for competency mapping project

8/2/2019 For Competency Mapping Project

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Chapter-1 Introduction

1. Theoretical Background

2. Definitions & Concepts

Chapter-2 Design of the Study

1. Methodology of Study

2. Need for the study

3. Objective of Study

4. Scope of the study

5. Research design

6. Limitation of Study

Chapter-3 Organization Profile

1. Industry Profile

2. Company Profile


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WHAT IS A COMPETENCY?

There are various definitions given for the term competency. Combining the basic ideas

embedded in all definitions, competency can be defined as:

A combination of knowledge, skills, attitude and personality of an individual as applied

to a role or job in the context of the present and future environment, that accounts for

sustained success within the framework of Organizational Values.

Sometimes competencies are also defined as cluster of successful behaviors.

FIVE TYPES OF COMPETENCY CHARACTERISTICS:

1. Motives : The things a person consistently thinks about or wants that cause action.

Motives drive, direct, and select behavior toward certain actions or goals and

away from others.E.g. Achievement-motivated people consistently set challenging goals for themselves and

use feedback to do better.

2. Traits: Physical characteristics and consistent response to situation or information.E.g. Reaction time and good eyesight are physical trait competencies of combat pilots.

3. Self-concept: A persons attitude, values, or self-image.E.g. Self-confidence, a persons belief that he can be effective in any situation is a part of

that persons concept of self.

4. Knowledge: Information a person has in specific content areas

E.g. A surgeons knowledge of nerves and muscles in the human body.

5. Skill: The ability to perform a certain physical or mental task.E.g. A dentists physical skill to fill a tooth without damaging the nerve.


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WHAT IS A COMPETENCY MODEL?

A competency model is a set of success factors (competencies) that include the key

behaviors required for excellent performance in a particular role excellent performers on

the job demonstrate these behaviors much more consistently than average or poorperformers.

A Competency model provides a road map for the range of behaviors that produceexcellent performance.

BENEFITS OF COMPETENCY MODELS

Competency models have strategic value as performance improvement vehicles. Benefits

include...

They make explicitthe clusters of knowledge, skills, and personal attributes

that lead to high performance in specific jobs and roles. This informationcan be transmitted to employees.

They embody the core values of a business, aiding in the communication of

these values throughout the organization and helping to shape a business

culture and identity worldwide.

Competency models are behavior-based performance standards against which people and

units can be measured. They provide a behavioral vision for the kinds of performance

necessary to successfully implement worldwide business strategies

NEED FOR A COMPETENCY MODEL

Organizations are using competencies in virtually every human resource domain.

STAFFING

ASSESSMENT

PERFORMANCE DEVELOPMENT

TRAINING AND DEVELOPMENT

CAREER MANAGEMENT


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Competencies are used as the key criteria for implementing each application. Therefore,

competencies can be used as a tool to produce results in each of the above areas. All the

Integrated Human Resource Practices can be based on competencies.

WHAT IS COMPETENCY MAPPING?

DEFINITION:

Competency Mapping is a process of identifying key competencies for an organization

and/or a job and incorporating those competencies throughout the various processes (i.e.

job evaluation, training, recruitment) of the organization.

BUILDING COMPETENCY BASED PEOPLE PROCESSES

COMPETENCY BASED

SELECTION

PERFORMANCE MANAGEMENT

TRAINING AND DEVELOPMENT

COMPENSATION

1. COMPETENCY BASED SELECTION

Competency based selection can be a way to gain competitive advantage. The market for

human talent is imperfect. A firm that knows how to assess competencies can effectivelyhire the best at a reasonable price, for example hire under priced but highly entrepreneurial

MBAs from lesser-known business schools.

There is a need for competency based selection because:

The person employed performs poorly in a critical job for he lacks the

competencies required for that role.

There is high turnover due to high failure rate among new hires.


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The organization needs to identify new hires with the potential to become future

managers or leaders.

A gap between the competencies needed and what the organization can hire forindicates the training new hires will need.

A lengthy training period may transpire before new hires become productive. New

hires with the competencies to do a job become fully productive faster.

Therefore if the selection is based on competencies i.e. if the selection interviews

are competency based then the above mentioned, commonly faced problems byorganization can be taken care of.

2. COMPETENCY BASED PERFORMANCE MANAGEMENT

Performance has two dimensionsa) Achieving business results

b) Developing individual competencies

These days performance appraisal is seen by managers and employees as abureaucratic paperwork exercises that they do not take seriously because it has little

impact on employee development. Performance appraisals do not address the employees

questions about skill development or career advancement.

Competency based performance management would

Focus on HOW of performance and not on WHAT of performance i.e. not on

results but how the results are achieved

Link to development of the individual and not just rewards

Competency based PMS shift the emphasis of appraisal from organization results to

employee behaviors and competencies demonstrated and hence help identify development

gaps.

3. COMPETENCY BASED TRAINING AND DEVELOPMENT:

If the training programs can be aligned to the development needs emerging out of the

appraisal system and to the market led training needs they can contribute better to both

individual and business objectives.

There is a need to determine the competencies for a particular position

Identify the competencies of the person holding that position

By mapping the competencies, gaps can be identified in terms of the

competencies for that role and the competencies of the person doing thatrole to diagnose the training and development needs.


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Identify the most appropriate training and development methodology foreach trainable competency

4. COMPETENCY BASED COMPENSATION

Competency based compensation is compensation for individual characteristics, for

skills and competencies over and above the pay a job or organizational role commands.Various elements are considered for arriving at compensation increase. Enhancement in

competencies has to be one of them.

There is a need for competency based compensation system

To attract more competent than average employees

To reward for results and competencies developed To motivate employees to maintain and enhance their skills and competencies

regularly By rewarding employees who develop relevant competencies the organization can

benefit by improving its own capability to face the future

BENEFITS OF IMPLEMENTING A COMPETENCY-BASED APPROACH

FOR THE COMPANY

Establish expectations for performance excellence

Improved job satisfaction and better employee retention

Increase the effectiveness of training and professional development programs by

linking them to success criteria

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

Provide a common, organization wide standards for career levels that enable

employees to move across business boundaries


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FOR MANAGERS

Identify performance criteria to improve the accuracy and ease of the selection process

Provide more objective performance standards

Easier communication of performance expectations

Provide a clear foundation for dialogue to occur between the managers and

employees and performance, development and career-oriented issues

FOR EMPLOYEES

Identify the behavioral standards of performance excellence

Provide a more specific and objective assessment of their strengths and the toolsrequired to enhance their skills

More clear on career related issues

1.1.1. What is a Competency Model?

A competency model is an organizing framework that lists the competencies required

for

effective performance in a specific job, job family (e.g., group of related jobs),organization, function, or process. Individual competencies are organized into

competency models to enable people in an organization or profession to understand,

discuss, and apply the competencies to workforce performance.

The competencies in a model may be organized in a variety of formats. No one

approach is inherently best; organizational needs will determine the optimal

framework. A common approach is to identify several competencies that are essentialfor all employees and then identify several additional categories of competencies that

apply only to specific subgroups. Some competency models are organized according to

the type of competency, such as leadership, personal effectiveness, or technicalcapacity. Other models may employ a framework based on job level, with a basic set of

competencies for a given job family and additional competencies added cumulatively

for each higher job level within the job family.

1.2. History of Competencies


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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 "Powerthe Inner Experience" brought out several new dimensions of the competencies. These

competencies exposed by McClelland dealt with the affective domain in Bloom's

terminology. The turning point for competency movement is the article published inAmerican Psychologist in 1973 by McClelland titled where in he presented data that

traditional achievement and intelligence scores may not be able to predict job success

and what is required is to profile the exact competencies required to perform a givenjob effectively and measure them using a variety of tests. 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 competencymovement.

Latter McBer a Consulting Firm founded by David McClelland and his associate

Berlew have specialized in mapping the competencies of entrepreneurs and managersacross the world. They even developed a new and yet simple methodology called the

Behavior Event Interviewing (BEI) to map the competencies. With increased

recognition of the limitations performance appraisal in predicting future performancepotential appraisal got focused. And Assessment centers became popular in seventies.

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.

1.3. What Methodology is used?The following methods are used in combination for competency profiling:

1.3.1. Literature Review

A preliminary approach to defining job content and identifying required competencies

is to conduct a review of the literature to learn about previous studies of the job or

similar jobs. Quite often, no previous studies have been conducted. However, if they do

exist, they can be extremely helpful in providing an introduction to the job and apreliminary list of competencies to consider. The literature review supplements, but

does not replace, other data collection methods. It simply provides a quick overview.Sources of published literature include books, professional journals, associationmagazines, theses, and dissertations. Unpublished studies may be available from

professional associations, consulting firms, colleges and universities that offer training

programs for your target job, and through the Internet. The quality of these studies willvary widely and they need to be critically evaluated before use.

1.3.2. Focus Groups


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In focus groups, a facilitator works with a small group of job incumbents, their

managers,supervisees, clients, or others to define the job content or to identify the

competencies they believe are essential for performance. A series of focus groups isoften conducted to allow many people in the organization to provide input.

There are different approaches to conducting focus groups. Typically, the facilitator

willuse a prepared protocol of questions to guide a structured discussion.

Expert panels are a special type of focus group in which persons who are considered

highly knowledgeable about the job and its requirements meet to develop a list of thecompetencies required for success. The members of expert panels are typically persons

who write about or do research in the relevant discipline, such as published academics.

1.3.3. Structured Interviews

In structured interviews, carefully planned questions are asked individually of job

incumbents, their managers, or others familiar with the job. Benchmarking interviewswith other organizations are especially useful in achieving a broader view of the job or

determining which competencies are more universally deemed necessary for a

particular job. However, it is important to be cautious in applying the informationcollected from other organizations. There are many variables such as work

environment, culture, and differences in job responsibilities that may limit the

relevance of the information.

1.3.4. Behavioral Event Interviews

In behavioral event interviews (BEI), top performers are interviewed individually aboutwhat they did, thought, said, and felt in challenging or difficult situations. The

competencies that were instrumental in their success are extrapolated from their stories.

Often, average and low performers are also interviewed to provide a comparison. Theinterviewer will ask questions such as: Tell me about a time when you had an

extremely challenging client or Give me an example of a situation at work in which

you had to make a difficult decision.

1.3.5. Surveys

In surveys, job incumbents, their supervisors, and perhaps senior managers complete a

questionnaire administered either in print or electronically. The survey content is basedon previous data collection efforts such as interviews, focus groups, or literature

reviews. The respondents are typically asked to assign ratings to each listed job element

or competency. For example, respondents may be asked how critical a competency is toeffective job performance, how frequently the competency is used on the job, the

degree to which the competency differentiates superior from average performers, and if

the competency is needed on entry to the job or can be developed over time. Survey


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respondents are usually asked to provide in writing any additional information that they

feel is important.

1.3.6. Observations

In this data collection method, the research team visits high performing incumbents andobserves them at work. The more complex the job and the greater the variety in job

tasks, the more time is required for an observation. For a very routine job in which the

same task is repeated over and over throughout the day, an observation of a couplehours might suffice. For very complex jobs, observation of a week or more may be

required. If the job changes based on work cycles, seasons, or other factors, the

observations may have to be conducted over a period of weeks or months. The

observation process may include asking employees to explain what they are doing andwhy. Sometimes observations of average and low performers are also conducted

to establish a basis for comparison. The competencies required for effective

performance are then inferred from the observations by persons who are experts incompetency identification.

Job Description

Job descriptions are a basic human resources management tool that can help to increaseindividual and organizational effectiveness..

For each employee, a good, up-to-date job description helps the incumbent to

understand:

their duties and responsibilities; the relative importance of the duties; and,

how their position contributes to the mission, goals, and objectives of the

organization.

For the organization, good job descriptions contribute to organizational effectivenessby:

ensuring that the work carried out by staff is aligned with the organizations

mission; and,

helping management clearly identify the most appropriate employee for new duties

and realigning work loads.

1.3.7. Work Logs


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In the work log method of data collection, job incumbents enter into logs or diaries

their daily work activities with stop and start times for each activity. Depending on the

complexity and variety of the job, incumbents may be asked to make log entries forseveral days, weeks, or months.

1.4. Area of Implementation

Figure No. 4 (a)

Recruitment and selection

Choosing the right people to join and progress in an organization.

Competencies can be used to construct a template for using in recruitment andselection. Information on the level of a competency required for effective performance

would be used to determine the competency levels that new hires should possess.


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Depending upon the accepted definition , competency data may take the form of

behaviors, skills , abilities and other characteristics that have been associated witheffective

Training and DevelopmentIdentifying gaps and helping employees develop in the right direction.

Knowing the competency profile for a position allows individuals to compare their own

competencies to those required by the position or the career path. Training ordevelopment plans could focus on those competencies needing improvement.

Additionally education and development curricula would be linked to improving

competency levels to the needed levels needed for effective performance.

Career and succession planning

Assessing employees readiness or potential to take on new challenges

Determining a person job fit can be based on matching the competency profile of an

individual to the set of competencies required for excellence within a profession.Individuals would know the competencies required for a particular position and

therefore would have an opportunity to decide if they have the potential to pursue thatposition.

Rewards and Recognition

Competency based pay is compensation for individual characteristics for skills and

competencies over and above the pay a job or organizational role itself commands.

Individual characteristics that merit higher pay may come in the form of competencies(experience, initiative, loyalty and memory portability).

One old fashioned way of improving employee performance is by recognizing andrewarding effort. Competency pay is the best way to do so. Rewarding employees for

their ability to make the best use of their skills and competencies in accordance with the

organizations needs was the logic behind this once popular HR tool.Source: The Hindu, Are you being paid for your competencies?, January 29,2003

Performance Management System

Competencies are critical behaviors demonstrated on the job and, as such, are often

included as part of performance management. Performance management is aboutachieving results in a manner that is consistent with organizational expectations and

desired behaviors. Competencies provide expectations for how the job is performed,

not just what gets done. Assessing competencies as a part of performancemanagement is an important means of assisting employees in understanding

performance expectations and enhancing competencies on-the-job. Most departments

have their own performance management systems. Competencies may play animportant role in these systems.


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Benefits and Criticism of competency Profiling

Benefits: -

Employees have a set of objectives to work towards and are clear about how theyare 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;

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 toachieve the results that make a business successful.

They can become out of date very quickly due to the fast pace of change inorganizations 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 onthese rather than what he or she actually achieves.

2. RESEARCH DESIGN

Methodology Adopted


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Figure No.5 (a)

Step 1 : Identify departments for competency profiling

Here we have to decide and select the departments within the organization which we

would like to include into our study. It is to e noted that departments should be chosen

based on their criticality and importance to the organization.At the Torrent Research and Development Center there are 10 departments

For this project all departments have been considered except the four support functions

namely being the information management department, human resource department,engineering department and Purchase Department functions.

Step 2 :Identifying hierarchy within the organization and selection of levels

Study the organization hierarchy across each of the selected departments. For TorrentsResearch Centers hierarchy please look at Figure No.2(a). For the purpose of the study

at Torrent Research Center we have selected Senior Management(Assistant General

Manager), Middle Management(Group leader/Research Associate/Manager) and Junior

Management (Scientist II Executive).

Step 3 :Obtain the job descriptions.

For all three levels at every department we obtained each roles job description and in

cases where they were not available we conducted a detailed interview to derive a job

description.

Step 4 Preparation of semi structured interview

As on of the tools for collecting information we prepared a list of questions that

would make up a semi structured interview. These questions would be put forthemployees at all three management levels .

Step 5: Scheduling of interviews

Obtain a list of employees from respective department heads and accordingly schedule

interviews. A minimum of 5 candidates are to be interviewed at each level in each

department.

Step 6: Conducting of interviews

We would have to arrange for the semi structured interviews to be carried out at a

convenient time and comfortable location as per the candidates convenience. Please

Refer to Annexure XI for Sample Set of questions.

Step 7 Recording of interview details

The candidates answers and opinions have to be recorded in as much detail as possible

for further reference during the project.

Step 8: Preparation of a list of Skills

As per the interview and the details that were generated from the candidate, we will

generate a list of skills observed for the job. Thereon from which a list of identified

competencies should be drawn for each interviewed candidate.

Identify Departments and Organization Hierarchy

Conduct Semi Structured Interview

Obtain Job Description

Preparation of List of Skills

Indicate Proficiency Levels

Generate List of Competencies

Validate competencies & Proficiency levels

Prepare competency matrix

Mapping of Competency


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Step 9: Repeat for next levels and functions.

The interviews and appropriate recording of answers should be done at all remaining

levels and other departments within the Torrent Research Center.

Step 10: Make the list of the competencies required for the department for each

level and each function giving behavioral indicators.

For each position at each department a list of competencies observed from both the jobdescription and the semi structured interview (list of skills) should be drawn up.

Each competency should be given a name and an appropriate definition that clearly

indicates its meaning and essence.

Step 11: Indicate proficiency levels

Take one competency at a time and indicate different proficiency levels. For the project

four levels of proficiency had to be defined for every competency. Each proficiency

level was defined in term of behavioral indicators.

Step 12 Validate identified competencies and proficiency levels with Head of

Departments.

Confirm competency definitions with respective Head Of Departments and obtain

from the required proficiency levels of each competency that is ideal for each role. Alsolocate any missing competencies.

Step 13 Preparation of competency matrix

Prepare a matrix defining competencies required and corresponding proficiency levelsfor each level across all departments.

Step 14 Mapping of competencies

Mapping of competencies of selected employees against the competency matrix as per their

employee level and department. Here an employees actual proficiency level of a particular

competency would be mapped against the target proficiency level.


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COMPETENCY MAPPING MODEL

Competency is an appropriate behavior which causes performance.

Competency includes ability & motivation to deploy knowledge & skills to achieve

performance.

Competency mapping model.

1) Have a valid ROLES & RESPONSIBILTIES.

Format of ROLES & RESPONSIBILTIES:

i) Position

ii) Reporting to-

iii) Positions reporting to this position.

iv) Key responsibilities.(responsibilities should be distinguished from activities)

2) Validate the ROLES & RESPONSIBILTIES

3) Competency Mapping: The competency level varies from role to role.

4) Generate a list of Technical competencies.

i) Benchmark with superior performers.

ii) Consult a recognized expert in the field.

iii) What is the evidence that it causes superior performance.


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5) Identify Functional competencies.

i) Generate them in Peer group.

ii) Should be approved by senior management & Head of the company.

7) Identify competencies on Managerial & Conceptual concepts as well.8) The above four types of Competencies should be developed using the following

strategies.

i) Organization-wide Competencies (Core competencies required for organizationalsuccess).

ii) Business Unit Competency set.

iii) Business process set.

iv) Position specific competency sets.

v) Competency sets defined to the level of employee.

8) Prepare a Competency dictionary.

9) Do competency profiling for individuals.

i) Identify Required Proficiency.

ii) The competencies for respective ROLES & RESPONSIBILTIES will become the

factors of assessment.

10) Have the competency analysis done in consultation with departmental heads and a HR

specialist.

11) Analyse the gaps12) Prepare Developmental plans.

i) Facilitate a meeting to discuss the developmental plan.

ii) Address the most critical gaps.

iii) Counsel if necessary

iv) Select a developmental plan.


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Training.

Job Rotation.

Special Assignments.

Self study.

Coaching.

13) Gap Closure

i) Impart the developmental inputs.

ii) Review.

iii) Assess Gaps every 6 months.

iv) Prepare a fresh competency analysis sheet

v) Analyse Gaps & track improvement post development plan.

vi) Re-open Gaps, if needed, by Raising the Bars (proficiency level).

vii) If an employee is unable to close critical gaps in 1 year, then a role change may beneeded.

viii) Proficiency Levels need to be raised periodically.

for competency mapping project

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