 COMPETENCY MAPPING:

Steve Garette defines competencies as, competencies include the collection of success
factors necessary for achieving important results in a specific job or work role in an organization success
factors are combinations of knowledge, skills, and attributes that are described in terms of specific
behaviors, and are demonstrated by superior performers in those jobs or work roles.

Attributes include –personal characteristics, traits, motives, values, or ways of thinking that
impact an individual’s behavior.

Definition of Competency:

Competency is underlying characteristics required to perform a given task, activity, or role,

competency has the following forms- knowledge, skills and attitude.
-Gomes 2007

A cluster of related knowledge, skills attitude that affect a major part of one’s job (a role or
responsibility) that correlates with performance on the job, can be measured against well-accepted
standards, and that can be improved via training and development .

- Lucia & Lepsinger 1999

Competency Mapping definition:

“Competency mapping is the process of identifying key competencies for a particular position in
an organization and then using it for job evaluation, recruitment, training and development, performance
management, succession planning which results in talent induction, management development, appraisals,
and in identifying training needs.” -Nedunchezian &prabhakar 2007

Competency Mapping is a process an individual uses to identify and describe competencies that
are the most critical to success in a work situation or work role. -
Garrette.

“Competency mapping is a process of identifying key competencies for an organization and /or a
job and incorporating those competencies through the various processes (i.e., job evaluation, training, and
recruitment) of the organization.”

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Categorization of Competencies:

Entry level:

a. Functional knowledge of fundamental concepts and good academic records.

b. Ability to identify and diagnose key issues, analyze and draw accurate conclusions,
c. Self- motivated, committed and energetic.
d. Initiative taker and enthusiastic.
e. Good inter personal skills.
f. Accepts charge willingly
g. Ability to think innovatively.

Junior Management:

a. Personally organized, systematic, optimizes resource allocation, and result -oriented.

b. Excellent problem –solving skills.
c. Team –oriented.
d. Assumes ownership and responsibility.
e. Is open and flexible.

Middle/ senior Management:

a. Good net working with diversified communities both internal and external to the organization.
b. Shows genuine concern and respect and sensitive to employees needs.
c. Develops subordinates.
d. Always seeking and bringing about improvement in existing processes and procedures
e. Up dated on research- oriented on product development.
f. Has excellent influencing and persuasive skills.

Top Management:

a. Possesses sound vision.

b. Completely oriented towards work processes.
c. Excellent influencing skills.
d. Highly people- development- oriented.
e. Exhibits leadership by example.
f. Organization development oriented.

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Objectives of Competency Mapping:

The objectives that are established by competency mapping are as follows:

1. To discover the skills required to perform a specific job and to check the suitability of the
employee for the proficiency required to perform the job.
2. To establish certain benchmarks related to the job so that an appropriate candidate can be chosen
for an appropriate position.
3. To recognize the needs for training and development of employees.
4. To conduct job evaluation and then design incentive policies accordingly.
5. To determine the key success factors of different tasks and jobs at the workplace.
6. To assess the present performance of the employees and provide them appropriate training and
development and compensation.
7. To create progressive opportunities for the employees one after another in the organization.
8. To select the most appropriate applicant for a position using interview method.

Steps Involved in Competency Mapping:

Just like other methods used in organizations, competency mapping also follows certain steps. These
steps are as follows:

1. Job Analysis: The first step is to analyze the present job holders and ask their view point
regarding the skills required to carry out their particular job. For this, a PIQ, i.e., Position
Information Questionnaire can be provided to the employees and they can be asked to fill it
according to them. Alternatively, information can also be gathered by using PIQ as a source for
interviewing the job holders individually.
2. Developing Competency- Based Job Description: After the careful analysis of the job, required
competencies, standard competencies can be formulated. These standard competencies are the
benchmarks, on the basis of which a job can be described. But the thing that should be kept in
mind before standardizing the competencies is that it should be developed after evaluating those
employees who represent their group correctly.
3. Mapping of Competencies: It is the most important step in which the performance of all the
employees is evaluated using the standard competencies of their job. After analyzing the
incumbents and developing competency- based job description, mapping these competencies
appropriately help the organization to assess even those behaviours or skills of the employee that
are not presented or displayed by them.

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 4. Evaluation: Finally, the evaluation of the competency mapping is done so that the employees
who need to be trained to advance their skills can be guided suitably. In order to enhance certain
competency or capability of the individual, the organization can conduct training and
development programmes. This will further improve their performance and promote them
towards the attainment of organizational goals.

Methods of Competency Mapping:

1. Assessment Center: The assessment center methodology involves situational observation to evaluate
performance and growth potential of candidates relative to specified job attributes. The approach uses
various types of discussion and simulation exercises to reflect real-life demands of the job.
Candidates are asked to work through certain scenarios while a trained assessor observes their
behavior. The situations are designed to reveal skills and aptitude that help identify which individuals
are good matches for the current and future requirements of the job.
2. Critical Incidents Technique: The critical incidents technique uses data gathering and analysis to
identify job-specific behaviors that influence the success or failure of an individual or collective
business operation performing a certain job. Data about critical events -- exceptional examples of
accomplishment or failure -- is collected through interviews or questionnaires as soon as possible
after occurrence. The incidents are then categorized according to associated job behaviors to reveal
patterns of performance gaps and strengths.
3. Interviews: The candidate interview provides first-hand insight into candidate behaviors and is an
effective method for collecting relevant information and impressions about prospective employees.
Interviewers should be prepared with targeted questions that not only draw out details about tangible
job experiences but also give clues about the candidate’s general motivation, disposition and outlook.
The interview record can be compared against the competency map created for the job to determine
which candidate offers the best match for the organization’s needs.
4. Questionnaires: Questionnaires offer another approach for gathering information about job
competencies and work performance. Several types used in competency mapping include the
common metric questionnaire that highlights work requirements and activities, functional job analysis
that describes job duties and characteristics, occupational analysis inventory that specifies work
elements for almost all occupations, position analysis questionnaire that ties job characteristics to
human characteristics and work profiling system that measures ability and personality attributes. The
multipurpose occupational system analysis inventory highlights tasks and competencies for
government jobs.

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5. Psychometric Tests: Psychometric testing provides a consistent approach to measuring and
quantifying a sample of behavioral attributes. The two main types of psychometric assessment are
aptitude tests and achievement tests. Aptitude tests are used to identify natural inclinations in a
specific area, such as art or science, and are designed to help predict how well a person would
perform in a given specialty after being provided with training. Achievement tests measure the level
of proficiency an individual has achieved in a certain area, such as mathematics, language skills and
ability to reason.

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