This document discusses competency analysis, which identifies the knowledge, skills, and abilities required to perform organizational roles and business activities. It defines competency analysis and outlines a methodology. A seven-step process is described that includes planning, using methods like task analysis to define competencies, and describing competencies. Goals include defining and updating competencies, tracking capability, and institutionalizing competency analysis practices. Sources of competency information and impacts like development and transparency are also discussed.

1. Competency & Role Analysis

2. Definition
Competency Analysis is necessary to identify
the knowledge, skills and process abilities
required to perform the organization's
business activities so that they may be
developed and used as a basis for workforce
practices.

3. Methodology
Competency analysis begins with identification of the workforce
competencies required to perform the organizational business
activities. Once the competencies are identified, a mapping
between the targeted vs. actual value of competencies is
required to measure, analyze and predict the future capability of
competencies and take necessary corrective/preventive action to
either enhance or maintain the current capability.
Identifying the tasks, skills, knowledge and attitude required to
perform various organizational roles can be used in formulating
job description, assessing employees’ current level of
competency, and activities like planning career development and
coordinating competency development.

4. Steps in CA
Step 1:- Plan
1. A plan is developed for analyzing workforce
competencies that typically includes:
 the competency analysis activities to be performed,
 the schedule for competency analysis activities,
 the individuals or groups responsible for
competency analysis activities,
 the resources and effort required, including access
to the staff, and
 the process for review and approval of the plan by
all parties affected by competency analysis
activities.

5. Step2:- Method
Examples of methods for workforce
competency analysis include the following:
 Position analysis
 Critical incident interviews
 Behavioral event interviews
 Process analysis and engineering
 Task analysis
 Knowledge engineering
 Analysis of skill needs

6. Steps in CA Continued
3. The organization defines the level of knowledge, skills, and
process abilities underlying each of its workforce competencies.
4. The knowledge, skills, and process abilities required to perform
committed work are defined for each workforce competency.
5. Subject matter experts are involved in analyzing the knowledge,
skills, and process abilities required to perform their committed
work.
6. A description of the knowledge, skills, and process abilities is
defined for each workforce competency using a representation
and format that is appropriate for its intended use.
7. Descriptions of workforce competencies are used for guiding
workforce practices at the organizational level and within units.

7. Goals
 The workforce competencies required to perform the
organisation’s business activities are defined and
updated.
 The work processes used within each workforce
competency are established and maintained.
 The organisation tracks its capability in each of its
workforce competencies.
 Competency Analysis practices are institutionalized
to ensure they are performed as defined
organisational processes.

8. Information Sources
 Example sources of information on an individual’s level of
capability in a workforce competency include the following:
 Training and other development records
 Mentoring or apprenticeship reports
 Performance management records
 Management assessment of knowledge, skills, and process
abilities
 Self-assessment of knowledge, skills, and process abilities
 Peer evaluations
 Process assessments
 Awards and achievements
 Professional accomplishments
 Assessment centers
 Information from the performance of business activities

9. Impact
 Objective gap analysis of employees’ competencies resulting in
individual development for an employee’s current and future role
 Reduced interview vs. selection ratio as a result of competency
based assessment at the time of hiring
 Self-development of more than 90% of employees in their
competencies in respective domains, communication skills and
leadership skills
 Increased transparency in the job expectations for an individual’s
current or future role
 Improved employee-organisation fit with employees having more
clarity on their role towards achieving the company’s goals
 Significant improvement in overall organisational competencies
with the mandatory competencies check done at the time

10. Measurement and Analysis
Examples of measurements include the following:
 Amount of time or number of people involved in analyzing
workforce competencies or in collecting competency information
 Number of workforce competencies defined
 Effectiveness of meeting milestones in analyzing workforce
competencies or collecting competency information
 Amount of competency information collected
 Period between updates of workforce competency analyses or
competency information
 Extent to which competency information is used in designing or
tailoring workforce practices and performing workforce activities

11. Competency Analysis Process Diagram

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