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Competency Mapping:
Competency:  Mapping as a process:

 . but also “how” the work was performed. using competencies for providing feedback.COMPETENCY-BASED PERFORMANCE MANAGEMENT  Performance management is about achieving results in a manner that is consistent with organizational expectations. Integrating competencies within the performance management process supports the provision of feedback to employees not only on “what” they have accomplished.

C. :Areas of Implementation .M.

◦ Competency Mapping: a strategic tool for HRM .

longer range. past oriented. and used to make compensation decisions.In traditional system  Achievement of performance results is quantified. and used for employee development and career path planning. Now a days.  . and tied to unit goals. Competency appraisal is more qualitative. based on a short term. future oriented.

Performance management: Performance management programs are set up to provide feedback to employees on how effectively they are performing in their jobs.  .  Such programs normally include a set of goals or objectives the employee must accomplish within the review period as well as the standards or criteria for determining whether the defined goals have been accomplished.

Performance Results Score Overall Score 2.Individual Performance Element 1. Competencies Score Will determine the employee’s career movement. and also the reward to be earned .

behaviors (competencies) as well as process improvement. fair and unbiased. including providing feedback to employees who experience challenges in performing to the standards required in their jobs / roles. Training for managers on how to provide performance evaluations that are valid. Regular reviews and updating of performance plans to address changing demands. Training for both managers and employees on how to effectively give and receive feedback. Focusing on results.Effective performance management includes the following features:      Linking individual goals to the corporate and work unit business plans and goals. .

Performance Management (PM) process: two ways: By defining the competencies needed to perform each Performance Goal / Objective  By integrating the competencies for the employee’s job into the PM process  .

Multi-source / 360 Degree / Upward Feedback  The behavioral indicators for the competencies needed within the target role / job are used as the standard for assessing the performance of the employee. including the employee. Different stakeholder groups provide ratings. their supervisor. all employees reporting directly and indirectly to the supervisor provide feedback on the supervisor’s performance.  . as well as others with whom the employee interacts. In Upward Feedback.

. first year) and make revisions.g. as required.Implementation Stages Stage 1  Determine policy for integrating competencies within the Performance Management process  Design a Performance Management process consistent with the policy (as required)  Design communications and training program to support implementation  Pilot the process  Revise and finalize ready for full implementation Stage 2  Communicate and implement the Performance Management process  Review and evaluate the process during the first cycle of implementation (e. .

 .Competency-Based Evaluation  competency-based performance reviews focus on three areas: core competencies. For example. job competencies and the use of both to perform job assignments and duties.

coaching or a combination of resources for building up core competencies. A plan for improvement may consist of job skills training. job competencies or both.Competency-Based Performance Improvement    Supervisors and employees usually work together to develop performance improvement plans based on the results of competency-based reviews. A combined effort between supervisor and employee that begins with the employee acknowledging her deficiencies. . mentoring.


.Hindustan Sanitar Sanitaryware & Industries Ltd  Objective: HSIL. on the fast track of growth felt the need to develop a competency model with an objective to increase the efficiency of the organization and integrate the HR functions and PMS to the model.

Psychometric tests. Individual employees were mapped on each and every identified competency through an Assessment Centre. case studies. Process :   continuous interaction with the top management. . in-basket exercises. with an objective to link it to the future strategy and business opportunities of the organization. leaderless group discussions and business simulation games were used to measure the competencies. Each one was assessed on a five-point scale.

Gujarat Heavy Chemicals Limited  Objectives:   Meet the challenges of the national and international market. it was decided to enhance the operational performance and further develop the potentials of their employees. One of the most challenging tasks was to assess the present competencies and find out gaps for future superior performance. .

in order to understand the vision and mission of GHCL.   . Frame a competency model and assessment centre The tools were developed and customized for the assessment centre to map the competencies of each and every individual. competencies were identified on the basis of discussion with the top management.

Foster open communication between a supervisor and employee because these types of reviews require employee introspection as well as supervisor observation and assessment.Benefits:    Comprehensive measurements that assess overall job performance yet examine basic. . Improvement plans for competency-based reviews are effective because they often focus on total job performance. fundamental work skills. not just one specific area.

and respect for individual innovation or initiative. Gives a more accurate way of assessing people. value.Morel of the story…  Helps to distinguish individuals with the characteristics that are required to build and maintain an organization.  .  Ensures agreement on performance criteria. teamwork.

.???? .  Thank you Any Question.