Competency Mapping Ob Assignment

Table of Contents
S.No. Contents Page No.
List of Figures……………………………………………………………………………iv

List of Tables……………………………………………………………………………...v

1. Introduction……………………………………………………………………….1

2. Competency……………………………………………………………………….2

2.1 Definition……………………………………………………………….2
2.2 History…………………………………………………………………..2

3. Components of competency………………………………………………………3

3.1 Knowledge……………………………………………………………...4
3.2 Skill……………………………………………………………………..4
3.3 Attitude…………………………………………………………………4
3.4 Who Identifies Competencies?…………………………………………5
3.5 Behavior Indicators……………………………………………………..6

4. Classification of Competencies…………………………………………………...7

4.1Types of Basic Competencies…………………………………………..7
4.2 Type of Professional Competencies…………………………………….8

5. Types of Organizational Competencies…………………………………………….9

5.1 Generic Competencies…………………………………………………...9
5.2 Managerial Competencies……………………………………………….11
5.3 Functional/ Technical Competencies……………………………………12

6. Competency Mapping………………………………………………………………13

6.1 Definition…………………………………………………………………13
6.2 Process……………………………………………………………………13

7. Need for Competency Mapping………………………………………………………..14

8. Areas of Implementation……………………………………………………………….16

8.1 Recruitment and Selection………………………………………………...16
8.2 Training and Development……………………………………………….17

ii

8.3 Career and succession planning…………………………………………..17
8.4 Rewards and Recognition………………………………………………...18
8.5 Performance Management System……………………………………….18

9. Advantages of Competency Mapping…………………………………………………..19

9.1 For the company……………………………………………………….19
9.2 For managers…………………………………………………………..19
9.3 For employees………………………………………………………….20
9.4 Traditional Job Analysis versus Competency Approach………………
20

10. Disadvantages of Competency Mapping………………………………………………21

11. Model of Competency Mapping……………………………………………………….22

11.1 Definition……………………………………………………………..22
11.2 Developing the model………………………………………………...22
11.3 Data Collection Methods……………………………………………...27

11.3.1 Literature Review…………………………………………...27
11.3.2 Focus Groups……………………………………………….27
11.3.3 Behavioral Event Interviews………………………………..28
11.3.4 Surveys……………………………………………………...28
11.3.5 Observations………………………………………………...28
11.3.6 Work Logs…………………………………………………..29
11.3.7 360 degree feedback………………………………………...29

12. Process of Competency Mapping………………………………………………………30

12.1 Laying Down Of Objectives………………………………………….31
12.2 Preparation of The Questionnaire…………………………………….31
12.3 Collection of Responses……………………………………………...32
12.4 Analysis ……………………………………………………………...32

12.4.1 The Opportunity Algorithm………………………………...32

12.5 Findings………………………………………………………………33

13. Competency Mapping at Ready-mix Concrete Company……………………………..34

14. Competency Mapping at Ambuja Cement…………………………………………….36

15. Conclusion……………………………………………………………………………..37

References…………………………………………………………….…………....38

iii

List of Figures

S.No. Figure Page No.
3.1 Components of Competency…………………………………………….3
3.2 Iceberg Model of components of competency………………………….5
7.1 Need for Competency Mapping………………………………………..15
8.1 Areas of Implementation of Competency Mapping……………………16
11.1 Stages In Developing An Organization Wide Competency Model…….23
11.2 Steps for implementing the Competency Mapping model……………..24
12.1 Process of Competency Mapping………………………………………30
13.1 Organization Chart……………………………………………………..34
13.2 Hierarchy defining various designations……………………………….35

iv

List of Tables

S.No. Table Page

4.1 Basic Competencies ………………………………………………8
9.1 Job Analysis versus Competency Approach………………………20

v

1. Introduction

Ongoing and unrelenting economic, social and technological changes have spurred the need for
flexible, skilled workers who can help their organizations succeed and sustain a competitive
advantage. To be relevant within organizations and indispensable to clients and customers alike,
workplace learning and performance professionals must continually reassess their competencies,
update their skills and have the courage to make necessary changes. Businesses and managing
business has and will always be complex. There is no denying the need to perform through a
combination of utilizing predictive or forecasting tools, techniques and methods, yet without
trivializing the need to sustain and drive a motivated high performing workforce. The company’s
need to sustain in a competitive environment, gave rise to the need to understand and learn to
establish the context of competency mapping.

This report gives an overview of the competency mapping. The report presents the meaning and
history of competency approach in the first section. In the following sections the components and
types of competencies have been covered. Further the report discusses the meaning of
competency mapping and also defines the competency map. The section that follows discusses
the main advantages and disadvantages of competency mapping. The role of competencies in an
organization as a vital tool for recruitment, selection and retention and the areas of application
are discussed in the trailing section. The next section analyses how competency frameworks can
be designed developed and implemented. It also discusses how to develop customized
competency models based on the management philosophy, customer needs, and existing
processes of the organization.

The report also reveals the results of Industrial visits to Ambuja Cement Ltd. and Ready
Concrete Mix Ltd. In this section the procedures followed by the respective organizations have
been discussed and the stage of implementation of competency mapping has been analyzed and
presented for both the organizations.

Competency MappingIntroduction 1

2.Competency
2.1 Definition
A combination of knowledge, skills, attitude and personality of an individual as applied to a role
or job in the context of the present and future environment that accounts for sustained success
within the framework of Organizational Values.
Competencies include the collection of success factors necessary for achieving important results
in a specific job or work role in a particular organization. Success factors are combinations of
knowledge, skills, and attributes (more historically called “KSA’s”) that are described in terms
of specific behaviors, and are demonstrated by superior performers in those jobs or work roles.
Attributes include: personal characteristics, traits, motives, values or ways of thinking that
impact an individual’s behavior.

2.2 History
A team of Educationists lead by Benjamin Bloom in the USA in mid fifties laid the foundation
for identifying educational objectives and thereby defining the knowledge, attitudes and skills
needed to be developed in education. David McClelland the famous Harvard Psychologist has
pioneered the competency movement across the world. His classic books on "Talent and
Society", "Achievement Motive", "The Achieving Society", "Motivating Economic
Achievement" and "Power the Inner Experience" brought out several new dimensions of the
competencies. These competencies exposed by McClelland dealt with the affective domain in
Bloom's terminology.
The turning point for competency movement is the article published in American Psychologist in
1973 by McClelland, wherein he presented that traditional achievement and intelligence scores
may not be able to predict job success and what is required is to profile the exact competencies
required to perform a given job effectively and measure them using a variety of tests.
Latter McBer a Consulting Firm founded by David McClelland and his associate Berlew have
specialized in mapping the competencies of entrepreneurs and managers across the world. They
even developed a new and yet simple methodology called the Behavior Event Interviewing (BEI)
to map the competencies.

Competency MappingCompetency 2

3. Components of Competency

Competency has three major components which are as follows:

 Knowledge
 Skills
 Attitude

Surface
Competencies
Most easily
developed
Skill

Self Concept
Value

Traits & Motives

Attitude

Knowledge

Core
Competencies
Most difficult
to develop

Figure 3.1 : Components of Competency

Competency MappingComponents of Competency 3

3.1 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

3.2 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. They are demonstrated abilities or
proficiencies, which are developed and learned from past work and life experience.

3.3 Attitudes:
Attitudes are predispositions to other individuals, groups, objects, situations, events, issues, etc.
For example attitude to a particular occupation or type of machine or a particular technology all
influence our behavior. If a person does not have a positive attitude to computers or IT, he is not
likely to use a computer. If he is not positive about the uses of ERP or SAP, he is not likely to
use the ERP or SAP. Attitudes determine the kind of things we choose and whether we are likely
to approach a particular situation or not or whether we are open to try out the technology or meet
the customer or sell a particular product with high motivation, etc.

Attitudes decide our approach or avoidance behavior. They are normally conceptualized as
positive or negative. A positive attitude makes us to treat that object, technology, method,
situation, and person or group more positively and therefore we appreciate it and promote the
same.

Knowledge and skills tend to be visible and relatively surface, characteristics of people. But
attitude, trait and motive competencies are more hidden “deeper” and central to personality.


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. This
has been depicted below in the form of an iceberg model.

Figure 3.2: Iceberg Model of components of competency

3.4 Who Identifies competencies?
Competencies can be identified by one of more of the following category of people:
 Experts
 HR Specialists
 Job analysts
 Psychologists
 Industrial Engineers etc.
In consultation with: Line Managers, Current & Past Role holders, Supervising Seniors,
Reporting and Reviewing Officers, Internal Customers, Subordinates of the role holders and
Other role set members of the role.


3.5 Behavior Indicators
A Competency is described in terms of key behaviors that enables recognition of that
competency at the work place.
These behaviors are demonstrated by excellent performers on-the-job much more consistently
than average or poor performers. These characteristics generally follow the 80-20 rule in that
they include the key behaviors that primarily drive excellent performance.
Following are some key behavior indicators in an employee:

• Independently researches for information and solutions to issues
• 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.
• Develops a list of decision making guidelines to help arrive at logical solutions.


4.Classification of Competencies

Competencies can broadly be classified into two categories
 Basic Competencies
 Professional Competencies.

Basic competencies are inherent in all individuals. Only their degree of existence differs. For
example, problem solving is a competency that exists in every individual but in varying degrees.
Professional competencies are over and above the basic competencies, and are job related. For
example, handling a sales call effectively is a competency that a sales personnel would be
required to have.
Hence, it can be simply said that,
Competencies = Basic Competencies + Professional Competencies

4.1 Types of Basic Competencies
The basic competencies encompass the following:
1. Intellectual Competencies: Those which determine the intellectual ability of a person.
2. Motivational Competencies: Those which determine the level of motivation in an individual.
3. Emotional Competencies: Those which determine an individual's emotional quotient.
4. Social Competencies: Those that determine the level of social ability in a person.

It has been proved by various scholars that all individuals have competencies. Only the
combination and degree of these competencies differ from individual to individual. Hence,
organizations have to identify the critical basic competencies required for individual employees
to deliver their best in their organization. The importance of mapping the competencies proves
critical for organizational success.

Competency MappingClassification of Competencies 7

These competencies have been presented below in the form of a grid.

Motivational Competencies: Intellectual Competencies:
o Continuous Learning o Communication
o Perseverance o Creativity
o Achievement Orientation o Analytical Ability
o Time Management o Planning and Organizing

Social Competencies: Emotional Competencies:
o Team Work o Initiative
o Inter-personal Skills o Optimism
o Responsibility o Self Confidence
o Customer Satisfaction o Leadership
o Managing Stress
o Managing Change

Table 4.1: Basic Competencies

4.2 Types of Professional Competencies:
The professional competencies encompass the
 Knowledge
 Experience
 Expertise gained by an individual employee.

Competency MappingClassification of Competencies 8

5. Types of Organizational Competencies

The previous section classified competency as basic competencies and professional
competencies. This section analyses the types of competencies in an organization. Competencies
in organizations tend to fall into following broad categories:
 Generic Competencies
 Managerial Competencies
 Functional/Technical Competencies

We now delve into greater depths of each of these.
5.1 Generic Competencies
Competencies which are considered essential for all staff, regardless of their function or level,
i.e. Communication, program execution, processing tools, linguistic, etc. These competencies
include broad success factors not tied to a specific work function or industry (often focusing on
leadership or emotional intelligence behaviors).

They can be represented as below, followed by a brief explanation of each of them:

 Human

• Communication

• Team Working & Interpersonal Effectiveness

• Influencing Ability

• Achievement Orientation

• Networking Ability

Communication: Competency of Communication is defined as the set of human attributes
required to communicate ideas, thoughts and feelings clearly and correctly using oral or written
means.

Competency MappingTypes of Organizational Competencies 9

Team Working & Interpersonal Effectiveness: Competency of Interpersonal Effectiveness
and Team working is defined as the set of human attributes required to impact team or group
working to achieve the team objectives.

Influencing Ability: Competency of Influencing ability is defined as the set of human attributes
required to Impact the outcome of an interaction.

Achievement Orientation: Competency of Achievement orientation is defined as the set of
human attributes required to continuously seek and achieve higher goals.

Networking Ability: Competency of Networking Ability is defined as the set of human
attributes required to maintain contact and relationship with different people from different fields

 Conceptual

• Creative Thinking

• Strategic Thinking

• Tolerance to non-compliance, non-congruence, non-conformance

Creative Thinking: Competency of Creative thinking is defined as the set of human attributes
required to generate solutions.

Strategic Thinking: Competency of Strategic thinking is defined as the set of human attributes
required to visualize near and distant future conditions and develop appropriate organizational
response.

Tolerance to non-compliance, non-congruence, non-conformance: Competency of Tolerance
to non-compliance, non-congruence, non-conformance is defined as the set of human attributes
required to remain unfazed when encountered with unfamiliar and unacceptable situations.


5.2 Managerial Competencies
Competencies which are considered essential for staff with managerial or supervisory
responsibility in any service or program.
They are as presented below:

• Customer Orientation

• Organizing Skills

• Cross functional Perspective

• Planning Skills

• Execution Skills

• Analytical Skills

• Decision Making

• Delegation:

• Leadership

• Developing and supporting subordinates for effectiveness

Customer Orientation: Competency of customer orientation is defined as the set of human
attributes required to understand and satisfy customer’s needs and requirements.

Organizing Skills: Competency of organizing is defined as the set of human attributes required
to establish, nurture and troubleshoot organizational processes and relationships for effective
delivery of objectives.

Cross functional Perspective: Competency of Cross functional perspective is defined as the set
of human attributes required to understand one’s own job in relation with other functions within
the organization.

Planning Skills: Competency of Planning is defined as the set of human attributes required to
understand inter relationships and requirements of different activities to be performed to achieve
the desired objectives.


Execution Skills: Competency of Job execution is defined as the set of human attributes
required to carry out the assigned activities to the satisfaction of the customer cost effectively.

Analytical Skills: Competency of Analytical skills is defined as the set of human attributes
required to understand and interpret the data and information.

Decision Making: Competency of decision making is defined as the set of human attributes
required to decide the course of action under any situation.

Delegation: Competency of delegation is defined as the set of human attributes required to
empower the subordinates for effective operations.

Leadership: Competency of Leadership is defined as the set of human attributes required to take
responsibility for accomplishing the desired objectives.

Developing and supporting subordinates for effectiveness: Competency of Developing and
supporting subordinates is defined as the set of human attributes required to enable the
subordinates to be effective in the assigned job and contribute to the organization.

5.3 Functional/Technical Competencies

Specific competencies which are considered essential to perform any job in the organization
within a defined technical or functional area of work.

Business Awareness: Competency of Business Awareness is defined as the set of human
attributes required to take business decisions for achieving business objectives.

Business Skills: Competency of Business Skills is defined as the set of human attributes required
to effectively perform the functional business processes.

Technical Skills: Competency of Technical Skills is defined as the set of human attributes
required to effectively perform the technical responsibilities of the job position. The technical
skills have to be primarily assessed through technical interview or written test.


6. Competency Mapping

6.1 Definition
Competency mapping is the process of identification of the competencies required to perform
successfully a given job or role or a set of tasks at a given point of time. It generally examines
two areas: emotional intelligence or emotional quotient (EQ), and strengths of the individual in
areas like team structure, leadership, and decision-making.
It consists of breaking a given role or job into its constituent tasks or activities and identifying
the competencies (technical, managerial, behavioral, conceptual knowledge, an attitudes, skills,
etc.) needed to perform the same successfully.

6.2 Process
Competency Mapping process is designed to consistently measure and assess individual and
group performance as it relates to the expectations of the organization and its customers. It is
used to identify key attributes (knowledge, skills, and behavior attributes) that are required to
perform effectively in a job or an identified process. Competency Mapping juxtaposes two sets
of data. One set is based on organizational workflow and processes. It starts with the clear
articulation of workflow and processes, including all quality and quantity requirements, inputs
and outputs, decision criteria, and most important, internal and external customer requirements.
The other set of data is based on individual and group performance capabilities. It is collected
through the utilization of a variety of assessment tools and procedures (which may include a
robust 360- degree feedback process) to assess the extent to which individuals and groups can
consistently demonstrate over time the competencies required to meet the expectations. Where
the output from the organizational maps meet the individual and group performance capabilities,
an overall trend line is created that identified where in the process specific developmental
opportunities exists, and with what specific population. Competency Mapping process can be the
foundation for aligning workflow and process outputs with critical customer requirements with a
foundation of required employee attributes and competencies. It is further covered in greater
details in section

Competency MappingCompetency Mapping 13

7. Need for Competency Mapping

With global economy and the world becoming a global village, firms have become more aware
of the need for having competent employees and developing distinguished competencies for
every organization. This need arose due to the following reasons:

• Increased cost of manpower
• 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.
• The need for focus in performing roles-need for time management, nurturing of
competence, increased emphasis on performance management systems.
• And recognition of the strategic advantage given by employee competencies in building
the core competencies of the organization.

Several organizations have realized the importance of this in the last one decade and hence the
rush for competency mapping.

In good organizations with competent HR managers, competency mapping should already be in
existence. Traditionally HR directors and their top management have always paid attention to
competencies and incorporated them in their appraisal system. For example when L&T, LIC or
NDDB, HLL, Bharat Petroleum, etc. revised their performance appraisal systems, they focused
on the assessment of competencies

Competency MappingNeed for Competency mapping 14

. The following figure summarizes the need for competency mapping

Figure 7.1: Need for Competency Mapping

Competency mapping therefore is important and is an essential exercise. Every well managed
firm should have well defined roles and list of competencies required for performing each role
effectively. Such list should be used for recruitment, performance management, promotions,
placement and training needs identification.

Competency MappingNeed for Competency mapping 15

8. Areas of Implementation

The competency mapping can be applied to the areas depicted in the following diagram:

Figure 8.1:
Areas of

Implementation of Competency Mapping

8.1 Recruitment and selection
Competencies can be used to construct a template for use in recruitment and selection.
Information on the level of a competency required for effective performance would be used to
determine the competency levels that new hires should possess. Depending upon the accepted
definition, competency data may take the form of behaviors, skills, abilities and other
characteristics.
Competency based selection can be a way to gain competitive advantage. Some of these
advantages are listed below:
 A firm that knows how to assess competencies can effectively hire the best at a
reasonable price, for example hire under priced but highly entrepreneurial MBA’s from
lesser-known business schools.

Competency MappingAreas of Implementation 16

 There is high turnover due to high failure rate among new hires. The organization needs
to identify new hires with the potential to become future managers or leaders.
 A gap between the competencies needed and what the organization can hire for indicates
the training new hires will need.
 A lengthy training period may transpire before new hires become productive. New hires
with the competencies to do a job become fully productive faster.

8.2 Training and Development
It involves identifying gaps and helping employees develop in the right direction. Knowing the
competency profile for a position allows individuals to compare their own competencies to those
required by the position or the career path. Training or development plans could focus on those
competencies needing improvement.
If the training programs can be aligned to the development needs emerging out of the appraisal
system and to the market led training needs they can contribute better to both individual and
business objectives. This can be achieved in the following manner:
 Firstly determine the competencies for a particular position
 Secondly identify the competencies of the person holding that position
 By mapping the competencies, identify gaps in terms of the competencies for that role
and the competencies of the person doing that role to diagnose the training and
development needs.
 Identify the most appropriate training and development methodology for each trainable
competency
Accordingly, the person can be trained on those competencies only.
Competency based training programs clearly tell what should be the competency level of the
person entering the program. This would drastically reduce the training cost for the organization.

8.3 Career and succession planning
It involves assessing employees’ readiness or potential to take on new challenges. Determining a
person job fit can be based on matching the competency profile of an individual to the set of
competencies required for excellence within a profession. Individuals would know the


competencies required for a particular position and therefore would have an opportunity to
decide if they have the potential to pursue that position or not.

8.4 Rewards and Recognition
Competency based pay is compensation for individual characteristics for skills and competencies
over and above the pay a job or organizational role itself commands. One way of improving
employee performance is by recognizing and rewarding effort. Competency pay is the best way
to do so. Rewarding employees for their ability to make the best use of their skills and
competencies in accordance with the organization’s needs was the logic behind this once popular
HR tool.
Various elements are considered for arriving at compensation increase. Enhancement in
competencies has to be one of them. There is a need for competency based compensation system
 To attract more competent than average employees
 To reward for results and competencies developed
 To motivate employees to maintain and enhance their skills and competencies regularly
By rewarding employees who develop relevant competencies the organization can benefit by
improving its own capability to face the future

8.5 Performance Management System
Performance has two dimensions
 Achieving business results
 Developing individual competencies
These days performance appraisal is seen by managers and employees as a bureaucratic
“paperwork” exercises that they do not take seriously because it has little impact on employee
development. Performance appraisals do not address the employees’ questions about skill
development or career advancement. Competency based performance management would:
 Focus on “HOW” of performance and not on “WHAT” of performance i.e. not on results
but how the results are achieved
 Link to development of the individual and not just rewards
Competency based PMS shift the emphasis of appraisal from organization results to employee
behaviors and competencies demonstrated and hence help identify development gaps.


9. Advantages of Competency Mapping

There are several advantages of competency mapping over traditional job analysis. The
following section analyzes each of them in relation to the company, the managers and the
individual employees. The section also gives a comparative view of the competency based
approach and the job analysis approach.

9.1 For the company
The advantages of competency mapping for the companies or organizations are as follows:
 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 understanding of scope and requirements of a specific role
 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
 Help teams and individuals align their behaviors with key organizational
strategies

9.2 For Managers
The competency mapping provides following advantages to 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

Competency MappingAdvantages of Competency Mapping 19

9.3 For employees
The employees in an organization get the following advantages by competency mapping:
 Identify the 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 each understand how to achieve expectations

9.4 Traditional Job Analysis versus Competency Approach

Job Analysis leads to…. Competency model leads to….

• Long list of tasks and skills / knowledge • A distilled set of underlying
required to perform each of those tasks. characteristics.
• Data generation from subject matter • Data generation from outstanding
experts; job incumbents. performers in addition to subject matter
• Effective performance. experts and other job incumbents.
• Outstanding performance.

Table 9.1: Job Analysis versus Competency Approach

Competency MappingAdvantages of Competency Mapping 20

10. Disadvantages of Competency Mapping

In spite of the several advantages offered by competency mapping, there are few drawbacks to
the approach. Some of these are discussed below:

1. 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.

2. 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.
3. 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.
4. They can become out of date very quickly due to the fast pace of change in organizations
and it can therefore be expensive and time consuming to keep them up-to-date. .

Competency MappingDisadvantages of Competency Mapping 21

11. Model of Competency Mapping

11.1 Definition
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.

The competencies in a model may be organized in a variety of formats. No one approach is
inherently best; organizational needs will determine the optimal framework. A common
approach is to identify several competencies that are essential for all employees and then identify
several additional categories of competencies that apply only to specific subgroups. Some
competency models are organized according to the type of competency, such as leadership,
personal effectiveness, or technical capacity. Other models may employ a framework based on
job level, with a basic set of competencies for a given job family and additional competencies
added cumulatively for each higher job level within the job family.

11.2 Developing the model
The following are the steps involved in designing and developing the competency mapping
model:

 Strategize – assess business needs, evaluate contextual drivers, engage stakeholders and set
goals.

 Initiate – identify methodologies, develop project plans, review existing data, benchmark
competencies, and collect competency data.

 Model – analyze and synthesize data, identify competencies and develop models, and
validate models.

Competency MappingModel of Competency Mapping 22

 Pilot – develop implementation and evaluation plans, develop and initiate competency
applications, and continuously communicate activities.

 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.

Stage 1 Stage 2 Stage 3
Data Gathering &
Preparation
Data Analysis Validation

Review list of probable Content Validation
Study Identified Jobs
Competencies session

Identify major Construct Reinforce proficiency
categories of skills Competency of critical competencies
Definitions
Identify Probable Assign proficiency Refine competency
competencies levels definitions, if necessary

Figure 11.1: Stages In Developing An Organization Wide Competency Model


These steps have been segregated in view of implementing the model and are depicted in the
following figure:

Identify Departments and Organization Hierarchy

Obtain Job Description

Conduct Semi Structured Interview

Preparation of List of Skills

Generate List of Competencies

Indicate Proficiency Levels

Validate competencies & Proficiency levels

Prepare competency matrix

Mapping of Competency

Figure 11.2: Steps for implementing the Competency Mapping model


Following is a brief description of each of these steps:
Step 1: Identify departments for competency mapping
Decide and select the departments within the organization which we would like to include into
our study. The departments should be chosen based on their criticality and importance to the
organization.

Step 2: Identifying hierarchy within the organization and selection of levels
Study the organization hierarchy across each of the selected departments.

Step 3: Obtain the job descriptions.
For all the levels at every department obtain each role’s job description. Job descriptions are a
basic human resources management tool that can help to increase individual and organizational
effectiveness..
For each employee, a good, up-to-date job description helps the incumbent to understand:
their duties and responsibilities;
the relative importance of the duties; and,
how their position contributes to the mission, goals, and objectives of the organization.
For the organization, good job descriptions contribute to organizational effectiveness by:
ensuring that the work carried out by staff is aligned with the organizations mission; and,
Helping management clearly identify the most appropriate employee for new duties and
realigning work loads.

Step 4: Preparation of semi structured interview
In structured interviews, carefully planned questions are asked individually of job incumbents,
their managers, or others familiar with the job. Benchmarking interviews with other
organizations are especially useful in achieving a broader view of the job or determining which
competencies are more universally deemed necessary for a particular job. However, it is
important to be cautious in applying the information collected from other organizations as there
are many variables such as work environment, culture, and differences in job responsibilities that
may limit the relevance of the information.


Step 5: Scheduling of interviews
Obtain a list of employees from respective department heads and accordingly schedule
interviews. A minimum of 5 candidates are to be interviewed at each level in each department.

Step 6: Recording of interview details
The candidate’s answers and opinions have to be recorded in as much detail as possible for
further reference during the project.

Step 7: Preparation of a list of Skills
As per the interview and the details that were generated from the candidate, generate a list of
skills observed for the job. Thereon a list of identified competencies should be drawn for each
interviewed candidate.

Step 8: Repeat for next levels and functions.
The interviews and appropriate recording of answers should be done at all remaining levels and
other departments within the Torrent Research Center.

Step 9: Make the list of the competencies required for the department for each level and each
function giving behavioral indicators.
For each position at each department a list of competencies observed from both the job
description and the semi structured interview (list of skills) should be drawn up.
Each competency should be given a name and an appropriate definition that clearly indicates its
meaning and essence.

Step 10: Validate identified competencies and proficiency levels with Head of Departments.
Confirm competency definitions with respective Head Of Department’s and obtain from the
required proficiency levels of each competency that is ideal for each role. Also locate any
missing competencies.


Step 11: Preparation of competency matrix
Prepare a matrix defining competencies required and corresponding proficiency levels for each
level across all departments.

Step 12: Mapping of competencies
Map the competencies of selected employees against the competency matrix as per their
employee level and department. Here an employee’s actual proficiency level of a particular
competency would be mapped against the target proficiency level.

11.3 Data Collection Methods
One of the major steps in developing the model for competency mapping is to collect the data.
This sub-section discusses some of these methods in detail.

11.3.1 Literature Review
A preliminary approach to defining job content and identifying required competencies is to
conduct a review of the literature to learn about previous studies of the job or similar jobs. Quite
often, no previous studies have been conducted. However, if they do exist, they can be extremely
helpful in providing an introduction to the job and a preliminary list of competencies to consider.
Sources of published literature include books, professional journals, association magazines,
theses, and dissertations. Unpublished studies may be available from professional associations,
consulting firms, colleges and universities that offer training programs for your target job, and
through the Internet. The quality of these studies will vary widely and they need to be critically
evaluated before use.

11.3.2 Focus Groups
In focus groups, a facilitator works with a small group of job incumbents, their managers,
supervisees, clients, or others to define the job content or to identify the competencies they
believe are essential for performance. A series of focus groups is often conducted to allow many
people in the organization to provide input. There are different approaches to conducting focus
groups. Typically, the facilitator will use a prepared protocol of questions to guide a structured
discussion. Expert panels are a special type of focus group in which persons who are considered


highly knowledgeable about the job and its requirements meet to develop a list of competencies
required for success.

11.3.3 Behavioral Event Interviews
In behavioral event interviews (BEI), top performers are interviewed individually about
what they did, thought, said, and felt in challenging or difficult situations. The competencies that
were instrumental in their success are extrapolated from their stories. Often, average and low
performers are also interviewed to provide a comparison. The interviewer will ask questions such
as: “Tell me about a time when you had an extremely challenging client” or “Give me an
example of a situation at work in which you had to make a difficult decision.”

11.3.4 Surveys
In surveys, job incumbents, their supervisors, and perhaps senior managers complete a
questionnaire administered either in print or electronically. The survey content is based on
previous data collection efforts such as interviews, focus groups, or literature reviews. The
respondents are typically asked to assign ratings to each listed job element or competency. For
example, respondents may be asked how critical a competency is to effective job performance,
how frequently the competency is used on the job, the degree to which the competency
differentiates superior from average performers, and if the competency is needed on entry to the
job or can be developed over time. Survey respondents are usually asked to provide in writing
any additional information that they feel is important.

11.3.5 Observations
In this data collection method, the research team visits high performing incumbents and observes
them at work. The more complex the job and the greater the variety in job tasks, the more time is
required for an observation. For a very routine job in which the same task is repeated over and
over throughout the day, an observation of a couple hours might suffice. For very complex jobs,
observation of a week or more may be required. If the job changes based on work cycles,
seasons, or other factors, the observations may have to be conducted over a period of weeks or


months. The observation process may include asking employees to explain what they are doing
and why. Sometimes observations of average and low performers are also conducted to establish
a basis for comparison. The competencies required for effective performance are then inferred
from the observations by persons who are experts in competency identification.

11.3.6 Work Logs
In the work log method of data collection, job incumbents enter into logs or diaries their daily
work activities with stop and start times for each activity. Depending on the complexity and
variety of the job, incumbents may be asked to make log entries for several days, weeks, or
months.

11.3.7 360 degree feedback
It’s a process whereby an individual (the recipient) is rated on their performance by people who
know something about their work (the raters). This can include direct reports, peers and
managers and in some cases customers or clients, in fact anybody who is credible to the
individual and is familiar with their work can be included in the feedback process. This is usually
in addition to completing a self-assessment on performance. The resulting information is
presented to the individual with the aim of helping them to gain a better understanding of their
skills and development areas. Each source can provide a different perspective on the individual’s
skills, attributes and other job relevant characteristics and thus help to build up a richer, more
complete and accurate picture than could be obtained from any one source.


12. Process of Competency Mapping

Competency mapping requires a lot of planning and efforts of the HR department as it’s a
lengthy and a time consuming process. It is essential to lay down the entire plan first, and then
take it forward.

Preparation of
Questionnaire

Collection
of Responses

Analysis Findings

Figure 12.1: Process of Competency Mapping

Competency MappingProcess of Competency Mapping 30

The diagram explains the flow of the Competency Mapping Methodology. Each of the stages is
explained in detail below:

12.1 Laying Down Of Objectives
Before conducting any research it is very essential to understand the reason or the objectives one
is planning to establish through the research. Therefore it is vital to list down the objectives
which will help to plan the exercise in accordance with the objectives and ultimately establish
what we desire to arrive at.
The objectives of Competency Mapping are as follows:
 To establish a Competency Model, which will create a benchmark for all the
employees in the organization and will help in performing all HR functions more
efficiently.
 To map the competencies of the existing employees and understand where they fall
low or average in comparison to the competencies essential for their job/role. This
will help in identifying training and development needs for the employees.

12.2 Preparation of The Questionnaire
The data required for competency mapping for the middle management is collected by
undertaking “JOB EVALUATION” which includes the preparation of a “Role Profile
Questionnaire”. This questionnaire is designed keeping in mind the objectives of the project.
The questions are framed in such a way so as to derive accurate and appropriate responses
relevant to the project.

There are various tools of Competency Mapping for the employees as discussed earlier in the
report. The application of these tools is visible in the questionnaire. These tools include:

 Rank Order Rating
 Behavioral Event Interview
Rank Order Rating is used to find out which competencies are required for each job/role and
their order of importance to each profile. The Behavioral Event Interview is a set of open ended
questions to find out the STAR’s (Situation, Task, Action and Results).


Once the questionnaire is prepared, the responses are collected from the employees belonging to
the middle level management by a one on one interaction with each respondent.

12.3 Collection of Responses
This stage consumes the maximum time. As the employees to be interviewed belong to the
middle management, they are usually pre-occupied with their work and therefore it becomes
difficult for them to spare time for the questionnaire. Hence this stage takes almost a month to
complete.

12.4 Analysis
Once the data is collected from all the employees belonging to the middle level management, the
data is then analyzed manually.

To establish the Competency Model, the analysis is based on the ratings provided by each
employee to the different competencies. The highest rated competencies form the critical
competencies in the model and the others follow in the other categories.

Another technique used is called the Opportunity Algorithm which is used to map the current
competencies of the employees in relation to the competencies rated by the employees in
question 2. The Opportunity Algorithm was introduced by the Harvard School of Business and is
one of the most successful formulae used by many big organizations. The Opportunity Algorithm
is explained in brief below:

12.4.1 The Opportunity Algorithm
How can a company discover and prioritize the most promising skills and opportunities in their
Human Resources to achieve their desired goals/objectives.

Executives struggle with this question every day and an outcome based on research offers a
surprisingly simple answer. The best outcomes spring from those skills that are important to the
job/role but are not satisfied entirely or that are partially satisfied by the existing job/role holders.


Selecting the richest areas of opportunity from a long list of outcomes is critical since chasing the
less promising ones is a drain on one’s resources. Fortunately, a simple mathematical formula
known as “Opportunity calculation” makes it possible to discover the most promising areas. The
formula [Importance + (Importance – Satisfaction) = Opportunity] yields highly accurate results.
The companies ask the job/role holders to quantify on a scale, the importance of each desired
outcome (skill) and the degree to which it is currently satisfied (how they assess themselves on
each of the desired outcome). Those rankings are inserted into the formula, resulting in an
overall opportunity score.

After the application of the formula one arrives at various opportunity scores for each of the
job/role holders. The highest score depicts the skills which the job/role holder should give his
immediate attention and look for improvement in those areas. The job/role holder then looks at
the second highest score and sharpens those skills later, after successful improvement in the first
area where he scored the highest score. These scores will differ from individual to individual and
from job/role to job/role.

12.5 Findings
With the help of the Opportunity Algorithm and the ratings provided by the employees, the
Competency Model and the Competency Scorecard for each employee can be established.


13. Competency Mapping at Ready-mix Concrete Company

Ready-mix Concrete industry is a fast growing and booming industry, so the employees working
in this well known ready mix concrete company should not only possess basic knowledge about
the concrete and cement industry but also be competent enough to contribute in the development
and growth of the company. This is where “Competency Mapping” comes into picture, which
helps to discover what kind of competency is required to deliver superior performances and
eventually help the company grow leaps and bounds.

The company has its plants spread across various cities like Mumbai, Bangalore, Hyderabad,
Ahmedabad, Pune, Surat, Goa, Chennai, Kolkata, Nasik, Chandigarh, Jaipur and NCR.

The following is the general organization chart of the company:

C.E.O &
E. D.

General C.F.O &
Manager Vice President Vice President
C. S
(Eng. & Dev.)

Dy. G.M. Reg/ Dy. G.M. Project Team
of Head H.R T.N.
Engineering
Maharashtra Lucknow
Gujarat Jaipur
NCR M.P.
Aggregate A.G.M
Kolkata Chandigarh
Division Accounts
Goa

Figure 13.1: Organization Chart

Competency MappingCompetency Mapping at Ready Mix Concrete Company 34

Each region follows a normal hierarchy which defines various designations in each department.
The hierarchy is explained with the help of the following diagram:

General Manager
Dy. General CEO & ED
Manager CFO & CS
Top Management
Asst. General VP’s
Manager
Senior Manager
Manager
Dy. Manager
Asst. Manager Middle
Management
Senior Officer
Officer
Asst. Officer
Junior Management

Figure 13.2: Hierarchy defining various designations

The RMC Company is in the initial stage of implementing the Competency Mapping Process.
The procedure followed is as follows:
• Laying down of Objectives
• Preparation of questionnaire and distributing it amongst all the employees
• Collecting of data and responses through Experts and Resource Panels, Critical event
interviews and generic competency dictionaries.
• Analysis of data to build up a model.
• Building up of Model

Competency MappingCompetency Mapping at Ready Mix Concrete Company 35

14. Competency Mapping at Ambuja Cement

At Ambuja Cements, competency mapping is at its nascent stage. Here performance
management is a cyclical process aimed at improving performance (e.g.: achievement of
business objectives). This process is implemented by following the principles underlying
Performance Management, namely:

• Measurement
o establish performance measures
o establish measurable behavioral goals that will improve performance
o measure current behaviors
• Appraisal
o compare the current behaviors with the behavioral goals and identify the main
differences
• Action
o For each difference, you plan how to bring actual behaviors in line with the goals,
in order to improve the performance
o implement the plan

• Monitoring
o Check that the new plans are being followed
o At an appropriate time, you return to the appraisal stage to assess the impact of
the changes on the behavioral and performance measures

Competency MappingCompetency Mapping at Ambuja Cement 36

15. Conclusion

Competency Mapping therefore, is a process of identifying 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 lot is going on in recent times on the issue of competency mapping. A lot of resources are
spent and consultants are being invited to do competency mapping. Increased manpower costs,
need for ensuring that competent people man critical positions, and the need to be competitive
and recognition of the strategic advantages of having good human resources have compelled
firms to be more competency driven.

In the report we have discussed how competent employees have become need of the hour in
every organization and it is now essential that they undertake competency mapping, identify
models, gaps and imbibe this as an every day practice in an organization.

Often competency mapping runs the risk of being just another new-fangled process that happens
to be the flavour of the season. Such a powerful organisational tool is often resorted just because
rival organisations have implemented it and not because there is genuine appreciation of its
benefits. Competency mapping should not be seen as just another means to apportion and
dispense rewards.

All the stakeholders must see in the exercise an opportunity for long-term growth. The key is to
look at competency mapping as going beyond mere processes. And to see in it an exercise that
has a significant and lasting value to project managers as well as to the organisation.

Competency MappingConclusion 37

References
Industries Visited

1. RMC India Ltd.
Infocom Network Ltd,
194, Arvind Chambers,
2nd floor, Sai Service Compond,
W.E. Highway, Andheri (E)
2. Ambuja Cements Limited
Elegant Business Park
Behind Kotak Mahindra Bank
MIDC Cross Road - B, off Andheri Kurla Road
Andheri (E), Mumbai - 59

Books and Journals:

1. T.V.Rao, Performance management and appraisal systems: HR tools for global
competencies, Sage publications.
2. Sudipta, “Competency based HR”, Express Computer, 10 Jan 2005.
3. Sudipta, “Competency mapping”, Express Computer, 10 Jan 2005.
4. M. Verma, V. Sinha, “Don’t take your junior colleagues for granted: Cos Using Feedback
From Peers & Subordinates To Assess Executives”, Economic Times Mumbai, Sep 3, 2007.

Website references:
www.tvrls.com
www.careertrainer.com
www.indianmba.com
www.citehr.com
www.hrworkbench.in/eng
en.allexperts.com/q/Human-Resources-2866/competency-mapping-1.htm

Competency MappingReferences 38

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