruitment and selection,
the competency mapping should also use for promotional policies. The analysis of
responses states the 22% strongly agree, 34% agree, 43%neutral, 1% disagree
responses about the same.
 Among 65 respondents, the analysis of responses reveals that 28% strongly agree,
31% agree, 18% are neutral. 14% disagree and 9% strongly disagree about the facts
that the critical incidence makes an important role in success/failure of an employee.
 The Professional Competencies are mandatory to become successful manager, about
this statement, the response chart states 60% agree, 28% strongly agree, 12% neutral,
none of them disagree and strongly disagree that
FINDINGS OF THE STUDY
On the basis of overall analysis of the study, following findings are drawn on

 The analysis of the study reveals that maximum respondents are belong to the age
group of 26- 30 years i.e 37%, and 34% respondents are belong to the second age
group i.e 21-25 year, whereas 29% respondents are belong to highest age level means
above 31 years. On the other hand , It is also observed that 62% respondents are
highly qualified or the post graduate degree holders and only 38% are simple
graduates.
  The study reveals that mostly the employees are satisfied with the working
environment of HDFC Bank. The percentage of acceptance states that 37%
respondent employees are agree and 23% are strongly agree with the positive
environment of working in the Bank. On the other hand only 32% employees are
neutral about the question.
 It has also been observed that competencies as personal characteristics contribute
maximum towards the effective managerial performance. As the result shows that out
of 65 employees of the bank, 37% agree, 32% strongly agree, 23% are neutral with
the statement
 The analysis of the study reveals that most of the employees believe that core
competencies like customer focus, communication, team orientation, technical
expertise, result orientation, leadership, adaptability, and innovation are relevant and
necessary for the employee of managerial levels in the bank. Therefore, the
quantitative figure states that out 65 respondents gave 55% agree, 34% strongly agree
response to the support of said statement.
 It is found from the analysis of the study that maximum of the respondent employees
give their consent that training program is required to enhance the performance of the
employee and training should be based on scientific or at least systematic
identification of competency gaps and competency needs.
 It is also proved that more than 70% of 65 respondents agreed that the competency
mapping is required for an effective manpower planning, recruitment and selection
process , for career development and for the promotional policies.
 Similarly, it has also been proved that maximum employees are agreed with the fact
that Professional Competencies are mandatory to become successful manager and
critical incidence makes an important role in success/failure of an employee.
RECOMMENDATIONS
On the basis of overall analysis of employees perceptions about the need of competency
mapping, following recommendations are drawn for the HDFC Bank, Amritsar
 Bank should analyze all the important roles and require competencies to perform
those roles.
 For the development of the existing employee there should be well structured training
program. The program should be consist of importance of the competencies i.e.
Knowledge, skills, ability etc.
  Apart from the above training there should be periodic training about the changes
and new services occurring in market.
 There should not be frequently changes in the work profile of the employees. This
hampers the quality of the work.
 The employees should be aware of the critical incidence which have been benefited
them. So they can set those incidences as examples for the success / failure in front of
the new employees.
CONCLUSION
Competencies are the inner tools for motivating employees, directing systems and processes
and guiding business towards common goals that allow the organizations to increase their
value. Competencies provide a common language and method that can integrate all the major
HR functions and services like Recruitment, Training, Performance Management,
Remuneration, Performance Appraisal, Career and Succession Planning and Integrated
Human Resource Management System. The competency framework serves as the bedrock for
all the HR applications. As a result of competency mapping, all the HR processes like talent
induction, management development, appraisal and training yield much better results.
Thereby the study was conducted to reveal the competencies required by the successful
managers in the HDFC bank and to get the opinion of managers regarding various
competencies required at managerial level. The analysis is done of the various variables and
accordingly a questionnaire was prepared regarding Competency Mapping programs held in
the HDFC Bank. A set of 14 Questions were made which covered competency mapping
programs spread across 5 branches of HDFC Bank in Amritsar. The analysis of the study
reveals that employees of HDFC Bank have specific skill, ability and knowledge etc. to
perform their job efficiently and efficiently. They possess decision making, power, and
relationship building capacity, sound knowledge of the products etc. which help the bank for
the progress in present and future also mangers. Some of the employees have got success due
to some critical incidence during their job. They faced challenges and accept changes but in a
resistant manner so there should be well structured training schedule for employees and
bank’s development. Each of the specified roles should know their responsibilities and roles
to enhance the credibility and profitability of the bank. Similarly, it has been proved that the
competency mapping plays a vital role for the development of the employees as well as bank.
REFERENCES
Bernthal, Paul R. (2004). Competency Study: mapping the future: new workplace learning
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Development.
Shermon, Ganesh. (2004). Competency Based HRM: a strategic resource for competency
mapping assessment and development centers (pp: 449-476). New Delhi: Tata Mc
Graw Hill.
Sriniwas, R. (2004). Human Resource Management in Practice with 300 Models Techniques
and Tools (pp: 79-87). PHI Learning Pvt. Ltd., 2004.
Sahu, R. (2006).Performance Management System.
Sanghi, Seema. (2007). The Handbook of Competency mapping. (2nd ed.). New Delhi: Sage
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Chanda, Ashok, B. Sivarama Krishna and Jie Sheen. (2007). Strategic Human Resource
Technologies: Keys to Managing People.
Rebekah A. Harvey (2007). Leadership Development for Front Line Employees.pro quest.
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Venkatesh, D.N. (2008). HRM and Competency Building Competency-based Performance
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Anna P.Y.Tsui, K.T.Lai (2009). Professional practices of human resource management in
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Pareek, Udai and TV Rao. (2008). Hurconomics for Talent Management: Pearson Education
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Kessler, Robin. (2009). Competency-based Performance Reviews: How to Perform
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WEBSITES
 www.buisnessgyan.com
 www.citehr.com
 www.expresscomputeronline.com
 www.successfulmanagers.com
 www.quetinairebuilder.com
 www.humanresources.about.com/od/model
 www.hdfc.com
 www.slideshare.net
 management4you.blogspot.com
 www.schuster-zingheim.com
 www.drag.in
 www.iqpc.com
Questionnaire on Competency Mapping –A Managerial Perception: at HDFC Bank
Name : ________________________
Age: ________________________
Gender: ________________________
Qualifications: ________________________
Designation: ________________________
Name & Branch of the bank : ________________________
Questions Strongly Agree Neutral Disagree Strongly
Agree Disagree
1. Working environment of
HDFC Bank is satisfactory.
2. Competencies are personal
characteristics that contribute
to effective managerial
performance.
3. Core Competencies like
Customer focus,
Communication, Team
Orientation, Technical
Expertise, Result Orientation,
Leadership, Adaptability, and
Innovation these are relevant
and necessary for leaders or
managerial levels of the bank.
4. Your job profile matches with
the job you are performing.
5. Training is necessary for
performing duty efficiently.
6. The type of work you are
performing is the same which
was assigned to you at the time
of your joining
7. Manpower planning should be
 done using competency
mapping.
8. Recruitment and selection
process should carry out
considering competency of the
individual.

9. Competency mapping is
helpful in individual career
development.
10. Only competent manger can
contribute for the success of
organization.
11. Promotion policies should be
based upon competency
assessment.
12. Importance of critical
incidence in success/failure of
an employee.
13. Training should be based on
scientific or at least systematic
identification of competency
gaps and competency needs.
14. Professional Competencies
are mandatory to become
successful manager.