1. Competency Mapping

2. WHAT IS COMPETENCY MAPPING?
 Competency mapping involves the process by
which we determine:
The nature and scope of a specific job role, the
skills required, the level of knowledge required,
and the behavioral capacities required to apply
those skills and knowledge in that role.
 Competency Mapping plays a vital role in
selecting, recruiting and retaining the right
people. When the competency required for a
particular position is mapped, an accurate job
profile is created.

3. DEFINITION
 Competency can be defined as the process of
identifying key attributes and skills for each
position and process with in the company.

4. CHARACTERISTICS OF INDIVIDUAL
IN COMPETENCY
 Motive: Underlying need or thought pattern that drives,
directs and selects an individuals behavior. Eg need for
achievement
Trait: A general disposition to behavior responds in a
certain way, for instance with self-confidence, self-control,
stress resistance
Self-concept: What they think they value, what they
think they do or interested in doing
Knowledge: Content knowledge

5. COMPETENCY MAPPING
THROUGH FOLLOWING STAGES
 Job Analysis
 Behavioral Event Interview

6. PROBLEM WITH COMPETENCY
MAPPING
 A problem with competency mapping, especially
when conducted by an organization is that there
may be no room for an individual to work in a
field that would best make use of his or her
competencies.

7. WHO CAN IDENTIFIES THE
COMPETENCIES?
 Experts
 HR Specialists
 Job Analysts
 Psychologists

8. METHODS USED IN COMBINATION FOR
COMPETENCY MAPPING
 Interviews
 Group work
 Task Forces
 Task Analysis work Shops
 Questionnaire
 Use of job description

9. Thank you

10. NEED FOR COMPETENCY
MAPPING
 Focus on performing Roles.
 For time management
 Building the core competition

11. BROAD CATEGORIES IN
COMPETENCY
 Generic
 Competencies which are considered essential
for all employees regardless of their function
or level. For example - Communication,
initiative, listening skills etc.
 Managerial Competencies
 Competencies which are considered essential
for managerial or supervisory responsibility

12. BROAD CATEGORIES IN
COMPETENCY
 Technical / Functional
Specific competencies which are considered
essential to perform a specific role in the
organisation within a defined technical or
functional area of work.

13. COMPETENCY BASED
RECRUITMENT
 Competency based recruitment processes reduce
the chances of a costly hiring mistake and
increase the likelihood of identifying and
selecting the right person for the right job

14. COMPETENCY BASED
PERFORMANCE APPRAISAL
 Competencies enable
 establishment of clear high performance
standards
 Collection and proper analysis of factual data
against the set standards.
 Conduct of objective feedback meetings
 direction with regard to specific areas of
improvement

15. COMPETENCY BASED
TRAINING
 Opportunity to identify/ develop specific training
programmes
 Focused Training enabling improvement in
specific technical and managerial competencies

16. COMPETENCY BASED
DEVELOPMENT
 Competencies
 enhances the understanding of ‘development’
and the individual gets the necessary tools to
take responsibility for their own ‘development’
 give the managers a tool to empower them to
develop people

17. COMPETENCY BASED PAY
 Provide an incentive for employees to grow and
enhance their capabilities