Competency Mapping


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Competency Mapping

  1. 1. COMPETENCY MAPPING – Effective Uses & Application
  2. 2. What is a Competency ? <ul><li>The word competency is derived from Latin word &quot;Competere&quot; which means 'to be suitable‘. </li></ul><ul><li>Competency can be defined as knowledge, skill or ability of employees relevant for organizational performance. </li></ul><ul><li>The minimum requirement an employee must comply with in order to deliver specific outcomes at a predefined standard. </li></ul>
  3. 3. Competency = Intelligence + education + Experience + Ethics + Interest.
  4. 4. TYPES OF COMPETENCIES <ul><li>Generic: </li></ul><ul><ul><li>Competencies which are considered essential for all staff, regardless of their function or level, </li></ul></ul><ul><li>Specific: </li></ul><ul><ul><li>Competencies required to do particular job or task. </li></ul></ul><ul><li>Threshold or performance: </li></ul><ul><ul><li>Basic competencies required to do the job, which do not differentiate between high and low performers </li></ul></ul><ul><ul><li>Performance competencies are those that differentiate between high and low performers </li></ul></ul><ul><li>Differentiating Competencies: </li></ul><ul><ul><li>Behavioral characteristics that high performers display. </li></ul></ul>
  5. 5. <ul><li>Managerial Competencies: </li></ul><ul><li>Competencies which are considered essential for staff with managerial or supervisory responsibility in any service or program area, including directors and senior posts. </li></ul><ul><ul><li>Example - Decision Making, team leadership, change management etc </li></ul></ul><ul><li>Technical Competencies: </li></ul><ul><li>Specific competencies which are considered essential to perform any job in the Organization within a defined technical or functional area of work </li></ul><ul><ul><li>Example - Investment Management, Finance and Administration, HRM etc </li></ul></ul><ul><li>Behavioral Competencies: </li></ul><ul><li>Competencies considered essential for all. </li></ul><ul><ul><li>Example – Communication skill, Assertive, Negotiation, Effective listener, Empathy etc </li></ul></ul>TYPES OF COMPETENCIES
  6. 6. Why are Competencies Important? <ul><li>To guide direction; </li></ul><ul><li>To Increase productivity; </li></ul><ul><li>They are measurable; </li></ul><ul><li>To Improve work performance </li></ul><ul><li>Competencies can be learned; </li></ul><ul><li>They can distinguish and differentiate the organization; </li></ul><ul><li>They can help to integrate management practices; </li></ul><ul><li>Employees know well what is expected of them; </li></ul><ul><li>Help to focus on organizational objectives; </li></ul><ul><li>Approach to build trust between employees and management. </li></ul>
  7. 7. What is Competency Mapping? <ul><li>Competency Mapping is processes 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. </li></ul><ul><li>Competency Mapping is a process an individual uses to identify and describe competencies that are critical to success in work situation and work role. </li></ul><ul><li>To map a gap between the existing knowledge in the organization and the knowledge needed in future. </li></ul>
  8. 8. Competency is not performance but is a state of being, a qualification to perform.
  9. 9. Competency Framework <ul><li>Competency framework is collection of competencies and behavioral indicator. </li></ul><ul><li>Competency framework is of two forms- </li></ul><ul><li>Role specific – contain details of behavioral indicator related to particular role & responsibility. </li></ul><ul><li>Core framework – contains those which are appropriate to all roles & responsibilities. </li></ul>
  10. 10. Competency based HR Applications
  11. 11. COMPETENCY IDENTIFICATION & ASSESSMENT TOOLS <ul><li>360 Degree feedback; </li></ul><ul><li>Assessment Centre; </li></ul><ul><li>Snapshot of Productivity & Effectiveness of Key Managers; </li></ul><ul><li>Role plays; </li></ul><ul><li>Benchmarking & Case study; </li></ul><ul><li>Observation of critical skills, behavior & attitude to succeed; </li></ul><ul><li>Measuring Outcomes : Organizational, Team & Individual Gaps; </li></ul><ul><li>Structured Experiences/Simulations/Business Games; </li></ul><ul><li>Top Performer Survey; </li></ul><ul><li>Behavioral Event Interview (BEI) </li></ul>
  12. 13. Why Competency Models fails to achieve desired results? <ul><li>Competencies are focused more on Behaviour than Results; </li></ul><ul><li>Competencies are too Generic; </li></ul><ul><li>Competencies are Linked to the Past and not the Future; </li></ul><ul><li>Insufficient attention paid to competency application; </li></ul><ul><li>Lack of proper implementation of Competency identification & assessment tools; </li></ul><ul><li>Competency Models are owned by HR more than line management; </li></ul><ul><li>Management focus more on middle & lower level while ignoring top level. </li></ul>
  13. 14. What Needs to be Done? <ul><li>Competencies must be linked to the organization’s key result areas and balanced across them; </li></ul><ul><li>Competencies must be aligned with current strategy, organization capabilities and values; </li></ul><ul><li>Competency expectations must be differentiated to fit with varying employee roles-- yet integrated from top to bottom; </li></ul><ul><li>Competency expectations must be aligned with the beliefs of senior executives and modelled in their personal behaviour and commitment; </li></ul><ul><li>Competencies must be connected to and leveraged within the organization’s enabling systems. </li></ul>
  14. 15. Benefits of Competency Models that Build Leadership Brand <ul><li>Branding is not just developing generic attributes, but developing attributes that lead to a set of specific outcomes and that are aligned with its strategy, core capabilities and values. </li></ul><ul><li>Employees with branded leaders know what is expected of them, both in terms of how they work and what they must accomplish at work. </li></ul><ul><li>When an entire leadership hierarchy gets focused on delivering the same results and has developed models identifying relevant attributes to deliver these results, they gain and can sustain a Competitive Advantage. </li></ul>
  15. 16. <ul><li>Thanks </li></ul><ul><li>Savinder Kaur </li></ul><ul><li>Positiveness is in my blood; I’m B+ </li></ul>