COMPETENCY MAPPING

Presented By,

Disha Mod Dhaval Patel

MEANING OF COMPETENCY
The word competency is derived from Latin word Competere which means to be suitable. Competency can be defined as knowledge, skills or ability of employees relevant for organizational performance.

The minimum requirement an employee must comply with in order to deliver specific outcomes at a predefined standard.
it is a determining factor for successful performance.

MEANING OF COMPETENCY
A combination of skills, job attitude and knowledge which is reflected in job behaviour that can be observed, measured and evaluated.

MEANING OF COMPETENCY
COMPETENCIES

BEHAVIORS (actions)

OUTPUTS

ORGANIZATIONAL RESULTS

COMPONENTS OF COMPETENCY
Competency has three major components which are as follows:
1)Knowledge:

It refers to the information a person possesses about specific areas, knowledge comprises many factors like memory, numerical ability, linguistic ability, and is, therefore, a complex competency. It can be either: Scientific Knowledge Technical Knowledge Job Knowledge

COMPONENTS OF COMPETENCY
2)Skill:

It represents intelligent application of knowledge, experience, and tools. This is the procedural "know how" knowledge (what one can do), either covert (e.g., deductive or inductive reasoning) or observable e.g. "active listening" skill in an interview. 3)Attitudes:
Attitudes are predispositions to other individuals, groups, objects, situations, events, issues etc. Attitudes decide our approach or avoidance behavior. They are normally conceptualized as positive or negative.

COMPONENTS OF COMPETENCY
Surface knowledge and skills are relatively easy to develop. But core motive and trait competencies are at the base of the personality and are more difficult to assess and develop.

ORGANIZATONAL COMPETENCIES Competencies which are considered essential for all employees regardless of their function or level. Communication, initiative, listening etc. Competencies which are considered essential for employees with managerial or supervisory responsibility in any functional area including directors and senior posts.

GENERIC

MANAGERIAL

FUNCTIONAL /
TECHNICAL

Specific competencies which are considered essential to perform any job in the organisation within a defined technical or functional area of work e.g. Finance, environmental etc

NEED FOR COMPETENCY MAPPING

To guide direction; To increase productivity; They are measurable; To improve work performance; They can distinguish and differentiate the organization; They can help to integrate management practices;

Employees know well what expected from them;

Help to focus on organizational objectives; Approach to build trust between employees and management.

COMPETENCY MAPPING
It is a process of identifying key competencies for an organization and/or a job and incorporation those competencies throughout the various processes

(i.e. job evaluation, training, recruitment etc.) of the organization.

To map a gap between the existing knowledge in the organization and the knowledge needed in future.

COMPETENCY MAPPING
The economic downturn has made companies sit up and recognize the need to have the best quality manpower working with them if they are to tide over the financial crisis looking large over the industry Finding the right fit for the right job is a matter of concern for most organizations

COMPETENCY MAPPING
Competency mapping not only helps know ones competencies but also ones weak areas which can be worked upon Besides increasing employee morale and enhancing productivity, it induces

fresh thinking, fosters innovation and thereby aims to provide an enriching job
experience

WHO IDENTIFIES COMPETENCIES?

In consultation with Experts HR Specialists Job Analysts Psychologists Industrial engineers Present and past role holders Supervising seniors Reporting and reviewing officers Internal customers subordinates

COMPETENCY MAPPING PROCESS

Stage 1 Data Gathering & Preparation Study Identified Jobs Identify major categories of skills Identify Probable competencies Stage 2 Data Analysis Stage 3 Validation

Review list of probable Competencies Construct Competency Definitions Assign proficiency levels

Content Validation session

Reinforce proficiency of critical competencies

Refine competency definitions, if necessary

TOOLS OF COMPETENCY MAPPING

Behavioral Event Interviews Focus Group Discussion Repertory Grid 360 degree survey

Critical incident method

Task analysis workshops Questionnaire/Survey Use of job descriptions Story writing method

BEHAVIORAL EVENT INTERVIEWS

BEHAVIORAL EVENT INTERVIEWS

Advantages:
Empirical Identification of competencies

Disadvantages:
Time & Expense

Precision about how competencies are expressed

Freedom from gender, cultural, bias Generation of data for assessment, training etc.

Expertise requirements

FOCUS GROUP DISCUSSION

CRITICAL INCIDENT ANALYSIS

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.

* Why do I view the situation like that? * What assumptions have I made about the client or problem or situation? * How else could I interpret the situation? * What other action could I have taken that might have been more helpful? * What will I do if I am faced with a similar situation in the future?

360 DEGREE SURVEY

The 360-degree Feedback Process is being increasingly used in organizations for development, appraisal and compensation purposes. It involves a collection of perceptions about an individuals behavior and its impact on bosses, colleagues, subordinates as well as internal and external customers. Competency Mapping help to ensure that such feedback relates specifically to the competencies crucial to individual or organizational success.

REPERTORY GRID

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

Descriptor One Pole

Descriptor Opposite Pole

a
b c

Creating my own ideas

Challenging, problematic, troublesome Have some idea beforehand about results

Just following directions

Easy, simple Have no idea what will result

SURVEYS
Advantages Quick and cheap collection of sufficient data for statistical analyses A large number of employees can provide input Help build consensus Disadvantages Data are limited to items and concepts included in the survey It cannot identify new competencies or nuances of competency Can also be ineffecient

FEW ORGANIZATIONS WHERE COMPETENCY MAPPING AND ASSESSMENT CENTER HAS BEEN ESTABLISHED 1975 for first time by parikh and rao at L&T Wipro Ltd Ranbaxy Smithkline Modi Xerox GE Gujarat heavy chemicals Ltd Tata Administrative Service Bharti Telecom Nortel Escorts TISCO SHELL BILT Karur Vysya Bank J.K.Corporation M & M ABB Simens Nestle Cadburies Castrol Glaxo Johnson and Johnson Wockhardt Canon and more.

AREAS OF IMPLEMENTATIONS

COMPETENCY BASED RECRUITMENT Competency based recruitment processes reduce the chances of a costly hiring mistake and increase the likelihood of identifying and selecting the right person for the right job

COMPETENCY BASED PERFORMANCE APPRAISAL Competencies enable

establishment of clear high performance standards Collection and proper analysis of factual data against the set standards. Conduct of objective feedback meetings direction with regard to specific areas of improvement

COMPETENCY BASED TRAINING Opportunity to identify/ develop specific training programmes Focused Training enabling improvement in specific technical and managerial competencies

COMPETENCY BASED DEVELOPMENT Competencies

enhances the understanding of development and the individual gets the necessary tools to take responsibility for their own development give the managers a tool to empower them to develop people

COMPETENCY BASED PAY Provide an incentive for employees to grow and enhance their capabilities

CAREER AND SUCCESSION PLANNING

It involves assessing employees capability to take on new challenges. In order to see if an employee is suitable for occupying position at the top management; his current competency level ought to be matched against those that required at higher level position.

EXAMPLE: COMPETENCY MAPPING AT L & T INFOTECH

L&T InfoTech has a successful competency-based HR system. Recruitment, training, development, job rotation, succession planning and promotions-all are well defined by competency mapping. Nearly all HR functions are linked to competency. Competencies are enhanced through training and job rotation. Job rotation acts as a learning experience for the employees and it widens their horizon about the company itself. For example, a person lacking in negotiation skills might be put in the sales or purchase department for a year to mold his skills in that area. When the company first started competency mapping the whole process took eight months for six roles and two variations. Eventually, 16-18 profiles were worked out.

EXAMPLE: COMPETENCY MAPPING AT L & T INFOTECH

L&T InfoTech uses PeopleSoft for competency mapping. Two appraisals are doneone after every project-end for skills, and the other is done on annual basis for behavioral competencies. There was initial resistance from the line people, but when the numbers started flowing, everybody eventually agreed. An SBU-based skills portfolio is published every quarter. As far as training and development is concerned, instead of asking and forcing people to attend classes, they themselves willingly want to attend them since it will help them in improving upon their job specific skills. Introduction of competency mapping has also involved introducing competency based appraisals in performance appraisals.

ADVANTAGES OF COMPETENCY MAPPING

FOR THE COMPANY:

Establishes expectations for performance excellence.

Improved job satisfaction and better employee retention.

Increase in the effectiveness of training and professional development programs because of their link to success criteria.
Provides a common, organization wide standard for career levels that enable employees to move across business boundaries & help companies raise the bar of performance expectations.

ADVANTAGES OF COMPETENCY MAPPING

FOR THE 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.

ADVANTAGES OF COMPETENCY MAPPING

FOR THE INDIVIDUAL:

Identify their strengths ,weaknesses & behavioral standards of performance excellence.

Provide a more specific and objective assessment of their strengths and the tools required to enhance their skills. Enhances clarity on career related issues.

Helps understand where they stand.

DISADVANTAGES OF COMPETENCY MAPPING

Some of these are discussed below: There may be no room for an individual to work in a field that would best make use of his or her competencies. If the company does not respond to competency mapping by reorganizing its employees, then it can be of little short-term benefit and may actually result in greater unhappiness on the part of individual employees. 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.