ART AND SCIENCE OF COMPETENCY MAPPING

T. V. Rao Chairman, TVRLS Formerly Professor at IIMA and Founder National HRD Network A lot is going on in r ! nt tim s on th iss" o# !om$ t n!% ma$$ing. A lot o# r so"r! s s$ nt an& !ons"ltants in'it & to &o !om$ t n!% ma$$ing. In!r as & man$o( r !osts, n & #or ns"ring that !om$ t nt $ o$l man !riti!al $ositions, an& th n & to ) !om$ titi' an& r !ognition o# th strat gi! a&'antag s o# ha'ing goo& h"man r so"r! s ha' !om$ ll & #irms to ) mor !om$ t n!% &ri' n. In goo& organisations !om$ t n!% ma$$ing *ist & alr a&%. Tra&itionall% +R Dir !tors an& th ir to$ manag m nt ha' al(a%s $ai& att ntion to !om$ t n!i s an& in!or$orat & th m mostl% in th ir a$$raisal s%st ms. For *am$l (h n L,T, LIC or NDD-, NOCIL, +LL, -harat P trol "m t!. r 'is & th ir P r#orman! a$$raisal s%st ms th % #o!"ss & on th ass ssm nt o# !om$ t n!i s. Rol anal%sis (as &on an& rol &ir !tori s $r $ar & )% th In&ian Oil Cor$oration in mi& ighti s. Com$ t n!% ma$$ing is im$ortant an& is an ss ntial * r!is . E' r% ( ll manag & #irm sho"l&. ha' ( ll & #in & rol s an& list o# !om$ t n!i s r /"ir & to $ r#orm a!h rol ## !ti' l%. S"!h list sho"l& ) "s & #or r !r"itm nt, $ r#orman! manag m nt, $romotions, $la! m nt an& training n &s i& nti#i!ation.

What is Competency An% "n& rl%ing !hara!t risti! r /"ir & $ r#orming a gi' n tas0, a!ti'it%, or rol s"!! ss#"ll% !an ) !onsi& r & as !om$ t n!%. Com$ t n!% ma% ta0 th #ollo(ing #orms. 1no(l &g , Attit"& , S0ill, Oth r !hara!t risti!s o# an in&i'i&"al in!l"&ing. Moti' s, Val" s, S l# !on! $t t!. Com$ t n!i s ma% ) gro"$ & in to 'ario"s ar as. In !lassi! arti!l $")lish & a # ( & !a& s ago in +ar'ar& -"sin ss R 'i ( Dani l 1at2 gro"$ & th m "n& r thr ar as (hi!h ( r lat r *$an& & in to th #ollo(ing #o"r. T !hni!al. Manag rial, +"man an& Con! $t"al. This is a !on' ni n! !lassi#i!ation an& a gi' n !om$ t n!% ma% #all into on or mor ar as an& ma% in!l"& mor than on #rom. It is this !om)ination that ar la) ll & an& $romot & )% som #irms as !om$ t n!% &i!tionari s. A !om$ t n!% &i!tionar% o# a #irm gi' s & tail & & s!ri$tions o# th !om$ t n!% lang"ag "s & )% that #irm. It !ontains & tail & *$lanations o# th !om)inations o# !om$ t n!i s 3t !hni!al, manag rial, h"man an& !on! $t"al 0no(l &g , attit"& s an& s0ills4 "sing th ir o(n lang"ag . For *am$l T am (or0 or T am Manag m nt !om$ t n!% !an ) & #in & in t rms o# organi2ation s$ !i#i! an& l ' l s$ !i#i! ) ha'iors #or a gi' n origination. At to$ l ' ls it might m an in th !as o# on organi2ation a)ilit% i& nti#% "tili2 an& s%n rgi2 th !ontri)"tions o# a $ro5 !t t am an& at anoth r l ' l it might m an a)ilit% to ins$ir an& !arr% along th to$ manag m nt t am in!l"&ing &i' rsit% manag m nt. In !om$ t n!% ma$$ing all & tails o# th ) ha'iors 3o)s r'a)l , s$ !i#i!, m as"ra)l t!.4 to ) sho(n )% th $ rson o!!"$%ing that rol ar s$ !i#i &. History of Competencies A t am o# E&"!ationists l a& )% - n5amin -loom in th 6SA in mi& #i#ti s lai& th #o"n&ation #or i& nti#%ing &"!ational o)5 !ti' s an& th r )% & #ining th 0no(l &g attit"& s an& s0ills n & & to ) & ' lo$ & in &"!ation. Th tas0 #or! l a& )% -loom too0 s ' ral % ars to ma0 an *ha"sti' !lassi#i!ation o# th &"!ational o)5 !ti' s that ( r gro"$ & "n& r th !ogniti' &omain.

Da'i& M!Cl llan& th #amo"s +ar'ar& Ps%!hologist has $ion r & th !om$ t n!% mo' m nt a!ross th (orl&. +is !lassi! )oo0s on 7Tal nt an& So!i t%7, 7A!hi ' m nt Moti' 7, 7Th A!hi 'ing So!i t%7, 7Moti'ating E!onomi! A!hi ' m nt7 an& 7Po( r th Inn r E*$ ri n! 7 )ro"ght o"t s ' ral n ( &im nsions o# th !om$ t n!i s. Th s !om$ t n!i s *$os & )% M!Cl llan& & alt (ith th a## !ti' &omain in -loom8s t rminolog%. Th t"rning $oint #or !om$ t n!% mo' m nt is th arti!l $")lish & in Am ri!an Ps%!hologist in 9:;< )% M!Cl llan& titl & (h r in h $r s nt & &ata that tra&itional a!hi ' m nt an& int llig n! s!or s ma% not ) a)l to $r &i!t 5o) s"!! ss an& (hat is r /"ir & is to $ro#il th *a!t !om$ t n!i s r /"ir & to $ r#orm a gi' n 5o) ## !ti' l% an& m as"r th m "sing a 'ari t% o# t sts. This arti!l !om)in & (ith th (or0 &on )% Do"glas -r % an& his asso!iat s at AT,T in th 6S (h r in th % $r s nt & 'i& n! that !om$ t n!i s !an ) ass ss & thro"gh ass ssm nt ! nt rs an on th 5o) s"!! ss !an ) $r &i!t & to som *t nt )% th sam has lai& #o"n&ation #or $o$"lari2ation o# th !om$ t n!% mo' m nt. Latt r M!- r a Cons"lting Firm #o"n& & )% Da'i& M!Cl llan& an& his asso!iat - rl ( ha' s$ !iali2 & in ma$$ing th !om$ t n!i s o# ntr $r n "rs an& manag rs a!ross th (orl&. Th % ' n & ' lo$ & a n ( an& % t sim$l m tho&olog% !all & th - ha'ior E' nt Int r'i (ing 3-EI4 to ma$ th !om$ t n!i s. =ith in!r as & r !ognition o# th limitations $ r#orman! a$$raisal in $r &i!ting #"t"r $ r#orman! $ot ntial a$$raisal got #o!"s &. An& Ass ssm nt ! nt rs ) !am $o$"lar in s ' nti s. Th s tting "$ an Ass ssm nt ! nt r (as in int gral $art o# th +RD $lan gi' n to L,T )% th IIMA $ro# ssors as arl% as in 9:;>. L,T &i& !om$ t n!% ma$$ing an& !o"l& not start ass ssm nt ! nt rs "ntil m"!h latt r as it (as not $ r! i' & as a $riorit% ar a. Com$ t n!% ma$$ing is th $ro! ss o# i& nti#i!ation o# th !om$ t n!i s r /"ir & to $ r#orm s"!! ss#"ll% a gi' n 5o) or rol or a s t o# tas0s at a gi' n $oint o# tim . It !onsists o# )r a0ing a gi' n rol or 5o) into its !onstit" nt tas0s or a!ti'iti s an& i& nti#%ing th !om$ t n!i s 3t !hni!al, manag rial, ) ha'ioral, !on! $t"al 0no(l &g , an attit"& s, s0ills, t!.4 n & & to $ r#orm th sam s"!! ss#"ll%. Com$ t n!% ass ssm nt is th ass ssm nt o# th *t nt to (hi!h a gi' n in&i'i&"al or a s t o# in&i'i&"als $oss ss th s !om$ t n!i s r /"ir & )% a gi' n rol or s t o# rol s or l ' ls o# rol s. Ass ssm nt ! nt rs "s m"lti$l m tho&s an& m"lti$l ass ssors to ass ss th !om$ t n!i s o# a gi' n in&i'i&"al or a gro"$ o# in&i'i&"als. In or& r to nhan! o)5 !ti'it% th % "s train & ass ssors an& m"lti$l m tho&s in!l"&ing $s%!hom tri! t sts, sim"lation * r!is , $r s ntations, in?)as0 t * r!is s, int r'i (s, rol ?$la%s, gro"$ &is!"ssions t!. Th m tho&s to ) "s & & $ n& on th nat"r o# !om$ t n!i s. Who Identifies competencies Com$ t n!i s !an ) i& nti#i & )% on o# mor o# th #ollo(ing !at gor% o# $ o$l . E*$ rts, +R S$ !ialists, @o) anal%sts, Ps%!hologists, In&"strial Engin rs t!. in !ons"ltation (ith. Lin Manag rs, C"rr nt , Past Rol hol& rs, S"$ r'ising S niors, R $orting an& R 'i (ing O##i! rs, Int rnal C"stom rs, S")or&inat s o# th rol hol& rs an& Oth r rol s t m m) rs o# th rol 3thos (ho ha' *$ !tations #rom th rol hol& r an& (ho int ra!t (ith h himAh r4. What Methodolo!y is used Th #ollo(ing m tho&s ar "s & in !om)ination #or !om$ t n!% ma$$ing. Int r'i (s, Gro"$ (or0, Tas0 For! s, Tas0 Anal%sis (or0sho$s, B" stionnair , 6s o# @o) & s!ri$tions, P r#orman! A$$raisal Formats t!. How are they Identified Th $ro! ss o# i& nti#i!ation is not ' r% !om$l *. Som o# th m tho&s ar gi' n ) lo(.

9. Sim$l% as0 a!h $ rson (ho is !"rr ntl% $ r#orming th rol to list th tas0s to ) $ r#orm & )% him on )% on , an& i& nti#% th 1no(l &g , Attit"& s, an& S0ills r /"ir & to $ r#orm a!h o# th s . Consoli&at th list. Pr s nt it to a rol s t gro"$ or a s$ !ial tas0 #or! !onstit"t & #or that rol . E&it an& Finali2 . C. A$$oint a tas0 #or! #or a!h rol . =h n th a"thor (or0 & (ith th Ministr% o# + alth in In&on sia a thr &a% (or0sho$ (as #o"n& to ) s"##i!i nt to train th lo!al + alth Pro'in! sta## in !om$ t n!% ma$$ing. This in s$it o# th a"thor ha'ing to (or0 (ith gro"$s o# In&on sians (ho s$o0 onl% -hasa In&on sia.

What "an!ua!e to #se 6s T !hni!al lang"ag #or t !hni!al !om$ t n!i s. For *am$l . 0no(l &g o# h%&ra"li!s. 6s )"sin ss lang"ag #or )"sin ss !om$ t n!i s. E*am$l . 1no(l &g o# mar0 ts #or (at!h )"sin ss or Strat gi! thin0ing. 6s %o"r o(n lang"ag or stan&ar& t rms #or - ha'ior !om$ t n!i s. E*am$l . A)ilit% to N gotiat , Int r$ rsonal s nsiti'it%, Sal s t !hni/" s. Too t !hni!al an& !on! $t"al 0no(l &g align to th organi2ation an& $ o$l ma% !r at mor $ro)l ms than h l$ Who can do it Com$ t n!% ma$$ing is a tas0 (hi!h !an ) &on )% man% $ o$l . No( &a%s all Manag m nt s!hools an& & #init l% thos s$ !iali2ing in +R train th st"& nts in !om$ t n!% ma$$ing. R ! ntl% (h n th a"thor ta"ght a !o"rs on Manag m nt o# Tal nt at th In&ian S!hool o# -"sin ss (ith t(o ho"rs or intro&"!tion to th $ro! ss o# !om$ t n!% ma$$ing th st"& nts 3all (ith *$ ri n! o# mor than t(o % ars4 ha' &on a gr at 5o) o# !om$ t n!% ma$$ing #or a s t o# rol s. An% Mast rs in Manag m nt or So!ial S!i n! s or an Em$lo% (ith E/"i'al nt E*$ ri n! an& Training !an & ' lo$ th s !om$ t n!i s. Con! $t"al -a!0gro"n& an& 6n& rstan&ing o# th )"sin ss is im$ortant. Familiarit% (ith -"sin ss, Organi2ations, Manag m nt an& - ha'ioral S!i n! s is "s #"l. +R Manag rs, Manag m nt Gra&"at s, A$$li & Ps%!hologists ar /"it /"ali#i & to &o this. Most instit"tions s$ !iali2ing in +R train th !an&i&at s to &o this. $ome %ips on How to do it Th #ollo(ing ar som o# ti$s to &o !om$ t n!% ma$$ing at lo( !ost. Pi!0 "$ a 5o) or a rol that is r lati' l% ( ll "n& rstoo& )% all in&i'i&"als in th !om$an%. =or0 o"t #or this rol an& gi' it as an ill"stration. For *am$l Sal s E* !"ti' , Pro&"!tion S"$ r'isor, Assistant +R Manag r, R ! $tionist, Trans$ort Manag r, PR Manag r, t!. ar 0no(n to all an& as% to $ro#il . =or0 o"t !om$ t n!i s #or this rol i# n ! ssar% (ith th h l$ o# 5o) anal%sis s$ !ialist or an int rnal m m) r (ho has 0no(l &g o# !om$ t n!% ma$$ing. Pr $ar this as an ill"stration. Cir!"lat th s oth rs an& as0 'ario"s & $artm nts to &o it on th ir (on.

Cir!"lat sam$l s o# !om$ t n!i s &on )% oth rs Ill"strat 0no(l &g , attit"& s, s0ills, 'al" s t!.

Choos a sam$l that &o s not "s 5argons E*$lain th $"r$os Int r'i ( o# $ast s"!! ss#"l 5o) hol& rs h l$s C"rr nt in!"m) nt (ho ar &oing a goo& 5o) along (ith th ir R $orting o##i! rs is a goo& no"gh t am in most !as s. On! $r $ar & m m) rs ' n on th )asis o# on or t(o in&i'i&"als in$"ts !ir!"lat to oth r rol s t