2. WHAT ARE
COMPETENCIES???
COMPETENCIES
BEHAVIORS
(actions)
OUTPUTS
ORGANIZATIONAL
RESULTS

3. DEFINITIONS
Hayes (1979)- “Competencies are generic knowledge motive,
trait, social role or a skill of a person linked to superior
performance on the job”.
Albanese (1989) – “Competencies are personal characteristics
that contribute to effective managerial performance”.
UNIDO (2002)- “A Competency is a set of skills, related
knowledge and attributes that allow an individual to successfully
perform a task or an activity within a specific function or job”.

4. COMPONENTS OF COMPETENCY
Competency has three major components which are as follows:
1)Knowledge:
It refers to the information a person possesses about specific areas,
knowledge comprises many factors like memory, numerical
ability, linguistic ability, and is, therefore, a complex competency.
It can be either:
•Scientific Knowledge
•Technical Knowledge
•Job Knowledge

5. 2)Skill:
It represents intelligent application of knowledge, experience, and
tools. This is the procedural "know how" knowledge (what one can
do), either covert (e.g., deductive or inductive reasoning) or
observable e.g. "active listening" skill in an interview.
3)Attitudes:
Attitudes are predispositions to other individuals, groups, objects,
situations, events, issues etc. Attitudes decide our approach or
avoidance behavior. They are normally conceptualized as positive
or negative.

6. Surface knowledge and
skills are relatively easy
to develop. But core
motive and trait
competencies are at the
base of the personality
and are more difficult to
assess and develop.
*By- Seema Sanghi

7. BEHAVIOR INDICATORS
A Competency is described in terms of key behaviors that enables
recognition of that competency at the workplace.
Some key behavior indicators in an employee:
Ability to know what needs to be done or find out (research)
and take steps to get it done
Ask questions when not sure of what the problem is or to gain
more information.
Able to identify the underlying or main problem.
Shows willingness to experiment with new things.

8. COMPETENCIES
BASIC PROFESSIONAL
INTELECTUAL KNOWLEDGE
MOTIVATIONAL EXPERIENCE
EMOTIONAL EXPERITISE
GAINED BY AN
INDIVIDUAL
SOCIAL EMPLOYEE

9. Motivational Intellectual Social Emotional
Continuous Team work Initiative
Planning &
learning organizing
Perseverance Creativity Inter-personal skills, Optimism
communication
Achievement Analytical Responsibility Self-
orientation ability confidence

10. ORGANIZATONAL
COMPETENCIES
Competencies which are considered essential
GENERIC
BASIC for all employees regardless of their function or
PROFESSIONAL
level. Communication, initiative, listening etc.
INTELECUAL Competencies which are considered essential
MANAGERIAL
for employees with managerial or supervisory
responsibility in any functional area including
directors and senior posts.
FUNCTIONAL/
TECHNICAL Specific competencies which are considered
essential to perform any job in the organisation
within a defined technical or functional area of
work e.g. Finance, environmental etc

11. NEED FOR COMPETENCY MAPPING
Need for ensuring that competent people are available for
performing various critical roles.
Downsizing adds to the consequent need to get a lot of thing
done with fewer people and thus reduce manpower costs and
pass on the advantage to the customer.
Recognition that technology, finances, customers and markets,
systems and processes can all be set right or managed
effectively if we have the right kind of human resources.
And recognition of the strategic advantage given by employee
competencies in building the core competencies of the
organization.

12. Areas of Implementation

13. Advantages of Competency Mapping
FOR THE COMPANY:
Establishes expectations for performance excellence.
Improved job satisfaction and better employee retention.
Increase in the effectiveness of training and professional
development programs because of their link to success criteria.
Provides a common, organization wide standard for career levels
that enable employees to move across business boundaries & help
companies “raise the bar” of performance expectations.

14. FOR THE MANAGERS:
Identify performance criteria to improve the accuracy and ease
of the selection process.
Provide more objective performance standards.
Easier communication of performance expectations.
Provide a clear foundation for dialogue to occur between the
managers and employees and performance, development and
career-oriented issues.

15. FOR THE INDIVIDUALS:
Identify their strengths ,weaknesses & behavioral standards
of performance excellence.
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 understand where they stand.

16. Disadvantages of Competency Mapping
Some of these are discussed below:
There may be no room for an individual to work in a field that would
best make use of his or her competencies.
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.
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.

17. Model of Competency Mapping
 A competency mapping model is an organizing framework that
lists the competencies required for effective performance in a
specific job, job family (e.g., group of related jobs), organization,
function, or process.
 Individual competencies are organized into competency models to
enable people in an organization or profession to understand,
discuss, and apply the competencies to workforce performance.

18. DEVELOPING THE MODEL
• Strategize – assess business needs, evaluate contextual drivers etc.
• Initiate – identify methodologies, develop project plans, review
existing data etc.
• Model – analyze and synthesize data, identify competencies etc.
• Pilot – develop implementation and evaluation plans, develop and
initiate competency applications etc
• Link – link to all human resources system components and phase
in implementation of other competency' based applications.
• Evaluate – establish and evaluate measures, and continuously
improve the system.

19. Stage 1 Stage 2 Stage 3
Data Gathering & Data Analysis Validation
Preparation
Study Review list of Content
Identified probable Validation
Jobs Competencies session
Construct Reinforce
Identify
Competency proficiency of
major
Definitions critical competencies
categories of
skills
Assign Refine competency
Identify
proficiency levels definitions, if
Probable
necessary
competencies

20. IDENTIFY DEPARTMENTS &
ORGANIZATION HIERARCHY
OBTAIN JOB DESCRIPTION
CONDUCT SEMI-STRUCTURED
INTERVIEWS Steps for
PREPARATION OF LIST OF SKILLS implementing the
GENERATE LIST OF COMPETENCIES
Competency
Mapping model
INDICATE PROFICIENCY LEVELS
VALIDATE COMPETENCIES &
PROFICIENCY EVELS
PREPARE COMPETENCY MATRIX
MAPPING OF COMPETENCY

21. Data Collection tools
Behavioral Events Interview
Expert Panels
 Surveys
Job Analysis
 Role Analysis
 Direct Observation

22. CONCLUSION
As a conclusion we can say that, it is through the
competencies of its employees executives, managers,
and individual contributors that an organization
executes its strategy and achieves results that are
crucial to its success.

23. REFERNCES
•Pareek,U.,& Rao,T.V(2003),Designing & Managing HR
Systems,IBH Publishing(3),63-84
•Sanghi, S(2004),Competency Mapping, Sage
Pubications,1-8,176-90
•www.citehr.com
•www.google.com( for pictures)

24. THANK YOU FOR YOUR
PATIENCE 