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Competency Mapping

Competency mapping involves identifying the key competencies required for effective performance in organizational roles. It involves developing a competency model through questionnaires and interviews with top performers, and then mapping existing employees' competencies against this model. This helps identify training needs, succession planning, and aligns employee development with strategic goals. It provides benefits like improved performance and retention, but may also limit flexibility and become outdated quickly if not regularly updated.

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Mohammed Irfan
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© Attribution Non-Commercial (BY-NC)
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257 views

Competency Mapping

Competency mapping involves identifying the key competencies required for effective performance in organizational roles. It involves developing a competency model through questionnaires and interviews with top performers, and then mapping existing employees' competencies against this model. This helps identify training needs, succession planning, and aligns employee development with strategic goals. It provides benefits like improved performance and retention, but may also limit flexibility and become outdated quickly if not regularly updated.

Uploaded by

Mohammed Irfan
Copyright
© Attribution Non-Commercial (BY-NC)
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Competency Mapping

Competency?
The word competency is derived from Latin word Competere which means to be suitable Competency can be defined as knowledge, skill or ability of employees relevant for organizational performance

Competency is the employees capacity to meet or exceed a jobs requirement by producing the job output at the expected level of quality within the constraints of the organization, internal and external environment.

CONCEPT OF COMPETENCY MAPPING

Personal Characteristics
Motive, Trait, SelfConcept & Knowledge

Behavior

Job Performance

Nature of Competency Mapping


Any competency should be observable behaviour Competency should be repeatable behaviour Something that can be demonstrated Knowledge:This refer to the information a person possess about specific areas. Skill: This is the application of an ability or ability to perform a specific mental or physical task

Motives: These are the needs which direct an individual behaviour towards or away from a goal and act as a driver eg. Power, achievement Self Control: This is, a person Attitude towards self perception, self image, exhibited in the form of self confidence or inferiority complex Traits: The physical charactereristics and enduring attributes of an individual leading to consistent response to stimulus situation

THRESHOLD V/S DIFFERENTIATING COMPETENCIES

Distinguishes superior from average performer

Must have in the job

Core v/s Surface Competencies

Types of Organizational Competencies


ORGANISATIONAL COMPETENCIES

GENERIC COMPETENCIES

MANAGERIAL COMPETENCIES

FUNCTIONAL COMPETENCIES

Generic Competencies:
Competencies which are considered essential for all staff, regardless of their function or level. Communication, program execution, processing tools, linguistic, etc.

Managerial Competencies:
Competencies which are considered essential for staff with managerial or supervisory responsibility in any service or program. Customer Orientation, Organizing Skills, Planning Skills, Execution Skills, Analytical Skills, Decision Making, Delegation, Leadership, Developing and supporting subordinates for effectiveness.

Technical Competencies: Specific competencies which are considered essential to perform any job in the organization within a defined technical or functional area of work. Example is business awareness, business skills, technical skills.

Job Analysis v/s Competency Approach


Job analysis leads to Long lists of tasks and the skills/knowledge required to perform each of those tasks Data generation from subject matter experts Effective performance Competency Model leads to. A distilled set of underlying personal characteristics Data generation from outstanding performers in addition to SMEs Outstanding performance

Competency

Superior Performance

Effective Performance

Need for Competency Mapping


Long learning curves & Lack of succession planning Want for Organizational change

High Turnover & Low retention

Unrecognized training needs

Poor Performance

Goal?

Competency based HR applications

PROCESS OF COMPETENCY MAPPING

Preparation of Questionnaire

Collection of Responses

Analysis

Findings

METHODOLOGY OF COMPETENCY MAPPING


1. LAYING DOWN OF OBJECTIVES: To establish a Competency Model is to create a benchmark for all the employees in the organization and will help in performing all HR functions more efficiently. To map the competencies of the existing employees and understand where they fall low or average in comparison to the competencies essential for their job.

METHODOLOGY OF COMPETENCY MAPPING


2. PREPARATION OF ROLE PROFILE QUESTIONNAIRE: Rank order rating- finds out which competencies are required for each job/role and their order of importance to each profile. Behavioural Event Interview- a set of open ended questions to find out the STARs (Situation, Task, Action and Results).

METHODOLOGY OF COMPETENCY MAPPING


3. COLLECTION OF RESPONSES: Employees are asked to fill up the questionnaire. Responses are collected from the employees by one on one interaction.
4. ANALYSIS: Based on the ratings provided by each employee to the different competencies. Highest rated competencies form the critical competencies in the Competency model and the others follow in the other categories. Opportunity Algorithm is used to map the current competencies of the employees in relation to the competencies rated by the employees in question.

METHODOLOGY OF COMPETENCY MAPPING


5. FINDINGS: With the help of the Opportunity Algorithm and the ratings provided by the employees, the Competency Model and the Competency Scorecard for each employee can be established.

ADVANTAGES OF COMPETENCY MAPPING


For the company Improved job satisfaction, better employee retention. Increase in effectiveness of training and professional development programs. Provides a common understanding of scope and requirements of a specific role. Help companies raise the bar of performance expectations. Help teams and individuals align their behaviors with key organizational strategies.

ADVANTAGES OF COMPETENCY MAPPING


For Managers

Identify performance criteria to improve the accuracy and ease of the selection process.
Easier communication of performance expectations.

ADVANTAGES OF COMPETENCY MAPPING


For employees

Provide a more specific and objective assessment of their strengths and the tools required to enhance their skills.
Enhances clarity on career related issues. Helps each understand how to achieve expectations.

DISADVANTAGES OF COMPETENCY MAPPING

1. Especially when conducted by an organization, there may be no room for an individual to work in a field that would best make use of his or her competencies. 2. If the company does not respond to competency mapping by reorganizing its employees, then it can be of little short-term benefit and may actually result in greater unhappiness on the part of individual employees.

DISADVANTAGES OF COMPETENCY MAPPING

3. If too much emphasis is placed on 'inputs' at the expense of 'outputs', there is a risk that it will favor employees who are good in theory but not in practice and will fail to achieve the results that make a business successful. 4. They can become out of date very quickly due to the fast pace of change in organizations and it can therefore be expensive and time consuming to keep them up-to-date.

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