1. Competency Mapping ,Competency Mapping ,
Assessment & ManagementAssessment & Management

2. Competency MappingCompetency Mapping
 Research indicates thatResearch indicates that
 Source of 50% of job performance problems is that people are inSource of 50% of job performance problems is that people are in
the wrong job.the wrong job.
 25% of on-the-job performance problems is the inability to25% of on-the-job performance problems is the inability to
identify the ‘gaps’ between the competencies of the person andidentify the ‘gaps’ between the competencies of the person and
the requirements of the job.the requirements of the job.

3. CONCEPT OF ROLECONCEPT OF ROLE
 Expectations of significant others and selfExpectations of significant others and self
 Linking conceptLinking concept
 IndividualIndividual
 TeamTeam
 organizationorganization
 Different from positionDifferent from position
Dr. MG Jomon, XIMB

4. CONCEPT OF COMPETENCYCONCEPT OF COMPETENCY
 Skill:Skill:
 Ability accomplishAbility accomplish
 Talent:Talent:
 Inherent abilityInherent ability
 Competency:Competency:
 Underline characteristics that give rise to skill accomplishmentUnderline characteristics that give rise to skill accomplishment
 Knowledge, skill and attitudeKnowledge, skill and attitude
Dr. MG Jomon, XIMB

5. DEFINITIONDEFINITION
 First popularized by Boyatzis (1982) with Research result onFirst popularized by Boyatzis (1982) with Research result on
clusters of competencies:clusters of competencies:
 ““A capacity that exists in a person that leads to behaviourA capacity that exists in a person that leads to behaviour
that meets the job demands within parameters ofthat meets the job demands within parameters of
organizational environment, and that, in turn brings aboutorganizational environment, and that, in turn brings about
desired results”desired results”
Dr. MG Jomon, XIMB

6. COMPETENCY Vs. COMPETENCECOMPETENCY Vs. COMPETENCE
 Competency: A person- related concept that refers to theCompetency: A person- related concept that refers to the
dimensions of behaviour lying behind competent performer.dimensions of behaviour lying behind competent performer.
 Competence: A work- related concept that refers to areas ofCompetence: A work- related concept that refers to areas of
work at which the person is competentwork at which the person is competent
 Competencies: Often referred as the combination of the aboveCompetencies: Often referred as the combination of the above
two.two.

7. TYPES OF COMPETENCIESTYPES OF COMPETENCIES
 Generic or specific:Generic or specific:
 Threshold or performance:Threshold or performance:
 Basic competencies required to do the job, which do notBasic competencies required to do the job, which do not
differentiate between high and low performersdifferentiate between high and low performers
 Performance competencies are those that differentiate betweenPerformance competencies are those that differentiate between
high and low performershigh and low performers
 Differentiating Competencies:Differentiating Competencies:
 Behavioral characteristics that high performers displayBehavioral characteristics that high performers display
Dr. MG Jomon, XIMB

8. COMPETENCIES APPLICATIONSCOMPETENCIES APPLICATIONS
 Competency frameworks: Define the competency requirementsCompetency frameworks: Define the competency requirements
that cover all the key jobs in an organization. This consists ofthat cover all the key jobs in an organization. This consists of
generic competencies.generic competencies.
 Competency maps: Describe the different aspects ofCompetency maps: Describe the different aspects of
competent behaviour in an occupation against competencycompetent behaviour in an occupation against competency
dimensions such as strategic capability, resource managementdimensions such as strategic capability, resource management
and quality.and quality.
 Competency profiles: A set of competencies that are requireCompetency profiles: A set of competencies that are require
to perform a specified role.to perform a specified role.
Dr. MG Jomon, XIMB

9. MACRO COMPETENCY MANAGEMENTMACRO COMPETENCY MANAGEMENT
Organizational Strategy
Vision, Mission, Values, Strategic,
Intent, Corporate Governance,
Corporate Social Responsibility & Ethics
Business Strategy
Business Plan & Goals, Culture
People, Technology
Teamwork Strategy
Leadership, Communication
Conflict Management, Interpersonal
Skills, Project Orientation, Self
Managed Teams (SMT)
Role Strategy
Ability, Autonomy, Multiskilling,
Task identity, Performance
Evaluation & rewards and
performance
Core Competencies
(Organizational wide)
Business Competencies
(SBU specific)
Team Competencies
(Project driven)
Role Competencies
(Role wise)
Stakeholder Interest
Market Positioning
Achieving Business Targets
Employee Satisfaction
Profit Center Orientations
Team Development & Synergy
Performance Accomplishment
Individual Development
STRATEGIC FRAMEWORK COMPETENCY FRAMEWORK COMPETENCY MODELING
FRAMEWORK

10. PROGRAM DESIGN AND IMPLEMENTATIONPROGRAM DESIGN AND IMPLEMENTATION
COMPETENCY FRAMEWORK
1. Core competencies
(Organization wide
2. Business competencies
(SBU specific)
3. Team Competencies
(project driven)
4. Role competencies (Role
wise)
COMPETENCY IDENTIFICATION
1. Identification process (4
steps)
2. Consolidation of checklist
3. Rank Order and finalization
4. Validation and Benchmark
COMPETENCY ASSESSMENT
1. Psycho-metric tool
2. 360 Degree approach
COMPETENCY DEVELOPMENT
1. Maturity framework &
matrix
2. Areas of improvement
3. Action Plan
COMPETENCY MAPPING
1. Strategy-Structure
Congruence
2. Structure Role
Congruence
3. Vertical &
horizontal Role
linkages
4. Positioning to bring
in competitive
advantage
INTEGRATION OF HR
FUNCTION
1. PMS 5. R&S
2. CP & CD 6. RS
3. SP & SD
4. T&D

11. ROLE COMPETENCIESROLE COMPETENCIES
 A set of competencies required to perform a given roleA set of competencies required to perform a given role
 Each competency has a skill setEach competency has a skill set
Dr. MG Jomon, XIMB

12. IDENTIFICATION OF ROLEIDENTIFICATION OF ROLE
COMPETENCIESCOMPETENCIES
 Structure and list of rolesStructure and list of roles
 Definition of rolesDefinition of roles
 Job descriptionJob description
 Competency requirementCompetency requirement
Dr. MG Jomon, XIMB

13. STRUCTURE AND LIST OF ROLES:STRUCTURE AND LIST OF ROLES:
STEPSSTEPS
 Organizational structure study and examinationOrganizational structure study and examination
 List all the roles in the structureList all the roles in the structure
 Identify redundant and overlapping rolesIdentify redundant and overlapping roles
 Final list of rolesFinal list of roles
Dr. MG Jomon, XIMB

14. DEFINITION OF ROLE: STEPSDEFINITION OF ROLE: STEPS
 Identify KPAs of the roleIdentify KPAs of the role
 Link the KPAs with Dept. and Organizational goalsLink the KPAs with Dept. and Organizational goals
 State the content of the above in one or two sentencesState the content of the above in one or two sentences
 Position the role in perspective with that of othersPosition the role in perspective with that of others
Dr. MG Jomon, XIMB

15. JOB DESCRIPTION: STEPSJOB DESCRIPTION: STEPS
 List down all the activities/tasksList down all the activities/tasks
 small and bigsmall and big
 Routine and CreativeRoutine and Creative
 Categorize activities under major headsCategorize activities under major heads
Dr. MG Jomon, XIMB

16. COMPETECNY IDENTIFICATION:COMPETECNY IDENTIFICATION:
STEPSSTEPS
 Identify against each activity the following:Identify against each activity the following:
 Role holder interview and listingRole holder interview and listing
 Day in the Life of StudyDay in the Life of Study
 Internal/External customer interview and listingInternal/External customer interview and listing
 Star performer interview and listingStar performer interview and listing
 Role holder critical incident analysisRole holder critical incident analysis
 Management Climate StudyManagement Climate Study
 BenchmarkingBenchmarking
 Consolidate the above and make a checklist of competenciesConsolidate the above and make a checklist of competencies
 Rank- order and finalize on 5/6 competencies critical to theRank- order and finalize on 5/6 competencies critical to the
rolerole
Dr. MG Jomon, XIMB

17. COMPETENCY IDENTIFICATION TOOLSCOMPETENCY IDENTIFICATION TOOLS
 Behaviour & SkillsBehaviour & Skills
 Benchmark Job RequirementsBenchmark Job Requirements
 Café Coffee Day Requirements for a Unit Manager , Area ManagerCafé Coffee Day Requirements for a Unit Manager , Area Manager against a Keyagainst a Key
Competitor : Pizza HutCompetitor : Pizza Hut
 Key skill requirements of other service organizations likeKey skill requirements of other service organizations like ICICI BankICICI Bank
 Outcomes : Organizational, Team & Individual RequirementsOutcomes : Organizational, Team & Individual Requirements
 PerformancePerformance
 Benchmark Performance MeasuresBenchmark Performance Measures
 Café Coffee Day Requirements for a Unit Manager , Area ManagerCafé Coffee Day Requirements for a Unit Manager , Area Manager against a Keyagainst a Key
Competitor : Pizza HutCompetitor : Pizza Hut
 Outcomes : Organizational, Team & Individual RequirementsOutcomes : Organizational, Team & Individual Requirements
 Benchmarking Customer ExpectationsBenchmarking Customer Expectations
 Quantitative Questionnaire comparing Café Coffee Day , Barista & Pizza Hut inQuantitative Questionnaire comparing Café Coffee Day , Barista & Pizza Hut in
Mumbai market with a valid sample sizeMumbai market with a valid sample size
 Outcomes : Organizational, Team & Individual Requirements & GapsOutcomes : Organizational, Team & Individual Requirements & Gaps

18. Example : Benchmarking JobExample : Benchmarking Job
RequirementsRequirements

19. Example : Benchmarking CustomerExample : Benchmarking Customer
ExpectationsExpectations
RELATIVE DISTANCE FROM AVGRELATIVE DISTANCE FROM AVG
IMP.IMP. AVGAVG
PERFPERF
ICICI BANKICICI BANK HDFCHDFC
BANKBANK
CitibankCitibank
HIGH IMPORTANCE - LOWHIGH IMPORTANCE - LOW
PERFORMANCEPERFORMANCE
Phone Banking -PBO CompetencePhone Banking -PBO Competence 5.255.25 5151 -12-12 1111 11
Phone Banking - Call transfer and holdPhone Banking - Call transfer and hold
experienceexperience
5.205.20 2121 -26-26 1515 1111
Servicing - Time of receiving theServicing - Time of receiving the
statementstatement
5.185.18 6060 -14-14 22 1111
Phone Banking -PBO ImpressionPhone Banking -PBO Impression 5.155.15 6363 -8-8 99 -1-1
Phone Banking- Time taken to connect toPhone Banking- Time taken to connect to
PBOPBO
5.135.13 2323 -22-22 1111 1111
Servicing - Product related featuresServicing - Product related features 5.105.10 4848 -6-6 -4-4 1111
Servicing – Special RequestServicing – Special Request 5.085.08 3535 -15-15 99 66
HIGH IMPORTANCE - HIGHHIGH IMPORTANCE - HIGH
PERFORMANCEPERFORMANCE
Servicing-Accuracy and Ease ofServicing-Accuracy and Ease of
understanding the statementunderstanding the statement
5.265.26 7171 -10-10 22 88
Internet Banking – Access & BrowsingInternet Banking – Access & Browsing 5.075.07 6969 77 77 -14-14

20. COMPETENCY IDENTIFICATION TOOLSCOMPETENCY IDENTIFICATION TOOLS
 Attitude – Management Climate & Attitudinal StudyAttitude – Management Climate & Attitudinal Study
 Set of Questions measuring 8 characteristics of AttitudinalSet of Questions measuring 8 characteristics of Attitudinal
CapabilityCapability
 Measures & identifies gapsMeasures & identifies gaps
 Management StyleManagement Style
 System OrientationSystem Orientation
 Organisation Culture/Decision MakingOrganisation Culture/Decision Making
 QualityQuality
 Customer ServiceCustomer Service
 ChangeChange
 CommunicationCommunication
 AccountabilityAccountability
 Also looks at perceived performance & opportunities forAlso looks at perceived performance & opportunities for
improvementimprovement
 Benchmarking against other capable organizationsBenchmarking against other capable organizations
 Outcomes : Organizational, Team & Individual GapsOutcomes : Organizational, Team & Individual Gaps

21. Example of Individual AttitudinalExample of Individual Attitudinal
CapabilityCapability
System orientation, customer service, accountability are areas
of concern
System orientation, customer service, accountability are areas
of concern
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Management
Style
System
Orientation
Org Structure /
Decision Making
Quality Customer
Service
Change Communication Accountability

22. Example of Organizational AttitudinalExample of Organizational Attitudinal
CapabilityCapability
Change orientation & management style more worrisomeChange orientation & management style more worrisome
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Management
Style
System
Orientation
Org Structure /
Decision Making
Quality Customer
Service
Change Communication Accountability

23. COMPETENCY IDENTIFICATION TOOLSCOMPETENCY IDENTIFICATION TOOLS
 Behaviour & Skills- Day in the Life of Outlet ManagerBehaviour & Skills- Day in the Life of Outlet Manager
 Snapshot of Productivity & Effectiveness of Key ManagersSnapshot of Productivity & Effectiveness of Key Managers
 4 -8 Hours observation of critical skills, behaviour & attitude to4 -8 Hours observation of critical skills, behaviour & attitude to
succeedsucceed
 Measurement ofMeasurement of AS-IS, DESIRED & SHOULD-BEAS-IS, DESIRED & SHOULD-BE
 Outcomes : Organizational, Team & Individual GapsOutcomes : Organizational, Team & Individual Gaps
 Behaviour & Skills- Top Performer SurveyBehaviour & Skills- Top Performer Survey
 20 top performers of Café Coffee Day and let them calibrate and20 top performers of Café Coffee Day and let them calibrate and
rank the necessary competencies for superior performancerank the necessary competencies for superior performance
 Outcomes : Organizational, Team & Individual RequirementsOutcomes : Organizational, Team & Individual Requirements
 Values : Top management interviewsValues : Top management interviews
 Outcomes : Key Values to UpholdOutcomes : Key Values to Uphold

24. Example of Day in the Life of StudyExample of Day in the Life of Study
 A full day in the life of aA full day in the life of a
salesman studied & time spentsalesman studied & time spent
onon
 Active sellingActive selling
 Passive SellingPassive Selling
 AdministrationAdministration
 Delivery Order TakingDelivery Order Taking
 TravelingTraveling
 Available/FreeAvailable/Free
 Comparison ofComparison of
 RealityReality
 PerceptionPerception
 IdealIdeal
 Diagnosis of sales man’sDiagnosis of sales man’s
productivity & alignment toproductivity & alignment to
business needsbusiness needs
How the salesman actually spent the day
7% 23% 7% 23% 39%1%
Active Selling Delivery / Order Taking Administration
Travelling Passive Selling AvailableHow the salesman thought he spent the day
55% 10% 10% 10%15%
Active Selling Delivery / Order Taking Administration
Travelling Passive Selling Available
How the salesman would like to spend the day
50% 10% 15% 15% 10%
Active Selling Delivery / Order Taking
Administration Travelling
Passive Selling Available

25. Example of Day in the life of StudyExample of Day in the life of Study
 Pre-meeting, Meeting & Post-meeting issues analyzed onPre-meeting, Meeting & Post-meeting issues analyzed on
 Preparation, Building relationship, Identifying needs & objections, closing &Preparation, Building relationship, Identifying needs & objections, closing &
administrationadministration
 Diagnosis of sales man’s selling effectiveness & alignment to business needsDiagnosis of sales man’s selling effectiveness & alignment to business needs
67%
15%
69% 68%
100%
PREPARATION BUILDING THE
RELATIONSHIP
IDENTIFYING THE NEEDS
AND OBJECTIONS
CLOSING THE DEAL ADMINISTRATION
Complied Not Complied

26. COMPETENCY ASESSMENTCOMPETENCY ASESSMENT
 Following methods are used:Following methods are used:
 Assessment/Development CentreAssessment/Development Centre
 360 Degree feedback360 Degree feedback
 Role playsRole plays
 Case studyCase study
 Structured ExperiencesStructured Experiences
 SimulationsSimulations
 Business GamesBusiness Games
Dr. MG Jomon, XIMB

27. COMPETENCY ASESSMENTCOMPETENCY ASESSMENT
 Following methods are used:Following methods are used:
 360 Degree feedback360 Degree feedback
 Role playsRole plays
 Benchmarking & Case studyBenchmarking & Case study
 Management Climate StudyManagement Climate Study
 Structured Experiences/Simulations/Business GamesStructured Experiences/Simulations/Business Games
 Top Performer SurveyTop Performer Survey
Dr. MG Jomon, XIMB

28. COMPTENCY DEVELOPMENTCOMPTENCY DEVELOPMENT
RoleRole
IdentifiedIdentified
competenciescompetencies
Assessment resultAssessment result Areas ofAreas of
improvementimprovement Action planAction plan
Dr. MG Jomon, XIMB

29. COMPETENCY MAPPINGCOMPETENCY MAPPING
 Strategy structure congruenceStrategy structure congruence
 Structure Role congruenceStructure Role congruence
 Each role to be uniqueEach role to be unique
 Non-RepetitiveNon-Repetitive
 Value addingValue adding
 Vertical and horizontal role congruenceVertical and horizontal role congruence
 Ensure non repetitive tasks in two different rolesEnsure non repetitive tasks in two different roles
 Ensure core competencies for each taskEnsure core competencies for each task
 Link all the above and position to bring in competitiveLink all the above and position to bring in competitive
advantageadvantage
Dr. MG Jomon, XIMB

30. DELIVERABLESDELIVERABLES
 Role DirectoryRole Directory
 Competency profilesCompetency profiles
 Competency MapCompetency Map
 Competency based HR systemsCompetency based HR systems
 Recommendations: Rationalization of structure and manpowerRecommendations: Rationalization of structure and manpower
 Institutionalization of interventionsInstitutionalization of interventions
 Organization Diagnosis ReportOrganization Diagnosis Report

31. INTEGRATION OF HR SYSTEMSINTEGRATION OF HR SYSTEMS
(Competency based HR practices)(Competency based HR practices)
Reward
System
Performance
Management
System
Recruitment &
Selections
Career Plan &
Career
Development
Competency
requirement
Competency
availability
Competency
acquisition/
Development
Succession
plans &
Succession
Development
Training
/development
Plans &
Programmes

32. CONCLUSIONCONCLUSION
 Inadequate Role Competencies -Two options:Inadequate Role Competencies -Two options:
 Develop the competencies within a timeframeDevelop the competencies within a timeframe
 Quit the RoleQuit the Role
 No option other than to performNo option other than to perform
 HRD function to ensure competencies in each roleHRD function to ensure competencies in each role
Dr. MG Jomon, XIMB

33. ““You see, all the right things are written in books andYou see, all the right things are written in books and
research papers.research papers.
The trick is to ensure that there is no gap betweenThe trick is to ensure that there is no gap between
what is written in the books and your vision; fromwhat is written in the books and your vision; from
what is happening on the shop-floor and what is goingwhat is happening on the shop-floor and what is going
on in the marketplace.on in the marketplace.
That is execution. That is what makes the difference”That is execution. That is what makes the difference”
Mukesh AmbaniMukesh Ambani
www.mastersungroup.com
http://strategy-execution.blogspot.com
chandra@mastersunindia.com
Sarvajeet Chandra: +91 9920803060
Jasravee Kaur : +91 9892301590