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Competency Mapping Procedures and Steps

The document outlines the common steps in competency mapping which include: 1) Conducting a job analysis through employee questionnaires to understand skills, abilities, and attributes needed for different roles. 2) Crafting competency-based job descriptions based on questionnaire similarities and getting department approval. 3) Mapping employee capabilities to benchmarks for each competency to assess development areas and determine training needs. This process provides HR insight into employees' performance and promotion readiness. Competency mapping helps encourage development.

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veena28587
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© Attribution Non-Commercial (BY-NC)
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Download as PPT, PDF, TXT or read online on Scribd
18K views

Competency Mapping Procedures and Steps

The document outlines the common steps in competency mapping which include: 1) Conducting a job analysis through employee questionnaires to understand skills, abilities, and attributes needed for different roles. 2) Crafting competency-based job descriptions based on questionnaire similarities and getting department approval. 3) Mapping employee capabilities to benchmarks for each competency to assess development areas and determine training needs. This process provides HR insight into employees' performance and promotion readiness. Competency mapping helps encourage development.

Uploaded by

veena28587
Copyright
© Attribution Non-Commercial (BY-NC)
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:
Stage 2: Stage 3:
Data gathering
Data analysis Validation
and preparation

Study Review list of Content


identified competencie validation
jobs s session
Identify
Reinforce
major Competency
critical
categories of definition
competency
skills
Identify
Assign Refine
probable
proficiency competency
competencie
levels definitions
s
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 managemenmanagemen
t t

Competenc Conflict Channel Decision Issue


y2 managemenadministrati making managemen
t on t

Competenc Quality Data Problem Data


y3 managemengathering solving gathering
t
DATA ANALYSIS
 Eachof 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 enterprise.
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 necessary.
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

Knowled
ge
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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