Unit-5

Competency Mapping:

Competencies are derived from specific job families within the organization and
are often grouped around categories such as strategy, relationships, innovation,
leadership, risk-taking, decision-making, emotional intelligence, etc.

So far as the way to go about for competency mapping is concerned, the first step
is job analysis, where the company needs to list core competency requirements for
the job concerned. The next step should be development of a competency scale for
the job on the parameters previously identified.

The actual mapping of employees can be a self-done exercise or done by others

like superiors. It can also be done by using the 360-degree method where peers,
first reports and customers also rate the employee.

Definition: Competency mapping identifies an individual's strengths and

weaknesses. The aim is to enable the person to better understand himself or herself
and to point out where career development efforts need to be directed.

Components of competency mapping

1. Identification of Competencies:

Various competencies such as workplace competencies, core competencies, and

threshold competencies, differentiating competencies, technical and behavioural
competencies have to be identified by the organization. The competency
framework must not just identify job specific competencies but also define those
competencies that are essential for superior performance on the job.

2. Competency Models:
An organization can use an existing competency model often referred to as ‘Off-
the-shelf’ ready to use models or can develop its own models. A popular approach
is to customize an existing one as per organization’s needs.

The competency framework must also draw synergies between various HR

systems such as using the competency framework for selecting the most competent
candidates (both internally and externally), training them on the gaps in
competencies, measuring their on-the-job performance through competency based
objectives, and lastly and most importantly, linking the competency framework to
the career management systems in the organization.

3. Employee Competency Assessment:

The competency framework should also extend itself in developing the behavioral
indicators for each of the identified competency so that observation and
measurement of the identified competencies becomes possible. The HR department
would create ways of measuring competencies so that the model can be actually
put to use. Some methods include assessment centers, potential appraisals, 360
degree feedback, etc.

4. Competency Development:

The surest way of developing talent in any organization is by developing

competencies of workforce. This has to be a continuous process and not a sporadic
event or even series of events.

5. Linking Competency Framework to Other HR Systems:

A competency management framework should be synergized with other HR

systems for optimal utilization of the same.

Important Approaches to Competency Mapping:

Approach # 1. Expert Opinion:

This method involves an expert member of the HR dept. possibly discussing with
the other experts and referring to the published list to draw up “What counts”. The
major drawback of this method is that it lacks detailed analysis and the line
managers have not been involved at any step so it may be unacceptable.

Approach # 2. Structured Interviews:

Here we require the list of competences prepared by experts and the job-holders.
The key result areas of a particular are identified to analyse the behavioural
characteristics, which distinguish performers at different levels of competence.

The positive and negative indicators required for achieving high levels of
performance can be analysed as:

i. Personal drive (achievement motivation)

ii. Analytical power

iii. Creative thinking

iv. Team Management

v. Interpersonal skills

vi. Communication skills

Approach # 3. Workshops:

A team of experts (knowledge and experience holders), managers, job-holders

along with a facilitator (not from personnel department) or a consultant work
together in a workshop. The activities of workshop initiate with defining job
related competence area. Then the members of the group develop examples of
effective and less effective behaviour recorded on flipcharts. The facilitators’ job is
to help the group to analyse its findings and assist generally to set competency
dimensions which can be identified by behaviour.
Approach # 4. Critical Incident Technique:

This is a means of eliciting data about effective or less effective behaviour related
to actual events- critical incidents.

The technique is used with groups of job holders, their managers and expert in
following ways:

i. Explain what the technique is and what are its uses. This helps to gather the real
information regarding the behaviours constituting good or poor performance

ii. Listing the key areas of responsibilities for a particular job.

iii. Each area of job can be discussed and relating to critical incidents

Approach # 5. Repertory Grid:

Repertory grid can be used to identify the dimensions that distinguish good from
poor standards of performance. This technique is based on Kelly’s personal
construct theory. Personal constructs are the ways in which we view the world.
They are personal because they are highly individual and they influence the way
we behave or view other people’s behaviour. The aspects of the job to which these
‘constructs’ or judgements apply are called ‘elements’.

A group of people concentrate on certain elements (work or task of job holder) and
develop constructs for them. This helps to define the qualities which indicate the
essential requirements for successful performance.

The procedure being followed by an ‘analyst’ is called ‘triadic’ method of

elicitation and involves following steps:

a. Identify the elements of the job to be analysed.

b. List the tasks on cards.

c. Draw three cards randomly from the pack of cards and ask the group members to
select the odd one out from the point of view of the qualities and characteristics
needed to perform it.

d. Try to obtain more specific definitions of these qualities in the form of expected
behaviour.

e. Again draw three cards from the pack and repeat step c&d. Repeat the process
unless all the cards have been analysed.

f. List all the constructs and ask the group members to rate each task on every
quality using a six or seven point scale.

g. Collect and analyse the scores in order to assess their relative importance.

The repertory-grid analysis helps people to articulate their views by reference to

specific examples. It is easier to identify behavioural competences required in a job
by limiting the area through the triadic technique. This method of analysis is quite
detailed and time- consuming.

Approach # 6. Job Competency Assessment:

The job competency assessment method as described by Spencer & Spencer (1993)
and offered by Hay/McBer, is based on David Mc Clelland’s research on what
competency under six clusters-

i. Achievement Cluster

ii. Helping/Service

iii. Influence

iv. Managerial
v. Cognitive

vi. Personal Effectiveness

The competency assessment method is used to model the competencies for a

generic role i.e. for a position which is similar to many job holders and basic
accountabilities are same. The method begins with assembling a panel of expert
managers to express their vision of the job, its duties, responsibilities, difficult job
components, likely future changes to the role and the criteria against which the job-
holders performance is measured. The members do nominate some members to be
outstanding or satisfactory.

Competency Mapping Process:

The competency mapping process consists of the following stages:

Stage 1: Designing the questionnaire for data collection.

While designing the questionnaire following factors are to be taken into

consideration:

a. Knowing the Purpose of the job

b. Identifying the Critical Success Factors

c. Identifying the Key Result Areas

d. Breaking KRAs into Key Activities

Stage 2: Data Collection:

a. Clarity of Organization Direction

b. Clarity of Organization Structure.

c. Interview Job Holder.

d. Interview Job Holder’s Reporting Officer.

e. Discuss with the Focus Group if the job are of the same family.

Stage 3: This Stage Involves:

a. Rank Order of the list of competencies (Guided/Unguided)

b. Comparing good performer and average performer with selected list of

competencies.

c. Use research data and assign competencies to positions.

Stage 4: Finalize Role Descriptions and Competencies-Job Wise:

The following is the step-by-step process for competency mapping:

Step I – Development of Core Competencies:

In this step, the leadership of the organization meets to brainstorm which core
competencies the organization requires in order to achieve its objectives, goals, and
vision. Examples of core competencies that are usually essential in organizations
are problem-solving, team-building, decision-making, and communication skills.

Step 2 – Assessing Competency Levels Required Across Positions:

After the leadership decides which competencies are essential, it is necessary to

determine the degree to which, and manner in which, these competencies are
required in each type of position (i.e., Sales Manager, Receptionist, and CEO).
This assessment can be made through interviews with incumbents of sample
positions, using a Position Information Questionnaire (PIQ).

Step 3 – Developing Competency-Based Job Descriptions:

Following the interview process, job descriptions can be developed that include not
only duties and reporting relationships but the core competency descriptions that
are tailored to each position. The same competencies are included in each
employee’s performance appraisal instrument so that he/she is evaluated on the
same criteria that are specified in the job description.

Step 4 – Competency-Based Matrix:

For career development purposes, new employees (or potential employees) will be
interested in career progression options available once they master different
competency levels. As career options become more complex and sophisticated, the
core competencies are elevated in terms of sophistication as well.

Step 5 – Individual Development Planning:

Using the job-descriptions and the performance appraisal process as a foundation,

Human Resources can provide coaching for individuals based on their unique
developmental needs. For example- if a sales representative is interested in a
position as Sales Manager, Human Resources professional can counsel this person
about current strengths and areas for improvement and point out the competency
levels required for the higher level position.

Then the employee and the HR person can jointly map out a plan for the
employee’s development (courses, workshops, mentoring, etc.)