COMPETENCY MAPPING
SUBMITTED BY:SMRITI KARANM.A(OB), 3RD SEMSTERA0403511015
COMPETENCIES
BEHAVIORS(actions)
OUTPUTS
ORGANIZATIONALRESULTS
WHAT ARE COMPETENCIES???
DEFINITIONS
Hayes (1979)- “Competencies are generic knowledge motive, trait, social role or a skill of a person linked to superior performance on the job”.
Albanese (1989) – “Competencies are personal characteristics that contribute to effective managerial performance”.
UNIDO (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”.
COMPONENTS OF COMPETENCY Competency has three major components which are as follows: 1)Knowledge:
It refers to the information a person possesses about specific areas, knowledge comprises many factors like memory, numerical ability, linguistic ability, and is, therefore, a complex competency. It can be either:•Scientific Knowledge•Technical Knowledge•Job Knowledge
2)Skill:
It represents intelligent application of knowledge, experience, and tools. This is the procedural "know how" knowledge (what one can do), either covert (e.g., deductive or inductive reasoning) or observable e.g. "active listening" skill in an interview.
3)Attitudes:
Attitudes are predispositions to other individuals, groups, objects, situations, events, issues etc. Attitudes decide our approach or avoidance behavior. They are normally conceptualized as positive or negative.
Surface knowledge and skills are relatively easy to develop. But core motive and trait competencies are at the base of the personality and are more difficult to assess and develop.
*By- Seema Sanghi
BEHAVIOR INDICATORS
A Competency is described in terms of key behaviors that enables recognition of that competency at the workplace.
Some key behavior indicators in an employee: Ability to know what needs to be done or find out (research) and take steps to get it doneAsk questions when not sure of what the problem is or to gain more information.Able to identify the underlying or main problem.Shows willingness to experiment with new things.
COMPETENCIES
BASIC PROFESSIONAL
INTELECTUAL
MOTIVATIONAL
EMOTIONAL
SOCIAL
KNOWLEDGE
EXPERIENCE
EXPERITISE GAINED BY AN INDIVIDUAL EMPLOYEE
Motivational Intellectual Social Emotional
Continuous
learningPlanning & organizing
Team work Initiative
Perseverance Creativity Inter-personal skills, communication
Optimism
Achievement orientation
Analytical ability
Responsibility Self-confidence
ORGANIZATONALCOMPETENCIES
BASIC PROFESSIONAL
INTELECUAL
GENERIC
MANAGERIAL
FUNCTIONAL/TECHNICAL
Competencies which are considered essential for all employees regardless of their function or level. Communication, initiative, listening etc.
Competencies which are considered essential for employees with managerial or supervisory responsibility in any functional area including directors and senior posts.
Specific competencies which are considered essential to perform any job in the organisation within a defined technical or functional area of work e.g. Finance, environmental etc
NEED FOR COMPETENCY MAPPING
Need for ensuring that competent people are available for performing various critical roles.
Downsizing adds to the consequent need to get a lot of thing done with fewer people and thus reduce manpower costs and pass on the advantage to the customer.
Recognition that technology, finances, customers and markets, systems and processes can all be set right or managed effectively if we have the right kind of human resources.
And recognition of the strategic advantage given by employee competencies in building the core competencies of the organization.
Areas of Implementation
Advantages of Competency Mapping
FOR THE COMPANY:
Establishes expectations for performance excellence.
Improved job satisfaction and better employee retention.
Increase in the effectiveness of training and professional development programs because of their link to success criteria.
Provides a common, organization wide standard for career levels that enable employees to move across business boundaries & help companies “raise the bar” of performance expectations.
FOR THE MANAGERS:
Identify performance criteria to improve the accuracy and ease of the selection process.
Provide more objective performance standards.
Easier communication of performance expectations.
Provide a clear foundation for dialogue to occur between the managers and employees and performance, development and career-oriented issues.
FOR THE INDIVIDUALS:
Identify their strengths ,weaknesses & behavioral standards of performance excellence.
Provide a more specific and objective assessment of their strengths and the tools required to enhance their skills.
Enhances clarity on career related issues.
Helps understand where they stand.
Disadvantages of Competency Mapping
Some of these are discussed below:
There may be no room for an individual to work in a field that would best make use of his or her competencies.
If the company does not respond to competency mapping by reorganizing its employees, then it can be of little short-term benefit and may actually result in greater unhappiness on the part of individual employees.
If too much emphasis is placed on 'inputs' at the expense of 'outputs', there is a risk that it will favor employees who are good in theory but not in practice and will fail to achieve the results that make a business successful.
Model of Competency Mapping
A competency mapping model is an organizing framework that lists the competencies required for effective performance in a specific job, job family (e.g., group of related jobs), organization, function, or process.
Individual competencies are organized into competency models to enable people in an organization or profession to understand, discuss, and apply the competencies to workforce performance.
DEVELOPING THE MODEL
• Strategize – assess business needs, evaluate contextual drivers etc.• Initiate – identify methodologies, develop project plans, review
existing data etc.• Model – analyze and synthesize data, identify competencies etc.• Pilot – develop implementation and evaluation plans, develop and
initiate competency applications etc• Link – link to all human resources system components and phase
in implementation of other competency' based applications.• Evaluate – establish and evaluate measures, and continuously
improve the system.
Stage 1
Data Gathering & Preparation
Stage 2
Data Analysis
Stage 3
Validation
Study Identified
Jobs
Identify major
categories of skills
Identify Probable
competencies
Review list of probable
Competencies
Construct Competency Definitions
Assign proficiency levels
Content Validation
session
Reinforce proficiency of
critical competencies
Refine competency definitions, if
necessary
Steps for implementing the
Competency Mapping model
IDENTIFY DEPARTMENTS & ORGANIZATION HIERARCHY
OBTAIN JOB DESCRIPTION
CONDUCT SEMI-STRUCTURED INTERVIEWS
PREPARATION OF LIST OF SKILLS
GENERATE LIST OF COMPETENCIES
INDICATE PROFICIENCY LEVELS
VALIDATE COMPETENCIES & PROFICIENCY EVELS
PREPARE COMPETENCY MATRIX
MAPPING OF COMPETENCY
Data Collection tools
Behavioral Events Interview
Expert Panels
Surveys
Job Analysis
Role Analysis
Direct Observation
CONCLUSION
As a conclusion we can say that, 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.
REFERNCES
•Pareek,U.,& Rao,T.V(2003),Designing & Managing HR Systems,IBH Publishing(3),63-84
•Sanghi, S(2004),Competency Mapping, Sage Pubications,1-8,176-90
•www.citehr.com
•www.google.com( for pictures)
THANK YOU FOR YOUR PATIENCE