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I Data recording
II Analyzing the data
III Content analysis of verbal expression
IV Validating the competency models
I Data Recording

a) Study identified jobs

b) Identify major categories of skills
c) Identify probable competencies

a) Study identified jobs

This stage deals with the start up to a competency development process:

i)Identify exhaustive an set of job families in the organization eg: Accounting, brand management,
production management, engineering & maintenance etc

ii) Identify job roles within each job families

iii) Production management: production manager, works engineer, maintenance, stores in
charge, product manager
iv) Obtain role data in regard to each of the jobs
v) Review the job roles for its clarity in regard to job purpose, objectives, key
responsibilities, & critical success factors
vi) Review for inadequacies, if any, & improve upon the role profile form, to prepare it to
be reviewed for competency mapping requirement

vii) Conduct a peer review exercise from one role incumbent to another

b) Identify major category skills

i) Each job has its minimum skill requirements to perform their role effectively
ii) Determine skills required to perform a job effectively
iii) Assign weights to each of the skills on a 5 point scale, to establish relative importance
iv) Map the skills on an inter job family comparable basis
v) Enable each job family & jobs within those job families to gain consistency
vi) These skills requirements are determined on a functional basis & managerial basis that
would enable a role incumbent to perform his/her job
vii) Consequently, has a set of critical or major skills & a set of supplementary skills.
Supplementary skills would be a sub set of major skills to make the role incumbent
performing the major skills
viii) Identification of such skill set, would establish a boundary within which competency should
be defined
ix) Skills could be in some role profiles called as abilities, attributes etc.

c)Identify probable competencies

i) List the skills & evaluate which of them to be emphasized behaviourally

ii) Evaluate the relative important scores that have been given to each skill or skill sets

iii) Add or eliminate skills that appear to overlap & may cause conceptual confusion

iv) Clarify additional skills & reason for placing those skills

v) Relook at a profile now in particular role expectation section & evaluate whether it is reached the

vi) Evaluate the competency have been already mentioned. To study whether they are applicable or not
& list all required skills

vii) Probable competency analysis would enable the evaluator to determine, whether all
required skills have been listed & defined. This act as a check point

II) Analyzing the data

a) Review list of probable competencies

b) Construct competency definition

c) Assign proficiency levels

a) Review list of probable competencies

i) The probable competency has now reviewed to check for any internal consistency, validity versus other
jobs, exhaustiveness of competencies to fulfill objective & purpose

ii)The competencies are now finalized for each job. It has several process namely: top mgt meetings,
focus groups, benchmarking, desired set of competency that are futuristic

iii)Identify & list meta competencies

iv) Have it agreed with mgt teams

v) Perform workshops to communicate

b)Construct competency definition

i) Each competency is placed in an individual & multiple boxes with both job family & competency

ii) The skill requirement for each of the said competency in each of the levels should be defined because
it may differ from one job to another
iii) Each of the competency are now defined in the context of role profile

iv)Utilize the competency dictionary where required to ensure internal consistency

c)Assign proficiency levels

i)This is hard & difficult process involving the top management, focus groups, benchmark information on
proficiency levels articulated by other comparable organization

ii) Mandate & iterative process to compare & cross-examine on definitions. This is to prevent an
ambitious for a lower level of proficiency requirement

iii)Define what proficiency means to the organization, what use it be put to within the organization

iv) Define levels & differentiate between appraisal ranking & proficiency levels

v)A higher level of competency is not required for each of the organization


a)Content validation session

b) Reinforce proficiency of critical competencies

c) Refine competency definitions, if necessary

a)Content validation session

i)Bring together an appropriate focus groups consisting of top mgt, cross-section of managers & typical
role profile holders, validate the findings done in all the stages in regard to skills & competency profiled

ii) Conduct a validate exercise to check possibilities of implementation, time & the process involved to
roll out through enterprise

iii)Define milestones

iv)Tabulate the learning process

v)Evaluate the exercise whether it generated adequate data & information to progress competency

vi) Reestablish the business case for implementing competency development process

vii) Run pilot workshops wherever necessary

Reinforce proficiency of critical competencies

i)Proficiency analysis & validation is essential is necessary it may cause considerable concentration to
understand the job value, proficiency levels

ii) Illustrate with examples how proficiency levels are expressed, valued, & how they would used

iii) Handle insecurities & threat perception in the usage of proficiency levels

iv)Run pilot workshops where necessary

Refine competency definitions, if necessary

i) Focus on competency definitions. Refine them to absorb errors inaccurate conceptual clarity,
lack of understanding, etc

Ii)Apply writing skills in a simple way, capture the fundamental meaning & intend application of

iii)Freeze upon definitions

iv)Conduct a top mgt workshop & finalize definitions

v)Run a pilot focus group, if necessary