C O M P E T E N C Y

M A P P I N G

COMPETENCY
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.

Cluster Of Successful Behaviors.

COMPONENETS OF COMPETENCY
Behavior Knowledge

Skills
Attitude

Values & Motives

COMPETENCY MAPPING
Competency Mapping is a process of identifying key competencies for an

organization
incorporating

and/or
those

job

and

competencies

throughout the various processes (i.e. job evaluation, training, recruitment) of the organization.

The competency review process links current capabilities to the organizational needs
Competency Model

Review

Development Plans

Implementation

Competency Profile

IMPLEMENTATION OF COMPETENCY MAPPING

Recruitment &

Selection

Training & Development

Career & Succession Plan

Reward & Recognition

Performance Management

COMPETENCY MAPPING TECHNIQUE

Techniques used to map Competencies include

Critical Incident Analysis and Repertory

Grid.

1.Critical incident technique

Respondents are asked to relate specific incidents, which highlighted exemplary behaviors in critical situations. This is based on the assumption that the best and the worst of a person surfaces in a crisis.

2.Repertory Grid Analysis

Identify important attributes For each attributes, establish a bipolar scale with differentiable characteristics and their opposites.

COMPETNECY MAPPING MODELS

Organizational Approaches Models.
HR Systems Approaches Models.

Team Approaches Models.

Individualistic Models.

1.organizational Approaches Models

Peter Senges approach to a whole organization competency
model is captured in his notion of the "learning

organization." Its essential characteristics include nurturing the growth of new capabilities, transformational learning for survival, learning through performance and practice, and the

inseparability of process and content.

2.Hr SyStemS approacHeS Models

Dubois focuses on the whole human resources system, but
emphasizes competency improvements through training and development strategies and programming: the contingencies are driven by organizational strategy but outcomes are focused on individual employees competency enhancement.

3. team approacHeS modelS

Campions model, which applies to professional work, suggests
that teams composed of individuals with complementary competencies are more effective and have higher levels of job satisfaction than teams whose members have the same competency sets. This is especially true for work that is

complex and varied in scope.

4. Individualistic Model
Traditional Person-Job Match Model This model assumes that employees have jobs with specific and identifiable tasks. Work is generally standardized and repetitive in an organizational hierarchy. Job performance is readily verifiable. This model works best with organizations defined by stable environments Strategy Based Model This model assumes that employees have roles defined by the organizations strategic goals. This model functions most effectively in organizations in competitive, complex or highly stressed environments.

Individualistic Model (CONTD)

Strategy Development Model This model assumes that employees with broad, strategic attributes will create their own roles which interact to produce the organizations strategy. This model is described in terms of organizations in chaotic, unpredictable, or very rapidly changing environments. Intellectual Capital Model These models emphasize the linkages and dynamic interaction among human capital, structural capital, and customer (client) capital. These models stress the knowledge that resides in employees and strategies to use it and value it differently.

Benefits of Using Competency Model

For Companies create and use the Competency models to specify
the employee behaviors, knowledge, and motivations that they believe are necessary to produce organizationally critical results. But if the model is not quite right, the organization will suffer. To determine the right model it is essential to look at

actual data -- assessments of employees competencies and of

the results they achieve.

FOR MANAGERS
Identify performance criteria to improve the accuracy and ease of the hiring and selection process. Provide more objective performance standards.

Clarify standards of excellence for easier communication of

performance expectations to direct reports. Provide a clear foundation for dialogue to occur between the manager and employee about performance, development, and career-related issues.

FOR EMPLOYEES
identify the success criteria (i.e., behavioral standards of
performance excellence) required to be successful in their role. support 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.