The document outlines a conceptual framework for competency mapping, assessment, and development, covering the history of competencies in HR from the 1930s to present day. It provides definitions of competencies and the process for developing a competency model, including identifying performance measures, defining competencies, developing an initial model, and validating the model. The framework also discusses how competency models can be integrated into HR systems for individual development, organizational assessment, talent management, and other applications.

1. Conceptual Framework for
National Conference on
Competency Mapping, Assessment & Development, Bangalore July 23-24
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4. The Wisdom of the Ancients
North
Power
Presence
Right Action
Responsibility
Wisdom Vision
Clarity, Objectivity Insight, Truth
West Discernment Creativity East
Detachment Spirit
Emotion
Attending to that
which has heart
and meaning
Impact on others
South
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5. HR – Competency Key Events
• 1929 Scientific Mgmt … FW Taylor rise of Human
Relations Era of psychological motivation
• 1932 The Hawthorne Studies by Elton Mayo –
Importance of human factors over physical conditions
• 1954 – Maslow hierarchy needs provided a
framework for gaining employee’s commitment
• 1964 – JRD Tata’s Tata Mgmt Training Center
• 1969 – The Peter Principle- Peter and Hull satirize
promotion to the level of incompetence
• 1973 – David McClelland, a Harvard psychologist
writes “Testing for Competence Rather than for
Intelligence” -
• 1980s – QCs, Attitude Surveys, Team-building
pgms, Japanese Style of Management.
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6. HR – Competency Key Events - 2
• 1982 – Boyatzis’s book ‘ The Competent Manger…’,
popularised the term Competency
• 1984 - Raven publishes ‘ Competence in Modern Society extending
competency from academics to practitioners
• 1987 - Stephen Covey’s 7 HHEP – 7 universal competencies.
• 1990 - C.K. Prahlad’s “Core Competencies” HBR
• 1991 - UK NVQ Movement. ‘core skills’
• 1993 - ‘ Competence at Work’ a land mark book by Lyle
M.Spencer and Signe M. Spencer. Use of competencies in 57
federal organisations,- Peter and Hull satirize promotion to the
level of incompetence
• 1994 – Australian National Training Board
• 1995 - Daniel Goleman’s Emotional Intelligence based on
Competency NeResearch.
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7. David C. McClelland
What Predicts
Success
in
Life or Job?
(1917-1998)
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8. David McClelland –
Where are the roots of excellence?
• What predicts success in life or job? Academic/test grades ?
or something else?
• What are those variables which would predict job
performance ?
• Criterion samples of HIGHLY SUCCESSFUL with LESS
SUCCESSFUL
• Identified those ‘ characters’ associated with success
• Identified ‘thoughts’ and ‘behaviours’ that predict success
• 1970 The First model of McBer :Foreign Service
Information Officers
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9. Competency Framework – Business Model
Develop Develop
Employee Competency
Competencies Model
Desired
Objectives
Execute
Assess Actions -
Employee Implement
Competencies Strategies
© Chandramowly Medha

10. Competency Framework - overview
DEVELOPMENT MAPPING
DEFINITION AND
DICTIONARY MODEL
COMPE-
TENCIES
EXECUTION
COMPETENCY THROUGH
BUILDING AND INTEGRATED
ASESSMENT HRS
© Chandramowly Medha

11. The Making of a President/CEO
Competencies Frequency Shown
Self-Control 7X
Empathy 3X
Teamwork 2.5X
Self-confidence 2x
Achievement Orientation 2x
Number of times those who became president/CEO displayed competency compared with those passed over
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12. Skill
Knowledge
Attitude
Attributes
Values
Motives
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13. Skill
Knowledge
Attitude
Attributes
Values
Motives
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15. ….Uses MS office
What is Competency? Ability to perform a
….PhD. In C.S
physical or intellectual or
Information a person has in
emotional task
Competencies encompass
specific context areas
..Experience /Exposure base
Predictable…
….Controls Emotions
Characteristics and consistent
Interplay of a person’s
responses to situations, Main
feelings, cognitions and
frame req. Storage Memory,
behavioral tendencies
Physical Traits, Emotion,
Stress, Bio-chemical, Built-in..
towards ….
that promote higher performance in
individuals and organizations
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16. Defining Competencies
Clear Definitions are key because
competencies are used for:
• People Evaluation and Selection
• Diagnose Training and Development Needs
• Guide Career Planning Decisions
• Design Training and Dev Programs
• Decide Compensation
• Provide feedback
• Set a common language for HR systems
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17. Defining Competencies
RESULTS
JOB
PERFORMANCE
KNOWLEDGE BEHAVIORAL
SKILL What one says
What one knows & does resulting
Facts, Tech, Process In G/P
Credentials Performance
MOTIVATIONAL
How one feels
about Job,
Orgn. G-Locn
COMPETENCIES
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18. Developing
Definition
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19. Enhance group performance.
Establish challenging SMART goals
Dev Tracking Sys to monitor Per
Provide effective FB on progress
2 Key Competencies of Manage
Develop Sales Subordinate
Selling Skills Supervisor Performance
Est. +ve Rel. with Team
Dev. through coaching skills
Teach Key phases of Model
Improve team performance
Achieve group objective
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20. Manage Subordinate Performance
The ability to enhance group performance by setting
SMART goals, develop tracking systems that
objectively monitor performance, and provide
effective feedback to employees on goal process and
accomplishment
Develop Selling Skills
The capacity to establish positive relationship with
subordinates and develop them through application of
coaching skills, teach subordinates how to apply the
key phases of consultative selling model and improve
individual performance through their use of
consultative skills
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21. Behavioral indicators of Strategic Thinking for each
level of proficiency are:
Superior
• Critically evaluates strategies for profit growth
and increased revenues
Average
• Assesses problems in context of
organizational strategies
Marginal
• Considers only immediate issues when
making decisions at the expense of long-term
issues. Medha

22. MAPPING
AND
MODEL
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23. Conceptual Thinking
Ability to understand complex situations and see the relationships
between situations that are not obvious. It also involves seeing
complex underlying relationships within situations and the use of
creative, conceptual, or inductive reasoning.
1. Relies on past experience:
2. Analyzes patterns:
3. Applies theories:
4. Integrates complex data or situations:
5. Creates new concepts for complex issues:
6. Creates new theories:
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24. Competency grouping
• Functional/Technical, Core, Leadership
• Core, Job, Personal
• Personal, Team, Operational
• Behavioral, Functional, Core, Role
• Threshold, Differentiating
Source: B.T.Novations
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25. Assumptions
Competencies result from collaboration
among different parts
of an organization. Usually these
resources must be integrated with other
resources in order to form a capability.
Typically, competencies reside in
a company’s people, not in its assets
on the balance sheet.
A competency model is a blueprint of
company’s potentially valuable
competitive capability.
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26. Generic Competency Models
• Customisable Dictionaries and Database
offered by consulting firms reduce the
cost of research and time.
• Generic model are not been developed for your
company and may lose precision in
describing behavioural indictors in business
context.
• It will lack the language and vocabulary
common to the orgnisation.
• The models will be in the ballpark, but not a
home run.
Source: Susan Ennis – Leadership
Communication Inc Medha

27. Competency Models
• Models developed for services (Public
Service, Education..) of most of the
States of the US, Canada, Australia…
• 1980 –95 Models developed for most of the
fortune 500 companies. AT&T studies, CCL,
DDI, Lominger, SHL….
• 1995 –2000 onwards… Models adapted in
Indian MNCs and others
• 2000 onwards Competency Vendors,
Consultants, Competency Dictionaries,
Libraries..
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28. SHL Competency Map
Role Individual Culture
Director/ Business Specific
Specific
Senior Leading
Manager
Aligning
Organisation
Manager
Organising
People and
Tasks
Supervisor
Technical
and
Professional
Staff
(After Farrell C and Thomson N, Competency Mapping™, 1997)
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29. The Hay EQ Competency
Framework
Self Awareness Social Awareness
• Emotional Self-Awareness • Empathy
• Accurate Self-Assessment • Organisational Awareness
• Self-Confidence • Service Orientation
Self Management Social Skills
• Developing others
• Self-Control • Leadership
• Trustworthiness • Influence
• Conscientiousness • Communication
• Adaptability • Change Catalyst
• Achievement Orientation • Conflict Management
• Initiative • Building Bonds
• Teamwork &Collaboration
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30. Steps in developing a Competency Model
Create a Competency Systems Team
Identify Performance Measures and Validation
Sample
Develop a List of Tentative Competencies
Define Competencies and Behavioral Indicators
Develop an Initial Competency Model
Cross-Check The Initial Model
Refine the Model
Validate the Model
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31. INTEGRATED
HRM
DRAFT
BUSINESS VISION Selection: JD, BEI COMPETENCY
/ GOALS PMP: Measures,
T&D: Curriculum MODEL
Drives change strategy, Demand Prediction
Defines organizational Career Dev, SP, List of Competencies, Human
Individual Feedback Values, Comprehensive
needs, Provides model
context to Mission Definitions for levels,
Execute Actions and Implement Strategies Behavioral Indictors,
Dictionary
Evaluate Results with Planning and Strategies
OBJECTIVE PILOT - DATA
Develop Competency AWARENESS Pilot group / work unit
Model, Map across, aligning Star Performers-
HRS to enhance WORKSHOP Success Factors, DATA
Organisational and main themes/patterns,
People Effectiveness Awareness Workshop Define competencies,
For Leaders and Managers Draft model
Introductory Workshop
For cross section,
Best Practices,
Consultation &
BEI
© Chandramowly Medha

32. EXECUTION
THROGH
INTEGRATED
HRS
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35. Individual development Behavioral data around each of the
competencies collected on an ongoing basis enhances the specificity
and effectiveness of feedback for individual development.
Pinpoint Organisational Strengths and Gaps Simply compare the
collective Competency levels against the competencies in the
defined model.
Plan for future talent requirements. Determine which roles, areas
of expertise, and competencies are likely to be the most critical
for immediate future
Job Banding Competencies and areas of expertise can be used
as the basis for job descriptions and Band Profile Levels for
Organisation and Groups
Identify Work Expectations :The most effective performance
management process uses both quantitative goals ( “what” and
“how many”) and behavioral competencies (“how”).
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36. Individual Dev.
Competency Areas Achievement objective
Modeling 360 DFB, Dev Indl. Dev demonstrated
Plan
Job Profile
Needs
Performance Competencies
Changed Training Curriculum
Engine Tests Employee
Behaviours Group Trg NeedsResults
Management
Driving Selection Development
Process Categorisation
Beh.
Promotion Plans
HR Systems Self-Dev Planning
BEI – S T A R
-Criteria for elevation
Competency
Recruitment- Linked to level
Based
Selection & of proficiency Key Positions &
Training
Promotion -Pay Integrated Development
` Define levels
for Knowledge
HRS Assess degree of
strategies
And Skill
Match
Target gaps for
Compensation Dev
and Succession
Benefits Planning
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37. CUSTOMER FOCUS
Is dedicated to meeting the expectations and requirements of internal and external
customers; gets first-hand customer information and uses it for improvements in products
and services; talks and acts with customers in mind; establishes and maintains effective
relationships with customers and gains their trust and respect.
Sample Questions :
Tell me about when you lost an internal/external customer.
Who are your internal customers? What’s different about dealing with them
than external?
When are exceptions to customers warranted and not warranted?
Observations :
Investigation of root causes/understands principles of business
Understands customer policies, problems – has a framework rather than a one at a time approach
Learning from other organizations
Likes talking with/listening to people
Can deal with conflicts – irate customers, sales objections, etc.
Going out of one’s way customer service
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38. The organization shall…
Determine the necessary competence for
personnel performing work affecting
quality
Provide training or take other actions to
satisfy those needs
Evaluate the effectiveness of the action
taken
Maintain appropriate records of the
training, skills and experience
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39. COMPETENCY
BUILDING &
ASESSMENT
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40. HR Generalist Competencies
Developmental Stages
4.LEAD/
1. LEARN 2. APPLY 3. MASTER STRATEGIZE
Focus of Stage Learning related Technical and operational Human Relationship Conceptual and
oriented business related
Some Key Learns activities/tasks Demonstrates Demonstrates full mastery Provides strategic
associated with understanding of of competency. leadership and vision related
Behaviors/ competency related to own competency in own areas Shares own expertise in to this competency to the
Milestones work/role. of work this competency for the organization.
Learns to work/cooperate Makes significant good of the organization. Promotes growth and
with colleagues in this contribution in this Develops, mentors, and development of the
competency. competency to the work coaches others. organization.
Depends on others for team.
instructions, guidance, and Is independent; works
direction. without significant
guidance.
Primary Focus Operational Tactical Tactical Strategic
Direction of The organization The organization influences The Individual influences The Individual
influences the the Individual. the Organization. influences the
Influence
Individual. Organization.
Psychological Learning how to work. Applying and further Empowering others and Coping with the unknown.
developing skills in "letting go" of hands on
Issues competency area. delivery.
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42. 1: My Ideal Self-
Who do
Practicing the I want to be?
new behaviour
Building new neural path-
Ways through 2: My Real Self-
to mastery Who am I?
5. Developing
Trusting relationships
That help, support and
4. Experimenting Encourage each
My Strengths-
With new behaviour, Step in the
where my Ideal
thoughts and feelings process
& Real Self are
Similar
3. My Learning
Agenda- Building on My Gaps-
my Strengths while where my Ideal
reducing Gaps and Real Self differ
5 Discoveries
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43. 1: My Ideal Self-
Who do
Practicing the I want to be?
new behaviour
Building new neural path-
Ways through 2: My Real Self-
to mastery Who am I?
5. Developing
Trusting relationships
That help, support and
4. Experimenting Encourage each
My Strengths-
With new behaviour, Step in the
where my Ideal
thoughts and feelings process
& Real Self are
Similar
3. My Learning
Agenda- Building on My Gaps-
my Strengths while where my Ideal
reducing Gaps and Real Self differ
Source: The New Leaders
5 Discoveries
– Goleman & Boyatzis Medha

44. States of Career Growth
Defining Career Path Stages for an individual
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45. Four States of Career
Growth
• Stage 1 – Depending on others
• State 2 – Contributing independently
• Stage 3 - Contributing through others
• Stage 4 - Organisational Leadership
Source: B.T.Novations
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47. Development Activities: How do we
make it happen?
• New leader who is still becoming acquainted
with his team determines that two of his direct
reports inefficiently manage their time.
• Instead of focusing on addressing the specific
needs of the two individuals, he sends his
entire team through a time-management
course.
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48. Development Activities: How do we
select Participants?
• A company sends all of its leaders through
a multiple-course leadership development
program.
Higher-Level leaders, who have been in
leadership positions for some time, gain little
in the way of new skills they actually can use.
They view their time spent in training as
wasted time. Training Effectiveness is Last
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49. Development Activities: How do we
make it interesting?
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50. “I’m going to spend the next three days d h a
M e teaching you things that you already know.”

51. Competency Based Workshop
Modules
Execution – Competencies for Getting things done
Developing Emotional Intelligence Competencies
Developing Leadership and Managerial Competencies
Building Competencies for success
Building Value Based Competencies
Building a Competency model
Competency based Performance Management Process
Competency Based Selection (BEI)
Coaching Pilot - Building coaches to develop Competencies
Team Building and Team Fitness Competencies
Cutting Edge -Competency based 5 P model
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52. The 5 Competency Layers
Skill
Knowledge
Attitude
Attributes/Values
Motives
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53. The 5 Sheaths
Material (Anna)
Vital (PrAna)
Mental (ManO)
Wisdom(VijnAna)
Bliss (Aananda)
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54. cm o w l y @ gmail.com
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