Contents

Competency Mapping ........................................................................................................................................................................................ 2

What is a competency? ................................................................................................................................................................................. 2
Job Description versus Competency ....................................................................................................................................................... 2
Components of Competency ...................................................................................................................................................................... 2
Competency Models....................................................................................................................................................................................... 3
Competency Mapping – Approach and Steps (Sample) ................................................................................................................. 4
Sample of a competency framework ...................................................................................................................................................... 5
Competency Matrix Example ..................................................................................................................................................................... 8
Tools for Competency Assessment ......................................................................................................................................................... 9
Competency Mapping

What is a competency?

An underlying characteristic of a person which results in effective and/or superior performance of the job

Characteristics that are required for performing a given task, activity or role successfully can be considered as
a competency

So we can say that

 Competency is a characteristic of a person

 Competencies lead to demonstration of skills and abilities – so competencies must be
demonstrated and therefore must be observable
 Competencies must lead to effective performance

Traditional job description analysis looks at elements of the jobs and defines the job into sequences of tasks
necessary to perform the job; while competency studies the people, who do the job well, and defines the job
in terms of the characteristics and behaviors of these people
Job Description versus Competency

• Job description looks at what, whereas competency model focuses on how.

• Traditional job description analysis looks at elements of the jobs and defines the job into sequences
of tasks necessary to perform the job
• Competency studies the people who do the job well, and defines the job in terms of the
characteristics and behaviors of these people.

For instance, a necessary competency for a marketing professional might be the ability to perform detailed
market analysis while another competency might be leadership qualities, as evidenced through the ability
to build consensus

Components of Competency

There are four major components of competency:

1. Skill: capabilities acquired through practice. It can be a financial skill such as budgeting, or a
verbal skill such as making a presentation
2. Knowledge: understanding acquired through learning. This refers to a body of information
relevant to job performance. It is what people have to know to be able to perform a job, such as
knowledge of policies and procedures for a recruitment process
3. Personal attributes: inherent characteristics which are brought to the job, representing the
essential foundation upon which knowledge and skill can be developed
4. Behavior: The observable demonstration of some competency, skill, knowledge and personal
attributes. It is an essentially definitive expression of a competency in that it is a set of action
that, presumably, can be observed, taught, learned, and measured
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Competency Mapping is the process of identifying and validating competencies required to produce
successful outcomes for various roles within the organization

Broadly it involves three steps:

Step 1: Developing a Competency Model

Step 2: Competency Identification
Step 3: Competency Assessment

These three steps have been broken down into greater details for your benefit in a schematic diagram that
follows

Competency Models
Some Competency Models are given below:

 Commitment and Competence based Competency Model

Competency = Commitment + Competence

 5 Level Competency Model

Competency = Skills + Knowledge + Attitude

Attitude = Perception + Traits + Motives

 Job Based Competency Model

It’s a simple list of competencies that is drawn up on the basis of the requirements for a well-defined job.

 Generic and Specific Competency Model

Competency = Generic Competency + Specific Competency

Generic Competencies such as Job Expertise, Mental Ability, Team Work, Initiative, Innovativeness etc.

Specific Competencies such as (for example for an HR person) Knowledge of HR philosophy, policies,
practices, systems, performance appraisal techniques, ADDIE Model, Kirkpatrick Model, Behavioral
Interviewing etc.

Remember

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There cannot be a general rule for adopting any particular model. Application of Competency Models may
be different in different organizations. Organizations should develop their own Competency Models and
Frameworks on the basis of their business requirements, nature of work, competency profiling, number of
jobs etc.
Competency Mapping – Approach and Steps (Sample)

Activity Description Milestone / Documentation

Project Scoping
 Clarify Organizational Strategy, Context  Project Scope Defined

 Defining the Scope of the exercise  Project Plan Document

 Consensus on Approach / Timelines

Competency Identification Report

Competency Identification
 Benchmarking  Role – Tasks, Competencies-Width
& Depth, Criticality
 Questionnaires
 Role Interface
 Self and Supervisor Reports  Behavior Indicators
 Use existing frameworks available

 Validated Competency Descriptions

Competency Validation
 Duplication Validation

 Focus Group Validation

Client Validation

Competency Model
 Competency Matrix containing Final Competency Model

o Competency Descriptions  Competency Matrix

o Competency Indicators
o Competency Levels

Client Validation

Communication Project

Competency Assessment
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Sample of a competency framework

Identified Competencies

Competencies

Communication
Leadership
Customer Orientation
Decision Making
Interpersonal Skills
Product Knowledge
Technical Knowledge

Levels
Level 1
Level 2
Level 3
Level 4
Level 5

Let us take example of one competency: Communication

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COMMUNICATION

Competency Definition
This competency includes elements of ability in :
 Communicating confidently with customers and leaders and peers
 Checking Understanding
 Listening Effectively for understanding
 Clear Articulation
 Effective written communication and error-free documentation
 Effective usage of questions and probing
 Being able to build rapport and create good relationships

Competency Levels Competency Indicators

The ability to interact in a clear, positive, and professional

manner with peers, leaders, and clients

Indicators
 Clearly articulates ideas in meetings and presentations
Level 1
 Maintains healthy relationships through trust
 Demonstrates empathy and understanding with others
 Communicates clear verbal messages to others
 Communicates clearly over electronic medium—
written and verbal
This level includes an ability to have self-awareness and
effective usage of powerful communication

Indicators
 Listens and checks understanding
 Asks relevant questions to seek additional information
Level 2  Uses a variety of communication mediums to
communicate with others
 Gets a message across to chosen audience with clarity
and understanding
 Can make good presentations to clients and small
groups

This level includes an ability to create and encourage an

environment of open and proactive communication

Indicators
 Actively chooses a communication style to suit a
Level 3 situation
 Facilitates discussions to encourage positive
contribution of ideas
 Coaches others for transfer of knowledge as well as new
ideas
 Listens for feedback and modifies behaviour
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  Persuades others to see own point of view effectively
 Adapts own style and approach to a situation

At this level the person demonstrates highly developed

communication skills and an ability to alter the environment
for a win-win situation to emerge

Indicators
 Effectively negotiates while preserving relationships to
ensure organization’s needs are met
Level 4
 Shows tact, sensitivity and is able to effectively
communicate difficult messages
 Creates a positive and powerful network of individual
relationships
 Influences others powerfully to achieve successful
outcomes

At this level, the person demonstrates a complex ability to

navigate diverse and meta communication challenges including
an ability to create and impact organizational culture

Indicators
 Able to communicate a vision for the future effectively
 Ability to present complex information in an
Level 5 understandable manner to experienced groups
 Creates a culture of open communication
 Develops powerful and high-level network of
relationships which benefit the organization
 Deploys numerous skills, strategies, and styles to meet
specific challenges from competitors, media, vendors
and customers

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Now, let us look at a Competency Matrix

Competency Matrix Example

Senior
Software Account Project
Software Team Leader
Engineer Manager Manager
Engineer

Communication Level 1 Level 2 Level 3 Level 3 Level 4

Leadership Level 1 Level 1 Level 2 Level 3 Level 3

Customer
Level 1 Level 1 Level 2 Level 2 Level 3
Orientation
Decision Making Level 1 Level 1 Level 2 Level 3 Level 4
Interpersonal
Level 1 Level 2 Level 3 Level 3 Level 4
Skills
Product
Level 3 Level 4 Level 5 Level 4 Level 4
Knowledge
Technical
Level 4 Level 5 Level 3 Level 2 Level 1
Knowledge

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Next Step is to communicate to everyone in the organization the outcome of the Competency Mapping
Process.

This is called The Communication Project

The next step is to assess the competencies of existing employees.

Tools for Competency Assessment

 Self and Superior Assessment

 360 Degree Feedback
 Assessment Center
 Psychometric Tests
 Interviews
 Leaderless Group Discussions
 In-Basket Exercise (a simulation of things-to-do in a day and how one manages them)
 Management Games
 Role Plays
 Case Study
 Scenario Discussion
 Presentation

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