Presented By-

Ankit Anand (02)

Harshita Agarwal (09)
Prerna Teotia (16)
Sawan Prateek (2 )
Vibhanshu Srivastava (31)
CONTENTS
1. INTRODUCTION
2. WHAT IS COMPETENCY
3. COMPONENTS OF COMPETENCY
4. BEHAVIOUR INDICATORS
5. TYPES OF COMPETENCIES
6. WHAT IS COMPETENCY MAPPING?
7. CONCEPT OF COMPETENCY MAPPING
8. OBJECTIVES OF COMPETENCY MAPPING
9. NEED FOR COMPETENCY MAPPING
10.STEPS FOR IMPLEMENTING THE COMPETENCY MAPPING
11. TOOLS FOR COMPETENCY MAPPING
12.ADVANTAGES OF COMPETENCY MAPPING
13.DISADVANTAGES OF COMPETENCY MAPPING
14.CONCLUSION
15.REFERENCES













INTRODUCTION
Competency Mapping is a process of identifies 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.

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.

Competency is generally known as observable abilities,
skills, knowledge, motivations or traits defined in terms
of the behaviours needed for successful job performance.

Are seen mainly as inputs.

Consist of clusters of knowledge, attitudes and skills
that affect an individuals ability to perform



WHAT IS COMPETENCY?
COMPETENCIES
BEHAVIORS
(actions)
OUTPUTS
ORGANIZATIONAL
RESULTS
COMPETENCIES
A competency is a set of skills, related knowledge and
attributes that allow an individual to successfully perform a
task or an activity within a specific function or job.
-United Nations Industrial Development Organization

Competencies are generic knowledge motive, trait, social
role or a skill of a person linked to superior performance on
the job.
-Hayes

Competencies are personal characteristics that contribute to
effective managerial performance.
- Albanese


Definitions
COMPONENTS OF
COMPETENCY

Competency has three major components which are as follows:

1)Knowledge:
Information a person possesses about specific areas

Comprises factors like memory, numerical ability, linguistic
ability

It can be either:
Scientific Knowledge

Technical Knowledge

Job Knowledge
2)Skill:
Represents intelligent application of knowledge, experience,
and tools.

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:
Predispositions to other individuals, groups, objects,
situations, events, issues etc.

Decide our approach or avoidance behavior.

Normally are conceptualized as positive or negative.


SKILLS
Relates to the
ability to do.
Physical domain
ATTITUDE
Relates to qualitative
aspects
personal Characteristics
or traits
KNOWLEDGE
Relates to
information
Cognitive Domain
Outstanding Performance of
tasks or activities
COMPETENCY


A Competency is described in terms of key behaviors that
enables recognition of that competency at the workplace.

Some key behavior indicators in an employee:

Ability to know what needs to be done or find out (research)
and take steps to get it done
Ask questions when not sure of what the problem is or to gain
more information.
Able to identify the underlying or main problem.

Shows willingness to experiment with new things.


BEHAVIOUR INDICATORS
Surface knowledge and
skills are relatively easy to
develop. Observable
Behaviour


Core motive and trait
competencies are at the
base of the personality
and are more difficult to
assess and develop.
EMPLOYEE = ICEBERG
TYPES OF COMPETENCIES
BASIC
INTELLECTUAL
MOTIVATIONAL
SOCIAL
EMOTIONAL
PROFFESIONAL
KNOWLEDGE
EXPERIENCE
EXPERITISE
GAINED BY AN
INDIVIDUAL
EMPLOYEE
ORGANIZATIONAL
GENERIC
MANAGERIAL
FUNCTIONAL/
TECHNICAL
WHAT IS COMPETENCY
MAPPING?
Process of identification of the competencies
required to perform successfully a given job or role or
a set of tasks at a given point of time.

Process through which one evaluates and determines
one's strengths as an individual worker.

CONCEPT OF COMPETENCY
MAPPING
Personal
Characteristics
Behavior
Job
Performance
OBJECTIVES OF
COMPETENCY MAPPING
Competency mapping serves a number of purposes.
It is done for the following functions:

1. Gap Analysis
2. Role Clarity
3. Succession Planning
4. Growth Plans
5. Restructuring
6. Inventory of competencies for future planning
NEED FOR COMPETENCY
MAPPING
Training and
Development
Compensation

Replacement
Planning

Performance
Appraisal
Career
Planning
Succession
Planning
Recruitment
and Selection
Steps For
Implementing
The
Competency
Mapping

IDENTIFY DEPARTMENTS &
ORGANIZATION HIERARCHY
OBTAIN JOB DESCRIPTION
CONDUCT SEMI-STRUCTURED
INTERVIEWS
PREPARATION OF LIST OF SKILLS
GENERATE LIST OF
COMPETENCIES
INDICATE PROFICIENCY LEVELS
VALIDATE COMPETENCIES &
PROFICIENCY lEVELS
PREPARE COMPETENCY MATRIX
MAPPING OF COMPETENCY
TOOLS FOR COMPETENCY
MAPPING
360- Degree Feedback Process

Assessment Center

Critical Incidents Technique

Interview Techniques

Questionnaires

Psychometric Tests


360-degree Feedback Process
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 helps to ensure that such
feedback relates specifically to the competencies
crucial to individual or organizational success.
Assessment Centre
Mechanism to identify the potential for growth.

It is a procedure that uses a variety of techniques to
evaluate employees for manpower purpose and
decisions.

An essential feature is the use of situational test to
observe specific job behavior.

Assessment center comprises a number of exercises
or simulation such as

1. Group discussion

2.In tray

3.Interview simulation / role plays

4.Case studies / analysis exercises

Critical Incidents Technique
It can contribute to growth and decay of a system.

A set of procedures for systematically identifying the
behavior that contribute success or failure of
individual or organization in specific situation.

Steps involved are-
1) List the good and bad on the job behavior.
2) Rate how good and how bad is good and bad
behavior, respectively.
3) Prepare a check-list of good and bad behavior.
4) Every single crucial incident is noted down.

Interview Techniques
A face to face interaction between interviewer and
applicant.
Questionnaires
Written list of questions that users fill out
questionnaires and return.

Questions about the services based on the type of
information required.
Psychometric Tests
Used to measure knowledge, abilities, attitudes, and
personality traits of candidates/employees

It is primarily concerned with the construction and
validation of measurement instruments such as
questionnaires, tests, and personality assessments.

ADVANTAGES OF
COMPETENCY MAPPING

For The Company:

Establishes expectations for performance excellence.


Increase in the effectiveness of training and
professional development programs because of their
link to success criteria.





Improved job satisfaction and better employee
retention.


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
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.
For The Individuals:

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

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.



CONCLUSION

As a conclusion we can say that, it is through the
competencies of its employees executives, managers,
and individual contributors that an organization
executes its strategy and achieves results that are
crucial to its success.
REFERENCES
The Handbook of Competency Mapping,
Understanding, Designing & Implementing
competency models in Organization, Seema Sanghi,
2004,pg.20-28, Response Books.
http://www.iqpc.com/uploadedFiles/Training/Asia
_Training/The_Gateway/competency.pdf
www.citehr.com
The Competencies Handbook, 2005, Steve Whiddett
& Sarah Hollyforde, Jaico Publishing House