Competency Mapping
Sughosh Tembre
TAL Manufacturing Solutions Ltd. (TATA Motors)
Agenda
Understanding Competence & Competency
Competency Model & Job Analysis
Competency Mapping
Methods
Process & Applications
Benefits
Competency Mapping Application
Career Planning
Succession Planning
Case Study
Understanding Competence
Competence: The quality of being competent; adequacy; possession of
required skill, knowledge, qualification, or capacity - Dictionary
Competence is a standardized requirement for an individual to properly
perform a specific job. It encompasses a combination of knowledge, skills
and attitude utilized to improve performance.
Levels of Competence
Novice: - Rule based behaviour, strongly limited and inflexible
Experienced Beginner: - Incorporates aspects of the situation
Practitioner: - Acting consciously from long term goals and plans
Knowledgeable practitioner: - Sees the situation as a whole and acts from personal conviction
Expert:- Has an intuitive understanding of the situation and zooms in on the central aspects
What is Competency?
A Competency is an underlying characteristic of a person
which enables him /her to deliver superior performance in a
given job, role or a situation
It is usually an application or input
Competencies are generic knowledge motive, trait, social role
or a skill of a person linked to superior performance on the
job
KNOWLEDGE
Relates to information
Cognitive Domain
Set of SKILLS Attitude
Relates to the Relates to qualitative
ability to do, aspects
Physical domain personal
Characteristics or
COMPETENCY traits
Outstanding
Performance of tasks
or activities
Job Analysis
It is a systematic exploration of the activities within a job. Procedure used to
define duties, responsibilities & accountabilities.
Job Description Job Specification
(Position Attributes) (Human Attributes)
Job Title Education & Experience
Location Age & Gender
Job Summary Physical Attributes
Duties Emotional Attributes
Reports & Reportees Communication Skills
Machines / Equipments Training
Work Conditions Responsibilities
HR Generalist - JD (Click Here)
Competency Model
A competency model is a valid, observable, and measurable list of the
knowledge, skills, and attributes demonstrated through behavior that results
in outstanding performance in a particular work context.
Job Analysis - Competency Approach
Identification of major job functions
Identification of skills performed within each of the major job
functions
Generation of several drafts to for review
Development of an occupational analysis chart
Identification of performance standards for each skill using a
competency-based rating scale which describes various levels of
performance
Sample Competency Map – Job Analysis Approach
Japanese Concept of Skills Matrix
Two Important Definitions
Competency Map /Framework
A competency map is a list of an individual’s competencies
that represent the factors most critical to success in given
jobs, departments, organizations, or industries that are part
of the individual’s current career plan.
Competency Mapping
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.
Competency Mapping Methods
Assessment Centres
Critical Incidents
Interview Techniques
Questionnaire
Psychometric Tests
Assessment Centres
It is a process (not a place) that uses a variety of techniques to
evaluate employees, as a mechanism to identify the potential
for growth.
Techniques in Assessment Centres
Group Discussions
In Tray/ Basket Exercises
Role Plays / Simulation
Case Study Analysis
Presentations
Critical Incidents Technique
Process of gathering retrospective data in terms of job
performance, systematic analysis of behaviour that contribute
to success or failure of individuals or organisations in specific
situations and giving feedback.
Gathering Data – Structured or Unstructured Approach
Content Analysis – Identify theme or pattern
Feedback – Communicate Positive/ Negative responses
Interviews
Structured
Un-structured
Behavioral
Questionnaire
Common Metric
Functional Job Analysis
Position Analysis
Work Profiling Systems
Psychometric
Aptitude Test
Achievement Test
Sample Competency Instrument – Leadership
Building the Model - Process
Background information about the organisation
Decide on the Occupation / Job Position(s) that require competency
Model(s)
Discuss the application of the competency model
Select a data collection method and plan the approach
Organize Data collected & Identify Patterns
Build the model - Defining specific behaviour Indicators
Review the model
ORGANISATION DIRECTION
VISION
MISSION
SHORT TERM & LONG TERM GOAL
STRATEGIES
VALUES
TRANSLATING THEM INTO ACTIONS FOR
ACTUALISATION
THROUGH
ORGANISATION STRUCTURE
ROLES, POSITIONS, JOBS
CORE COMPETENCY OF ROLE COMPETENCY
THE ORGANISATION
Application of Model - Process
Designing Questionnaire (KSA + Org. Analysis)
Data Collection – (Focus Group Interviews)
Competency Drafting – (Ranking & Allocation)
Relating Competencies & JD
Level wise Classification
Benefits
Training Gap Analysis
Role /Job Clarity
Recruitment & Selection
Potential Identification & Growth Plans
Restructuring / Job Rotations
Inventory of competencies for future planning
Succession Planning
Career Planning & Succession Planning
Career & Job
Job vs. Career
Job – “What can I do now to make money?”
Career – Chosen Profession for your life. Requires a
willingness to get the training needed to build your skills
for the future.
A career is the work a person does. It is the sequence of jobs
that an individual has held throughout his or her working life
E.g. occupation of nursing.
Career Planning
“Career planning consists of activities and actions that
individual employee take to attain career goals”
Org.
Career Paths Goals
Career Planning Career Goals
Career Stages
Retirement – (55 – 65)
Maintenance – (35 – 45)
Advancement – (25 – 30)
Establishment – (20-25)
Exploration – (20)
Why Career Planning
A typical
The manager
Employee
sees career
views a career Win-Win situation planning
planning for all as a retention
Programme
And
as a path to
motivational
upward
tool
mobility
The top management
view it as a
tool for
succession planning
Career Anchors
Managerial Competence: They want to manage people
Functional Competence: The anchor for technicians is the continuous
development of technical talent. positions.
Security: The anchor for security-conscious individuals is to stabilize their career
situations.
Creativity: They want to create or build something that is entirely their own.
Autonomy and independence: desire to be free from organizational constraints
Technological competence: natural affinity for technology and a
desire to work with technology
Succession Planning
A process of systematically and deliberately preparing for future
changes of leadership in key positions. The process may identify
potential replacements and provide strategies for developing
and/or hiring individuals to meet future needs.
There are two kinds of people in organizations: Those with 20
years experience and those with one year experience repeated
20 times.
Why Succession?
Superannuation: Employees retiring because they reach a certain
age
Resignation: Employees leaving their current job to join a new job
Promotion: Employees moving upward in the hierarchy of the
organization
Diversification: Employees being redeployed to new activities
Creation of New Position: Employees getting placed in new
positions at the same level
Elements of Succession Plan
Assessment of
Key Positions
Identification of
Key Talent
Key
Development Elements
Monitoring & Review
Assessment of
Key Talent
Generation of
Development Plans
Succession Planning
1. Assessment of Key Positions:
• What are the competencies and experiences needed
to qualify for each key position?
2. Identification of Key Talent:
• Typically people at the top two levels of the organization
and high potential employees one level below.
• Identified by their management’s assessment of their
performance and potential for advancement.
3. Assessment of Key Talent:
• For each person on the radar screen, primary development
needs are identified focusing on what they need in order
to be ready for the next level.
4. Generation of Development Plans:
• A development plan is prepared for how we will help the
person develop over the next year.
5. Development Monitoring & Review
• An annual or semi-annual succession planning review is
held to review progress of key talent and to refresh or
revise their development plan.
Thank You
