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Competency Mapping

Competency Mapping is a systematic process to identify and integrate key competencies within an organization for various functions like recruitment and training. The process involves conducting job analyses, developing competency-based job descriptions, and assessing employee performance based on identified competencies. Various methods such as assessment centers, critical incidents technique, interviews, questionnaires, and psychometric tests are utilized to gather data and evaluate competencies.

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4 views9 pages

Competency Mapping

Competency Mapping is a systematic process to identify and integrate key competencies within an organization for various functions like recruitment and training. The process involves conducting job analyses, developing competency-based job descriptions, and assessing employee performance based on identified competencies. Various methods such as assessment centers, critical incidents technique, interviews, questionnaires, and psychometric tests are utilized to gather data and evaluate competencies.

Uploaded by

dearkashish2003
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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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COMPETENCY

MAPPING
 Competency Mapping is a process
to identify 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.
STEPS IN COMPETENCY
MAPPING
1. Conduct a job analysis by asking incumbents to
complete a position information questionnaire(PIQ).
This can be provided for incumbents to complete, or
used as a basis for conducting one-on-one interviews
using the PIQ as a guide. The primary goal is to gather
from incumbents what they feel are the key behaviours
necessary to perform their respective jobs.
2. Using the results of the job analysis, a competency
based job description is developed. It is developed after
carefully analysing the input from the represented
group of incumbents and converting it to standard
competencies.
3. With a competency based job description, mapping the
competencies can be done. The competencies of the
respective job description become factors for
assessment on the performance evaluation. Using
competencies will help to perform more objective
evaluations based on displayed or not displayed
behaviours.
4. Results of one’s evaluation to identify in what
competencies individuals need additional development
or training. This will help in focusing on training needs
required to achieve the goals of the position and
company and help the employees develop toward the
ultimate success of the organization.
METHODS OF
COMPETENCY MAPPING
 Assessment Centre: "Assessment Centre” is a
mechanism to identify the potential for growth.
It is a procedure (not location) that uses a
variety of techniques to evaluate employees for
manpower purpose and decisions. An essential
feature of the assessment centre is the use of
situational test to observe specific job
behaviour. Since it is with reference to a job,
elements related to the job are simulated
through a variety of tests.
a) Group Discussions: In these, candidates are
brought together as a committee or project team
with one or a number of items to make a
recommendation on. Candidates may be assigned
specific roles to play in the group or it may be
structured in such a way that all the candidates
have the same basic information. Group discussion
allows them to exchange information and ideas
and gives them the experience of working in a
team.
b)In Tray: This type of exercise is normally
undertaken by candidates individually. The
materials comprise a bundle of correspondence and
the candidate is placed in the role of somebody,
generally, which assumed a new position or
replaced their predecessor at short notice and has
been asked to deal with their accumulated
correspondence.

c)Interview Simulations/Role Plays: In these


exercises candidates meet individually with a role
player or resource person. Their brief is either to
gather information to form a view and make a
decision, or alternatively, to engage in discussion
with the resource person to come to a resolution on
an aspect or issue of dispute. Typically, candidates
will be allowed 15 -30 minutes to prepare for such a
meeting and will be given a short, general brief on
the objective of the meeting.

d)Case Studies / Analysis Exercises: In this type of


exercise the candidate is presented with the task of
making a decision about a particular business case.
They are provided with a large amount of factual
information which is generally ambiguous and, in
some cases, contradictory
2.Critical Incidents
Technique
Critical Incidents Technique is useful for obtaining in-
depth data about a particular role or set of tasks. It is
extremely useful to obtain detailed feedback on a
design option. It involves the following three steps:
Step 1:Gathering facts: The methodology usually employed
through an open-ended questionnaire, gathering
retrospective data. The events should have happened fairly
recently: the longer the time period between the events
and their gathering, the greater the danger that the users
may reply with imagined stereotypical responses.
There are two kinds of approaches to gather information:
1) Unstructured approach: where the individual is asked to
write down two good things and two bad things that
happened when one was carrying out an activity.
2) Moderate structured approach: where the individual is
asked to respond to following questions relating to what
happened when he/she was carrying out an activity.
3) What lead up to the situation?
4) What was done that was especially effective or non-
effective?
5) What was the result( outcome)?
Step 2: Content analysis: Second step
consists of identifying the contents or themes
represented by the clusters of incidents and
conducting “retranslation” exercises during
which the analyst or other respondents sort
the incidents into content dimensions or
categories.
Step 3: Creating feedback: It is important to
consider that both positive and negative
feedback be provided. The poor features
should be arranged in order of frequency,
using the number of responses per category.
Same should be done with the good features.
At this point it is necessary to go back to the
software and examine the circumstances that
led up to each category of critical incident.
Identify what aspect of the interface was
responsible for the incident
3) Interview Techniques

The interview consists of interaction between


interviewer and applicant. If handled
properly, it can be a powerful technique in
achieving accurate information and getting
access to material otherwise unavailable. If
the interview is not handled carefully, it can
be a source of bias, restricting or distorting
the flow of communication.
4. Questionnaire

Questionnaires are written lists of questions


that users fill out questionnaire and return.
This technique can be used at any stage of
development, depending on the questions
that are asked in the questionnaire. Often,
questionnaires are used after products are
shipped to assess customer satisfaction with
the product. Such questionnaires often
identify usability issues that should have
been caught in-house before the product was
released to the market.
5) Psychometric Tests

A psychometric test is a standardized


objective measure of a sample of behaviour.
It is standardized because the procedure of
administering the test, the environment in
which the test is taken, and the method of
calculating individual scores are uniformly
applied. It is objective because a good test
measures the individual differences in an
unbiased scientific method without the
interference of human factors. Most of these
tests are time bound and have a correct
answer. A person’s score is calculated on the
basis of correct answers.

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