Competency Mapping

T.Y.B.Com(Banking & Insurance) 1

Competency Mapping

Gokhale Education Society’s SHRI BHAUSAHEB VARTAK ARTS, COM. & SC. COLLEGE And SHETH K.V. PAREKH ARTS &COM. Jr. COLLEGE Gokhale Mahavidyalaya Marg, Borivali (west), Mumbai-400091. (NAAC: B & ISO 9001:2008 CERTIFIED) PROJECT REPORT ON: COMPETENCY MAPPING SUBMITED BY: Ms. Swapnali Divekar Mr.Jayesh Gaonkar Ms. Pooja Ghadi Ms.Dipali Jadhav Mr. Sachin Gupta Roll No. -11 -12 -13 14 -15

T.Y.B.COM (BANKING & INSURANCE) (SEMESTER - VI) SUBMITTED TO: UNIVERSITY OF MUMBAI Project Guide Prof. Mrs. Rakhi Pitkar

T.Y.B.Com(Banking & Insurance) 2

We thank our BBI co-ordinator and Project Guide Mrs. guide and philosopher. T.Com(Banking & Insurance) 3 . for giving us an opportunities to present this project. ‗Competency Mapping. Mrs.V.Competency Mapping ACKNOWLEDGEMENT It give an immense pleasure to present this project of. We appreciate her for the valuable support which encourages us to achieve our best. Rakhi Pitkar. willingness to motivate us contributed tremendously to our project. Sant Madam. Her Thank you. Firstly. We would like to thank them for their valuable support. S.B.Y. we thank to our Principal Dr. She accompanied us throughout this project work by not only just acting as our teacher but also a friend.

Com(Banking & Insurance) 4 . 1 2 3 4 5 Introduction Definition Competency Mapping-Evolution Meaning and Concept Of Competency Mapping Why competency mapping? Why is it important? 6 Use of Competency Mapping 11 Particulars Pg. 06 07 08 09 10 7 Advantages of Competency Mapping 12 8 9 10 11 12 13 Functions of Competency Mapping Steps in Competency Mapping Recruitment & Selection Process to assess competencies Training & Development Assessment & Feedback Based on Competency Mapping Tools For Developing Competency 13 14 16 17 18 19 14 20 T.Y.No. No.B.Competency Mapping INDEX Sr.

Com(Banking & Insurance) 5 .Y.Competency Mapping 15 Competency based HR & Competency Based Successful Planning 21 16 Summary & Conclusion 22 T.B.

As a result of competency mapping.B. ―The competency framework serves as the bedrock for all HR applications.‖ states well-known HR expert Ullhas Pagey.Competency Mapping INTRODUCTION Competency mapping is a process through which one assesses and determinesone‘s strengths as an individual worker and in some cases. and most HR departments have been struggling to formulate the right framework for their organisation. succession planning. recruitment. and then using it for job-evaluation. all the HR processes like talent induction. Competency-based HR is considered the best HR. Large organizations frequently employ some form of competency mapping tounderstand how to most effectively employ the competencies of strengths of workers. leadership.and strengths of the individual in areas like team structure. After all.They may also use competency mapping to analyze the combination of strengths indifferent workers to produce the most effective teams and the highest quality work. T. as part of an organization.Y. Is the underlying principle of competency mapping just about finding the right people for the right job? The issue is much more complex than it appears. In India however competency development and mapping still remains an unexplored process in most IT organisations despite the growing level of awareness. appraisals and training yield much better results. training and development. Level 3 of PCMM is focused on the competency framework in an organisation. etc.It generally examines two areas: emotional intelligence or emotional quotient (EQ). performance management. Competency mapping is a process of identifying key competencies for a particular position in an organisation. and decision-making.Com(Banking & Insurance) 6 . management development.

There are other factors that help an individual excel in his job. Good managers are generally aware about different qualities a person must possess to do a job effectively.e.Y. as part of an organisation. Individual competencies are organized into competency models to enable people in an organization or profession to understand. job evaluation.B. Thus.Competency Mapping Definition For Competency Mapping A competency mapping model is an organizing framework that lists the competencies required for effective performance in a specific job. function. Competency Mapping is a process of identifies key competencies for an organization and/or a job and incorporating those competencies throughout the various processes (i. T. or process. and they make use of their knowledge to select and train their subordinates. job family (eg. sincerity. organization. as part of an organisation. training. The individual‘s level of competency in each skill is measured against a performance standard established by the organization. Organisational psychologists have refined this understanding and converted it into a structural and formal process called Competency Mapping. It has been a general observation that hard work.Com(Banking & Insurance) 7 . Competency Mapping can be defined as a process through which one assesses and determines one's strengths as an individual worker and in some cases. It has emerged as one of the most powerful tools aiding the improvement for the HR professionals in finding the right employee for a job and development of the employed person in doing the assigned job effectively. knowledge. discuss. Competency Mapping can be defined as a process through which one assesses and determines one's strengths as an individual worker and in some cases. recruitment) of the organization. and apply the competencies to workforce performance. group of related jobs). intelligence alone does not make a person a star performer in his/her profession.

Competency Mapping Competency Mapping-Evolution  Beginning of the twentieth century .  Article presented data supporting that traditional achievement and intelligence score may not be able to predict job success.  The turning point for competency movement – Article published in American Psychologist in 1973 by McClelland.  Equally noteworthy is the pioneering work by Douglas Brey and his associates at AT&T which gave evidence that the competencies can be accessed through assessment centers and on the job success can be predicted to certain extent. Business process required specific competencies for the task at hand.B.Com(Banking & Insurance) 8 .Y.work brought complex skills to the job.  Increased recognition of the limitations of performance appraisal in predicting future performance shifted focus to potential appraisal and assessment centers in seventies. T. need of the hour was to profile the exact competencies required to perform the given job effectively.  Behaviour Event Interviewing (BEI) was developed by McBer to map the competencies.  World War II (mid century) enforced management centric views where officers gave orders to subordinates who obeyed without questions.

6  Competency Mapping Competency mapping is a process an individual uses to identify and describe competencies that are the most critical to success in a work situation or work role  Competency profiling o It is the process of identifying the knowledge.B. skills. managerial. but job related behavior only cannot bring the results.  Competency Map A competency map is a list of an individual‘s competencies th at rep res ent the f acto rs most criti cal to suc cess in giv en job s. abilities. or industries that are part of the individual‘s current career plan. org aniz ations . aptitude and job related attitude (behavior). skills.Competency Mapping Meaning and Concept Of Competency Mapping It is a process of identification of the competencies required to perform successfully a give job or role or a set tasks at a given point of time. Skills and knowledge along with job related behavior makes the difference.  Competency It is the combinations of knowledge. d epa rt me nts .Y. and judgment required for effective performance in a particular occupation or profession. conceptual knowledge and Attitude and skills etc) needed to perform the same successfully.Com(Banking & Insurance) 9 . Behavioral. These job related behaviors would bring greater amount of difference in fulfilling the responsibilities. attitudes. It consists of breaking a given role or job into its constituent‘s task or activities and identifying the competencies (Technical. Competency profiling is business/company specific T.

appraisals and training yield much better results. competency mapping examines two areas: emotional intelligence and strengths of the individual in areas like team structure.B.Competency Mapping Why competency mapping? Generally speaking. Why is it important?  Ensure business continuity  Replace future vacancies and meet future skill and talent needs  Have the right people in the right places at the right times to do the right things  Address skill shortages ahead of time  Maximize competitiveness as an employer and ability to attract and retain talented staff  Enhance ability to promote from within  Provide a supportive ―growth‖ environment  Focus learning and development efforts The benefits of Competency Approach:  Increased Productivity  Improved work performance. Large organisations frequently employ some form of competency mapping to understand how to most effectively employ the competencies of strengths of workers. Competency mapping tailored to an organisation is necessary to train.  Employee know up front what is expected of them.Y.  Training that is focused on organizational objectives. define and retain talent in a company.Com(Banking & Insurance) 10 .  Employees are empowered to become partners in their own performance development T. As a result of competency mapping. all the HR processes like talent induction. leadership and decision-making.

Conduct of objective feedback meetings. Give the line managers a tool to empower them to develop people.  Competency based succession planning: Assessing employees‘ readiness or potential to take on new challenges.Com(Banking & Insurance) 11 . 3. 2. Establishment of clear high performance standards. Individuals would know the competencies required for a particular position and therefore would have an opportunity to decide if they have the potential to pursue that position. Opportunity to identify/ develop specific training programmers .B. Competency based appraisal process leading to effective identification of training needs. Determining the person job fit can be based on matching the competency profile Of an individual to the set of competencies required for excellence within profession. Direction with regard to specific areas of improvement  Competency based training: 1.Focused training investment. 2.  Competency based Development: 1.  Competency based Performance Appraisal: 1. 3.Y. 4. T. giving the individual the tools to take responsibility for their own development. 2. Focused Training enabling improvement in specific technical and managerial competencies. Collection and proper analysis of factual data against the set standards.Competency Mapping Use of Competency Mapping  Competency based recruitment: Competency based interviews reduce the risk of making a costly hiring mistake and increase the likelihood of identifying and selecting the right person for the right job. Contribute to the understanding of what development really mean.

Com(Banking & Insurance) 12 .Y.Competency Mapping Advantages of Competency Mapping For the company The advantages of competency mapping for the companies or organizations are as follows: • 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. • Help companies ―raise the bar‖ of performance expectations • Help teams and individuals align their behaviors with key organizational strategies For Managers The competency mapping provides following advantages to the managers: • Identify performance criteria to improve the accuracy and ease of the selection process • Easier communication of performance expectations • Provide a clear foundation for dialogue to occur between the managers and employees and performance. • Provides a common understanding of scope and requirements of a specific role • Provides a common. organization wide standard for career levels that enable employees to move across business boundaries. development and career-oriented issues For employees The employees in an organization get the following advantages by competency mapping: • Identify the 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 each understand how to achieve expectations T.B.

 Reviewing the made plans.  Framing of Memorandum.Y.  Appointment of Consultants.  Organizational discipline.  Issuance of Penalty letters and maintaining discipline within the organization with the help of appropriate rules in nullifying the acts of misconduct.  Maintenance of SC/ST/OBC reservations details. welfare and creating viable policies in tune with the company Goals.  Ensuring Healthy implementation of all welfare schemes for the benefit of employees. Charge Sheets show Cause Notice.  Recruitment at senior levels in NINL.  Recruitment.  Recruitment at all levels in MMTC.B.Competency Mapping Functions of Competency Mapping  Managing the terminal benefits. T. SC/ST matters.Com(Banking & Insurance) 13 .  Managing the process of separation of employees and ensuring their terminal benefits are settled and paid to them in time.

It is to be noted that departments should be chosen based on their criticality and importance to the organization .Competency Mapping Steps in Competency Mapping The Steps involved in competency mapping with an end result of job evaluation include the following: Step 1 : Identify departments for competency profiling: Here we have to decide and select the departments within the organization which we would like to include into our study. Manager and Deputy General Manager.) Step 3: Obtain the job descriptions: For the two levels at every department we obtained each role‘s job description and in cases where they were not available we conducted a detailed interview to derive a job description. there are number departments.B. These questions were put forth employees at the two levels. Step 4: Preparation of semi structured interview: As one of the tools for collecting information we prepared a list of questions that would make up a semi structured interview. Step 2: Identifying hierarchy within the organization and selection of levels: Study the organization hierarchy across each of the selected departments. administration department and estate department. Step 5: Recording of interview details: T.Com(Banking & Insurance) 14 .Y. personnel department.For the purpose of the study here we have selected Junior Management (Deputy Manager and Manager) and Middle Management (Sr. For this project four departments have been considered namely being human resource department.

Step 8: Validate identified competencies and proficiency levels with immediate superiors and other heads of the concerned department: Competency definitions were confirmed with respective Head Of Department‘s and the required proficiency levels of each competency that is ideal for each role was obtained from them. Here an employee‘s actual proficiency level of a particular competency was mapped against the target proficiency level. were used to generate a list of skills observed for the job. Each proficiency level was defined in term of behavioral indicators. T. Step 10: Mapping of competencies: Mapping of competencies of selected employees against the competency dictionary as per their employee level and department was done. Missing competencies were located Step9: Preparation of competency dictionary: A competency dictionary defining competencies and corresponding proficiency levels for each level across all departments was prepared.Com(Banking & Insurance) 15 . For the project five levels of proficiency were defined for every competency.Y. Step 7: Indicate proficiency levels: Taking one competency level at a time different proficiency levels were indicated. Thereon a list of identified competencies was drawn for each interviewed candidate.Competency Mapping The candidate‘s answers and opinions were recorded in as much detail as possible for further reference during the project. Step 6: Preparation of a list of Skills: As per the interview and the details that were generated from the candidate.B.

A competency based approach to recruitment and selection of staff can help an organization.B. T. and  Evaluation of work demands and staffing are accurate.Competency Mapping RECRUITMENT & SELECTION Competency-based recruitment is a process of recruitment based on the ability of candidates to produce anecdotes about their professional experience which can be used as evidence that the candidate has a given competency.Com(Banking & Insurance) 16 .Y.  Individual skills and abilities are matched to the requirements of the job. to make it an effective and successful investment of time.money and expertise. Such an approach will help to ensure that:  The organization is clear regarding the competencies and skill sets required by the job. managers and staff have the required skills and competencies.  Selection processes encourage a good fit between individuals and their jobs.

2. 3. Using the results of the job analysis.Com(Banking & Insurance) 17 . With a competency based job description we begin the process of mapping the competencies. Alignment of Organization & Individuals through awareness training 5. Using competencies will help perform more objective evaluations based on displayed or not displayed behaviors. The competencies of the respective job description become factors for assessment on the performance evaluation. The primary goal is to gather from incumbents what they feel are the key behaviors necessary to perform their respective jobs. behavioral event interviews etc. A sample of a competency based job description generated is then developed after carefully analyzing the input from the represented group of incumbents and then converted to standard competencies. 4. A job analysis is done by asking individuals about their role and job through one on one interview. T.B.Y.Competency Mapping The process that we follow to assess these competencies (competency mapping) is as follows: 1. Alignment of PMS to the Competency Grid through a separate intervention Taking the competency mapping one step further we use the results of evaluation to identify in what competencies individuals need additional development or training. competency based job description of the individual is made.

but also the ability to transfer and apply skills. Participants build confidence as they succeed in mastering specific competencies. Competencies are the need of the hour and designing appropriate competency development models is a necessity. Participants receive a transcript or list of the competencies they have achieved. The main reason for an organization to create a competency-based development system that focuses on having the right people with Right skills at the right time is that it helps in accomplishing business targets. Participants will achieve competencies required in the performance oftheir jobs.Competency Mapping TRAINING Competency Based Training focuses on what the participant is expected to be able to do in the workplace as opposed to just having theoretical knowledge. Analyzing capability gaps T. Advantages of competency based development:1. DEVELOPMENT All businesses are based on some key competencies. An important characteristic of Competency Based Training is that it is focused not only on the actual jobs that are required in the workplace.B. Improvement in productivity.knowledge and attitudes to new Situations and environments. 2. The advantages of competency based training(CBT) are:1. 3. performance and profitability 2. Identify employee‘s capabilities for an organization‘s future needs 3.Y.Com(Banking & Insurance) 18 .

what is accomplished and what is not accomplished. It provides a roadmap of where to begin the discussion and what areas to focus on.Competency Mapping Assessment & Feedback Based on Competency Mapping A Competency Mapping can address many of the issues related to performance appraisal:  This ensures agreement on performance criteria. knowledge and characteristics that are important to success are clearly described.Com(Banking & Insurance) 19 .  Provides a shared understanding of what will be monitored and measured—A Competency Mapping integrated with performance appraisal ensures a balance between what gets done and how it gets done.B.Y. specificity and concreteness in discussions about performance deficiencies. T. collecting relevant and sufficient data  It also ensures opportunity to supervisors to observe behaviour.  The skills.

the more time is required for an observation. The competencies that were instrumental in their success are extrapolated from their stories. and felt in challenging or difficult situations. a facilitator works with a small group of job incumbents.  Focus Groups: In focus groups. thought. or others familiar with the job. top performers are interviewed individually about what they did. or others to define the job content or to identify the competencies they believe are essential for performance. their managers. said.B.  Literature Review: A preliminary approach for defining job content and identifying required competencies is to conduct a review of the literature to learn about previous studies of the job or similar jobs. carefully planned questions are asked individually of job incumbents.  Behavioral Event Interviews: In behavioral event interviews (BEI). the research team visits high-performing incumbents and observes them at work. The survey content is based on previous data collection. Benchmarking interviews with other organizations are especially useful in achieving a broader view of the job or determining which competencies are more universally deemed necessary for a particular job. average and low performers are also interviewed to provide a comparison. and perhaps senior managers complete a questionnaire administered either in print or electronically.  Observations: In this data collection method. Often.Competency Mapping Tools For Developing Competency  Structured Interviews: In structured interviews.Y. their managers. their supervisors. job incumbents. clients.  Surveys: In surveys. T.Com(Banking & Insurance) 20 . supervisees. The more complex the job and the greater the variety in job tasks.

B. knowledge and abilities of employees at various levels. In India however competency development and mapping still remains an unexplored process in most IT organizations despite the growing level of awareness. one must identify the skills. After identifying it is mapped by the process called Competency Mapping. attention.Competency Mapping Competency based HR Competency-based HR is considered the best HR.Com(Banking & Insurance) 21 . After all. Level 3 of PCMM is focused on the competency framework in an organization. and development that the organization is investing in them. These are the ones who are further trained for higher job positions. To effectively do succession planning in the organization. In this process the gaps are determined between the existing and required performance of the employees. Competency Based Successful Planning Through the succession planning process.Y. and most HR departments have been struggling to formulate the right framework for their organization. to try retain superior employees because they appreciate the time. Is the underlying principle of competency mapping just about finding the right people for the right job? The issue is much more complex than it appears. After identifying the the gaps the superior employees are identified. T.

A five point scale was developed to rate the competencies and determine the levels. Personnel and Administration) and 5 were the functional competencies which was department specific. After obtaining the data from the sample of employees.Competency Mapping SUMMARY AND CONCLUSION In the present chapter investigator would like to give a summary and conclusions of the obtained results After a thorough study of the topic following objectives were framed:      To develop job descriptions for the various functions (designation wise) To identify the KPA‘S (Key Performance Areas) of the desired levels In four departments Develop a competency dictionary Establish proficiency levels required for each competency identified for a particular position.B.Y. the data was carefully analyzed and job descriptions and specifications were framed. T.Com(Banking & Insurance) 22 . For framing job descriptions and specifications data was obtained from employees with the help of carefully structured forms. Out of these 10 competencies 5 were the general competencies that was common to all the four departments (Human Resource Development. Estate.There were 10 competencies for each job position. After framing the job description and specification a competency framework was developed for each job position under study .  To develop a competency model as applicable for the various managerial positions at MMTC  To prepare the employees for succession plan by improving their KPA‘s through proper training.

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