Competency Mapping for Better Results

1. Competency Mapping for Better
Results

2. Competency "Competency is underlying
characteristics required to perform a given
task, activity, or role. Competency has the
following forms-knowledge,skills,& attitude.”
“A competency is an underlying characteristics
of an individual that is casually related to
criterion-referenced effective and/or superior
performance in a job situation.

3. Competency Mapping
• Competency is relates to the cluster of related
knowledge,attributes,skills,training,& other
personal characteristics that-
 Affect a major part of one’s job
 Correlates with performance on the job.
 Can be measured against well-established
standards
 Can be improved via training & development

4. Competency Mapping
“Competency mapping is a process of
identifying key competencies for an
organization and the jobs & functions with it.”
“Competency mapping is a process an individual
uses to identify & describe competencies that
are the most critical success in a work
situation or work role.”

5. Competency Mapping
Methods of Competency mapping
• Past performance based Approach-Steps
followed in this method are-
 Identifying the position to be mapped
 Identifying outstanding performers,& below
average or average performers.
 Interviewing them by using BEI
 Generating the list of competencies needed & not
needed

6. Competency Mapping
• Job focused Method-this method includes
 Understanding Purpose of job
 Asking incumbents to list down the job’s
major activities & accountability
 Mapping each accountability or major task
• Value-based Method-This method uses
normative, cultural,& traditional values of the
organization to construct competencies.

7. Competency Mapping
 Competency Mapping & its linkage to performance planning.
• It provides structured & documented procedures which aid in
recruitment of competent personnel with desired skill sets,
attributes,& training thereby reducing the cost & time of
subsequent failures.
• It reduces the cost of performance development programmes as
the organization has a ready inventory of requisite skills sets.
• It helps benchmarking higher levels of performance.
• It helps in creating individual learning plans.
• It helps in assignment of the right job to the right person for better
performance as the employee with required skill set & training shall
be handling it.
• It provides management input for gap analysis for improving
performance of the employee in the requisite business areas.

8. Design of Competency Mapping
Map
competencies
Decide
Analyze
competency
gaps
Identify
competencies

9. Competency Mapping
• forecasting of output is dependent on the following
factors
 Expected organizational performance is defined.
 Workforce competencies are defined: explicitly or
implicitly
 Contribution of employees to organizational
performance is defined as workforce competencies
 Instructional competencies are developed from
workforce competencies to enable the assessment of
need & the development of relevant training
 Individual skills/assets influence individual
performance

10. Competency development matrix
Phase-1 Phase-2
Unconsciously incompetent(due to lack of
proper feedback, lack of suitable exposure)
Consciously incompetent (individual
realizes his limitation when he fails to
perform)
Phase-3 Phase-4
Unconsciously competent( after becoming
consciously incompetent, individual makes
efforts to improve)
Consciously competent (acquired skill is
widely recognized and it enhances
motivational level of the individual