Competency Mapping

What is Competency?

Competency is an underlying skill, personal characteristics, or motive demonstrated by various

observable behaviors that contribute to outstanding performance in a job. Competencies exist at

different levels of personality. The various levels are:

 Knowledge

 Skills

 Behavior

 Personal Characteristics

o Traits

o Motive

What is Competency Mapping?

Competency mapping involves the determination of the extent to which the person possesses the

various competencies related to a job.

For Ex: The extent to which a person is adjustable, resourceful, capable of working efficiently

under stress, capable of anticipating threats, finding solutions and contributing in innovations.

Which is then compared with the extent to which the various competencies are required for a job?

The comparison enables us to know the suitability of a person for a job. So this too is used for

setting standards and checking the employees standing on the various competencies’ platform

and further, the training needs of a person can also be identified.

A company can save a lot of cost on training by efficiently using knowledge management. A

person may be perfect in one aspect and may lack in others, if the knowledge in which a person

in a master is shared by all, then that will reduce the cost of training. At least it can make the

person aware about the new concepts, which he is totally unaware.

Heads of Functional Departments

Heads of the Functional Departments explain in detail

HR Department designs such a performance appraisal

Comparison

Competencies’ requirements Self rating by employee on

Inputs from functional heads

Missing links

Training
Competency Mapping is a process of identifying key competencies for a company or institution and

the jobs and functions within it. Competency mapping is important and is an essential exercise.

Every well managed firm should: have well defined roles and list of competencies required to

perform each role effectively. Such list should be used for recruitment, performance management,

promotions, placement and training needs identification. 

The competency framework serves as the bedrock for all HR applications. As a result of competency

mapping, all the HR processes like talent induction, management development, appraisals and

training yield much better results.

COMPETENCY MAPPING PROCESS

The competency mapping process does not fit the one-size-fits all formula. It has to be specific to

the user organization. It is better to develop models that draw from but are not defined by existing

research, using behavioural interview methods so that the organization creates a model that reflects

its own strategy, its own market, its own customers, and the competencies that bring success in

that specific context (including national culture). Start with small, discrete groups or teams, ideally

in two directions-a 'horizontal slice' across the business that takes in a multi-functional or multi-site

group, more or less at the same organizational level, and a 'vertical slice' taking in one whole

department or team from top to bottom. From that, the organization can learn about the process of

competency modelling, and how potential alternative formats for the models may or may not fit the

needs of the business. 

It is important to focus on one or two key areas of implementation rather than the whole HRD

agenda in one scoop. So if recruitment and selection or performance management are the key

strategic needs of the business, and where the pain is being felt, then start there. It is advisable to
begin with a 'horizontal' slice of the management or senior-most team as the benefits will percolate

down to the whole organization.

Methodology for designing: The most effective route to employ recognized best-practice internal

research methodology using behavioural event interview (BEI) techniques to selectively sample the

target population (supplemented with expert panels and 'Competency Requirement Questionnaires'

to engage wider population samples) and so build up the models from the data that emerges. This

data should be triangulated against clear top-down input in terms of organizational strategy and

business objectives, and also against external research relevant and analogous to the organization’s

situation-not as a driver, but as a reference point. Once the behavioural data is collected, it should

be sorted, categorized and levelled carefully to create models that are both concise and

comprehensive, simple and sophisticated. Developing BEI skills within the organization has the

added benefit that once the model is complete, it can be used more effectively by transferring these

skills to selection interviewing, development assessments, and so on.

International organizations must ensure that the methodology does not screen-out those

competencies that do not match the culturally-influenced pre-conceptions of the head office

(wherever it is situated) of what high-performance competencies are. This is a common error…the

universalist, all-powerful 'global leadership model'. 

COMMON STEPS IN COMPETENCY MAPPING

First: 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. 

Second: 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. 
Third: 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. There are several index points within the responsibility level. 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. 

These give an adept 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. 

This reasonably simple though initially (the first year only) tedious method helps everybody to know

what the real state of preparedness of an organization to handle new business (or its old one)

because it has a clear picture of every incumbent in the organization. 

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.