COMPETENCY MAPPING

Presented By:
Darshan pandya
Hitesh ahuja
Hardik kadiya
Kalpesh pokar
MAnish chandran
Milan patel
Pratik patel
Ravi narwani
 WHAT IS COMPETENCY?

A competency is defined
as a behavior or set of behaviors
that describes
excellent performance
in a particular work context

It is an underlying characteristic of a person which

enables him/her to deliver superior performance in
a given job, role or situation.
 CONCEPT OF COMPETENCY

o Skill:
Ability accomplish
o Talent:
Inherent ability
o Competency:
Underline characteristics that give rise to skill accomplishment
Knowledge, skill and attitude
How do competencies differ from
skills and knowledge?
• Competencies only include behaviors that
demonstrate excellent performance.
• Therefore, they do not include knowledge, but do
include "applied" knowledge or the behavioral
application of knowledge that produces success.
• In addition, competencies do include skills, but only
the manifestation of skills that produce success.
• Finally, competencies are not work motives, but do
include observable behaviors related to motives.
 Components of
Competency
• Skill
capabilities acquired through practice.

• Knowledge
understanding acquired through learning.

• Personal attributes
inherent characteristics which are brought to the job

• Behavior
The observable demonstration of some competency,

skill, knowledge and personal attributes attributed to

excellent performance
 KNOWLEDG
E

COMPETENCIE
S

PERSONAL
SKILL
MOTIVES
THE ICEBERG

ONLY 10% OF ANY

ICEBERG IS VISIBLE.
THE REMAINING 90%
IS BELOW SEA LEVEL.
THE ICEBERG

The Iceberg phenomena

Is
also applicable
on
human beings …
 THE ICEBERG

VISIBLE 10 %
ABOVE SEA LEVEL
SEA LEVEL

INVISIBLE
BELOW SEA LEVEL

90 %
 THE ICEBERG

KNOWLEDGE
KNOWN &
TO OTHERS SKILLS SEA LEVEL

UNKNOWN
TO OTHERS

ATTITUDE
 THE ICEBERG

KNOWN
TO OTHERS BEHAVIOR
SEA LEVEL

UNKNOWN
TO OTHERS

VALUES – STANDARDS – JUDGMENTS

ATTITUDE
MOTIVES – ETHICS - BELIEFS
 KNOWLEDGE
RELATED TO
INFORMATION
COGNITIVE
DOMAIN ATTRIBUTE
SET OF SKILLS RELATES TO
QUALITATIVE
RELATES TO THE
ASPECTS ,
ABILITY TO DO.
PERSONAL
PHYSICAL DOMAIN
CHARACTERISTICS
OR TRAITS

COMPETENC
Y

OUTSTANDING PERFORMANCE OF TASKS OR

ACTIVITIES
COMPETENCY MAPPING
Competency mapping is a process of identifying
key competencies
for a particular position in an organisation, and then
using it for job-evaluation, recruitment, training and
development, performance management, succession
planning, etc.
 ESTABLISHING FOCUS
The ability to develop and communicate goals in support of the
business’ mission.

Acts to align own unit’s goals with the strategic direction of the
business

Ensures that people in the unit understand how their work relates to the
business’s mission

Ensures that everyone understands and identifies with the unit’s mission
Ensures that the unit develops goals and a plan to help fulfill the
business’s mission
 PROVIDING MOTIVATIONAL SUPPORT

Skill at enhancing others’ commitment to their work.

Recognizes and rewards people for their achievements

Acknowledges and thanks people for their contributions
Expresses pride in the group and encourages people to feel good about
their accomplishments

Finds creative ways to make people’s work rewarding

Signals own commitment to a process by being personally present and
involved at key events

Identifies and promptly tackles morale problems

Gives talks or presentations that energize groups
 ORAL COMMUNICATION
Expressing oneself clearly in conversations and interactions with others.

Speaks clearly and can be easily understood

Tailors the content of speech to the level and experience of the audience
Uses appropriate grammar and choice of words in 0ral speech
Organizes ideas clearly in oral speech
Expresses ideas concisely in oral speech
Maintains eye contact when speaking with others
Summarizes or paraphrases his/her understanding of what others have
said to verify understanding and prevent miscommunication
Competency
Catalogue
Stages of Competency Catalogue
Development

Stage1 Stage 2 Stage 3 Stage 4

Conducting Identifying Developing Developing
competency competency competency competency
workshop components catalogue profile
 Stage1
Conducting
competency workshop

• Introduce the concept of competency

• Deciding the scope of competency project

 Stage 2 Identifying
competency
components
o Stage 2a: Identifying Employee Core Competencies
 possessed by all employees regardless of their functions
 Review business vision and strategy
 Identify Employee Core Competencies (behaviors) to
achieve strategy

oStage 2b: Identifying Job Relevant Competencies

Relevant to each existing function/job/role.
Determine and understand the nature of the job/role/position
to be analyzed.
 Conduct focus group discussion
 How are the competencies
identified for each job?

• Derived from a task analysis – identifies the critical

task with the jobholder and the immediate superior

• Only the critical tasks are considered – enable the

jobholder to perform

• The critical tasks are then recorded as competency

requirements
oThe Performance Criteria are the standards to which the jobholder must
demonstrate when carrying out the tasks

o For e.g. a Welder when joining two metal sheets together must ensure
that the workplace is safe for him to carry out the task. He must also

ensure that the weld that he produces meets the quality standards and

that he welds within the specified time frame

oThe identified competencies, the Performance Criteria and the

Required Competency Level are then validated by the Head of

Department to ensure that it reflects the current competency

requirement of the jobholder and standards set by the Company on

the Performance Criteria.

 Stage 3 Developing
competency catalogue

o Conduct behavioral event interview to identify

o behavior indicators.
o Define the competency with a description which
o includes the previously identified behavior indicators
o Scale each identified behavior indicator from lower to
o higher levels of performance.
o Validate and confirm the matrix of competency
o catalogue with key stakeholders
Stage 4 Developing
competency profile

Define number of positions to be reviewed

oIdentify roles and responsibilities of each position

oEstablish competency matrix: match the roles and
responsibilities with the competencies

oAnalyze the weight of the roles and responsibilities as a

basis to decide the level of proficiencies
 ROLE COMPETENCIES
oA set of competencies required to perform a given role
oEach competency has a skill set

IDENTIFICATION OF ROLE COMPETENCIES

• Structure and list of roles
• Definition of roles
• Job description
• Competency requirement
 STRUCTURE AND LIST OF ROLES: STEPS

oOrganizational structure study and examination

oList all the roles in the structure
oIdentify redundant and overlapping roles
oFinal list of roles
 DEFINITION OF ROLE: STEPS

oIdentify KPAs of the role

oLink the KPAs with Dept. and Organizational goals
oState the content of the above in one or two
sentences

oPosition the role in perspective with that of others

 JOB DESCRIPTION: STEPS

oList down all the activities/tasks

o small and big
o Routine and Creative

oCategorize activities under major heads

COMPETECNY IDENTIFICATION: STEPS
Identify against each activity the following:
Role holder interview and listing
Day in the Life of Study
Internal/External customer interview and listing
Star performer interview and listing
Role holder critical incident analysis
Management Climate Study
Benchmarking
Consolidate the above and make a checklist of competencies
Rank- order and finalize on 5/6 competencies critical to the role
COMPETENCY IDENTIFICATION TOOLS
Attitude – Management Climate & Attitudinal Study
Set of Questions measuring 8 characteristics of Attitudinal Capability
Measures & identifies gaps
 Management Style
System Orientation
Organisation Culture/Decision Making
Quality
Customer Service
Change
Communication
Accountability
Also looks at perceived performance & opportunities for improvement
Benchmarking against other capable organizations
Outcomes : Organizational, Team & Individual Gaps
COMPETENCY IDENTIFICATION TOOLS
Behaviour & Skills- Day in the Life of Outlet Manager
 Snapshot of Productivity & Effectiveness of Key Managers
4 -8 Hours observation of critical skills, behaviour & attitude to succeed
Measurement of AS-IS, DESIRED & SHOULD-BE
Outcomes : Organizational, Team & Individual Gaps

Behaviour & Skills- Top Performer Survey

 20 top performers of Café Coffee Day and let them calibrate and rank the
necessary competencies for superior performance
 Outcomes : Organizational, Team & Individual Requirements

Values : Top management interviews

Outcomes : Key Values to Uphold
 COMPETENCY ASESSMENT

oFollowing methods are used:

oAssessment/Development Centre
o360 Degree feedback
oRole plays
oCase study
oStructured Experiences
oSimulations
oBusiness Games
 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
 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
 Competency Flow Model
PERSONAL ATTRIBUTES/MOTIVES
KNOWLEDGE
SKILL

COMPETENCY

OBSERVABLE BEHAVIOURS

JOB
PERFORMANCE
Competencies are to performance what DNA is to people
 WHY USE COMPETENCIES?
• Implementing competencies within organization gives you the means to:
Translate the organization’s vision and goals into expected employee
behavior
• Implement more effective and legally defensible recruitment, selection
and assessment methods
• Reduce hiring costs and absenteeism / turnover rates
• Identify areas for employee development that are directly linked to
desired outcomes and organizational objectives
• Set more effective (and valid) criteria for developing and evaluating
performance
• Identify gap between present skill sets and future requirements
• And if downsizing is required, ensure retention of the essential
competencies for the success of the organization
• By communicating these competencies to employees, organizations
empower employees to take charge of their careers, direct their own
personal development, and continually self-evaluate and improve
Benefits of implementing a competency-based approach to
developing professionals

• For the Associates, competency-based practices: Identify the

success criteria (i.e., behavioral standards of performance

excellence) required to be successful in their role.

• Provide a more specific and objective assessment of their strengths

and specify targeted areas for professional development.

• Provide development tools and methods for enhancing their skills.

• Provide the basis for a more objective dialogue with their manager
or team about performance, development, and career related issues.
 SAMPLE CORE IDEOLOGIES OF
SELECTED COMPANIES

oAmerican Express Co.: customer service, reliability,

oThe Boeing Co.: pioneers; product safety and quality
oCiticorp: autonomy , aggressiveness and self-confidence
oGeneral Electric Co.: technology ,balance among stakeholders
oProcter & Gamble Co.: honesty and fairness, respect for individual
o3M Corp.: innovation, initiative and personal growth,
oWal-Mart Stores Inc.: commitment, enthusiasm;
oWalt Disney Co.: creativity, dreams, imagination
 For The Company,
• competency-based practices: Reinforce corporate strategy, culture, and vision.

• Establish expectations for performance excellence, resulting in a systematic approach to

professional development, improved job satisfaction, and better employee retention

• Increase the effectiveness of training and professional development programs by

linking them to the success criteria (i.e., behavioral standards of excellence).

• Provide data on development needs that emerge from group and/or organizational

composites that are an outcome of multi-rater assessments.

• Provide a common framework and language for discussing how to implement and

communicate key strategies.

• Provide a common understanding of the scope and requirements of a specific role

• Provide common, organization-wide standards for career levels that enable employees
 For Managers
o Identify performance criteria to improve the accuracy and
ease of the hiring and selection process.

o Provide more objective performance standards.

o Clarify standards of excellence for easier communication of
performance expectations to direct reports.

o Provide a clear foundation for dialogue to occur between

the manager and employee about performance,
development, and career-related issues
 Training and Development
• Training and development will be more focused
• Address specific gaps in competencies
• Training expenditure may increase, depending on the
number of competency gaps but in the long term, the return
on training expenditure may be justifiable when
competencies gaps are addressed and employees perform to
expectations
 How is competency linked to
Training and Development?
oReconciliation between the Required Competency Level and
your Current Competency Level will determine whether
there are gaps to be addressed

oThe gaps will allow the employees to focus on the training

and development programs necessary

oThere is no longer a need for employees to wonder what

training is necessary
 Global Competency Dictionary

oA Competency Dictionary comprises of

okey Competencies
oCompetency definitions
oCompetency types
oCompetency levels and
oAppropriate supporting behavioral indicators.
How do I use the Competency Dictionary?
• The Competency Dictionary can be used for many Human
Resource Management purposes, such as: A guide in creating job

descriptions

• A guide for hiring managers during behavior-based job

interviews.

• A self-assessment tool for employees and managers

• A performance management guide for managers/supervisors
• A training evaluation tool
THANK YOU