Competency Mapping: By: Manisha Patil

COMPETENCY MAPPING
By: Manisha Patil

Concept of Competency Mapping
INTENT ACTION OUTCOME
Personal
Behaviour Job Performance
Characteristics
Definition
 Competency Mapping is a process to

identify key competencies for an
organization and/or a job and
incorporating those competencies
throughout the various processes (i.e. job
evaluation, training, recruitment) of the
organization. A competency is defined as a
behaviour (i.e. communication, leadership)
rather than a skill or ability.
Benefits Of Competency Mapping
Features Of Competency Mapping
Demonstration of
skills & ability Characteristics Capacity to
of Manager transfer skills
& ability
Effective
Performance
Methods Used For Competency
Mapping
Interviews
Group Work
Task Forces
Task Analysis Workshops
Questionnaire
Use of job description
Performance appraisal Formats etc.
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; organizational
development analysis.
Techniques used to
map Competencies
Critical Incident Repertory

Analysis Grid
What is Critical incident technique?
 Respondents are asked to relate specific

incidents, which highlighted exemplary
behaviour in critical situations. This is
based on the assumption that the best
and the worst of a person surfaces in a
crisis.
What is Repertory Grid Analysis?
 identify important attributes

 for each attributes, establish a bipolar scale
with differentiable characteristics and their
opposites
The Steps Involved
In Competency
Mapping
Step 1: Job Analysis
 Conduct a job Analysis by
asking applicants to complete
a position Information
Questionnaire(PIQ). This can
be Provided for applicants to
complete, or can conduct
one-on-one interviews using
the PIQ as a guide.
 Using the result of the job
analysis , develop a
competency based job
description.
 After careful analysis
competencies are compared
against the standard ones.
Step 2: Competency Based job
Description
 Developing Competency-based Job Description is one way

to define participant roles while still allowing for evolution.
 Like well-Written typical job descriptions, competency-based
job descriptions list job title, job description, key
responsibilities, and requisite and preferred education and
experience.
Step 3: Identifying min required level
of Competencies
Competencies identified Min acceptable level
Technical Skill 4
Professional Qualification 3
Eye for detail 4
Reconciliation Policy knowledge 4
Analytical and problem solving 4
Networking ability 3
Stress tolerance 3
Tolerance to Nonconformities 3
Communication skills 3
Customer orientation 3
Familiarity of American names 4
Step 4: Assessment
 Centre where candidates are assessed to determine their

suitability for specific types of employment.
 Techniques :
 Group Activities
 Presentations
 Examinations
 Interviews
Step 5: Development plan
Competency identified Action Plan
Technical Skill Refresher process training
Professional Qualification Control plan- To recruit only graduates with commerce
background
Eye for detail Control plan- To have a check list in place for all the major
reconciliation fields
Reconciliation Policy Refresher process training
knowledge
Analytical and problem solving Analytical and problem solving skills
Networking ability Performing higher standard 1 & 2

Stress tolerance Planning & proioritizing
Tolerance to Nonconformities Even eagles need a push
Communication skills CUSTOMER SERVICE & CLIENT ORIENTATION

Customer orientation Domain training
Familiarity of American names Control plan- To check the unfamilier names from the global
customer database
COMPETENCY MODELS
ORGANIZATIONAL INDIVIDUALISTIC
APPROACHES MODELS
MODELS
TEAM
HRSYSTEMS APPROACHES
APPROACHES MODELS
MODELS
CRITERIA TO MEASURE COMPETENCY
& PERFORMANCE
Competency
Superior Performance Effective Performance
Performance
Threshold Competencies Differentiating Competencies

THRESHOLD V/S DIFFERENTIATING
COMPETENCIES
PERFORMANCE MANAGEMENT SYSTEM
(PMS)
Organization Strategy
Pre-requisite steps Organization Objective
Manager?work unit
Objective
Start Of Period Performance Planning
Definition of Job Responsibilities

During The Period Goal Setting Performance Management
End of Period Performance Appraisal

COMPETENCY BASED PMS
MIXED MODEL
STEPS IN DEVELOPING A COMPETENCY
BASED SELECTION SYSTEM
Develop Competency Model(s) for Target job(s)
Select/Develop Assessment Methods
Train Assessors in the Assessment Method
Assess competencies of candidates for job
Make job-person match decisions for selection, placement and

promotion
Validate Selection Systems
Develop a Competency based job and person database and

Matching System
Competency Management Model
1. Competence
 The quality or state of

having sufficient
knowledge, judgment,
attitude , ability, skill, or
strength
DIFFERENCE- Competence &
Competency
Competence Competency
Based on the result Based on individual Behaviour
Describes the features of the job Describes the features of the
person
Consist of the various skills and Consist mainly of fundamental
knowledge required to perform a characteristics of a person which
job result in effective and/or superior
performance on a job
Are not transferrable since each Are transferrable from one person
skill is more specific to perform a to another
job
Measured by performance on the Measured in terms of behaviour
job efficiency attitude
Are specifically process oriented Are typically result oriented
2. Core competence
 It can be defined as "a harmonized combination of multiple resources

and skills that distinguish a firm in the marketplace" and therefore are
the foundation of companies' competitiveness.
 Core competencies fulfil three criteria:
1) Provides potential access to a wide variety of markets.
2) Should make a significant contribution to the perceived customer
benefits of the end product.
3) Difficult to imitate by competitors.
3. Distinctive Competence
 A distinctive competence is a competatively

valuable activity that a company performs
better than its rival.
Tools For Competency Mapping
360 Degree Assessment

Feedback Centre
Assessment & Feedback Based
on competency mapping
Position fulfilment
Recruitment
Position Requirement Qualification
Process Design Selection
Job Design Orientation
Induction Training
Competency
Performance Promotion
Management Training
Measurement Succession
Development
CONCLUSION
 Competency Mapping is not a rocket science, but it can
be as explosive in terms of re-energizing employees and
building a dynamic organization. Competency model are
not ends in themselves. Competency based HRM have
the capacity to actually drive organizational change
rather simply enabling change to take place.
BIBILOGRAPHY
 Internet(Wikipedia)
 COMPETENCY MAPPING - MS. Seema
Sanghi

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COMPETENCY MAPPING

By: Manisha Patil

INTENT ACTION OUTCOME

 Competency Mapping is a process to

The use of Competencies

Critical Incident Repertory

 Respondents are asked to relate specific

 identify important attributes

 Developing Competency-based Job Description is one way

 Centre where candidates are assessed to determine their

Networking ability Performing higher standard 1 & 2

Communication skills CUSTOMER SERVICE & CLIENT ORIENTATION

Superior Performance Effective Performance

Threshold Competencies Differentiating Competencies

Pre-requisite steps Organization Objective

Start Of Period Performance Planning

Definition of Job Responsibilities

End of Period Performance Appraisal

Develop Competency Model(s) for Target job(s)

Select/Develop Assessment Methods

Train Assessors in the Assessment Method

Assess competencies of candidates for job

Make job-person match decisions for selection, placement and

Validate Selection Systems

Develop a Competency based job and person database and

 The quality or state of

 It can be defined as "a harmonized combination of multiple resources

 A distinctive competence is a competatively

360 Degree Assessment

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