Competency Mapping

By Prof. Rajasshrie

What are Competencies

Competencies are the human capabilities and work-related behaviours that provide a competitive advantage to an organisation Any quality or characteristics of a person which underpins successful performance

History of Competencies 1970s

David McClelland the famous Harvard Psychologist has pioneered the competency movement across the world. His classic books on "Talent and Society", "Achievement Motive", "The Achieving Society", "Motivating Economic Achievement" and "Power the Inner Experience" brought out several new dimensions of the competencies.

This article combined with the work done by Douglas Brey and his associates at AT&T in the US where in they presented evidence that competencies can be assessed through assessment centers an on the job success can be predicted to some extent by the same has laid foundation for popularization of the competency movement.

Latter McBer a Consulting Firm founded by David McClelland and his associate Berlew have specialized in mapping the competencies of entrepreneurs and managers across the world They even developed a new and yet simple methodology called the Behavior Event Interviewing (BEI) to map the competencies.

. The setting up an Assessment center was in integral part of the HRD plan given to L&T by the IIMA professors as early as in 1975. L&T did competency mapping and could not start assessment centers until much latter as it was not perceived as a priority area.

The Behavioral Iceberg

Observable Behavior Aptitudes

Competencies

Attitudes / Traits Skills Knowledge

KNOWLEDGE
Relates to information Cognitive Domain

Set of SKILLS
Relates to the ability to do, Physical domain

Attribute
Relates to qualitative aspects

COMPETENCY

personal Characteristics or traits

Outstanding Performance of tasks or activities

Types of Competencies
Aptitudes Natural ability that prepares the person to fulfill the responsibilities Way of thinking or behaving needed to fulfill the responsibilities Acquired ability or experience needed to fulfill the responsibilities Information and understanding needed to fulfill the responsibilities

Attitudes

Skills

Knowledge

Competency Clusters

Business Knowledge Customer Focus Communication Result Focus Leadership Proactivity Innovation Collaboration Stamina & Adaptability Conceptual Thinking

What is Common in the definitions?

Competencies underlying characteristic of a persons inputs. clusters of knowledge, attitudes and skills generic knowledge motive, trait, social role or a skill personal characteristics set of skills, related knowledge and attributes

A Competency is an underlying characteristic of a person which enables him /her to deliver superior

performance in a given job, role or a situation.

Benefits of Competency Framework

Recruitment & Selection

Job Design & Grading

Performance Management

Career Pathing

Succession Planning

Potential Assessment

Reward Management

Training & Development

Alignment of HR systems

d an t en n m uit ectio r ec sel R

Competency Model
g & en in i n l opm a Tr eve D t

ce an nt rm me rfo ge Pe ana M

Co m pe ns at i o n

What is Competency Profiling? Competency profiling is the process of identifying the knowledge, skills, abilities, attitudes, and judgment required for effective performance in a particular occupation or profession. Competency profiling is business/company specific.

What is competency mapping?

Competency mapping is the process of identification of the competencies required to perform successfully a given job or role or a set of tasks at a given point of time. It consists of breaking a given role or job into its constituent tasks or activities and identifying the competencies (technical, managerial, behavioral, conceptual knowledge, an attitudes, skills, etc.) needed to perform the same successfully

Competency Mapping : Flow Chart

Job Description

Role

Clarification

Competencies reqd. for the Job Competencies a Job Holder has Competency Mapping Bridging the Competency Gap

Methods to Identify Competencies

In Basket Exercises Stress Interviews Focussed Behavioral Event Interview Presentation Vision / Strategy Speeches Leaderless Group Exercises Role Play Business Games Structured Group Discussion Psychometric Tests Case Studies Peer Coaching & Counseling Exercises

The Five-level Scale

WRITTEN COMMUNICATION Write and transmit information

Write standard documents

Write structured and developed notes and documents

Write in a simplified manner complex messages in order to sustain the choices of the reader

Write in a simplified manner complex messages in order to influence the reader

Competency Mapping : Competency Identification Worksheet

Role : Regional Sales Manager

To achieve Sales objectives of approx. Rs Plan, develop & control the regional sales strategy for a specific range of products To manage a team of 6 Area Managers and 40 Sales Reps To ensure efficient regional field force support systems Interaction with 80-90 distributors and 5 Clearing & Forwarding Agents To establish timely effective communications within the region and with Corporate Marketing /Sales To maintain harmonious industrial relations

Competency Mapping : Competency Identification Worksheet

Match Person / Position Position : Regional Sales Manager Person Score Competencies Business Knowledge Leadership Result Focus Customer Focus Collaboration Sales Skills Proactivity Conceptual Thinking Innovation Communication Stamina & Adaptability 1 2 3 4 5 1 2 Position 3 4 5
Person Position

Score Competency Ratio

Pay for the Person Develop Competency Pay Scale

Business Knowledge

Understands the Industry

Financial acumen

Knowledge of company products

Overview of business

Leadership
Sets out clear standards and goals Motivates others to achieve and maintain high standards Works to reach consensus and agreement wherever possible Welcomes constructive criticism Identifies and shares success stories

Result Focus
Takes on challenging but achievable goals

Identifies gaps and seeks to overcome them

Sets targets, monitors efficiency and effectiveness Decides on optimum work approach

Maximises use of available technology

Customer Focus
Anticipates and forecasts customer requirements

Defines quality standards for customer service

Develops partnership with the customer

Enhances long term relationship with customer

Creates new solutions to meet customer needs

Collaboration
Builds effectively team within a function/ country Encourages and supports colleagues to achieve goals Develops information-sharing networks Creates team effectiveness using people skills

Proactivity
Seizing opportunities as they arise

Handling crises swiftly and effectively

Exceeding the bounds of ones formal authority

Conceptual Thinking
Develops concepts/ patterns perceived in a set of facts

Rapidly identifies key issues/ actions in a complex situation

Seeing connections or patterns

Using vigorous, original analogies or metaphors

Innovation
Adapts and applies different new approaches to situations

Modifies standard approaches for more effective outcomes

Develops original approaches to non-routine situations

Encourages innovation and creativity in others , supports new ideas

Communication
Listens carefully to others, tries to help people with problem

Adapts language and style to meet the needs of the audience

Structures information in a way that addresses others issues

Encourages open discussions through questioning

Stamina & Adaptability

Sustain and work long hours

Flexible and adapts to change

Maintain high performance under stress

Competency Matrix
H

Search for alternative position

Consider for transfer or promotion

YEARS IN POSITION

Pay below Reference Salary Train for current position

Pay at Reference Salary High flyer - Develop Career Plan Pay at Ref. Salary Consider market premium
H

Pay below
L L

Reference Salary

COMPETENCY

Competency Model

A competency model is a valid, observable, and measurable list of the knowledge, skills, and attributes demonstrated through behavior that results in outstanding performance in a particular work context. Typically A competency model includes

Competency titles Definitions of those titles Key Behaviour indicators

Competency - Broad Categories

Generic Competencies

Competencies which are considered essential for all employees regardless of their function or level. Communication, initiative, listening etc.

Managerial Competencies

Competencies which are considered essential for employees with managerial or supervisory responsibility in any functional area including directors and senior posts.

Competency - Broad Categories

Technical / Functional

Specific competencies which are considered essential to perform any job in the organization within a defined technical or functional area of work.

e.g.: Finance, environmental management, etc

Competency Mapping Models

Steps in Model Building

Background information about the organization Decide on the Occupation / Job Position(s) that require competency Model (s) Discuss the application of the competency model Select a data collection method and plan the approach Organize Data collected Identify main themes or patterns Build the model - Defining specific behaviour Indicators Review the model

COMPETENCY MAPPING MODEL

ORGANISATION DIRECTION VISION MISSION SHORT TERM & LONG TERM GOAL STRATEGIES VALUES

TRANSLATING THEM INTO ACTIONS FOR ACTUALISATION

THROUGH ORGANISATION STRUCTURE ROLES, POSITIONS, JOBS CORE COMPETENCY OF THE ORGANISATION

ROLE COMPETENCY

COMPETENCY MAPPING PROCESS 1.0 DESIGNING THE QUESTIONNAIRE

While designing the questionnaire following factors are to be taken into consideration:
1.1 Part - I 1.1.1 Purpose of the job. 1.1.2 Critical Success Factors 1.1.3 Key Result Areas 1.1.4 Key Activities

JOB CRITICAL SUCCESS FACTORS CSF - 1 CSF - 2 CSF - 3 CSF - 4 CSF - 5

KEY RESULT AREAS KRA- 1 KRA - 2 KRA - 3 KRA - 4 KRA - 5

KEY ACTIVITIES KA - 1 KA - 2 KA - 3

Each Critical Success Factor (CSF) is the end result of multiple Key Result Areas. Each Key Result Area (KRA) is the end result of multiple Key Activities.

DESIGNING THE QUESTIONNAIRE CONTINUED

1.1.5 1.1.6 1.1.7 1.1.8 1.1.9 Relationship. Organization Structure. Empowerment of the position. Challenges in the job. Changes expected in the technology, product, process etc in the next 2-3 years. 1.1.10 Budget and Controls. 1.1.11 Investment Plan.

DESIGNING THE QUESTIONNAIRE

1.2 PART - II

1.2.1

Academics, Knowledge Skills Sets Experience

1.2.2

Competencies

2.0 DATA COLLECTION

2.1 2.2 2.3 2.4 2.5

Clarity of Organization Direction Clarity of Organization Structure. Interview Job Holder. Interview Job Holder's Reporting Officer. Discuss with the Focus Group if the job are of the same family.

3.0 C0MPETENCY DRAFTING

3.1 Rank Order of the list of competencies . - Guided / Unguided. 3.2 Comparing good performer and average performer with select list of competencies. 3.3 Use research data and assign competencies to positions.

4.0

FINALISE ROLE DESCRIPTION AND COMPETENCIES - JOB WISE

5.0 FINALISING CORE COMPETENCIES FOR

Front Line Management

Middle Management Senior Management / Top Management

6.0

PURPOSE OF COMPETENCY MAPPING

"Effectiveness of an organization is the summation of the required competencies in the organization". Gap Analysis Role Clarity Selection, Potential Identification, Growth Plans. Succession Planning. Restructuring Inventory of competencies for future planning.

Benefits and Criticism of competency Profiling

Benefits: Employees have a set of objectives to work towards and are clear about how they are expected to perform their jobs. The appraisal and recruitment systems are fairer and more open. There is a link between organizational and personal objectives. Processes are measurable and standardized across organizational and geographical boundaries. It gives a clear insight in the necessary qualifications for a job and therefore;

Benefits

Provides a common language for discussing job requirements and/or individuals' capabilities; Increases identifying the best resources to fill a given role Provides a tool to help an employee, manager or organization assess its competencies and identify its future needs; Ensures the link between business strategy and Human Resource functions; Allows strategic-level tracking of the collective strengths and areas of expertise within an organization

Criticism

It can be over-elaborate and bureaucratic. It is difficult to strike the right balance between reviewing the competencies often enough for them to remain relevant but not so often as to become confusing. If too much emphasis is placed on 'inputs' at the expense of 'outputs', there is a risk that it will favor employees who are good in theory but not in practice and will fail to achieve the results that make a business successful.

They can become out of date very quickly due to the fast pace of change in organizations and it can therefore be expensive and time consuming to keep them up-to-date. Some behavioral competencies are basically personality traits which an individual may be unable (or unwilling) to change and it is not reasonable to judge someone on these rather than what he or she actually achieves.

THANK YOU !!!