CM 2018 4-9-2018

Competency Mapping
Subject Details
• Course Code: C26

• Credits: 3
• Internal Assessment – 25
• External - 50
CLO 1: Identify and develop competency dictionary
CLO 2: Map competencies according to organisation, role,

function and tasks
CLO 3: Design a validated generic and customised

competency model
Introduction to Competency Mapping
Competency Mapping Process
Developing Competency Models
Competency Identification Tools
Formation of competency framework
Competency Assessment techniques

Evaluation Item Unit of Weight Time
Evaluation
Project on Team 10 On-Going
A Study on Competency 6 members
Mapping at Different Levels in a team
the Organization
Test Individual 5 36th
GMG Individual 2.5
CP Individual 2.5 On-going
Attendance 5
Expectations for the class …!
• No late comings allowed
• Indiscipline strictly prohibited, no cross
communication
• Right attitude is the need of the hour
Prof Tejaswni Patil _ CM Course Faculty

Lets form a project team ??
How ?
Skill
Will / Interest
Knowledge
Background
Experience
Behavior
How effective they are ?
Module 01
Core Competencies ?
Quality, Continuous Improvement
Consistency, transparency, Values
and Ethics
Innovation, strong marketing teams
Innovation
Example
Boat building firm
What are core competencies ??
A synchronized combination of multiple

resources and skills that distinguish a firm in
the marketplace
• What competencies a business needs to have
in order to compete.
• To have a competitive strategy
• Changing environment – technology, new
models of business growth
• On and Off shore delivery
• Right sizing
• Quality Manpower
• Higher Performance
Prof Tejaswini Patil - Course Faculty

Competencies
• Characteristics of a manager that lead to the
demonstration of skills and abilities, which
results in effective performance – Hogg
• An underlying characteristic of a person
which results in effective and superior
performance on the job – Klemp
• A cluster of related knowledge, skills and
attitudes that affects ones performance against
the standards - Parry
Competencies

Two categories of competencies
• Threshold competencies - essential
characteristics that everyone in the job needs
to be minimally effective.
• Differentiating competencies – These factors

distinguish superior from average performers

Competence v/s Competency
• Skill based • Behavior by which it is
• Standard of achieved
performance reached • Manner of behavior
• What employees can do • How employees do it ?
?

Example
• Knowledge – reading (One understands the
meaning of driving a car )
• Skill – practicing ( one in shown how to drive a

car and is allowed to practice in a non-traffic
area )
• Competence – applying ( one exhibits an ability

to drive in traffic )
• Competency – ????
Evolution of Competency Mapping
• IBM would keep a record of different
qualities a person must posses to perform the
job effectively.
• Employees would use their knowledge to
select and train their subordinates
• HR converted it into structural and formal
process and named it as Competency
Mapping

CM and IBM
• Every employee was asked to fill up a

questionnaire that asks them what they are
doing, what skills and abilities are needed to
perform their job well.
• Having discovered the similarities in the
questionnaire, a competency based Job
description was crafted.
• Mapping of an employees abilities to the
benchmarks and deciding its future accordingly
Many companies like L and T, Info tech, HCL
technologies, SBI, Idea cellular, Exide industries, follow
CM process.

Competencies explained ..!!
• Provides opportunities for people to learn to work together as a
team.
• Promotes cooperation with other work units.
• Ensures that all team members are treated fairly.
• Recognizes and encourages the behaviors that contribute to
teamwork.
• Capacity of an individual
• Behavior
• Meets job demands
• Desired results
• Org Effectiveness
• Is able to see the merits of perspectives other than his/her
own.
• Demonstrates openness to new organizational structures,
procedures, and technology.
• Switches to a different strategy when an initially selected
one is unsuccessful.
• Characteristics
• Demonstrates the skill and abilities
• Effective
Competencies
• Characteristics of a manager that lead to the
demonstration of skills and abilities, which
results in effective performance – Hogg

History of Competency Mapping
Scientific Management – Taylor and Ford – Time motion study
little value to employees

no scope for training
employees were not able to handle boredom and strain
more ppl outside to apply for.
World War II
Ppl who had command had skills and abilities, After
war they still lived in command- control hierarchy
Task broken into smaller tasks and was done by
specialists
McClelland said that IQ and personality tests were the
predictors of competency.
Companies should hire based on competency than on IQ

Experiment
He asked one of the company ppl to give

him the list of outstanding employees and
ppl whose jobs were secure but no way
outstanding.
Employees were asked to tell where they

are good at and where they are messing
up.
Experiment
To validate the same it was experimented

on another group of officers who had
been identified as outstanding and a few
who fell into mediocre category.
Mediocre performed poorly and

outstanding ppl performed well
Competencies were relevant to job

performance
Research team developed Behavioral Event interview
Employees were asked to provide detailed accounts in short story

form how did they approach several critical work situations both
successfully and unsuccessfully
Employee did, said and thought at key situations
Content analysis was used to identifying themes

differentiating the outstanding performers from average
The themes were organized into small set of competencies which
researchers hypothesized were the determinants of outstanding
performance
AT and T associates, Douglas, McClelland identified the

competencies of entrepreneurs and managers across the world.
Assessment centers and on job training can be used to identify the

competencies.
Applied across functions of HR

Categorization of Competencies
Organisational Competencies
• Unique factors that makes
org competitive
• Potential access to a variety

of markets, customers and
are difficult for competitors
to initiate
• Apple- User friendly,

powerful software
architecture, effective
distribution systems
Job Competencies
• Effectiveness in job
– HR job competencies –
Build strong HR systems.
– Marketing job
competencies – Build a
strong brand among the
customers / market
– Finance job
competencies –
Managing the cash flows
Personal Competencies
• One’s ability to perform the activities within
the function.
• Level of achievement
Why Competencies ?
• Direction to the org to build efficiency
• Measurable
• Developing new competencies
• Distinct
• Integration across functions
Myths about competency
• It has nothing to do with performance management.
• IT ALL ABOUT DEVELOPING COMPETENCIES IN THE
ORGANISATION
Job
Requirement
Job
Fulfillment
Skill
Management
Promotion
Individual competence v/s Team
Competence
IBM Lotus
• Conservative • Entrepreneurial
• Structured company company
• Most successful • Culture of developing
• Strength in technology great software
• Strong corporate
knowledge
IBM took over Lotus at a price of USD 3.5 billion

Stake in enterprising
Promise to customer
Challenge Microsoft’s dominance in software
Lotus knowledge
How to go about
strategic
Competency
Mapping ??
Be strategic..!
Define your core
competencies
Have a competitive advantage
Think out of box
Have everyone to think strategically
Strategic Competency Mapping at
Healthcare Systems…!
In-class activity
Identify 5 managerial
competencies with the
definitions
Competency Mapping Process

Module 2
• Developing competency models to facilitate
competency profiling for each job/ role
• Identification of competencies required to

perform successfully a given job/role
• Assessing competencies to measure the extent

to which a given individual or a group of
individuals possess these competencies
required for a given role.

Competency Mapping in Indian
Industries - A Case Study
Competencies of a HR professional

In-class activity
Identify 5 managerial
competencies with the
definitions
CD Process for Equity
Advisor @ Karvy ..?
CD Process for
Territory Sales
Officer @ Asian
Paints
What are competency Models ?
• A competency model is a framework for defining
the skill and knowledge requirements of a job.
• It is a collection of competencies that jointly

define successful job performance.
• Competency models are widely used in business

for defining and assessing competencies within
organizations in both hard and soft skills.

Module 3
Competency Development
Data Gathering and Data Analysis Validation
Preparation
Study Identified jobs Review list of Content Validation

competencies session
Identify major categories Construct competency Reinforce proficiency of

of skills definition critical Competencies
Identify Probable Assign Proficiency levels Refine competency

competencies definition if necessary
Study Identified Jobs
Role Profile
Role Details
Reports to Location
Role title Who all reports you
Primary purpose of the Job
Org Structure
Main Responsibilities
Values
Identify major categories of
skills
Technical Skills
People Skills
Motivation
Identify Probable competencies
Knowledge
Skill
Attitude / Ability
Behavior
Review list of competencies
The competencies identified are reviewed for internal

consistency, validity to fulfill the job
Competencies are finalized for each job – Management

meeting, focus groups, benchmarking, futuristic.
Finalize the competencies
Conduct workshop to convey the same

Construct Competency
Definitions
Job Family Works Sales Manager Production Treasurer

Manager Manager
Competency 1 Problem Sales force Conflict Forecasting
Solving management Management
2 Conflict Channel Decision Issue
Management Administratio Making Management
n
3 Quality Data gathering Problem Data
Management Solving Gathering
Assign Proficiency levels
Levels Description Explanation
1 Exposed Has some knowledge but no practical
experience
2 Development Has some practical experience and can
apply with supervision
3 Proficient Has substantial knowledge and can apply
without supervision
4 Mastery Has extensive knowledge can apply it well
in complex situations and can supervise
others
5 Expert Leader
CM Process for CR ..?
CM Process for Equity
Advisor @ Karvy ..?
Knowledge Skills
• SAPM – Technical Analysis, • Sales skills
Fundamental Analysis, • Decision Making skills
Investment Decisions, • Communication
Capital Markets, Capital
Budgeting, Ration Analysis. • Interpersonal Skill
• Economy • Leadership Skills
• Industry Factors
• Financial markets
• Stock Markets
• Instruements
Competencies of Finance
Professionals

CM Process for
Territory Sales
Officer @ Asian
Paints
JD of Territory Sales Officer
• Business objectives
• Market Development and Intelligence
• Dealer Management
• Collections
• Contractor Management
• Customer complain resolution
• Reporting and Integration
Competencies of Sales
Professionals

Professionals

Professionals

Developing Competency
Models

1. Organisational Competency
based Competency Model
• Competency Profiling for a job is based on core
competencies.
• Example
– An organisation identified 8 core competencies for all
the people to achieve org objectives
– The competencies are dedication for work, continuous
development, speed in work, accuracy in work,
creativity, initiative on the job, cost conscious,
customer focus.
– All these were made applicable for all the jobs of all
dept.
– Everyone was assessed against the above core
competencies.
Org
objectives
and strategy
Organisational
Core
Competencies
Departmental
Competency
Individual
Competency

2. Commitment and Competence
based Competency Model
• Competency = Commitment + Competence
• Commitment is the outcome of attitudinal
factors namely one’s perception, traits,
motives.
• Competence is the ability to do the job
– Competence = Knowledge * Skills
Competency is the demonstration of competence

characteristics and commitment characteristics

Competence Characteristics Commitment Characteristics
• Technical Knowledge • Self confidence
• Functional Information • Enthusiasm
• Knowledge of Business • Self Motivation
Processes • Honesty and Integrity
• Analytical Skills • Accepting Challenges
• Communication Skills • Winning attitude
• Planning Skills • Determination
• Organising Skills • Self Improvement
• Interpersonal • Open to new ideas
• Conceptual • Learning from mistakes
• Leadership • Concentration
• Team Building Skill • Patience
• Problem Solving • Enterprising
• Decision Making • Result Oriented
• Time Management Prof Tejaswini Patil - Course Faculty
Skill to do / Will to do
Competence factors
No Skill to DO Skill to DO
Commitment Factors
Passenger( Train Star ( keep his will to DO
him ) motivation high )
Deadwood( either
Also runs ( Involve No will to DO
bear the burden or
and counsel him )
off load it )

3. 5 Level Competency Model
Measurable
Performance
Demonstrated
Behavior and
Actions
Skills, Knowledge,
Attitudes – Perception,
Traits, Motives
5 Level Competency Model
Skills Ability to put knowledge into Technical, Functional,
practice Managerial Skill,
Communication, Planning,
Problem Solving, Decision
Making, team building,
Leadership
Knowledge Conceptual Understanding of Job knowledge, understanding

the job of organisation, Rules, policies,
Procedures, Business
Environment, Global Scenario,
Economic events
Perception What one perceives Self –concept, Feelings, Views,

Mental Image
Traits Personality Characteristics of a Team Player, Leadership,
person obedient, Timid, Patience,
Emotional Stability, Sensitive,
Extrovert or Introvert
Motives Nature of a person Values, Believes, keeps thinking

on self development, motivation
and achievement
4. Job Based Competency
Model

5. Generic and Specific
Competency Model
• Generic competencies – general competencies
for all jobs having same level irrespective of
dept.
• Specific Competencies – Job / function based

Example – HR professional
• Generic Competencies
– Job Expertise,
– Mental Ability,
– Team work,
– Initiative,
– Innovativeness,
– Emotional Maturity,
– Communication,
– Leadership,
– Quality of work,
– Time productivity,
– Self Discipline,
– Proactive,
– Problem Analysis,
– Decision Making,
– Self motivation,
– Responsiveness to change
Knowledge Skills
• HR philosophy, Policies, • Influencing top mgt
practices, and systems • Articulating values
• PMS • Ability to give and receive
• Career Planning and feedback
Development • Counseling
• Org diagnosis and • Conflict mgt skill
interventions • System design skill
• Learning theories • Task analysis
• Org structure and its • HR audit skill
functions
• Competency mapping skill
• Group Dynamics
• Change Mgt
• Labour laws
• Turnaround strategies Prof Tejaswini Patil - Course Faculty
6. Managerial, Behavioral and
Functional Competency based Model
Behavioral
Competency
COMPETENCY
Functional Managerial
Competency Competency

Behavioral Competencies
• Teamwork,
• Customer orientation,
• Commitment to continuous quality,
• Creativity, adaptability to change,
• Continuous learning,
• Leadership,
• Respect for others,
• Interpersonal skills,
• Supports diversity,
• Honesty,
• Builds trust, Prof Tejaswini Patil - Course Faculty
Managerial Competencies
• Planning,
• Problem solving,
• Effective decision making,
• Takes responsibility,
• Communicates effectively,
• Attendance,
• Employee development,
• Leads change,
• Empowers staff
• Recognise others achievements,
• Understands others perspectives,
• Resolves conflicts constructively, positive attitude
Functional Competencies
• Training
• Competence development
• Business
• E- learning
• Mentoring

Define the vision of
the org
Develop Mission for

the org
Organisational Set goals for the org
Goal linked
Competency
Define
Departmental Goals
Model
Define Goals for
individual job
Break the roles into

tasks
Identify
competencies
The Lancaster (Burgoyne) Model of Managerial Competencies

Competency Mapping –
Questionnaire
• Indentify competencies
• Define the competencies
• Ways to measure each competencies
• Proficiency Levels defined
• Benchmarking of competencies for each profile
• Mapping Process starts
• Gap Analysis
• Action
• Indentify competencies
• Integrity
• Creativity
• Interpersonal Skills
• Resilience

• Define competencies
• Integrity - Quality of your character with people
surrounded by you
• Creativity - Suggesting/Presenting your own new

ideas/opinion/suggestion
• Interpersonal Skills - Your ability to interact positively

with people/colleagues surrounded by you
• Resilience - Your ability to adjust to disturbances

around you
• Values and Ethics - Core beliefs that guide and motivate

attitudes and actions. The way you behave based on
how your beliefs about what is right and wrong
influence behaviorProf Tejaswini Patil - Course Faculty
• Ways to measure each competencies
• Integrity
Gain trust and confidence by interacting with 5 4 3 2 1
subordinates.
• Creativity
Come up with unique ideas insights and solutions. 5 4 3 2 1
Know each and every detail of production process. 5 4 3 2 1
Knowledge on production concepts, standards and 5 4 3 2 1
specification.

• Interpersonal
Encourage the technicians and operators to work
towards the organizational goal. 5 4 3 2 1
Evaluate the performance of technicians and 5 4 3 2 1
operators and provide corrective steps when
required.
• Resilience
Cope up with work strains that arise and able to
control yourself from anger. 5 4 3 2 1
Ready to accept the new technological changes
made and implement the same in organization. 5 4 3 2 1
Maintain effectiveness under pressure. 5 4 3 2 1

• Proficiency Levels defined
• 5 – Master – Mastered knowledge and can

now impart knowledge to others
• 4 – Leader – One who practices and can lead
others
• 3 – Practitioner – One who is practicing what
he has learnt
• 2 – Learner – One who is still in the process of
learning
• 1- Competency not evident – One who has yet
to start the process of learning
• Benchmarking of competencies for each
profile
Competencies GM DGM Area Officer Supervisor
Manager
Strategy 5 4
Development
Planning and 5 5
Organizing
Integrity 5 5 4 4 3
Creativity 5 5 5 5 5
Communication 5 4 3 3 3
Resilience 5 4 3 3 2

• Mapping Process starts

Module - 4
Competency Identification
Competency Identification
Process of identifying of the competencies
required to perform successfully a given job/
role or a set of task at a given point of time.
Methods
• Ask each person who is currently performing
the role and design KSAB and appoint a task
force to finalize the identified KASB
• One task force for each role
• Deparmentwise identification followed by

interview of past jobholder, and reporting
officers.
Task Force
• The organization can form a special task force

comprising of 3 to 7 members dedicated to
the task identifying competencies.
• Role wise / Job wise / Organization level wise
competencies are identified
• Generic and functional competencies are
designed as per the need of the organization
Benchmarking
• Org may benchmark or compare the
competencies with the better one’s.
– Benchmarking against other organisation
– Benchmarking against superior performers
Benchmarking against other Org
• If org A considers that org B which is having

similarity in their nature of business, is
performing better than it, it can adopt the
competencies of org B
– Adopt competencies / modify according to needs
– Compare and Modify according to different job/
role
Benchmarking against Superior Performers
Org may identify the

competencies of superior
performers for dift jobs/roles or
levels working within or in any
other org.
– Choose jobs/roles/levels for
which competencies have to
be identified through
benchmarking
– Select the other org or
superior performers against
whom competencies have to
be benchmarked
– Get the competencies of
selected org/superior
performers
– Adopt the competencies
Critical Incident Technique
• Respondents were asked to relate specific
incidents, which highlighted exemplary
behaviors in critical situation.
• Its based on best and worst performances of
employees
Repertory Grid
• Respondents will be asked to think of top 10

performers and 10 poor performers they have
witnessed in the role
• They were asked to give the behavior patterns
that differentiates top performers from poor
performers
• Success Behavior Clusters are formed
Assessment Center Approach
• Competencies are identified through Job
Analysis, Seniors Managers, Candidate
himself, and Benchmarking with other
companies.
• Structured Interview, Case Study, Scenario
Discussion and Portfolio presentation –
candidates strengths, weakness and
experiences
Behavioral Event Interview - BEI
• It is a technique that asks the candidate to
describe a situation or an experience they had
in a previous job.
• The best predictor of future behavior is past

behavior
• Details of job
• Assess past performance
• Assess competencies
• Open the interview – Build rapport, candidate
at ease, purpose of interview, introduce the
candidate to the panel, share his experience,
some events / situations where he played a
key role – 12 to 24 months
• Reviews the candidates career history
• Conduct focused BEI

How to validate identified
competencies ?
• Duplication
• Jury
• Survey – ranking
• Departmental Focus Group - ranking
• Structured Interview / Observation - leaders
• Benchmarking
• Balanced Scorecard
• Customer Service Standards
• Interviews – critical incident method
• Job Incumbents - rating
Kindly work on your project
teams .
Sample Size – 100

Report Submission – Nov 20th
Tentative Viva – 27th and 30th
Nov
Identify the competencies of a
Retail Store Manager
Competency Assessment
Tools
Self and Superior Assessment
Self and Superior Assessment
Competencies Weight -age Self Rating Immediate
Superior Rating
Job Expertise 2 3 3
Actual Score 6 6
Mental Ability 2 4 3
Actual Score 8 6
Teamwork 2 5 5
Actual Score 10 10
Initiatve 2 5 5
Actual Score 10 10
Innovativeness 2 5 4
Actual Score 10 8
Emotional Maturity 1 4 4
Actual Score 4 4
Total 11 48 45
Total Score = 48+45/2 = 46.5

360 Degree Feedback as
assessment tool
360 Degree Feedback as
assessment tool
• 360 reviews or 360 assessments, 360-degree
employee feedback provides a holistic view of an
employee by gathering feedback / assess the
competencies from an employee’s manager,
peers and direct reports.
• Process
– Scope of the system
– System design
– Collection of feedback
– Training of users on this system

Assessment Center
Assessment Center
• It’s a multidimensional approach designed to provide
reliable and valid information about a range of
competencies of an individual considered to be
necessary for successful performance at a target level
in a specific job
– Psychometric Tests
– Interviews
– Leaderless Group Discussion
– In-basket
– Management Games
– Role playing
– Presentations

Steps in Assessment Center
• Comprehensive Assessment of the
Competency Requirements
• Development of in-house exercise
• Development of in-house talent
• Conducting Assessment Center
• Giving Feedback
• Using it for training and Development
Decisions
Psychometric tests
Psychometric tests
• Psychometric tests are scientific means of
identifying and measuring a person's
cognitive abilities and behavioral
characteristics.
• Psychometric tests are used to determine the

extent to which a person is suitable for a given
task based on competencies
• 16pf, mbti, firo-b
Behavioural Event Interview
Interviews – BEI
• Unstructured interview which focuses on
asking the interviewee specific incidents that
reflects behaviors, thoughts, actions that he
has shown in actual situations / job.
• Competencies are indentified based on

behaviour, attitude, skill and Will of
employees.

Leaderless Group Discussion
Leaderless Group Discussion
• It consists of group 4 to 6 participants who are
given problem to solve and are instructed to
arrive at a group decision within a specified
period of time.
• Real life problems are given
• Decision making technique is assessed.
• Required competencies are also assessed.

In-basket Technique
• It’s a simulation exercise/in-tray represents day to
day decision making situation, which a manager
is likely to face in the written form from various
sources.
• Memos, correspondence, telephone messages,
notes, requests for participants attention.
• Participant is asked to take decision in a limited
time
• Competencies assessed are Problem Solving,
Planning, Organising, Time management,
delegation,
Management Games
• Simulated real life situations for a entire
group.
• Competencies assessed are strategic planning,

teamwork, team skills, leadership, analytic
ability

Role playing
• Method of adopting roles from real life
• Competencies assessed are conflict resolution,

interpersonal skill, flexibility, motivational
style.

Presentations
• Presentations on vision, organizational issues,
case studies, offcourse the job.
• Competencies are assessed accordingly.

Competencies of Quality
Manager
• The Quality Manager, or Quality Assurance Manager, will
inspect the final product to make sure it has been built with
compliance to legal standards and meets customer
expectations. A great quality manager is thorough and
observant with an eye for detail.
• They must fully understand the requirements for the

product or service and have a sense of responsibility
towards our potential and existing customers as well as the
competition.
• The goal is to help preserve our reputation by ensuring that

our products and services are capable to drive sustainable
growth.
• Understand customer needs and
requirements to develop effective quality
control processes
• Devise and review specifications for products

or processes
• Oversee all product development procedures
to identify deviations from quality standards
• Inspect final output and compare properties
to requirements
• Approve the right products or reject defectives
• Keep accurate documentation and perform
statistical analysis
• Solicit feedback from customers to assess

whether their requirements are met
• Submit detailed reports to appropriate
executives
• Be on the lookout for opportunities for
improvement and develop new efficient
procedures
Competencies
• Proven experience as quality manager
• Conscientious and responsible
• A keen eye for detail and a results driven
approach
• Outstanding communication skills
• Excellent organizational and leadership skills
Competencies
• Proficient in MS Office
• In depth understanding of quality control
procedures and relevant legal standards
• Excellent math abilities and working
knowledge of data analysis/statistical methods
BSc/ Ba in business administration or relevant
fieldCertification of quality control is a strong
advantage (ISO 9000 etc.)
Module 7
Issues Related to Developing
Competency Models

Survey done
by
KPMG (Klynveld Peat Marwick
Goerdeler – service provider and an
auditing company)
on benefits and challenges of
Competency Models

• Total 88 companies participated in the survey.
• According to the industry sector in which the
organisations operate, participants were
distributed in seven groups:
– Financial services
– Trade (Retail and Wholesale, FMCG)
– Information Technology,
– Telecommunications,
– Media (ITM) Energy
– Pharmaceutical
– Public Administration
– Manufacturing

1. At your company, a competency model

2. The introduction of a competency model in the
company was/is driven by the need to:

3. The competency model in the company is (will be)
applied for

4. In the appraisal/performance management system
the competency model is (will be) integrated with

5. The competency model in your company
applies/will apply to

6. The model includes

8. How many competencies are included in the
model?

9 . The development of the competency model in the
company was/will be done

10 . During the development of the competency model we
encountered/expect the following challenges in

11 .During the implementation of the competency model we
encountered/ are expecting the following challenges:

12. The change of competencies in the organisation is
due (would be due) to

Is the Organization Serious about it?
• Total commitment
• Leadership must have a vision to drive the
process and the potential to complete it

What is the Goal—Quality or
Excellence?
• Quality is doing things according to standards
• Excellence is a relative term, it is being better
than others

Is the Development Effort Periodic or
Continuous?
• The management must be willing to provide
sufficient development resources periodically
and for continuous development it must link
development efforts to planned changes

Is the Assessment a Continuous
Process
or is it a One-time Endeavour?
• Competency assessment and reporting can be
completed over the intranet within the
organization at any time for all positions

Are the Competencies Reflecting
Current
Activities or Future Activities?
• The question that arises is: who is sufficiently
qualified to assess employees on something
they are not yet doing? How would the
standards be set? How do new processes drive
competency needs and how do available
employee competencies drive process
options? How does one develop, identify and
assess anticipated competencies for new
processes?
What should be the Time Frame for
the Project?
• In the first year, the stress should be on the
development of the model and initial
assessment
• The second year should show a refinement in
the model and assessment, with improved
results
• By the third year it should reach a certain level
of maturity

How will the Organization Use the
Results?
• The competency assessment process should
be kept separate from the performance
management process

What is the Value Addition for the
Organization?
• Requirement of quality certification programme
for staying in business.
• Enhancing organization’s stature and competitive
position.
• Improved recruitment and selection processes.
• Right people in the right jobs internally.
• Developing people in time and according to the
needs.
• Overall organizational performance by capturing
market share, improved customer service,
innovation, improved efficiency, and better
decisions. Prof Tejaswini Patil - Course Faculty
What is the Value Addition for
Employees?
• Clarity of processes, skills and knowledge required to
meet the established standards.
• Knowledge about where employees meet required
qualifications, thus not wasting time in unnecessary
development activities.
• Determine competencies for the jobs that an
employee aspires for.
• Rationalizing personnel decisions by promoting truly
qualified employees and allowing others to take
advantage of set standards to become qualified.
• Increase in competency levels and improved working
conditions, thus benefiting both the individual and the
organization.
How will the Determinants of Success
be Measured?
• There can be an internal quality implementation
member versus an external quality certified lead
auditor to identify what went well, what should
be included and what needs to be stopped.
• Benchmark
• The determinants of business results like
reduction in turnover costs, decrease in
programming errors, faster time to market,
customer satisfaction, profitability, etc
What are the Desired Outcomes?
• Competency Models
• Position standards for each job.
• Measurement instruments
• Gaps identified between employee’s competence
and position standards.
• Career development plan.
• Training calendar.
• Training need analysis by identifying the gaps
observed and adding them to the course schedule
Who is the Owner of the Process?
• It should involve individuals from various
departments

Who All will be Targeted?
• Jobs at various levels
• Departments/Divisions

Who All will be Involved in
Development?
• The team can be from within, depending upon
qualified professionals and hired consultants
or they can be outsourced.

Who will be Assessed and by Whom?
• Self-assessment
• 360-degree Assessment

How to Validate the Assessments?
• A quick survey can be done by openly asking
the employees about their opinions regarding
the reliability of the assessment
• A sample of employees from all levels can use
the assessment instrument
• The 360-degree feedback
• Statistical analysis

How will the Competency Project be
Communicated to the Employees?
• Communicating that the management ‘really
means it’is essential for success.
• Formal and informal communication channels

Module 6
Will and Skill Mapping
What is Will ?
• Willingness, inner drive or urge to do a job.
• Its all about characteristics of an employee.
• Self Motivation, Initiatives, Self Discipline

which reflects his commitment in the work.
Skill
• Ability of a worker to perform a task in line
with the set standards consistently.
Levels of Skill
• 0 – Does not know
• 1 – Has basic knowledge but cannot do
• 2 – Can perform to certain extent
• 3 – Has knowledge and can do independently
• 4 – Can do independently and teach others
Levels of Will
• 0 – Very Poor
• 1 – Not Satisfactory
• 2 – Just Marginal
• 3 – Satisfactory
• 4 – Good
• 5 - Excellent
Will Mapping
• Measures the behavioural patterns of the
individual workers and capture their
behaviour and attitudinal blockages in their
performance.
Skill Mapping
• Measures the operational skills deficiency of a
worker in relation to their job.
Will Parameters
• Punctuality
• Teamwork
• Reaction to criticism
• Discipline
• Initiative
Module 7
Competency Based
Recruitment and Selection
A clearly defined competency-based

selection process can aid in recruiting,
demonstrate fairness, encourage diversity
and simplify the process of filling new
openings

Steps
• Identify the resources you’ll need - Many
organizations need help figuring out which
competencies to measure for specific positions.
• Seek managerial input
• Create a panel of top performers - “rock stars” or
“exemplars,” these are people who know their
job inside out and excel at it
• Focus hiring managers on the task - Get hiring
managers to understand the critical
competencies needed for the position
• Facilitate the discussion
• Develop competency-based interview questions
• Conduct a competency-based interview
Competency Based Training

• This training helps fill the gap between
workers' actual performance and their ideal
performance.
• It helps how to assess which competencies are

important to an organization and individual
positions, and how to design training around
those competencies.

Competency Based
Performance Appraisal

Competency Framework

Competency Framework
• A competency framework defines the knowledge,
skills, and attributes needed for people within an
organization.
• Each individual role will have its own set of

competencies needed to perform the job
effectively.
• To develop this framework, you need to have an

in-depth understanding of the roles within your
business.
Principles to develop Competency
Framework
• Involve the people doing the work - the
person doing the job, the HR and the
immediate role performer.
• Communicate
• Use relevant competencies

Developing the framework
• Prepare
– Define the purpose
– Create a competency framework team
• Collect Information
– Observe
– Interview people
– Create a questionnaire
– Analyze the work
• Build the Framework
– Group the statements
– Create subgroups
– Identify and name the competencies from the subgroups
– Validate and revise the competencies as necessary
• Implement
– Link to business objectives
– Reward the competencies
– Provide coaching and training
– Keep it simple
– Communicate Prof Tejaswini Patil - Course Faculty
Competency Mapping @ HCL
Technologies
Competencies
• Drive for results • Physical ability
• Process management • Knowledge
• Functional Expertise • Aptitude
• Personal effectiveness • Motivation
• Innovation • Communication
• Team effectiveness • Leadership
• Customer service
• Self development
• Analytical thinking
Types of Competencies @ HCL
Chennai
• Employee Core Competency
• Managerial Competency
• Human Competency
• Conceptual Competency
• Technical/Functional Competency
• Personal Attribute
• Questionnaire
• Proficiency Levels
• All the employees were asked to evaluate the
existing competencies and their expected
competencies required for the job.
Competency Mapping @ IBM
CM model at IBM
• Leadership competency model
• Our competency frameworks described the
personal development attributes that
individuals needed to be successful over a
broad career span
• Trustworthiness, passion for the business and
drive to achieve
CM initiatives
• UpSkilling Programs
• Competency inventory
Competencies used in BPOs
Communication skills , Team work skills,

Interpersonal skills
Competencies expected from the employees working
in the tourism sector
• a) Human relations. • i) Motivation.

• b) Sales and marketing • j) Planning abilities.
skills. • k) Improvisation skills.
• c) Good communication • l) Subject knowledge.
skills. • n) Interpretations skills.
• d) Computer related skills. • o) Empathy.
• e) Soft skills.
• f) Conflict management.
• g) Ability to work with
customers.
• h) Ability to make decisions.
Competencies for Indian Industries
• Ability to make work cross • Ability to learn
functionally • Problem Solving & Decision
• Result oriented Making
• Performance Focus • Team work, Cooperation &
• Entrepreneurial Drive Collaboration
• Trustworthiness • Relationship Management
• Quality Orientation • Initiative taking
• People Development • Interpersonal
• Specialized Work Centric Communication Skills
Knowledge
• Ability to plan & execute
• Analytical Skills
Competencies for Hospitals
Competencies for service industry
Competency Mapping @ HCL
Technologies
Competencies
• Drive for results • Physical ability
• Process management • Knowledge
• Functional Expertise • Aptitude
• Personal effectiveness • Motivation
• Innovation • Communication
• Team effectiveness • Leadership
• Customer service
• Self development
• Analytical thinking
Types of Competencies @ HCL
Chennai
• Employee Core Competency
• Managerial Competency
• Human Competency
• Conceptual Competency
• Technical/Functional Competency
• Personal Attribute
• Questionnaire
• Proficiency Levels
• All the employees were asked to evaluate the
existing competencies and their expected
competencies required for the job.
Competency Mapping @ IBM
CM model at IBM
• Leadership competency model
• Our competency frameworks described the
personal development attributes that
individuals needed to be successful over a
broad career span
• Trustworthiness, passion for the business and
drive to achieve
CM initiatives
• UpSkilling Programs
• Competency inventory
Competencies used in BPOs
Communication skills , Team work skills,

Interpersonal skills
Competencies expected from the employees working
in the tourism sector
• a) Human relations. • i) Motivation.

• b) Sales and marketing • j) Planning abilities.
skills. • k) Improvisation skills.
• c) Good communication • l) Subject knowledge.
skills. • n) Interpretations skills.
• d) Computer related skills. • o) Empathy.
• e) Soft skills.
• f) Conflict management.
• g) Ability to work with
customers.
• h) Ability to make decisions.
Competencies for Indian Industries
• Ability to make work cross • Ability to learn
functionally • Problem Solving & Decision
• Result oriented Making
• Performance Focus • Team work, Cooperation &
• Entrepreneurial Drive Collaboration
• Trustworthiness • Relationship Management
• Quality Orientation • Initiative taking
• People Development • Interpersonal
• Specialized Work Centric Communication Skills
Knowledge
• Ability to plan & execute
• Analytical Skills
Competencies for Hospitals
Competencies for service industry

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Competency Mapping

• Course Code: C26

CLO 2: Map competencies according to organisation, role,

CLO 3: Design a validated generic and customised

Competency Mapping Process

Developing Competency Models

Competency Identification Tools

Formation of competency framework

Competency Assessment techniques

Test Individual 5 36th

GMG Individual 2.5

CP Individual 2.5 On-going

Prof Tejaswni Patil _ CM Course Faculty

A synchronized combination of multiple

Prof Tejaswini Patil - Course Faculty

Prof Tejaswini Patil - Course Faculty

• Differentiating competencies – These factors

Prof Tejaswini Patil - Course Faculty

Prof Tejaswini Patil - Course Faculty

• Skill – practicing ( one in shown how to drive a

• Competence – applying ( one exhibits an ability

Prof Tejaswni Patil _ CM Course Faculty

• Every employee was asked to fill up a

Prof Tejaswni Patil _ CM Course Faculty

Prof Tejaswini Patil - Course Faculty

little value to employees

Companies should hire based on competency than on IQ

He asked one of the company ppl to give

Employees were asked to tell where they

To validate the same it was experimented

Mediocre performed poorly and

Competencies were relevant to job

Employees were asked to provide detailed accounts in short story

Employee did, said and thought at key situations

Content analysis was used to identifying themes

AT and T associates, Douglas, McClelland identified the

Assessment centers and on job training can be used to identify the

Applied across functions of HR

• Potential access to a variety

• Apple- User friendly,

IBM took over Lotus at a price of USD 3.5 billion

Prof Tejaswini Patil - Course Faculty

• Identification of competencies required to

• Assessing competencies to measure the extent

Prof Tejaswini Patil - Course Faculty

Prof Tejaswini Patil - Course Faculty

• It is a collection of competencies that jointly

• Competency models are widely used in business

Prof Tejaswini Patil - Course Faculty

Study Identified jobs Review list of Content Validation

Identify major categories Construct competency Reinforce proficiency of

Identify Probable Assign Proficiency levels Refine competency

The competencies identified are reviewed for internal

Competencies are finalized for each job – Management

Finalize the competencies

Conduct workshop to convey the same

Job Family Works Sales Manager Production Treasurer

Prof Tejaswini Patil - Course Faculty

Prof Tejaswini Patil - Course Faculty

Prof Tejaswini Patil - Course Faculty

Prof Tejaswini Patil - Course Faculty

Prof Tejaswini Patil - Course Faculty

Prof Tejaswini Patil - Course Faculty