COMPETENCY MAPPING

Dr. Meenakshi Khemka

 What is a Competency ?

Any underlying characteristic of an individual, an

operative thought or behavior, causally related to
superior performance on the job
• Observable
• Measurable
• Consistent
• Reflected in a pattern of actions (skills), thoughts
(knowledge) and feelings (attitudes) in the
individual

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 History of Competencies

Pioneers :
1) David McClelland, the famous Harvard
Psychologist: Article in 1973 in American
Psychologist highlighting the importance of job
related competencies over IQ & academic scores
2) Douglas Brey and Associates at AT&T gave the
concept of assessment centres for predicting on the
job success

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Competency-based Management
Practices
Act as a basis for...
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 Learning & Development

 New Assignment / Project allocation

 Job Rotation

 Promotion

 Compensation

 Career Development

 Selection

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 Competency Ice-berg Model
Core Personality:
“Intent” Most difficult to develop

Skill

Self-image
Visible
Skill
Knowledge Trait,
Motive

Attitudes, Values
Attitudes, values
Hidden Self-image
Trait Knowledge
Motive

The Iceberg Model

Surface:
Most easily developed
 Generic & Functional Competencies

Generic competencies are managerial and

cognitive competencies required in small or
large measure across functions
E.g. analytical skills, customer focus, etc.

Functional competencies are those which are

required in small or large measure within
specific functions
E.g. knowledge of products, labor laws, etc.

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 Threshold & Differentiating
Competencies

Threshold competencies are the characteristics
which any job holder needs to have to do the job
effectively – but do not distinguish the average from
superior performer
E.g. language skills, computer skills etc.

Differentiating competencies are the characteristics

which superior performers have but are not present in
the average performers
E.g. empathy, ability to scan the environment for
opportunities, etc.
 Competency Dictionary

Documented combination of competencies

and their description in a language specific to
an organization, its functions and levels

It often also describes each competency in

behavioral terms at different levels of
proficiency, like Basic, Advanced and Expert
 What is Competency Mapping?

The process of identification of the competencies

required to perform successfully a given job or
role or a set of tasks at a given point in time

It consist of breaking a given role or job into its

constituent tasks or activities and identifying the
competencies needed to perform the same
successfully

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Why Competency Mapping?

 Cost of manpower

 Cost of incompetence

 Planned competency development

 Employee engagement

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 Competency Mapping Methods

• The Behavioral Event Interview (BEI)

• Focus groups

• Surveys

• Psychometric tests

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 The Behavioral Event Interview

It is a structured interview to identify specific

behaviors which produce successful results. It
identifies and compares thoughts, feelings,
behaviors and outcomes reported by
outstanding performers with those reported by
average performers and is a tool for identifying
differentiating competencies.
Competency Assessment Methods

• Assessment Centers

• 360 degree feedback

• Psychometric tests

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 Origin of Assessment Centers

First used by German military psychologists during

World War II to select officers

The War Office Selection Board of the British
Army during the 1940s and US office of strategic
services used the method to select spies

After WW II many military psychologists and
officers joined private companies, where they
started small scale assessment centers

In 1956, AT&T was the first to use the method on a
large scale to test managerial potential
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 Assessment Centers

• Use multiple methods and multiple assessors to

enhance objectivity
• Use psychometric tests, simulation exercises,
presentations, in basket exercises, interviews, role
plays, group discussions etc.
• Methods used depend on nature of competencies
• Competencies can be identified by experts, HR
specialists, job analysts, psychologists etc. in
consultation with line managers, current and past
role holders, supervisors, internal customers and
subordinates
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 Job Description & Competencies

GOALS COMPETENCIES

KEY RESPONSIBILITIES KEY ACTIVITIES

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 Competency Mapping Sheet
Competency Gap Analysis Format - ACPL-S
Name: S A Bhalerao Designation: GM (Operations) Grade M2 Date 11.04.03

Proficiency Scale Competency

Competencies Proficiency Remarks
Sl. No. Gap (RP-AP)
(Behavioral & Managerial) Level Negligible Basic Advanced Expert
0 1 2 3 4 5 6 7 8 9 10
Required(RP) Improvement required in presentation skills
Communication 1
1 Available (AP)
Required(RP) Improve ability to analyse the analysis done by
Analytical Ability 1 subordinatesby asking right questions
2 Available (AP)
Required(RP) Improve upon risk taking ability
Decision Making 1
3 Available (AP)
Creative Thinking Think out of the box for challenging the status quo
Required(RP) 1
4 (Not Innovation) Available (AP)
Required(RP) Keep customer in the mind and improve interactions with
Customer Focused 3 customers
5 Available (AP)
Required(RP) Develop subordinates and groom them as successor.
Emotional Intelligence 1
6 Available (AP)
Disciplined application of learnings is required.
Achievement Motivation Required(RP) 1
7 Available (AP)
Required(RP) Improve upon ability to see (holistic view) bigger picture
Conceptual Ability 1
8 Available (AP)
Required(RP) Cost effectiveness to be improved.
Business Literacy 2
9 Available (AP)
Required(RP) Think of prevention through well built systems
Sytems Orientation 2
10 Available (AP)
Plan with clear focus
Planning Required(RP) 1
11 Available (AP)

Competencies Proficiency Negligible Basic Advanced Expert Competency

Remarks
Sl. No. (Functional ) Level 0 1 2 3 4 5 6 7 8 9 10 Gap (RP-AP
Improve upon maintanence to reduce downtime
Sound Engineering Required(RP)
1
concepts
1 Available (AP)
Required(RP) Get more knowledge about Pharma concepts
Sound understanding of
1
QMS
2 Available (AP)
Varsatility in handling a Required(RP) Get exposure to sales, finanace and marketing
1
3 range of functions Available (AP)

Signatures : HOD HOF HOC Employee

Date:
 Gap Interpretation in terms of
Developmental Perspective

RP - AP ACTION TO BE TAKEN

• -ve Surplus
• 1 Kaizen (Continuous improvement)
• 2 Planned effort/ improvement / training
• 3 or more Major development effort required
(possibility of job change if the
competency is critical)

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 Annexure 5
Name: Designation: Manager QA Grade: M5

Competency Development Planning Sheet

Competencies to Developmental Plan/ Progress
Pre Post
Sl. be developed
Gap (RP- Gap (RP-
No. (Number/title/descri Reveiew
AP) Action Plan Observations & further action AP)
ption of gap) Date
1 1. Proactive visits to customers.
2. Quicker response to
internal/external customers.
3. Empathetic response to
customers. Mid
CUSTOMER FOCUS 3 4.Take concurrence at the end October
when the commn. is done.

2 1. Concept of Cost of Qualtiy to

be instituted. Take guidance of
people like NCA, NKD
BUSINESS Mid
LITERACY 2 October

3 1. Can be further sharpend by

SYSTEMS questioning on criteria. Join Mr. Mid
ORIENTATION 1 B during his audits.
October

General Remarks: The surplus competencies available as indicated in the competency mapping sheet may be deployed through
assignments to special projects, which require these competencies.
Pre Date : Post Date:
Signatures :
Employee Employee

HOC/HOF/HOD HOC/HOF/HOD

HR/ Personnel HR/ Personnel

 Stages In Installing
Competency Based Management

Develop a competency dictionary

Map the competency requirements of jobs

Assess competencies of job holders

Plan action to deal with competency gaps

Implement action in a sustained way

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 THANK

YOU

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