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Competency

Competency refers to the underlying characteristics that enable superior performance in a job or role, encompassing knowledge, skills, attitudes, and values. Competency mapping is crucial for organizational growth, human resource planning, and performance management, involving methods like interviews and workshops to define and validate competencies. The document outlines the importance of competencies for HR professionals and provides frameworks for assessing and mapping these competencies effectively.

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dhiviraj
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3 views

Competency

Competency refers to the underlying characteristics that enable superior performance in a job or role, encompassing knowledge, skills, attitudes, and values. Competency mapping is crucial for organizational growth, human resource planning, and performance management, involving methods like interviews and workshops to define and validate competencies. The document outlines the importance of competencies for HR professionals and provides frameworks for assessing and mapping these competencies effectively.

Uploaded by

dhiviraj
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

1
Competency

A Competency is an underlying
characteristic of a person which
enables him to deliver superior
performance in a given job, role or
situation. Competencies refer to
abilities based on behaviour.
Competencies also embody the
capacity to transfer skills and abilities
from one area to another.

2
Iceberg Model (Marshall)

Knowledge
Skill

Social Role
self-image
Trait
Motive

3
Forms of Competency
Competencies may take following forms :
 Knowledge

 Attitude

 Skill

 Motives

 Values

 Self-Concepts

4
Competency Grouping (Daniel Katz)

Competencies may be grouped into different areas


 Technical – Dealing with the Technology or know
how associated with the function, role or task
 Managerial/organizational – Dealing with the
managerial aspects, organizing, planning,
mobilizing resources.
 Human/Behavioural - including person,
interpersonal, team related.
 Conceptual/theoretical – including visualizations,
model building

5
Need/Reasons for Competency
Mapping
 Individual and organizational growth
 Human Resource Planning
 Career and succession Plans
 Training and Development
 Increased emphasis on performance management
system
 Talent Discovery and retention
 Role and job design/people – job matching
 Compensation Management

6
Competency mapping is important and is an
essential exercise. Every well managed Firm
should :
 Have a clear organization structure.

 Well defined roles in terms of the KPAs or tasks


associated with each role.
 Should have mapped the competencies
appropriate for each role.
 Generic competencies appropriate for each role is
identified.
 Used for recruitment, performance management,
promotion decisions, placement and Training
need identification.

7
Methods Used

 Interviews

 Group workshops

 Task Forces

 Task analysis workshops

 Questionnaire

 Use of Job Description

 Performance Appraisal Formats

 KRAs and Attributes.

8
Stages

 Clarify the performance content.

 Identify people with criterion samples.

 Collect Data through BEI and other means.

 Analyze data and define the competency.

 Validate the model.

 Design application.

9
What Language to Use

 Use technical language for technical


competencies.
 Use business language for business
competencies.
 Use standard terms for behavioural
competencies.

10
Mapping Competencies

Tips
 Pick up a job or role.

 Workout competencies for this role.

 Circulate this to others and ask various


departments to do it on their own.
 Circulate the samples of competencies done by
others.
 Illustrate knowledge, skill, attitudes and values.

 Choose a sample that does not use jargons/complex


terms. Contd…

11
Mapping Competencies

 Explain the purpose

 Interview of past successful job holders help.

 Role holders themselves may be encouraged to map


their competencies.
 Validate the Map.

 Ensure that the final document and signed by the


incumbent and reporting officer.

12
High Potential Competency
Frameworks
 Understanding the organization, business context
and key challenges.
 Define success dimensions.

 Identify and define competencies for superior


performance.
 Delineate work and responsibility level.

 Establish applications to existing HR systems.

 Establish the assessment process.

14
Assessment Forum

FORUM ISSUES

 Subordinate feedback  Interaction with the


employees.
 Assessment Centre
 Time Commitment
 Self Assessment
 Assessment of Maturity
 Manager Rating
 Comfort with system
 Multi Source Feedback  Assessor Credibility

15
Competencies Needed for Next
Generation HR Professionals
 Strategic contribution.

 Personal Credibility.

 HR Delivery.

 Business Knowledge.

 Knowledge of HR Technology.

16
COMPETENCY MAPPING - QUALITY ASSURANCE (MANAGERS)

Sl. No. Name COMPETENCIES


Products Manufacturing Quality Problem Solving Analytical Decision
Knowledge Process Standards Skills Ability Making Ability
Knowledge Knowledge

Scale Comments-Reporting Authority Comments - Reviewing Authority

5 - Excellent

4- Very Good

3- Good

2- Average

1-Poor
COMPETENCY MAPPING - MATERIALS (MANAGERS)

Sl. No. Name COMPETENCIES


Inventory Negotiating Knowledge of Follow-up & Timeliness Trouble
Management Skills Product & Concern Communications Shooting
Knowledge Technology

Scale Comments-Reporting Authority Comments - Reviewing Authority

5 - Excellent

4- Very Good

3- Good

2- Average

1-Poor
Thanks

19

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