Competency Mapping Is A Process of Identifying Key Competencies Needed To Carry Out

COMPETENCY MAPPING PROCESS

Competency mapping is a process of identifying key competencies needed to carry out
successfully a given job/role/a set of tasks at a given point of time. In other words,
competency mapping is a method of examining the weaknesses and strengths of an employee
or organization. Competency mapping is commonly employed as the basis for any
competency assessment you can do at a later stage. The output of a thorough competency
mapping of key positions is usually a role directory with needed competencies. When
the competency mapping process is finished, the map becomes an input for a number of
other HR processes for example job-evaluation; recruitment; training and development;
performance management; and succession planning.
Steps in Competency Mapping Process
1. A job analysis is conducted by requesting individuals to fill a position information

questionnaire. Questionnaire asks them to describe what they are doing, and what skills,
attitudes and abilities they need to have to perform it well. one on one interview can also be
used to gather data. The main objective is to gather data from employees about the key
behaviors essential to perform their respective work.
2. Making use of the results of the job analysis, you are ready to create a competency based
job description. This competency based job description is presented to the HR department for
their agreement and additions if any. It is developed after thoroughly examining the input
from the represented group of employees and transforming it to standard competencies.
3. Once we have competency based job description, we start the process of mapping the
competencies. The competencies of the particular job description become factors for
assessment on the performance evaluation. Making use of competencies, you can perform
more objective evaluations determined by displayed or not displayed behaviors. Feedback
can be given to the participant about the competencies that has been assessed and where they
stand.
4. A detailed report is prepared of the competencies assessed and also the development plan
for the developmental areas. The outcomes of assessment can be employed to identify what
competencies employees require. Additional development or training can be provided to
employees. This will help employees in achieving the objectives of the organization.
The underlying principle of competency mapping is that behavioral and knowledge

characteristics could be perfected, and that the behaviors and knowledge sets people
outwardly show are just a little part of the behaviors and knowledge sets which individuals
are competent at showing. People who use competency mapping feel that if an individual
understands what qualities are important to performing efficiently in a provided role or
situation at the office, he can work at building those qualities.
Competency mapping provides HR manager a reasonably clear idea of the employee. When
the employee `tops’ every indicator at his level, he progresses to a higher level and begins
there at the base – in a nutshell, he is promoted. It also helps in figuring out the training and
development needs and importantly it helps to motivate the best talent and develop the rest. It
is a win-win situation for employees and the organization.
CategoriesCompetency Based HR Management, FeaturedTagshr processes, key
competencies, performance management
Employee engagement is a fundamental concept in the effort to understand and describe,
both qualitatively and quantitatively, the nature of the relationship between
an organization and its employees. An "engaged employee" is defined as one who is fully
absorbed by and enthusiastic about their work and so takes positive action to further the
organization's reputation and interests. An engaged employee has a positive attitude towards
the organization and its values.[1] In contrast, a disengaged employee may range from
someone doing the bare minimum at work (aka 'coasting'), up to an employee who is actively
damaging the company's work output and reputation.
An organization with "high" employee engagement might therefore be expected to
outperform those with "low" employee engagement.
Employee engagement first appeared as a concept in management theory in the 1990s,

[2] becoming widespread in management practice in the 2000s, but it remains contested. It
stands in an unspecified relationship to earlier constructs such as morale and job satisfaction.
Despite academic critiques, employee engagement practices are well established in the
management of human resources and of internal communications.
Employee engagement today has become synonymous with terms like 'employee
experience' and 'employee satisfaction'. The relevance is much more due to the vast majority
of new generation professionals in the workforce who have a higher propensity to be
'distracted' and 'disengaged' at work. A
DefinitionsEdit
William Kahn provided the first formal definition of personnel engagement as "the
harnessing of organisation members' selves to their work roles; in engagement, people
employ and express themselves physically, cognitively, and emotionally during role
performances.[2]"

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COMPETENCY MAPPING PROCESS

1. A job analysis is conducted by requesting individuals to fill a position information

The underlying principle of competency mapping is that behavioral and knowledge

Employee engagement first appeared as a concept in management theory in the 1990s,

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