Competency Mapping

Competency MappingPrepared by: Jasera Arshad

Introduction

• Sun • At he heart of any successful activity lies a

competence or skill• What is Competency?

– ‘Components of a job which are reflected in behavior that are observable in a workplace’

• The criteria of competency are superior and effective performance

• It can be divided in two Categories:– Threshold Competencies: Essential

characteristics that everyone in a job needs to be minimally effective. Cannot differ superior from average performance.

– Differentiating Competencies: These distinguish superior from Average performers.

Competency Modeling

• Sun • A competency model describes the combination of knowledge, skills and characteristics needed to effectively perform a role in an organization and is used as an HR tool for selection, training & development, appraisal and succession planning.

Competency Model Development Methods

• Sun • Job Competence Assessment Method

• Modified Job Competence Assessment Method

• Generic Model Overlay Method• Customized Generic Model Method• Flexible Job Competency Model

Method

Job Competence Assessment Model

• Sun • It relies on the use of a rigorous, empirical

research procedure called Job Competence Assessment, which helps determine what job competencies differentiate superior from average performance

• Exemplary and average performers are interviewed about the dimensions of their job performance

• Once the job competencies are determined they - in conjunction with other job elements are used to construct Job Competency Model

Modified Job Competence Assessment Method

• Sun • It uses the same procedure as Job Competence Assessment Model, with the modification of having the superior and average performers write or record their behavior stories for use by the researcher

• Otherwise, they are interviewed face to face

Generic Model Overlay Method

• It involves obtaining a prepared competency model and then overlaying or superimposing it on a job within the organization

Customized Generic Model Method• It relies on the researcher’s tentative

identification of a universe of candidate generic competencies that fully characterize the attributes of exemplary and average performers in the organization

• The list is then researched within the job and the large organization context

• Specific competencies that characterize successful employees are verified or denied by the research

• These job competencies and other desired attributes are then used to develop the competency model

Flexible Competency Model Method

• It relies on having a wide variety of comprehensive information resources (internal and external) are included in the research base

• It identifies and uses future assumptions about the organization and the job

•

Job Competency Assessment Method

• It is a breakdown of general job functions into specific activities essential to successful performance.

• Each activity is analyzed to determine the human behaviors or personal characteristics that determine successful completion of that activity.

• Job competency assessment provides valuable information for a variety of human resource functions, including recruitment, selection, placement, performance appraisal, training and development, and succession planning.

Requisites of Job Competency Assessment Method

• A trained survey researcher and support team who can conduct the survey research task

• Top and Middle Management Support

Competency Model Developmental Steps

Step 1: Research the job components and the requirements for exemplary job performance

Step 3: Validate the job competency model

Step 2: Research the attributes of exemplary job performers and construct the

job competency model

‘Step 1’

• To determine and document job components, a focus group is formed

• Focus group should include: • Job experts• Persons who have held the job and are

managing those who hold the job now• Persons with outstanding experience or

expert knowledge of the job• The research process requires direct

involvement by key players of the organization( Senior Executives, Managers, Departmental Heads etc depending on the level of the job)

..Cont’d• The focus group defines the job

performance requirements as set of job outputs, these are measures of effective performance (E.g. Profits, Productivity Indices, Customer Satisfaction Indices, quality measures etc)

• It also describes the major job tasks and activities that contribute to the achievement of each of the job outputs

• Next, it develops a comprehensive draft-list of personal characteristics (e.g. KSA’s) that the Exemplary Performers hold. Behavior evidence of each characteristic are also developed (called ‘Behavior Indicators’)

…Cont’d• The focus group must be guided to

document the personal characteristics that are common to and used by both the average and exemplary performers

• The list of characteristics is sent to relevant job holders who are requested to rate each characteristic according to its importance and an inventory is maintained. This inventory represents the ‘best estimate’ Exemplary performer’s characteristics.

• Final task is to identify the exemplary and average performers privately using:• Data on performance• Peer nominations• Members of Focus group can be asked to

identify

‘Step 2’• Job observations is one approach to

ascertain immediate job context employees day-day work environment

• The observation data can only provide the limited data - which is directly observable. For more elusive aspects, Critical Behavioral Interviews (CBIs) are conducted

• (Detail of CBI’s can be provided if required)

• Transcripts of the tape-recorded interviews are produced.

• Trained specialists analyze them using elementary statistical techniques to identify critical competencies

…Cont’d

• Two important sets of competencies are identified:

- Competencies held only by the exemplary performers - Competencies held both by Exemplary and Average

Performers

• These competences held by both exemplary and average performers are the minimum job competencies

• The competencies held only by exemplary performs distinguish exemplary from average performance

• These are the major sets of competencies that are used to build the competency model

…Cont’d

• Your model should also include two or more behavioral indicators of each competency

• Job’s technical competencies that are held by both average and exemplary performers will also be included in the final competency model

‘Step 3’• The next step is to validate and then

construct the final competency model

• The validation technique depends upon the time and resources available

• The degree of validation needed for the competency model depends upon the use that will be made of the model. (E.g. Recruitment and Selection has high validity rating)

• There are at least 3 approaches to validate: • Replication of original Research• Application of alternative research procedures• Using a panel of jurors – external consultants who

are job experts

…Cont’d.

• (A detailed description of each of the validation techniques can be provided if required)

• The validated Competency Model and a professionally prepared report of the project should be presented to the relevant authorities

State Bank Assessment Test for Selection

• Part I : Core Competency Based Test• Questions based on Core

Competencies of SBP• Communication • Achievement Orientation• Team Work

• Sample Questions

• Part II : Functional Competency Based Test

• Part III : Technical Test

…SBATS• Part II : Functional Competency Based

Test

• Importance Rating Scale• Sample Questions

ACHIEVING RESULTS CLUSTER INTERPERSONAL SKILLS CLUSTER

1.Customer Service Orientation2.Drive and Determination3.Organizational Awareness4.Planning & Organizing5.Resource Management

1.Advocacy and Negotiation2.Conflict Management3.Interpersonal Skills

PERSONAL EFFECTIVENESS CLUSTER LEADERSHIP CLUSTER

1.Adaptability2.Applying knowledge3.Concern for detail4.Confidence and Assessment5.Innovation6.Self Management

1.Championing and Embracing Change2.Decision Making3.Developing Others4.Impact & Influence5.Relationship Building/Leverage Network6.Strategic Orientation

PROBLEM SOLVING AND ANALYTICAL THINKING CLUSTER

1.Analytical Thinking2.Financial Acumen3.Information Seeking & Research

References

• ‘The Handbook of Competency Mapping’, by Seema Sanghi

• www.banffcentre.ca• www.thelearningcanvas.com• http://books.google.com.pk/books?id=tBOmOQ31NGkC&pg

Book Recommendation

• ‘High-Impact Interview Questions: 701 Behavior-Based Questions to Find the Right Person for Every Job’

By : Victoria A. Hoevemeyer, Paul Falcone