Need of Competency Mapping in Modern Era

8/2/2019 Need of Competency Mapping in Modern Era

1/7

National Seminar On Managerial & Communicative Skill

Sant Longowal Institute Of Eng. & Tech.( Jan 10-11, 2012

Competency Mapping in Modern HRM

Mrs. Khan Tarannum M. R & Mrs. Pinki Vashisht & Mr. Anirudh Pandit

Organization-Aryabhatta Institute of Management, Barnala, Country-India

E-mail [email protected] ,[email protected],

Abstract

Competency Mapping is about identifying preferred behaviors and personal skills which distinguish excellen

and outstanding performance from the average. A Competency is the ingredients (skills, knowledge, attributesand behaviors) that contribute to excellence. The use of Competencies can include: assessment during

recruitment, assessment during further development; as a profile during assessment to guide future development

needs; succession planning and promotion; organizational development analysis. Companies create and use the

Competency models to specify the employee behaviors, knowledge, and motivations that they believe arenecessary to produce organizationally critical results. 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. Competency mapping aids in setting standards of behavior and thereby

performance for the average work forces to follow. Competency mapping provide employers with concrete andobjective information usable in all employment decisions. . As a matter of fact competency is a behavioral and

demonstrative ability that is informed to some degree by a conceptual perception.

Key words: Competency mapping, Competency

assessment, Methods and Steps in Competency

mapping, Models.

IntroductionDavid McClell and the famous Harvard

Psychologist has pioneered the competency

movement across the world. His classic books on

Talent and Society, AchievementMotive, TheAchieving Society, Motivating Economic

Achievement and Power the Inner Experiencebrought out several new dimensions of the

competencies. The turning point for competency

movement is the article published in American

Psychologist in 1973 by McClelland titled whereinhe presented data that traditional achievement and

intelligence scores may not be able to predict job

success and what is required is to profile the exact

competencies required to perform a given job

effectively and measure them using a variety oftests. He presented evidence that competencies can

be accessed through assessment centers and on thejob success can be predicted to some extent .

With increased recognition of the limitationsperformance appraisal in predicting future

performance

potential appraisal got focused and CompetencyAssessment centers became popular in seventies.

The setting up an Assessment center is slated to

become an integral part of the HRD plan in near

future.

Literature review

Competency mapping is a process of identifying

key competencies for a particular position in an

organization, and then using it for job-evaluationrecruitment, training and development, performance

management, succession planning, etc. "The

competency framework serves as the bedrock for all

HR applications. As a result of competency

mapping, all the HR processes like talent induction

management development, appraisals and training

yield much better results,

Competency is defined as any underlying

characteristic required to perform a given taskactivity, or roleSuccessfully. Competency may take the following

forms:

1. Knowledge 2 Attitude,3 Skill,

Other characteristics of an individual

includes:1. Motives 2 Values3 Traits 4 Self Concept etc.

Competencies may be grouped in following four:
mailto:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]


2/7



1. Technical or FunctionalCompetencies:Knowledge, Attitudes, skills

etc. associated with the technology or

functional expertise required to perform the

role

2. Managerial : Knowledge, attitudes, skillsetc. required to plan, organise, mobilize andutilise various resources.

3. Human: Knowledge, attitudes and skillsrequired to motivate, utilise and develop

human resources.4. Conceptual: Abilities to visualise the

invisible, think at abstract levels and use the

thinking to plan future business.

Competency models

1. Organizational Approaches Models2. HR System Approaches Models3. Team Approaches Models4. Individualistic Models1 Organizational Approaches Model

Elliot Jaques provides a normative model of

effective hierarchical organizations with an

emphasis on competencies. The elements include

the present and potential competencies ofindividuals along the dimensions of cognitive

capacity, valuing the work, and non-disruptivepersonality. Peter Senges approach to a wholeorganization competency model is captured in his

notion of the "learning organization." Its essential

characteristics include nurturing the growth of new

capabilities, transformational learning for survival,learning through performance and practice, and the

inseparability of process and content.

2 HR System Approaches Model

Dubois focuses on the whole human resources

system, but emphasizes competency improvementsthrough training and development strategies andprogramming: the contingencies are driven by

organizational strategy but outcomes are focused on

individual employees competency enhancement

Charles Snows contingency model links

organizational performance to HRM and

competency. Strategies depend on extent to whichcause-effect relations affecting organizational

performance are known and degree of formalized

standards of desirable performance

3 Team Approaches Model

Campions model, which applies to professional

work, suggests that teams composed of individuals

with complementary competencies are more

effective and have higher levels of job satisfactionthan teams whose members have the same

competency sets. This is especially true for workthat is complex and varied in scope.

4 Individualistic Models

Traditional Person-Job Match Model- This

model assumes that employees have jobs with

specific and identifiable tasks. Work is generally

standardized and repetitive in an organizationalhierarchy. Job performance is readily verifiable

This model works best with organizations definedby stable environments

Strategy Based Model- This model assumes thatemployees have roles defined by the organizationsstrategic goals. Work is flexibly defined and often

carried out in a flattened, decentralized or matrixstructure. Role performance is only partially

verifiable. This model functions most effectively in

organizations in competitive, complex or highly

stressed environments.

The Strategy Development Model-This mode

assumes that employees with broad, strategicAttributes will create their own roles whichinteract to produce the organizations strategyWork is constantly evolving within a network of

organizational relationships. This model is

described in terms of organizations in chaoticunpredictable, or very rapidly

Changing environments.

Intellectual Capital Model-These modelsemphasize the linkages and dynamic interaction

among human capital, structural capital, and

customer (client) capital. These models stress theknowledge that resides in employees and strategiesto use it and value it differently.

Process flow for Competency Mapping (CM)Competency model are position models which are

at the heart of every competency-based HR

application. The bases of generating competencymodels are processes. Thus questions that needs to

be raised:
http://ashusaini.blogspot.com/2010/11/competency-mappingcm.htmlhttp://ashusaini.blogspot.com/2010/11/competency-mappingcm.html


3/7



1. What does the employee have to be able todo?

2. What does the employee have to know inorder to do it.

Road Map for Functional Competency Mapping:

Competency assessment is the assessment of the

extent to which a given individual or a set of

individuals possess these competencies required bya given role or set of roles or levels of roles.

Assessment centres use multiple methods andmultiple assessors to assess the competencies of a

given individual or a group of individuals. In order

to enhance objectivity they use trained assessorsand multiple methods including psychometric tests,

simulation exercise, presentations, in-basket

exercises, interviews, role-plays, group discussions

etc. The methods to be used depend on the nature of

competencies.

Assessment form

The form used by assessors to assess the individualsis posted herein. All the assessors individually

assess them and at the end of interview theystandardize the grades awarded into one final form.

Methods used in competency mapping:1 Interviews 2 Group work,

3 Task Forces, 4Task Analysis workshops,

5 Questionnaire 6Use of Job

7Descriptions, 8Performance Appraisal

Formats etc.

Steps of competency Mapping:

1)Decide the roles for which the competencies need

to be mapped.

2) Identify the location of the roles in theorganizational structure. This needs the clarity of

organizational structure, defining the role

relationships (reporting authority, subordinatesetc.). Identify the role set members of the role

holder. The role set members of the role consists of

all those who have expectations from the role

holder, all those to whom the role holder has

obligations to fulfil. For example the role setmembers of the General Manager in a company

may consist of his boss the Vice President

(Commercial and Marketing) who is his boss, FourRegional Managers of Sales and Marketing who

report to him, seven Divisional Managers who are

looking after variousproducts and are reporting to him, GM Quality, the

GM Personnel, the GM finance, the MD who often

asks for information directly from the GM, theadvertising agency MD who deals with him etc.
http://ashusaini.blogspot.com/2010/11/purpose-and-benefits-of-functional.htmlhttp://3.bp.blogspot.com/_sd1lQ9Nnd4U/TPUegFJkrOI/AAAAAAAAGbY/TAjhDyUWE-I/s1600/Untitled.pnghttp://ashusaini.blogspot.com/2010/11/purpose-and-benefits-of-functional.html


4/7



3) Identify the objectives of the function or thedepartment or the unit or section where the role is

located.

4) Identify the objectives of the role. What are the

main purposes of the role etc.

5) Collect the Key Performance Areas of the roleholder for the last two to three years from the

performance appraisal records. Alternately collectthe job descriptions if any of the role to make a list

of all tasks and activities to be performed by that

role holder.

6) Get the role holder to list all the activities he is

expected to perform in his role. Group them into a

set of tasks.

7) Interview the role holder to list the actualknowledge, attitude, skills, and other competencies

required for performing the task effectively.

8) Repeat the process with the entire role set

members. If the role set members are too many take

those who are very critical. The boss subordinatesand internal customers should be represented.

9) Consolidate the list of competencies from all the

role holders by each task.

10) Edit and finalize. Present it to the supervisors of

the role holder and the role holder for approval andfinalization.

Description of career stages

Level 3

Senior

Manage ManagersTechnical leader or guide to a group of

professionals

Level 2Professional

Manage OthersTechnical professional or guide to a

group of entry level professionals

Level 1Entry Level Professional

Manage SelfNew Entrants/Entry Level professional

Career Stage -- I: Manage Self: A manager isnew

to culture and work environment and learns from

others, he/she is responsible for their own work andlimited actions and activities like communicating,

enabling, building relationships, etc comes intofocus.

Career Stage II: Manage others: First timemanagers is accountable for others actions.

This stage requires a major transition theresponsibility is for getting work done through

others, in addition, to own. New managersrecognize this intellectually and reject it

psychologically. Typically they overpower their

direct reports with their expertise. Giving up tasks

and responsibilities that earned them a managerstitle in the first place is tremendously difficult

aspect of this stage. Managerial activities like

planning, organizing, delegating, monitoring

communicating, enabling, building relationshipsetc comes into focus.

Career Stage III: Manage Managers: It is animportant middle-management position for

managing and developing support managers.This stage calls in for different skill sets which

include selecting and training first line managersholding them accountable for managerial work

deploying/redeploying resources, etc. Managerswho fail to become proficient at this stage display

poor performance management, fail to build a

strong team, have difficulty in delegating, etc.

Process Flow for Identification of Talent Pool:


5/7



5 Point scale to assess potential of individuals at each level of the Career stage:

Potential assessment rating scale

Criteria Scale

Exercises outstanding performance on this competency far exceeds acceptablestandards 5

Exercises very good performances on this competency better than acceptable

standards4

Exercises quite acceptable performance on this competency and meets

requirements

3

Performance on this competency is not quite up to acceptable standards. 2

Performance on this competency fails to meet acceptable standards. 1

Note: If any individual is inadequately equippedi.e. he/she shows some gap between his current

competency level and required competency level,

for his current / next 1-2 level of career stage his

assessment stops at that particular level and hewould be considered only for the immediate below

level career stage where he has exceeded /

adequately equipped for all the competencies

mentioned for that career stage.

However, If any individual is inadequately

equipped for his current level career stage he/shewill not be considered for further potential

assessment and talent pool segmentation and

training will we arranged for such individuals.

Potential slottingBased on the above potential assessment for current

and next level of career stage, potential slotting will

be done. For potential slotting competency lead is
http://3.bp.blogspot.com/_sd1lQ9Nnd4U/TPUlMNydhSI/AAAAAAAAGbc/8J5TEcrZsVU/s1600/Untitled2.png


6/7


7/7



Linked to Present Job Is capable of coming into being in future.

Is measurable Potential rated low is not a write off case.

Consistent good / high performance is a

pre-requisite to advancement.

High potential may represent the

organizations inventory of future leaders

High performance is not a sure indicator of

ability to move to next 1-2 career stages.

Judgment of senior management in

assessing potential is the most critical tool

for potential identification.

Age, career stage, compensation,upbringing, motivation, style of boss,

culture at workplace etc impact

performance.

Potential assessment examines if an

individual has what it takes to advanceto position of greater management

/leadership/ technical skills.

Is relative to others Comes from within

Need of competency Mapping

1Increased costs of manpower.

2 Need for ensuring that competent people areavailable for performing various critical roles.

3Downsizing and the consequent need to get a lot of

things done with fewer people and thus reducemanpower costs and pass on the advantage to the

customer.

4Recognition that technology, finances, customers

and markets, systems and processes can all be set

right or managed effectively if we have the rightkind of human resources.

5The need for focus in performing roles- need fortime management, nurturing of competence

increased emphasis on performance management

systems.

6And recognition of the strategic advantage given

by employee competencies in building the core

competencies of the organization.

ConclusionCompetency mapping can ultimately serve the

individual who decides to seek employment in anenvironment where he or she perhaps can learn newthings and be more intellectually challenged. Being

able to list competencies on resumes and address

this area with potential employers may help secure

more satisfying work. This may not resolve issuesfor the company that initially employed competency

mapping, without making suggested changes. It

may find competency mapping has produceddissatisfied workers or led to a high worker turnover

rate. Competency mapping alone may not produce

accurate results unless one is able to detach from

the results in analyzing past successes and failuresThe value of competency mapping and identifying

emotional strengths is that many employers now

purposefully screen employees to hire people with

specific competencies. They may need to hiresomeone who can be an effective time leader or

who has demonstrated great active listening skills

Alternately, they may need someone who enjoystaking initiative or someone who is very good at

taking direction. When individuals must seek newjobs, knowing ones competencies can give one a

competitive edge in the job market.

References1. http://www.expresscomputeronline.com/200

50131/technologylife01.shtm2. http://ashusaini.blogspot.com/2010/11/meth

odology-for-functional-competency .html

3. http://www.wisegeek.com/what-is-competency-mapping.htm

4. http://management4you.blogspot.com/2008/10/competency-mapping.html

5. http://www.iqpc.com/uploadedFiles/Training/Asia_Training/The_Gateway/competency.

pdf

6. http://www.ehresources.com/Samples/sample1.html

7. http://www.citehr.com/313-competency-mapping.html
http://www.expresscomputeronline.com/20050131/technologylife01.shtmlhttp://www.expresscomputeronline.com/20050131/technologylife01.shtmlhttp://www.expresscomputeronline.com/20050131/technologylife01.shtmlhttp://www.expresscomputeronline.com/20050131/technologylife01.shtmlhttp://ashusaini.blogspot.com/2010/11/methodology-for-functional-competency%20.htmlhttp://ashusaini.blogspot.com/2010/11/methodology-for-functional-competency%20.htmlhttp://ashusaini.blogspot.com/2010/11/methodology-for-functional-competency%20.htmlhttp://ashusaini.blogspot.com/2010/11/methodology-for-functional-competency%20.htmlhttp://www.wisegeek.com/what-is-competency-mapping.htmhttp://www.wisegeek.com/what-is-competency-mapping.htmhttp://www.wisegeek.com/what-is-competency-mapping.htmhttp://www.wisegeek.com/what-is-competency-mapping.htmhttp://management4you.blogspot.com/2008/10/competency-mapping.htmlhttp://management4you.blogspot.com/2008/10/competency-mapping.htmlhttp://management4you.blogspot.com/2008/10/competency-mapping.htmlhttp://management4you.blogspot.com/2008/10/competency-mapping.htmlhttp://www.ehresources.com/Samples/sample1.htmlhttp://www.ehresources.com/Samples/sample1.htmlhttp://www.ehresources.com/Samples/sample1.htmlhttp://www.ehresources.com/Samples/sample1.htmlhttp://www.citehr.com/313-competency-mapping.htmlhttp://www.citehr.com/313-competency-mapping.htmlhttp://www.citehr.com/313-competency-mapping.htmlhttp://www.citehr.com/313-competency-mapping.htmlhttp://www.citehr.com/313-competency-mapping.htmlhttp://www.citehr.com/313-competency-mapping.htmlhttp://www.ehresources.com/Samples/sample1.htmlhttp://www.ehresources.com/Samples/sample1.htmlhttp://management4you.blogspot.com/2008/10/competency-mapping.htmlhttp://management4you.blogspot.com/2008/10/competency-mapping.htmlhttp://www.wisegeek.com/what-is-competency-mapping.htmhttp://www.wisegeek.com/what-is-competency-mapping.htmhttp://ashusaini.blogspot.com/2010/11/methodology-for-functional-competency%20.htmlhttp://ashusaini.blogspot.com/2010/11/methodology-for-functional-competency%20.htmlhttp://www.expresscomputeronline.com/20050131/technologylife01.shtmlhttp://www.expresscomputeronline.com/20050131/technologylife01.shtml

Documents

Need of Competency Mapping in Modern Era