The document discusses competency mapping, which is defined as a process that identifies key competencies for an organization or job and incorporates them into HR processes like training and recruitment. It involves identifying the skills and behaviors required to perform tasks effectively. The competency mapping process includes identifying job requirements, developing competency-based job descriptions, mapping existing competencies, analyzing gaps, and taking corrective actions like training. Common methods for competency mapping include assessment centers, critical incident technique, interviews, questionnaires, and psychometric tests. Competency mapping is important as it leads to increased productivity, improved performance, focused training, and employee empowerment.

1. COMPETENCY MAPPING
“Effectiveness = Confidence+ Competence”.
MANISH SONKAR
IMS UNISON UNIVERSITY

2. INTRODUCTION
Competency Mapping is a process to identify key competencies for an
organization and/or a job and incorporating those competencies throughout
the various processes (i.e. job evaluation, training, recruitment) of the
organization. A competency is defined as a behavior (i.e. communication,
leadership) rather than a skill or ability.
Thus,
Competency mapping is a platform for comparing the present and
desired level of skills and competencies of an individual, required to perform
a task effectively and efficiently. This helps in identifying individual’s training
needs and performance appraisals also.
Competency mapping identifies an individual's strengths and weaknesses.
The aim is to enable the person to better understand himself or herself and
to point out where career development efforts need to be directed.

3. COMPETENCY
MAPPING PROCESS
1. Identify key components of employee job
descriptions by conducting a job analysis
2. A competency based job description is
developed.
3. Mapping the competencies
4. Analysing the deviation
5. Taking Corrective action

4. METHODS OF COMPETENCY MAPPING
• Measure competency mapping methods as followed by Most Organisations :
• A. Assessment Centre.
• B. Critical Incidents Technique
• C. Interview Techniques
• D. Questionnaires
• E. Psychometric Test

5. CRITICAL INCIDENT TECHNIQUE
• Critical incident method or critical incident technique in which analyses the
behavior of employee in certain events in which either he performed very
well and the ones in which he could have done better.
• In Critical incident method, the manager of the employee gives all the details
of the incident. This method is quite subjective in nature as compared to
other methods which may be very objective and would require just ratings
out of 5/10 etc.
• Critical Incident Technique Example:
• On a particular day one Salesperson stayed 60 minutes beyond his break
during the busiest part of the day. Whereas another salesperson fails to
answer store manager’s call thrice.

6. ASSESSMENT CENTRE
• Assessment Centre or Management Assessment Centre is one of the selection
techniques used in organizations to measure the knowledge, skills & abilities (KSA)
of a person.
• A traditional assessment centre involves six participants and lasts from one to
three days. The participants are evaluated by trained assessors by various
techniques like simulations and also sometimes using interviews & tests
• In the simulation technique, the participants are asked to perform realistic tasks in
hypothetical situations. Some of the commonly used simulation exercises include:
• •In-basket exercise
• •Leaderless group discussion
• •Management games
• •Fact-finding exercises
• •Individual presentation exercises

7.  When the participants work through these exercises, the assessors evaluate their
behaviour & knowledge level.
 After that, they share their observations and prepare the evaluation report. It is
especially done for management level candidates like plant managers, general managers
etc.
 It is a very good technique to predict future job performance.
 In some of the companies the assessment is done through external agency also.
 Many manufacturing companies use this method where large number of applicants must
be processed.
 Toyota for example assessed 22,000 applicants by this method to staff their 3000 person
plant in Kentucky.

8. History:
• The Process was introduced by the German army during World War II.
• After several high ranking officials of the army failed to deliver as expected, the army appointed
psychologist Max Simoneit to conduct leadership tests.
• Today this is a common exercise used by armies across the world for personnel selection and is being
adopted slowly by industries.
• A selection committee is formed of trained psychologists and experienced managers.
• They observe the candidates closely during the exercises and evaluate them.
• The evaluation report is used to select the right candidate. It is also used for their future training and
development.
• Example:
• For a HR position one may be given a situation where they have to deal with an employee who has just lost
his job and wants to take legal actions against the company.

9. IMPORTANCE OF COMPETENCY MAPPING
• The benefits of Competency Approach :
• Increased Productivity
• Improved work performance.
• Training that is focused on organizational objectives.
• Employee know up front what is expected of them.
• Employees are empowered to become partners in their own performance
development

10. Thank you