Scribd
Upload
40 views23 pages

Competency Mapping - A Prospect or Retrospect: By: Mrs. Preeti Nair Mrs. Parul Singh

This document discusses competency mapping and modeling. It defines competency as an underlying characteristic that enables superior job performance. Competency mapping involves identifying the key competencies required for different jobs and comparing them to an individual's competencies. This helps address 50% of job performance problems by ensuring the right person is in the right role. The document outlines the steps in competency mapping, including understanding organizational goals, identifying superior performers' behaviors, assessing competencies, and creating development plans. It discusses how competency models link employee performance to organizational goals and strategies by defining the key knowledge, skills and behaviors for different roles. Competency assessment methods include assessment centers, 360-degree feedback, role plays and simulations.

Uploaded by

ppssingh
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
40 views23 pages

Competency Mapping - A Prospect or Retrospect: By: Mrs. Preeti Nair Mrs. Parul Singh

This document discusses competency mapping and modeling. It defines competency as an underlying characteristic that enables superior job performance. Competency mapping involves identifying the key competencies required for different jobs and comparing them to an individual's competencies. This helps address 50% of job performance problems by ensuring the right person is in the right role. The document outlines the steps in competency mapping, including understanding organizational goals, identifying superior performers' behaviors, assessing competencies, and creating development plans. It discusses how competency models link employee performance to organizational goals and strategies by defining the key knowledge, skills and behaviors for different roles. Competency assessment methods include assessment centers, 360-degree feedback, role plays and simulations.

Uploaded by

ppssingh
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
You are on page 1/ 23

Competency Mapping – A Prospect or

Retrospect

By :
Mrs. Preeti Nair
Mrs. Parul Singh
Competency Mapping
Research indicates that
 Source of 50% of job performance problems is that people are in the wrong
job.
 25% of on-the-job performance problems is the inability to identify the
‘gaps’ between the competencies of the person and the requirements of the
job.
What do we mean when we say
“COMPETENCY” ?

3
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.

4
COMPETENCY?
Competencies are seen mainly asinputs. They
consist of clusters of knowledge, attitudes
and skills that affect an individual’s ability
to perform.

5
DEFINITION
First popularized by Boyatzis (1982) with Research
result on clusters of competencies:
“A capacity that exists in a person that leads to
behaviour that meets the job demands within
parameters of organizational environment, and that, in
turn brings about desired results”

Dr. MG Jomon, XIMB


COMPETENCY Vs.
COMPETENCE
Competency: A person- related concept that refers to
the dimensions of behaviour lying behind competent
performer.
Competence: A work- related concept that refers to
areas of work at which the person is competent
Competencies: Often referred as the combination of
the above two.
KNOWLEDGE
Relates to
information
Cognitive Domain

Set of SKILLS Attribute


Relates to
Relates to the
qualitative
ability to do,
aspects
Physical
personal
domain
Characteristics
or traits
COMPETENCY

Outstanding Performance
of tasks or activities
8
Competency - Broad Categories
Generic Competencies
Competencies which are considered essential for all
employees regardless of their function or level. -
Communication, initiative, listening etc.
Managerial Competencies
Competencies which are considered essential for
employees with managerial or supervisory responsibility
in any functional area including directors and senior
posts.

9
Competency - Broad Categories

Technical / Functional
Specific competencies which are considered essential to
perform any job in the organisation within a defined
technical or functional area of work. E.g.: Finance,
environmental management,etc

10
The basic competencies encompass the following:


1. Intellectual Competencies : Those which determine the
intellectual ability of a person.
 2. Motivational Competencies : Those which determine the
level of motivation in an individual.
 3. Emotional Competencies : Those which determine an
individual's emotional quotient.
 4. Social Competencies : Those that determine the level of
social ability in a person.
What is Competency Mapping?

It is about identifying preferred behaviours and


personal skills which distinguish excellent and
outstanding performance from the average.A
Competency is the ingredients (skills, knowledge,
attributes and behaviours) that contribute to
excellence.
Steps in Competency Mapping

 FIRST STAGE: The first stage of mapping requires


understanding the vision and mission of the organization.
SECOND STAGE: Second stage requires
understanding from the superior performers the
behavioral as well as the functional aspects required to
perform job effectively.
THIRD STAGE: Third stage involves thorough study
of the BEI Reports/ Structured Interview Reports.
 FOURTH STAGE:
This stage requires preparation for assessment. Methods of assessment can be
either through assessment centers or 360 Degree Feedback If assessment centre
is the choice for assessment then tools has to be ready
beforehand                              
FIFTH STAGE: This stage involves conducting assessment centre.  Usually
it is a two day program which would involve giving a brief feedback to the
participant about the competencies that has been assessed and where they stand
to. 
SIXTH STAGE: Sixth stage involves detailed report of the competencies
assessed and also the development plan for the developmental areas.
When should Competencies be
used?

The use of Competencies can include: assessment


during recruitment, assessment during further
development; as a profile during assessment to guide
future development needs; succession planning and
promotion; organisational development analysis.s
Factors to be considered in deciding competency model
Context
Level of orientation
Level of complexity
Model should be linked to strategy
Model should be company specific
The developed model should be flexible
The model should be future oriented
What is a Competency Model?

17
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.
Typically A competency model includes
Competency titles
Definitions of those titles
Key Behaviour indicators

18
COMPETENCY MODELING BEGINS
THE PROCESS OF BUILDING TOOLS
TO LINK EMPLOYEE PERFORMANCE
TO THE MISSION AND GOALS OF THE
ORGANISATION

19
Holistic Application
Competencies
help companies ‘raise the Bar’ of performance
expectations
help teams and individuals align their behaviours with
key organisational strategy
each employee understand how to achieve expectations

20
Alignment of HR systems
nd

Pe ana
a
nt

M
rfo gem
e
m ion

rm e
i t
ru lect

an nt
c
Re se

ce
Competency
Model
& nt
i n pm e

Co
m
a i e lo

p
g

e
T ev

ns
n
D

a t
r

i on

21
COMPETENCY ASESSMENT

Following methods are used:


 Assessment/Development Centre
 360 Degree feedback
 Role plays
 Case study
 Structured Experiences
 Simulations
 Business Games

Dr. MG Jomon, XIMB


Thank You

You might also like