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COMPETENCY MAPPING
 COMPETENCE
• Competence is the set of demonstrable characteristics and skills that enable, and improve the efficiency of,
performance of a job.

• Competence indicates sufficiency of knowledge and skills that enable someone to act in a wide variety of situations.
Because each level of responsibility has its own requirements, competence can occur in any period of a person's life
or at any stage of his or her career.

• The term gained traction when in 1973, David McClelland wrote a seminal paper entitled, "Testing for Competence
Rather Than for Intelligence". In his paper, he argues that aptitude and intelligence tests are not all that valid, and
have no real power in predicting competence in real life outcomes.

•  Some scholars see “competence” as a combination of practical and theoretical knowledge, cognitive skills, behavior
and values used to improve performance; or as the state or quality of being adequately or well qualified, having the
ability to perform a specific role.
COMPETENCY
• ‘Competency’ refers to the behaviour by which competence is achieved. In other words,
one describes what people can do while the other focuses on how they do it.

• Competency is a series of knowledge, abilities, skills, experiences and behaviors, which

leads to the effective performance of individual's activities. Competency is measurable
and could be developed through training. It is also breakable into the smaller criteria.

• Competence Competency
• Skill-based Behaviour-based
• Standard attained Manner of behaviour
• What is measured How the standard is achieved
• Competencies are components of a job which are reflected in behaviour that are
observable in a workplace. The common elements most frequently mentioned are
knowledge, skills, abilities, aptitudes, personal suitability behaviour and impact on
performance at work.

• Hence, 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. A competency
is defined as a behavior (i.e. communication, leadership) rather than a skill or ability.

• Competencies can be divided into two categories.

• Threshold competencies—These are the essential characteristics that everyone in the job needs to be
minimally effective, but this does not distinguish superior from average performers.
• Differentiating competencies—These factors distinguish superior from average performers.
Types of competencies
• Behavioral competencies: Individual performance competencies are more
specific than organizational competencies and capabilities. As such, it is important
that they be defined in a measurable behavioral context in order to validate
applicability and the degree of expertise (e.g. development of talent)
• Core competencies: Capabilities and/or technical expertise unique to an
organization, i.e. core competencies differentiate an organization from its
competition (e.g. the technologies, methodologies, strategies or processes of the
organization that create competitive advantage in the marketplace). An
organizational core competency is an organization's strategic strength.
• Functional competencies: Functional competencies are job-specific
competencies that drive proven high-performance, quality results for a given
position. They are often technical or operational in nature (e.g., "backing up a
database" is a functional competency).
• Management competencies: Management competencies identify the specific
attributes and capabilities that illustrate an individual's management potential. Unlike
leadership characteristics, management characteristics can be learned and developed
with the proper training and resources. Competencies in this category should
demonstrate pertinent behaviors for management to be effective.

• Organizational competencies: The mission, vision, values, culture and core

competencies of the organization that sets the tone and/or context in which the work of
the organization is carried out (e.g. customer-driven, risk taking and cutting edge).
How we treat the patient is part of the patient's treatment.

• Technical competencies: Depending on the position, both technical and performance

capabilities should be weighed carefully as employment decisions are made. For
example, organizations that tend to hire or promote solely on the basis of technical
skills, i.e. to the exclusion of other competencies, may experience an increase in
performance-related issues (e.g. systems software designs versus relationship
management skills)
Benefits of competencies
Competency models can help organizations align their initiatives to their overall business strategy. A well
sound Competency Model will help the organization with:

• Career paths: Development of stepping stones necessary for promotion and long term career-growth
• Clarifies the skills, knowledge, and characteristics required for the job or role in question and for the follow-on jobs
• Identifies necessary levels of proficiency for follow-on jobs
• Allows for the identification of clear, valid, legally defensible and achievable benchmarks for employees to progress
upward
• Takes the guesswork out of career progression discussions

• Identifying skill gaps: Knowing whether employees are capable of performing their role in
achieving corporate strategy
• Enables people to perform competency assessments in order to identify skill gaps at an individual and aggregate level
• When self-assessments are included, drives intrinsic motivation for individuals to close their own gaps
• Identifies re-skilling and upskilling opportunities for individuals, or consideration of other job roles
• Ensures organizations can rapidly act, support their people, and remain competitive
• Performance management: Provides regular measurement of targeted behaviors and performance
outcomes linked to job competency profile critical factors.
• Provides a shared understanding of what will be monitored, measured, and rewarded
• Focuses and facilitates the performance appraisal discussion appropriately on performance and
development
• Provides focus for gaining information about a person's behavior on the job
• Facilitates effectiveness goal-setting around required development efforts and performance outcomes

• Selection: The use of behavioral interviewing and testing where appropriate, to screen job candidates
based on whether they possess the key necessary job competency profile:
• Provides a complete picture of the job requirements
• Increases the likelihood of selecting and interviewing only individuals who are likely to succeed on
the job
• Minimizes the investment (both time and money) in people who may not meet the company's
expectations
• Enables a more systematic and valid interview and selection process
• Helps distinguish between competencies that are trainable after hiring and those are more difficult to
develop
• Succession planning: Careful, methodical preparation focused on retaining and growing the competency portfolios
critical for the organization to survive and prosper
• Provides a method to assess candidates’ readiness for the role
• Focuses training and development plans to address missing competencies or gaps in competency proficiency
levels
• Allows an organization to measures its “bench strength”—the number of high-potential performers and what
they need to acquire to step up to the next level
• Provides a competency framework for the transfer of critical knowledge, skills, and experience prior to
succession – and for preparing candidates for this transfer via training, coaching and mentoring
• Informs curriculum development for leadership development programs, a necessary component for management
succession planning

• Training and development: Development of individual learning plans for individual or groups

of employees based on the measurable “gaps” between job competencies or competency
proficiency levels required for their jobs and the competency portfolio processed by the
incumbent.
• Focuses training and development plans to address missing competencies or raise level of proficiency
• Enables people to focus on the skills, knowledge and characteristics that have the most impact on job
effectiveness
• Ensures that training and development opportunities are aligned with organizational needs
• Makes the most effective use of training and development time and dollars
• Provides a competency framework for ongoing coaching and feedback, both development and remedial
Building a competency model
A job competency model is a comprehensive, behaviorally based job description that both potential
and current employees and their managers can use to measure and manage performance and establish
development plans.
Creating a competency framework is critical for both employee and system success. An organization
cannot produce and develop superior performers without first identifying what superior performance
is.

The steps required to create a competency model include:

• Gathering information about job roles.
• Interviewing subject matter experts to discover current critical competencies and how they envision
their roles changing in the future.
• Identifying high-performer behaviors.
• Creating, reviewing (or vetting) and delivering the competency model.
Once the competency model has been created, the final step involves communicating how the
organization plans to use the competency model to support initiatives such as recruiting, performance
management, career development, succession planning as well as other HR business processes.
 Competency Model for CPC Ltd
1. Estimate the manpower requirement - The extent of mechanization, automation,
outsourcing opportunities, will have significant impact in the estimation of the manpower
requirement. The manpower study would also help in identifying surplus/ shortage categories
across the value chain and enable rationalization by re- deployment and re-skilling for
optimizing manpower utilization.

The company could formulate a uniform recruitment process for the non-executive employees as
well, with proper grades, job descriptions and keeping in view of the multi-skill concept for team
based management system.

The company can also adopt high value adding development interventions such as Shadow
boards/ Junior boards (Selected team of executives/non-executives taking part deliberations and
decision making at different forums like Company Boards, FDs, co-ordination meetings at
different levels, & bilateral meetings etc), providing opportunities for cross functional exposure,
for a period preferably of one year, special project assignments etc.
2. Training and Development - The newly-appointed executives should to be put through a
planned learning and development process for their fast transformation to assume management
roles and adapt to the organizational culture. A tailor made on-boarding & induction process
followed by a guided on- the-job training for one year would make this transformation easier and
effective.

The competencies such as strategic thinking, result orientation, change management, customer
orientation, stakeholder sensitivity etc. are very critical for successful performance at senior level.
These senior level executives form the pool for selection to board level positions. Therefore,
training interventions at this level should focus on development of such competencies. Corporate
events for sharing innovative ideas, which can be developed as benchmarks, would allow free
flow of knowledge and ideas across the length and breadth of the organization.

Revisiting their training programs based on skill gap analysis/training need analysis. More
workshops, collaborations with the top educational institutions of the country for mentoring and
reverse mentoring.
3. Promotion and Transfer - High growth needs high performing and high potential individuals
and teams. Such individuals and teams should get preference over the average performers/ non-
performers and therefore, the promotion policy should be based on merit system with focus on
potential and performance.
A transfer and rotation policy needs to be articulated to give exposure to different technologies and
work environment to the executives at their earlier phase of career. A 360° performance appraisal
format would make the process more transparent.

4. Organizational Culture - It is very important for the company to promote trust & pride among
its employees through transparency, employee communication etc. A reward and recognition
policy can help creating an environment of motivation in the work place. Such rewards and
recognition programmes can be organized in every quarter at project level and yearly at corporate
level. Organizing corporate events, for promoting such initiatives, showcasing the best practices
and implementing innovative ideas, would provide the pull factor for innovation, continuous
improvement and quality culture.
[The Knowledge community idea.]
5. HRMS - An HRMS (Human Resource Management System enables the management of several
HR functions through the use of information technology. An HRMS aims to improve the productivity
and efficiency of the business through the automation of manual and repetitive tasks. It’s modules
will store data related to
• Managing payroll
• Recruitment and onboarding
• Gathering, storing, and accessing employee information
• Keeping attendance records and tracking absenteeism
• Performance evaluation
• Benefits administration
• Learning management
• Employee self-service
• Employee scheduling
• Analytics and informed decision making
• Grievances of employees
It can be strengthened further, with analytics to integrate into the decision making process of the
company, for data driven decisions which would be more objective and transparent.
6. Delegation of Power - Decentralization of decision making by providing functional autonomy
to all disciplines and delegating powers to executives at all levels would enhance accountability
and fast decision making at all levels.

7. Welfare – Better quality of supervision, inspiring leadership, minimizing hierarchical

orientation, fostering partnership mindset than the traditional boss-subordinate mindset among the
managers, improving accessibility of people in the leadership positions, appreciating employees
for their achievements etc should be implemented. Soft skill training should be made as part of all
training programmes for development of managers.

8. Corporate Branding - The management at all level should engage in a continuous

communication process with employees under them. Internal communication strategy should
focus on improving the ‘business intelligence’ of executives, inspiring them, projecting the
physical, financial and social performance of the company, public perception and reality etc.
Company should also devise communication strategies to engage with external stakeholders like
environmentalists, media, management institutions, and public at large.