Institute of Management Technology

Hyderabad

Subject:
Learning & Development (L & D)

Instructor:
Dr. Pavan Kumar Balivada
COMPETENCY MAPPING
 CONCEPT OF COMPETENCY MAPPING

Personal Behavior Job Performance

Characteristics

Motive, Trait, Self-

Concept & Knowledge
 COMPONENTS OF COMPETENCY
Surface
Competencies
Most easily
developed
Skill

Self Concept
Value

Traits & Motives

Attitude

Knowledge

Core
Competencies
Most difficult
to develop
 CRITERIA TO MEASURE COMPETENCY &
PERFORMANCE

Competency

Superior Performance Effective Performance

Performance

Threshold Competencies Differentiating Competencies

THRESHOLD V/S DIFFERENTIATING
COMPETENCIES

Distinguishes superior from

average performer

Must have in the job

NEED FOR COMPETENCY MAPPING

Long learning
curves & Lack of
succession planning

Want for High Turnover

Organizational & Low
change retention

Unrecognized Poor
training needs Performance
 TYPES OF ORGANISATIONAL
COMPETENCIES

1. GENERIC COMPETENCIES

2. MANAGERIAL COMPETENCIES

3. FUNCTIONAL COMPETENCIES
 GENERIC COMPETENCIES

• Competencies which are considered essential for all

staff, regardless of their function or level.

• Communication, program execution, processing tools,

linguistic, etc.
 MANAGERIAL COMPETENCIES

• Competencies which are considered essential for staff

with managerial or supervisory responsibility in any
service or program.

• Customer Orientation, Organizing Skills, Planning Skills,

Execution Skills, Analytical Skills, Decision Making,
Delegation, Leadership, Developing and supporting
subordinates for effectiveness.
 TECHNICAL COMPETENCIES

• Specific competencies which are considered essential to

perform any job in the organization within a defined
technical or functional area of work.

• Example is business awareness, business skills,

technical skills.
 Competency Modeling

Competency models consists of qualities required for

superior performance with respect to:

The
Job specific Functional Role Leadership Organization's
Culture &
requirements requirements attributes Attributes Value
 Step 2 : Competency Profile

What capabilities currently exist

within the organization?
 Competency Mapping

Forced Ranking Manager 180 /360 –

Assessment centers
(Lower Level) Assessment Degree Assessment
Psychological Testing
(Managers) (Employees, Managers,
BEI
Peers
PROCESS OF COMPETENCY MAPPING

Preparation of
Questionnaire

Collection
of Responses

Analysis
Findings
Step 3 : Competency Review

What are the gaps between

organizational needs and
people capabilities?
 The competency review process links
current capabilities to the
organizational needs

Competency Model

Review Development Implementation

Plans

Competency Profile
Step 3 : Development Plans

Create Plans for shoring any

identified gaps
Developing Competency Model
o Developing competency model depends on the nature
of the organization & some basic consideration:

o The practices for which they will be used

o The financial & personnel resource available

o Who needs to be included in the process of developing

& endorsing the applications

oWho is going to be included in the implementation process

 Select the optimal approach

Behavioral
Generic Adapted
Survey Expert Event
model Generic
Driven Panel Interviews
Model

Least Most
Rigorous Rigorous

Considerations:
* Practicality * Fairness
* Speed * Validity
 Data Collection tools

 Behavioral Events Interview

Expert Panels
 Surveys
Expert Systems
 Job Analysis
 Role Analysis
 Direct Observation
Behavioral Events Interview

 Advantages:

Empirical Identification of competencies

 Precision about how competencies are expressed

Freedom from gender, cultural, bias

Generation of data for assessment, training etc.

Behavioral Events Interview

 Disadvantages:

Time & Expense

Expertise requirements

Missed job tasks

 Expert Panels
Advantages
Quick and efficient collection of a great deal of
valuable data
Helps ensure better buy-in

Disadvantages
Possible identification of folklore or motherhood
items.
Omission of critical competency factors which
panelists are unaware of.
 Surveys
Advantages
 Quick and cheap collection of sufficient data for
statistical analyses
 A large number of employees can provide input
 Help build consensus

Disadvantages

 Data are limited to items and concepts included in the

survey
 It cannot identify new competencies or nuances of
competency
 Can also be ineffecient
 Expert Systems
Advantages
 Access to data
 Efficiency
 Productivity

Disadvantages
Garbage in –garbage out
May overlook specialized competition
 Cost of system hardware and software
 Job Analysis

Advantages

Produces complete job descriptions

Can validate or elaborate on data collected by other
methods

Disadvantages

 Provides characteristics of job rather than those

of the people who do the job well
 Task lists too detailed to be practical and do not
separate truly important tasks from the routine
activities
 Direct Observation
Advantages
 A good way to check competencies suggested by
panel, survey, and BEI

Disadvantages
Expensive and inefficient
• Kinds of competencies that can be included in competency
models:
• Differentiating competencies - that most differentiate superior
performers from mediocre performers.
Includes results orientation, influence, and initiative
• Threshold competencies- in which a minimum level of
proficiency is required for job success, but a higher level of
proficiency is not highly correlated with superior
performance.

• Transformation competencies- at which managers and employees are

generally weak, which if improved will most likely to result in improved

performance.
 Alternate ways of choosing the
Competencies in your job models
•Traditional approaches involve studying superior

performers, & identifying the traits, characteristics, and

behaviours that differentiate then from average performers:-
• First approach- follow superior and average performers as they go
about their workday
• Second approach- Perform interviews and organize focus
groups of managers and superior performers
AREAS OF IMPLEMENTATION