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Competency Mapping

2. INTRODUCTION
Competence
Performance
Managing Change
Competency Mapping: A tool

3. CONCEPTOF ROLE AND COMPETENCIES
COMPETENCY MANAGEMENT FRAMEWORK
COMPETENCY IDENTIFICATION
COMPETENCY ASSESSMENT
COMPETENCY DEVELOPMENT
SUMMARY

4. Expectations of significant others and self
Linking concept
• Individual
• Team
• organization
Different from position
CONCEPT OF ROLE

5. CONCEPT OF COMPETENCY
Skill:
• Ability accomplish
Talent:
• Inherent ability
Competency:
• Underline characteristics that give rise to skill
accomplishment
• Knowledge, skill and attitude

6. Firstpopularized by Boyatzis (1982) with
Research result on clusters of
competencies:
“A capacity that exists in a person that
leads to behaviour that meets the job
demands within parameters of
organizational environment, and that, in
turn brings about desired results”
DEFINITION

7. Competency: A person- related concept
that refers to the dimensions of behaviour
lying behind competent performer.
Competence: A work- related concept
that refers to areas of work at which the
person is competent
Competencies: Often referred as the
combination of the above two. Ex: UK
organizations
Woodruffe (1991)
COMPETENCY Vs. COMPETENCE

8. Generic or specific:
Threshold or performance:
Basic competencies required to do the job,
which do not differentiate between high and
low performers
Performance competencies are those that
differentiate between high and low
performers
Differentiating Competencies:
Behavioral characteristics that high
performers display
TYPES OF COMPETENCIES

9.  Competency frameworks: Define the
competency requirements that cover all the
key jobs in an organization. This consists of
generic competencies.
 Competency maps: Describe the different
aspects of competent behaviour in an
occupation against competency dimensions
such as strategic capability, resource
management and quality.
 Competency profiles: A set of competencies
that are require to perform a specified role.
Armstrong (1999)
COMPETENCIES APPLICATIONS

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

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

12. COMPETENCY MODELING
COMPETENCIES : (Core, Business, Team, Role)
Less rigour More rigour
CRITERIA: Validity, Applicability, Speed, Satisfaction

13. ROLE COMPETENCIES
A set of competencies required to perform a
given role
Each competency has a skill set

14. Structure and list of roles
Definition of roles
Job description
Competency requirement
IDENTIFICATION OF ROLE
COMPETENCIES

15. Organizational structure study and examination
List all the roles in the structure
Identify redundant and overlapping roles
Final list of roles
STRUCTURE AND LIST OF ROLES:
STEPS

16. Identify KPAs of the role
Link the KPAs with Dept. and Organizational
goals
State the content of the above in one or two
sentences
Position the role in perspective with that of
others
DEFINITION OF ROLE: STEPS

17. List down all the activities/tasks
• small and big
• Routine and Creative
Categorize activities under major heads
JOB DESCRIPTION: STEPS

18. Identify against each activity the following:
Role holder interview and listing
Internal/External customer interview and listing
Star performer interview and listing
Role holder critical incident analysis
Consolidate the above and make a checklist
of competencies
Rank- order and finalize on 5/6 competencies
critical to the role IDENTIFICATION:
COMPETECNY
STEPS

19. Following methods are used:
Assessment/Development Centre
360 Degree feedback
Role plays
Case study
Structured Experiences
Simulations
Business Games
COMPETENCY ASESSMENT

20. 360 degree approach:
Self
others
• Internal/External Customers
• Boss/peers/Subordinate
COMPETENCY ASESSMENT

21. COMPTENCY DEVELOPMENT
Identified Assessment Areas of
Role competencies result improvement Action plan

22. Strategy structure congruence
Structure Role congruence
Each role to be unique
Non-Repetitive
Value adding
Vertical and horizontal role congruence
Ensure non repetitive tasks in two different
roles
Ensure core competencies for each task
Link all the above and position to bring in
competitive advantage
COMPETENCY MAPPING

23. DELIVERABLES
1. Role Directory
2. Competency profiles
3. Competency Map
4. Competency based HR systems t
5. Recommendations: Rationalization of
structure and manpower
6. Institutionalization of interventions
7. Organization Diagnosis Report

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

25. Inadequate Role Competencies -Two options:
Develop the competencies within a timeframe
Quit the Role
No option other than to perform
HRD function to ensure competencies in each
role
CONCLUSION