competency mapping 161[1]

8/6/2019 Competency Mapping 161[1]

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Competency Mapping

By

Prof. Rajasshrie


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What are Competencies

Competencies are the human capabilities andwork-related behaviours that provide acompetitive advantage to an organisation

Any quality or characteristics of a personwhich underpins successful performance


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History of Competencies 1970s

David McClelland the famous HarvardPsychologist has pioneered the competencymovement across the world.

His classic books on "Talent and Society","Achievement Motive", "The Achieving Society","Motivating Economic Achievement" and "Powerthe Inner Experience" brought out several new

dimensions of the competencies.


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This article combined with the work done byDouglas Brey and his associates at AT&T in theUS where in they presented evidence thatcompetencies can be assessed throughassessment centers an on the job success canbe predicted to

some extent by the same has laid foundationfor popularization of the competencymovement.


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Latter McBer a Consulting Firm founded by DavidMcClelland and his associate Berlew havespecialized in mapping the competencies of entrepreneurs and managers across the world

They even developed a new and yet simplemethodology called the Behavior EventInterviewing (BEI) to map the competencies.


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ObservableBehavior

The Behavioral Iceberg

Competencies

Knowledge

Attitudes / Traits

Aptitudes

Skills


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Set of SKILLS

Relates to theability to do,

Physical domain

Attribute

Relates toqualitative

aspectspersonal

Characteristicsor traits

KNOWLEDGE

Relates to information

Cognitive Domain

COMPETENCY

OutstandingPerformance of

tasks or activities


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Types of Competencies

Information and understanding needed tofulfill the responsibilities

Acquired ability or experience neededto fulfill the responsibilities

Way of thinking or behaving needed to

fulfill the responsibilities

Natural ability that prepares theperson to fulfill the responsibilitiesAptitudes

Attitudes

Skills

Knowledge


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Competency Clusters

Business Knowledge

Communication

Proactivity

Collaboration

Result Focus

Customer Focus

Leadership

Innovation

Conceptual Thinking

Stamina & Adaptability


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What is Common in the definitions ?

Competenciesunderlying characteristic of a persons inputs.clusters of knowledge, attitudes and skillsgeneric knowledge motive, trait, social role or a skill

personal characteristicsset of skills, related knowledge and attributes


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A Competency is an underlyingcharacteristic of a person which

enables him /her to deliver superior performance in a given job, role or asituation.


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Career Pathing

PotentialAssessment Reward

Management

Recruitment& Selection

SuccessionPlanning

Training &Development

Job Design &Grading

PerformanceManagement

Benefits of Competency Framework


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Alignment of HR systems

CompetencyModel

R e c r u

i t m e n

t a n d

s e l e c

t i o n

P e r f o r m a n c e

M a n a g e m e n t

T r a i n i

n g &

D e v

e l o p m

e n t

C o m p e n s a t i o n


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What is Competency Profiling?

Competency profiling is the process of identifying the knowledge, skills, abilities,attitudes, and judgment required for effectiveperformance in a particular occupation orprofession.

Competency profiling is business/companyspecific.


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What is competency mapping?

Competency mapping is the process of identification of the competencies required to perform successfully agiven job or role or a set of tasks at a given point of time.It consists of breaking a given role or job into itsconstituent tasks or activities and

identifying the competencies (technical, managerial,behavioral, conceptual knowledge, an attitudes, skills,

etc.) needed to perform the same successfully


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Role Clarification

Job Description

Competencies reqd.for the Job

Competencies a JobHolder has

CompetencyMapping

Bridging theCompetency Gap

Competency Mapping : Flow Chart


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In Basket ExercisesStress Interviews

Focussed Behavioral Event Interview

Presentation Vision / Strategy Speeches

Leaderless Group ExercisesRole Play

Business Games

Structured Group Discussion

Psychometric Tests

Case Studies

Peer Coaching & Counseling Exercises

Methods to Identify Competencies


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The Five-level Scale

WRITTEN COMMUNICATION

Write and transmit information

Writestandarddocuments

Writestructuredand

developednotes anddocuments

Write in asimplifiedmanner complexmessages inorder to sustainthe choices of the reader

Write in asimplifiedmanner complexmessages inorder toinfluence thereader

1 2 3 4 5

C M i C


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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 : CompetencyIdentification Worksheet

Role : Regional Sales Manager

C t M i C t


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Match Person / Position

Position : Regional Sales Manager

Person PositionScore

Competencies 1 2 3 4 5 1 2 3 4 5 Person PositionBusiness KnowledgeLeadership

Result FocusCustomer FocusCollaborationSales SkillsProactivityConceptual ThinkingInnovationCommunication

Stamina & AdaptabilityScore

Competency Ratio

Competency Mapping : CompetencyIdentification Worksheet

Pay for the Person

Develop Competency Pay Scale


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Business Knowledge

Understands the Industry

Financial acumen

Knowledge of company products

Overview of business


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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


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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


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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


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Seizing opportunities as they arise

Handling crises swiftly and effectively

Exceeding the bounds of ones formal authority

Proactivity


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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


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C M i


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Competency Matrix

Search for alternative position

Pay below

Reference Salary

Consider for transfer or promotion

Pay at

Reference Salary

Train for currentposition

Pay below

Reference Salary

High flyer - DevelopCareer Plan

Pay at Ref. Salary -Consider market

premiumL

L

H

HCOMPETENCY

YEARS INPOSITION


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Competency - Broad Categories


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Competency Broad Categories

Technical / Functional

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

e.g.: Finance, environmental management, etc


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Competency Mapping Models

Steps in Model Building


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Steps in Model Building

Background information about the organization

Decide on the Occupation / Job Position(s) that requirecompetency Model (s)

Discuss the application of the competency model Select a data collection method and plan the approachOrganize Data collected

Identify main themes or patterns Build the model - Defining specific behaviour Indicators Review the model


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DESIGNING THE QUESTIONNAIRE

1.2 PART - II

1.2.1 Academics, Knowledge

Skills Sets

Experience

1.2.2 Competencies


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2.0 DATA COLLECTION

2.1 Clarity of Organization Direction

2.2 Clarity of Organization Structure.

2.3 Interview Job Holder.

2.4 Interview Job Holder's Reporting Officer.

2.5 Discuss with the Focus Group if the job are

of the same family.

3 0 C0MPETENCY DRAFTING


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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.


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4.0 FINALISE ROLE DESCRIPTION

AND

COMPETENCIES - JOB WISE

4.0 FINALISE ROLE DESCRIPTION

AND

COMPETENCIES - JOB WISE

5.0 FINALISING CORE COMPETENCIES FOR


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Front Line Management

Middle Management Senior Management / Top Management


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Benefits and Criticism of competency Profiling


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Benefits: -

Employees have a set of objectives to work towards and are clear abouthow 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 andtherefore;


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They can become out of date very quickly due to thefast pace of change in organizations and it cantherefore be expensive and time consuming to keepthem up-to-date.

Some behavioral competencies are basicallypersonality 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.


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competency mapping 161[1]

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