Competency Mapping

COMPETENCY MAPPING
PINTU SINGH
PRATIK DADHE
PRIYANKA KURKUTE
PURVASHI PAHUJA
CONTENTS
COMPETENCY?
COMPONENTS OF COMPETENCY
CLASSIFICATION OF COMPETENCY
COMPETENCY MAPPING
PROCESS OF COMPETENCY MAPPING
NEED FOR COMPETENCY MAPPING
AREAS OF IMPLEMENTATION
ADVANTAGES
DISADVANTAGES
CONCLUSION
WHAT IS COMPETENCY?
Its an underlying characteristic of a person which

enables him /her to deliver superior performance in a
given job, role or a situation.
Competencies are personal characteristics
contribute to effective managerial performance.
that
KNOWLEDGE- refers to the information a person

possesses about specific areas. It comprises of many
factors like memory, numerical ability, linguistic ability.
SKILL- represents intelligent application of knowledge,
experience, and tools.
ATTITUDE- Attitudes are predispositions to other

individuals, groups, objects, situations, events, issues,
etc.
Attitudes decide our approach or avoidance behaviour.
They are normally conceptualized as positive or
negative.
Knowledge and skills tend to be visible and relatively

surface, characteristics of people.
But attitude, trait and motive competencies are more
hidden deeper and central to personality.
WHO IDENTIFIES COMPETENCIES?
Competencies can be identified by one of more of the

following category of people:
Experts
HR Specialists
Job analysts
Psychologists
BEHAVIOUR INDICATORS
A Competency is described in terms of key behaviours

that enables recognition of that competency at the work
place.
These behaviours are demonstrated by excellent
performers on-the-job much more consistently than
average or poor performers.
Some key behaviour indicators in an employee
Independently researches for information and solutions

to issues.
Ability to know what needs to be done or find out and
take steps to get it done.
Ask questions when not sure of what the problem is or to
gain more information.
Shows willingness to experiment with new things.
Develops a list of decision making guidelines to help
arrive at logical solutions.
CLASSIFICATION OF COMPETENCY
BASIC COMPETENCIES - Basic competencies are

inherent in all individuals, only their degree of existence
differs. For example, problem solving is a competency
that exists in every individual but in varying degrees.
ORGANISATIONAL COMPETENCIES competencies
in an organisation.
TYPES OF BASIC COMPETENCIES
1.Intellectual Competencies: determine the intellectual

ability of a person.
2. Motivational Competencies: determine the level of
motivation in an individual.
3. Emotional Competencies: determine an individual's
emotional quotient.
4. Social Competencies: determine the level of social
ability in a person.
TYPES OF ORGANISATIONAL
COMPETENCIES
1. GENERIC COMPETENCIES
2. MANAGERIAL COMPETENCIES
3. FUNCTIONAL COMPETENCIES
GENERIC COMPETENCIES
Competencies which are considered essential for all

staff, regardless of their function or level.
Communication, program execution, processing tools,
linguistic, etc.
MANAGERIAL COMPETENCIES
Competencies which are considered essential for staff

with managerial or supervisory responsibility in any
service or program.
Customer Orientation, Organizing Skills, Planning Skills,
Execution Skills, Analytical Skills, Decision Making,
Delegation, Leadership, Developing and supporting
subordinates for effectiveness.
TECHNICAL COMPETENCIES
Specific competencies which are considered essential to

perform any job in the organization within a defined
technical or functional area of work.
Example is business
technical skills.
awareness,
business
skills,
WHAT IS COMPETENCY MAPPING?
A process through which one assesses and determines

one's strengths as an individual worker and in some
cases, as part of an organization.
It examines two areas - emotional intelligence or
emotional quotient (EQ), and strengths of the individual
in areas like team structure, leadership, and decisionmaking.
Competency mapping not only acts as a useful tool for

the organisation but also aids an individual's
competency.
Large organizations use competency mapping to
analyze the combination of strengths in different workers
to produce the most effective teams and the highest
quality work.
It has been a general observation that hard work, sincerity,

knowledge, intelligence alone does not make a person a star
performer in his/her profession.
Good managers are generally aware about different qualities
a person must possess to do a job effectively, and they make
use of their knowledge to select and train their subordinates.
Organisational
psychologists
have
refined
this
understanding and converted it into a structural and formal
process called Competency Mapping.
It is one of the most powerful tools: aiding the improvement for the HR professionals in finding
the right employee for a job.
development of the employed person in doing the assigned
job effectively.
Competency Mapping process is designed to

consistently measure and assess individual and group
performance as it relates to the expectations of the
organization and its customers.
It is used to identify key attributes (knowledge, skills, and
behavior attributes) that are required to perform
effectively in a job or an identified process.
Competency Mapping juxtaposes two sets of data:

1. Based on organizational workflow and processes.
2. Based on individual and group performance capabilities.
METHODOLOGY OF COMPETENCY
MAPPING
1. LAYING DOWN OF OBJECTIVES:
To establish a Competency Model to create a benchmark for all

the employees in the organization and will help in performing all
HR functions more efficiently.
To map the competencies of the existing employees and
understand where they fall low or average in comparison to the
competencies essential for their job.
MAPPING
2.PREPARATION OF ROLE PROFILE QUESTIONNAIRE: 2 tools are
used.
Rank order rating- finds out which competencies are required for
each job/role and their order of importance to each profile.
Behavioural Event Interview- a set of open ended questions to find
out the STARs (Situation, Task, Action and Results).
MAPPING
3. COLLECTION OF RESPONSES: Employees are asked to fill up the questionnaire.
Responses are collected from the employees by one on one
interaction.
4. ANALYSIS: Based on the ratings provided by each employee to the different
competencies.
Highest rated competencies form the critical competencies in the
Competency model and the others follow in the other categories.
Opportunity Algorithm is used to map the current competencies
of the employees in relation to the competencies rated by the
employees in question.
MAPPING
5. FINDINGS: With the help of the Opportunity Algorithm and the ratings provided
by the employees, the Competency Model and the Competency
Scorecard for each employee can be established.
Preparation of
Questionnaire
Collection
of Responses
Analysis
Findings
Increased cost of manpower.

Need for ensuring that competent people are available
for performing various critical roles.
Downsizing adds to the consequent need to get a lot of
things done with fewer people and thus reduce
manpower costs and pass on the advantage to the
customer.
Recognition that technology, finances, customers and

markets, systems and processes can all be set right or
managed effectively if we have the right kind of human
resources.
Recognition of the strategic advantage given by employee
competencies in building the core competencies of the
organization.
Recruitment and selection

Training and Development
determine competencies for a particular position, identify gaps in
terms of the competencies for that role and the competencies of
the person doing that role to diagnose the training and
development needs.
Career and succession planning

assessing employees potential to take on new challenges,
matching the competency profile of an individual to the set of
competencies required for excellence within a profession.
Rewards and Recognition: One way of improving employee

performance is by recognizing and rewarding effort. Competency
pay is the best way to do so.
To attract more competent than average employees.
To motivate employees to maintain and enhance their skills and
competencies regularly.
Performance Management System: Focus on HOW of

performance and not on WHAT of performance i.e. not on results
but how the results are achieved, Link to development of the
individual and not just rewards.
ADVANTAGES OF COMPETENCY
MAPPING
For the company
Improved job satisfaction, better employee retention.
Increase in effectiveness of training and professional
development programs.
Provides a common understanding of scope and
requirements of a specific role.
MAPPING
For the company

Help companies raise the bar of performance
expectations.
Help teams and individuals align their behaviors with
key organizational strategies.
MAPPING
For Managers
Identify performance criteria to improve the accuracy
and ease of the selection process.
Easier communication of performance expectations.
MAPPING
For employees
Provide a more specific and objective assessment of
their strengths and the tools required to enhance their
skills.
Enhances clarity on career related issues.
Helps each understand how to achieve expectations.
DISADVANTAGES OF COMPETENCY
MAPPING
1. Especially when conducted by an organization, there

may be no room for an individual to work in a field that
would best make use of his or her competencies.
2. If the company does not respond to competency
mapping by reorganizing its employees, then it can be of
little short-term benefit and may actually result in greater
unhappiness on the part of individual employees.
DISADVANTAGES OF COMPETENCY
MAPPING
3. If too much emphasis is placed on 'inputs' at the

expense of 'outputs', there is a risk that it will favor
employees who are good in theory but not in practice
and will fail to achieve the results that make a business
successful.
4. They can become out of date very quickly due to the fast
pace of change in organizations and it can therefore be
expensive and time consuming to keep them up-to-date.
CONCLUSION
Its a process of identifying key competencies for an

organization and a job and incorporating those
competencies throughout the various processes (i.e. job
evaluation, training, recruitment) of the organization.
Competent employees have become need of the hour in

every organization and it is now essential that they
undertake competency mapping.
REFERENCES
Vani Venugopal Competency Mapping-an overview
20th july,2009, available at (www.indianmba.com),
assessed at 8 pm on 1st june,2011.
Steps of Competency mapping, available at
(www.citehr.com), assessed at 9 pm on 1st june,2011.

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COMPETENCY MAPPING

Its an underlying characteristic of a person which

KNOWLEDGE- refers to the information a person

ATTITUDE- Attitudes are predispositions to other

Knowledge and skills tend to be visible and relatively

WHO IDENTIFIES COMPETENCIES?

Competencies can be identified by one of more of the

A Competency is described in terms of key behaviours

Some key behaviour indicators in an employee

Independently researches for information and solutions

BASIC COMPETENCIES - Basic competencies are

TYPES OF BASIC COMPETENCIES

1.Intellectual Competencies: determine the intellectual

Competencies which are considered essential for all

Competencies which are considered essential for staff

Specific competencies which are considered essential to

WHAT IS COMPETENCY MAPPING?

A process through which one assesses and determines

WHAT IS COMPETENCY MAPPING?

Competency mapping not only acts as a useful tool for

WHAT IS COMPETENCY MAPPING?

It has been a general observation that hard work, sincerity,

WHAT IS COMPETENCY MAPPING?

PROCESS OF COMPETENCY MAPPING

Competency Mapping process is designed to

PROCESS OF COMPETENCY MAPPING

Competency Mapping juxtaposes two sets of data:

To establish a Competency Model to create a benchmark for all

PROCESS OF COMPETENCY MAPPING

NEED FOR COMPETENCY MAPPING

Increased cost of manpower.

NEED FOR COMPETENCY MAPPING

Recognition that technology, finances, customers and

NEED FOR COMPETENCY MAPPING

Recruitment and selection

Career and succession planning

Rewards and Recognition: One way of improving employee

Performance Management System: Focus on HOW of

For the company

1. Especially when conducted by an organization, there

3. If too much emphasis is placed on 'inputs' at the

Its a process of identifying key competencies for an

Competent employees have become need of the hour in

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