Competency Mapping

By Shrishti Agarwal
Business Need for Vodafone Idea specific Need
Competency Mapping for Competency Mapping

Alignment of behavior with organization goals

Skill Productivity Maximization
• Communication of organizational values and culture and
Development Effective Skills, Knowledge and Characteristics
identification of top performer traits
Identification of relevant skill gaps

Key Performance Ares

Development of Appraisal Systems
Performance Translation of general messages into specifics • Key performance areas can be improved by identification of
Appraisal gaps between actual and desired results
Relevant 360 degree feedback system

Succession Planning
Adapting to change
Change Adjustment of selection criteria • Through Competency Mapping, individuals can be prepared
for superior roles and can provide a career map
Alignment with company culture

Succession Planning Retention

Training Identifying and fulfilling training gaps
• Increased motivation and confidence results in better
Relevant training modules performance which results in increased satisfaction levels
 Reliance Industries
MNC Sector
Company Limited

Reliance Mutual Fund has ▪  Candidates were assessed by Functional and

5 major roles performed administrative head, peers(Colleagues at the same
by the employees: grade in all departments), subordinates(direct
▪  Cluster Head repartees), internal customers(Employees in other
department to whom services are provided), External
▪  Banking Head
Customers(Suppliers/business associates etc)
▪  Retail Head
▪  Operations Head
Organizational Competencies:
▪  Relationships
▪  Study the work related task
Manager
▪  Taking help of peers and supervisors
▪  Taking information through newspapers and journals
▪  Problem analysis and judgment decisions

▪  Model Used for ▪  Takes initiative

Competency Mapping: ▪  Acceptance to change

360 Degree Approach. ▪  Ability to read and follow written instructions
▪  Decision making skills
Analysis for Cluster Head
▪  Expertise in Relationship
Building
▪  Leadership Skills
▪  Managerial Skills
▪  Handling Employee
Grievances
▪  Should be motivating
▪  Create correct
environment
Analysis for Relationship Manager
▪  Expertise in Relationship Building
▪  Smart work attitude
▪  Diligent
▪  Good Communication Skills
▪  Motivate Managers
▪  Create correct environment
▪  Training distributors
Role Specific Competencies
Analysis for Retail Head
▪  Expertise in Relationship
Building
▪  Empathetic Behavior
▪  Product Knowledge
▪  Handling Distributors
▪  Motivate Relationship
Managers
▪  Create correct environment
Analysis for Banking Head
▪  Expertise in Relationship
Building
▪  Decision Making power
▪  Product Knowledge
▪  Handling Employee
Grievances
▪  Good Communication skills
▪  Create correct environment
Analysis for Operations Head
▪  Dedication towards Job
▪  Rapid solution to problems
▪  Product Knowledge
▪  Handling Employee
Grievances
▪  Coordination with investors
▪  Create correct environment
Competency Mapping findings

▪  Some of the employees have faced some problem regarding the frequent change
in their work profile, and implementations of new technology.
▪  Almost all the employees lave specific skills, which benefited the company in one
or the other manner.
▪  Most of the employs take some initiative to enhance the knowledge of their work.
▪  The employees of Reliance mutual fund have positive attitude towards their work,
they posses decision making power, relationship building capacity, sound
knowledge of the products etc, which help the company for the progress in
present and future also.
▪  Most of the employees have different competencies in them for the belter
performance of Job. They have sound knowledge, facilitation skills, decision-
making power etc.
▪  All the employees report their Area Manager cluster Head. So there Is no
communication gap and flow of information is smooth.
 ITC- Paperboards
Sector
FMCG Company & Specialty Papers
Division

▪  Data collection was primarily carried out by interview and

questionnaire method. A competency questionnaire was
prepared from the competency directory and the managers (2
line managers) were asked to rate the workers on a likert scale
to determine the existing skill levels of workers. For behavioral skills the levels are:
▪  In order to remove any bias in rating the worker was asked to Likert scale:
rate himself on the skill set questionnaire. A composite score ▪  Level 0: Poor
was taken to determine the existing skill level of employees.
▪  Level 1: Unsatisfactory
The required skill level was determined through interviews and
discussions with managers only.
▪  Level 2: Average
▪  A weightage of 35% was given to the rating of each manager
▪  Level 3: Good

and a weightage of 30% was given to the workers opinion. The

▪  Level 4: Excellent

earlier strategy involved a simple mean. But this was

disregarded as it was found that some workers were over rating
themselves. To prevent this error from creeping into the grades
use of some simple questions was done regarding the topics in
the question so that more valid responses come through and
slightly reduce the weightage of the workers by around 5%.
 4.5

Competency Mapping Results 3.5

3
REQ
1 2.5
37
38 4 2
3
Max
36 4
3.5 2 Avg
35 5
3 Min
34 6
2.5 1.5
33 7
2
32 8 1
1.5
31 1 9
0.5
0.5
30 10
0
29 11 0
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37
28 12

27 13

26 14
25 15
24 16 Required Observed
23 17
22 18
21 19
20
 Sector Wipro
Technology Company
Technologies

All representative roles in

They took a generic competency model Wipro Technologies have
based on the McBer model and then been classified under 3
tailored it by defining and selecting distinct Career Streams:
relevant competencies. •  Project
•  Specialist
•  Functional
Old Model New Model
All positions (jobs/roles) in
Role Linked Competency Band and Stream Linked each of these Career
Model Framework
Streams have been
evaluated based on the
Competencies were defined Competencies are defined for
for each role like Module each career group within a following criteria:
lead, Project Manager, Sr. stream e.g. All roles in Career Role Dimension
Executive TED etc. The Group B2, Project Stream will •  Business accountability
Competencies varied by role. have same competencies.
•  People management
The competencies will vary
by Band and by Stream. requirement
•  Complexity and impact
of decision-making
Based on the evaluation criteria of
current roles, all positions have
been mapped to the following Factor Level 0 Level 1 Level 2 Level 3 Level 4
dimensions mentioned below:
Compet Beginne Applied In Depth In Depth Expert:Depth
The role dimension for each Career ency r Level Working Applicati knowledg and Breadth:
Group can be broadly defined as Skill knowledg on of e/ Comprehensiv

follows: Level e principle understan e and
s and ding of advanced
Career Group knowled subject conceptual
Role Dimension ge matter understanding

A1 - Support Roles of the skill or

A2- Engineering Campus Freshers subject matter.

Generic A1/A2 A3/TRB/ C1/C2 D1/D2 E
C2, D1, D2 - 2nd Level Manager/
Band B1/ B2
Expert
Mapping
E - Strategic Leader
 The overall Competency dictionary consists of 10 managerial and 4
leadership competencies

WIPRO LEADERSHIP COMPETENCIES

(WLQ)
MANAGING SELF AND OTHERS
Achievement Orientation
Persuasiveness
Self Confidence
Interpersonal Sensitivity
Working in Teams
Building and Maintaining Relationships
Customer Orientation

MANAGING FOR RESULTS

Creative Problem Solving
Planning and Delivery
Specialist/Domain Knowledge
Decision Making
Effective Communication
Business Acumen
Analytical Skills
 Example
Persuasiveness: Influences attitudes and opinions of others
and gain agreement to proposals, plans and ideas.
Level
Description Positive Indicators by Level
Inspires others and •  Design strategies that position and promote ideas and concepts to stakeholders. Uses chain of indirect
4
uses complex influence. Gains support by capitalizing on understanding of political forces affecting the organization.
influence strategies
•  His / her opinion is sought at all levels in the organisation and by external agencies such as the media.
Builds coalitions and •  Builds behind the scene support for initiatives
3
leverages influence
•  Mobilises both top-down and bottom-up pressure to achieve objectives.

•  Arbitrates between parties with differing requirements.

•  Is able to liaise with internal teams (across functions, business units and departments) and with Senior
Management teams of external agencies government, client, and vendors.
Demonstrates •  Build on successful initiatives and best practices internal and external to the organisation to gain acceptance for
2
benefit of his/her ideas
ideas and uses novel
approaches to gain •  Presents cost- benefit analyses to emphasize the value of an idea.
others’ agreement.
•  Makes use of informal occasions to discuss issues and present ideas.

•  Is able to drive and gets ‘buy-in’ and commitment from multiple parties involved to arrive at a consensus in the
time available.

•  Presents creative options and is able to influence in situations of considerably uncertain and difficult situations
Uses facts and •  Appeals to reason and uses available data and examples to make a point. Anticipates the effect of one’s
1
information to approach or chosen arguments on the emotions and sensitivities of others.
persuade and adapts
arguments to suit the •  Adapts arguments to appeal to the needs or interests of others
needs.
•  Achieves resolutions and solves role related problems. Influences others to get the job done.

•  Brings about closure of negotiations.

Negative Behaviour Indicator

•  Allows clients’ unreasonable expectations to remain •  Not able to present his or her point of view
unaddressed •  Fails to highlight critical issues
•  Fails to gain acceptance of ideas •  Fails to get desired results in negotiation