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Competency Mapping: Performance Management Systems

The document discusses competency mapping and the differences between competence and performance. It defines competence as an individual's ability to perform their role properly, while defining performance as the actual completion of tasks. Competency mapping is the process of identifying the competencies needed to successfully perform a given job. This involves developing competency models, identifying the specific competencies for each role, and assessing individuals' competencies. Assessment tools like assessment centers and 360-degree feedback are used to evaluate competencies. Competency mapping can be done at different levels and serves various human resource functions.

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Poonam Kaushal
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144 views39 pages

Competency Mapping: Performance Management Systems

The document discusses competency mapping and the differences between competence and performance. It defines competence as an individual's ability to perform their role properly, while defining performance as the actual completion of tasks. Competency mapping is the process of identifying the competencies needed to successfully perform a given job. This involves developing competency models, identifying the specific competencies for each role, and assessing individuals' competencies. Assessment tools like assessment centers and 360-degree feedback are used to evaluate competencies. Competency mapping can be done at different levels and serves various human resource functions.

Uploaded by

Poonam Kaushal
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Performance Management Systems:

COMPETENCY MAPPING

Dr. Poonam Kaushal


Assistant Professor
IBS, IUD
Competence vs Performance
 Competence and performance are two words commonly
used in many fields such as human resources, education,
skills development, training etc. However, due to the
proximity of the two words and the similarity of
contexts in which they are utilized, competency and
performance are often used interchangeably despite their
many differences.
What is Performance?
 Performance can be defined as an activity or the accomplishment
of a certain task measured against known standards of
completeness that has been preset, accuracy, cost and speed.

 Performance can also be defined as fulfillment of obligations


which in turn releases the performer from the obligations of the
contract. Performance is the actual realization of an action, or the
manner in which mechanism functions when employed in a
certain task.
COMPETENCY
Competence in human resources can be simply described as
the ability of an individual to perform his or her role in a proper
manner or being adequately qualified to perform a specific role.

the term “competence” was first introduced by R.W. White in


1959 as a concept for performance motivation.
COMPETENCY - DEFINITION
United Nations Industrial Development Organisation
(2002)
“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.”

RANKIN (2002)
“Competencies are definition of skills and behaviors that
organizations expect their staff to practice in work.”
 
MANSFIELD (1997)
“Underlying characteristics of a person that results in effective a
superior performance.”
Observable
Behavior

Knowledge

Attitudes

Skills

Motives, Values , Traits, Self Concept


Competency may take the following forms:

 Knowledge
 Attitude
 Skill

Other characteristics of an individual including


 Motives

 Values

 Traits

 Self Concept
What is the difference b/w
Performance and Competence?
 Competence is the ability of an individual to perform
one’s duties or being adequately qualified in order to do
so. Performance is an activity or the accomplishment of a
given task.
 Competence involves “knowing”. Performance involves
“doing”.
 • It is difficult to assess competence without evaluating
the performance.
COMPETENCY MAPPING
It is a 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.

It consists of breaking a given role or job into its constituent tasks


or activities and identifying the competencies (technical,
managerial, behavioral, conceptual knowledge and attitude and
skills, etc) needed to perform the same successfully.
OBJECTIVES OF COMPETENCY MAPPING

Competency mapping serves a number of


purposes. It is done for the following functions:

 Gap Analysis
 Role Clarity
 Succession Planning
 Growth Plans
 Restructuring
 Inventory of competencies for future
planning
NEED FOR COMPETENCY
MAPPING
Training and
Development

Recruitment
Replacement and Selection
Planning

Competency
Mapping Career
Compensation Planning

Succession Performance
Planning Appraisal
COMPETENCY MAPPING PROCESS:
Competency Mapping is the process,
which involves the following three
steps:
1. Developing competency models to
facilitate competency profiling for
each job role.
2. Identification of competencies
required to perform successfully a
given job/role or a set of tasks at a
given point of time.
3. Assessing competency to measure
the extent to which a given
individual or a group of
individuals possess these
competencies required for a given
role or a set of set of roles.
Step 1. The competency Development Process:
Step 2. Competency identification:
It is the process of identification of the competencies required to
perform successfully a given job/role or a set of tasks at a given
point of time. There are various practices and tools for identification
of competencies:
 1. One of the methods is to simply ask each person who is currently
performing the role to list the tasks to be performed by him one by one,
and identify the knowledge, attitudes and skills required to perform each of
these.
 2. Alternately, one can appoint task force for each role. The task force
must consist of at least one or more members who have some
understanding of the competencies and the nature of competencies.
 3. Pick up a job or a role that is relatively well understood by all
individuals in the company. Work out for this role and give it as
illustration. Circulate these to others and ask various departments to do it
on their own.
Step 3. Competency Assessment:

 It is the process of measuring the competency


deficiency of an individual or group of individuals
against the required competencies in relation to
existing or expected job requirements or superior
performance.

 Though there are many assessment tools, among them


Assessment centre and 360° Feedback system are
most popular and widely adopted.
1. Assessment & Development
Centers (ADC)
 An assessment centre is a central location where managers come
together to participate in well-designed simulated exercises

 Employees are given an assignment similar to the job they would be


expected to perform if promoted.

 They are assessed by senior managers supplemented by the


psychologists and the HR specialists for 2-3 days.

 In India, Hindustan Lever, Modi Xerox, Crompton Greaves, Eicher have


adopted this technique of performance evaluation.

http://youtube.com/watch?v=T6nVuwr31wQ
The candidate has to take part in many management related
exercises (tests). Some of these common exercises or tests:
 Different types of Psychological tests.
 Management games.
 In-Basket exercises. Here, the candidate is asked to solve different
management problems.
 Group discussion (GD) about different management topics.
 Oral presentations of management topics.
 Good report writing, etc.
Advantages of assessment centre:
 Assessment centre is used for selection, training and promotion of

candidates.
 The candidate can find out their strengths and weakness.

 The candidates can improve their performance. They can increase

their strengths and remove their weaknesses.


 It is more valid because the candidate is evaluated (judged) by

many different experts.

Disadvantages of Assessment Centre


 Assessment centre is very costly.

 It is very time consuming.

 Highly experienced managers are required to evaluate the

candidates.
 The evaluators may be biased.

 The candidates may not get proper feedback.


2. 360° Feedback System
COMPETENCY MAPPING
AT DIFFERENT LEVELS
The Lancaster (Burgoyne) Model of Managerial Competencies
LEVEL
1

LEVEL
2

LEVEL
3
CASE ANALYSIS ON BUYING A CAR

 Once a buyer has decided what to look for in a car, he or she


must decide how to assess specific cars to identify the one best
suited to his or her needs. There is a number of assessments
the car buyer can make to help with the selection decision:
 Look at its general appearance
 Use a checklist of essential characteristics
 Ask how good the owner thinks the car is
 Question previous owners on the history of the car
 Look at the handbook and service history
 Ask for specific examples of the car’s performance
 Take it for a test-drive
 Make predictions based on technical characteristics of the car.
 The car buyer may undertake more than one of the above
assessments before making a decision on whether to purchase
the car or not. Some assessments will not provide the best
measure of a car’s suitability. For example, buying a car
because it looks OK and the owner says it is a great car to
drive is at best going to leave the car buyer unprepared for
what is wrong with the car, and at worst leave him or her
having made a very expensive mistake.

 Short of taking a car away for a few months to try it out, a


test-drive is probably the most accurate means of assessing of
its suitability. It enables the car to be driven in realistic
situations while undertaking tasks that represent the everyday
operations the car will be required to perform. For example, if
the car is to be used for long motorway journeys with a full
load as well as for trips around town, then these conditions
should be part of the test-drive.
 The car buyer may undertake more than one of the above
assessments before making a decision on whether to purchase
the car or not. Some assessments will not provide the best
measure of a car’s suitability. For example, buying a car
because it looks OK and the owner says it is a great car to
drive is at best going to leave the car buyer unprepared for
what is wrong with the car, and at worst leave him or her
having made a very expensive mistake.

 Short of taking a car away for a few months to try it out, a


test-drive is probably the most accurate means of assessing of
its suitability. It enables the car to be driven in realistic
situations while undertaking tasks that represent the everyday
operations the car will be required to perform. For example, if
the car is to be used for long motorway journeys with a full
load as well as for trips around town, then these conditions
should be part of the test-drive.
 There are some assessments that a buyer may wish to make
before he or she undertakes a test-drive. These assessments
will prevent the buyer from viewing a car which does not
meet certain basic requirements. For example, he or she
may wish to check that the car has a certain number of seats
because, however suitable the car is in other ways, without
the right minimum number of seats there would be no point
in viewing it.

 There are also some assessments the car buyer may wish to
make after taking it for a test-drive. For example, the car
buyer may wish to check the car’s history by looking at the
service book.
THANK YOU

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