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COMPETENCY MAPPING

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

3. SUMMARY
 CONCEPT OF ROLE AND COMPETENCIES
 COMPETENCY MANAGEMENT FRAMEWORK
 COMPETENCY IDENTIFICATION
 COMPETENCY ASSESSMENT
 COMPETENCY DEVELOPMENT

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

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

6. DEFINITION
 First popularized 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”

7. COMPETENCY Vs. COMPETENCE
 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)

8. TYPES OF COMPETENCIES
 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

9. COMPETENCIES APPLICATIONS
 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)

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
MG Jomon.(2004). Unpublished

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
MG Jomon.(2003). Unpublished

12. COMPETENCY MODELING
COMPETENCIES : (Core, Business, Team, Role)
Less rigour More rigour
CRITERIA: Validity, Applicability, Speed, Satisfaction
MG Jomon.(2004). Unpublished

13. ROLE COMPETENCIES
 A set of competencies required to perform a given role
 Each competency has a skill set
Dr. MG Jomon, XIMB

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

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

16. DEFINITION OF ROLE: STEPS
 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

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

18. COMPETECNY IDENTIFICATION: STEPS
 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

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

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

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

22. COMPETENCY MAPPING
 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

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. CONCLUSION
 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