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C M P S: Ompetency Apping Rocedures and Teps

The document outlines the common steps in competency mapping which include: 1) Conducting a job analysis through employee questionnaires to understand job skills and requirements. 2) Crafting competency-based job descriptions from the questionnaires and getting department approval. 3) Mapping employee capabilities to benchmarks to assess development areas and determine if an employee is ready for promotion. The document also discusses tools for data collection, stages in developing an organization-wide competency model including data gathering, analysis, and validation, and defining competency profiles in terms of knowledge, abilities, skills, and personal attributes.

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125 views19 pages

C M P S: Ompetency Apping Rocedures and Teps

The document outlines the common steps in competency mapping which include: 1) Conducting a job analysis through employee questionnaires to understand job skills and requirements. 2) Crafting competency-based job descriptions from the questionnaires and getting department approval. 3) Mapping employee capabilities to benchmarks to assess development areas and determine if an employee is ready for promotion. The document also discusses tools for data collection, stages in developing an organization-wide competency model including data gathering, analysis, and validation, and defining competency profiles in terms of knowledge, abilities, skills, and personal attributes.

Uploaded by

vivekmenon184517
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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COMPETENCY

MAPPING
PROCEDURES AND
STEPS

Presented by: Sahana.


P
COMMON STEPS IN
COMPETENCY MAPPING
First Step:
A job analysis is carried out by asking
employees to fill in a questionnaire that
asks them to describe what they are
doing, and what skills, attitudes and
abilities they need to have to perform it
well. There would be a bit that requests
them to list down attributes needed to
make it up to the next level, thus making
it behavioural as well as skill-based.
COMMON STEPS IN
COMPETENCY MAPPING
Second Step:
Having discovered the similarities in the
questionnaires, a competency-based job
description is crafted and presented to the
personnel department for their agreement
and additions if any.
COMMON STEPS IN
COMPETENCY MAPPING
Third Step:
Having agreed on the job requirements
and the skills and attitudes needed to
progress within it and become more
productive, one starts mapping the
capability of the employees to the
benchmarks. An almost (but not quite)
arbitrary level of attainment is noted
against each benchmark indicating the
areas where the assessee is in terms of
personal development and achievement.
COMMON STEPS IN
COMPETENCY MAPPING
 These give HR manager a fairly good
picture of the employee to see whether he
(or she) needs to perform better or to move
up a notch on the scale. Once the
employee `tops' every indicator at his
level, he moves on to the next and begins
there at the bottom - in short, he is
promoted.
 It helps in determining the training and
development needs and importantly it
helps to encourage the best and develop
the rest. A win-win situation for everyone.
TOOLS FOR DATA COLLECTION

 Behavioral events interview.


 Expert panels.
 Surveys.
 Expert systems.
 Job analysis.
 Role analysis.
 Direct observation.
STAGES IN DEVELOPING
ORGANIZATION WIDE COMPETENCY
MODEL

Stage 1:
Data gathering Stage 2: Stage 3:
and Data analysis Validation
preparation

Content
Study Review list of validation
identified jobs competencies session

Identify major Reinforce


Competency
categories of critical
definition
skills competency
Identify Assign Refine
probable proficiency competency
competencies levels definitions
DATA ANALYSIS
Review list of competencies:
 Review the competencies that are
identified, to check if they fulfill the
purpose or objective of the job.
 Competencies are finalized for each job
role.
 Identify and list meta competencies.

 Have it agreed with the management


teams.
 Each role profile in turn would now have a
detailed set meta and sub competencies.
DATA ANALYSIS
 Construct competency definitions:
Job family Works Sales Production Treasurer
manager manager manager

Competenc Problem Sales force Conflict Forecasting


y1 solving manageme manageme
nt nt

Competenc Conflict Channel Decision Issue


y2 manageme administrat making manageme
nt ion nt

Competenc Quality Data Problem Data


y3 manageme gathering solving gathering
nt
DATA ANALYSIS
 Each of the competencies are now defined
in the context of the role profile.

Assign proficiency level:


 Define what proficiency means to the
organization and what use would it be put
to within the organization.
 Define levels and differentiate between
appraisal ranking and proficiency levels.
VALIDATING THE
COMPETENCY MODEL
Validation can be done in three
stages:
 Content validation session.
 Reinforce proficiency of critical
competencies.
 Refine competency definitions, if
necessary.
VALIDATING THE
COMPETENCY MODEL
Content validation session:
 Bring together an appropriate focus group
consisting of top management, cross
section managers and typical role profile
holders.
 Validate the skills identified and
competencies profiled.
 Conduct a validation exercise to check for
the ease of understanding,
implementation possibility, time and the
process involved to roll it out through the
VALIDATING THE
COMPETENCY MODEL
 Define milestones for such an
implementation work.
 Tabulate the learning process.

 Evaluate whether the exercise has


generated adequate data and information
to progress with the competency definition
and proficiency mapping exercise.
 Reestablish the business case for
implementing a competency development
work process.
 Run pilot workshops where ever
VALIDATING THE
COMPETENCY MODEL
Reinforce proficiency of critical
competencies:
 At this stage, proficiency analysis and validation
is essential to be conducted through similar cross
management focus groups.
 Illustrate with examples how proficiency levels
have been articulated, valued and how they
would be used.
 Handle insecurities and threat perceptions in the
usage of proficiency levels.
 Run pilot workshops where necessary.
VALIDATING THE
COMPETENCY MODEL
Refine competency definitions, if
necessary:
 Focus on the competency definitions
obtained through the validation exercise.
 Conduct a top management workshop and
finalize the definitions.
 Run a pilot focus group, if necessary.
COMPETENCY PROFILE
 Competencies are the combination of
Knowledge, Abilities, and Skills that
contribute to individual and
organizational performance.
Behavior

Knowledg
e
Skill
s
Abilities

Personal Attributes
COMPETENCY PROFILE
 Competency profiling aims to identify all
of these KAPS in order to help create a
real and sustainable change in behavior.
 Knowledge: Information that is organized,
learned and applied through experience,
study, or investigation.
 Ability: Innate potential to perform
mental and physical actions.
COMPETENCY PROFILE
 Personal Attributes: Individual
traits, values, motives that indicate
employee’s behavior.
 Skills: Result of repeatedly applying
knowledge or an ability.
THANK YOU

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