Competence mapping

Swati Singh

WHAT IS COMPETENCY?
A capacity that exists in a person that leads to behavior that meets the job demands within parameters of organizational environment, and that, in turn brings about desired results

Competence dictionary meaning:

possession of required skill, knowledge , qualification, or capacity.
Competencies can be motives, traits, selfconcept, attitudes or values, content knowledge, or cognitive or behavioural skills any individual characteristic that can be measured reliably and that can be shown to differentiate significantly between superior and average performers

KNOWLEDGE
Relates to information Cognitive Domain

Set of SKILLS
Relates to the ability to do, Physical domain

Attribute
Relates to qualitative aspects

COMPETENCY

personal Characteristics or traits

Outstanding Performance of tasks or activities

Categories of Competencies
Two major categories of competencies: Threshold competencies They are the characteristics, which any job holder needs to have to do that job effectively but do not distinguish the average from superior performer. Differentiating competencies: They are the characteristics, which superior performers have but are not present in average performers.

What we need in an organisation ?

good salary promotion increament bonus

Good rating
What does an organisation do?

benchmarks for the employees

Competence mapping
Competency mapping is 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 of time.

It consists of breaking a given role or job into its constituent tasks or activities and identifying the competencies (technical, managerial, behavioral, conceptual knowledge, an attitudes, skills, etc.) Needed to perform the same successfully.

THE NEED FOR COMPETENCY MAPPING

Increased costs of manpower. Need for ensuring that competent people are available for performing various critical roles. Down sizing ad the consequent need to get a lot of things done with fewer people and thus reduce manpower costs and pass on the advantage to the customer.

 Recognition that technology, finances, customers and markets, systems and processes can all be set right or managed effectively if we have the right kind of human resources.
The need for focus in performing rolesneed for time management, nurturing of competence increased emphasis on performance management systems. And recognition of the strategic advantage given by employee competencies in building the core competencies of the organisation.

Entree level
Junior level Middle level

Senior level Executive Level

WHAT METHODOLOGY IS USED?

The following methods are used in combination for competency mapping: Interviews, Group work, Task Forces, Task Analysis workshops, Questionnaire, Use of Job descriptions, Performance Appraisal Formats etc.

A detailed approach

Competency model building

COMPETENCY MAPPING MODEL

ORGANISATION DIRECTION VISION MISSION SHORT TERM & LONG TERM GOAL STRATEGIES VALUES

TRANSLATING THEM INTO ACTIONS FOR ACTUALISATION THROUGH ORGANISATION STRUCTURE ROLES, POSITIONS, JOBS

CORE COMPETENCY OF THE ORGANISATION

ROLE COMPETENCY

COMPETENCY FRAMEWORK Core competencies (Organization wide Business competencies (SBU specific) Team Competencies (project driven)

COMPETENCY IDENTIFICATION Identification process (4 steps) Consolidation of checklist Rank Order and finalization Validation and Benchmark

Role competencies (Role wise)

COMPETENCY ASSESSMENT Psycho-metric tool 360 Degree approach

ROLE COMPETENCIES
A set of competencies required to perform a given role Each competency has a skill set

IDENTIFICATION OF ROLE COMPETENCIES

Structure and list of roles

Definition of roles
Job description Competency requirement
Dr. MG Jomon, XIMB

STRUCTURE AND LIST OF ROLES: STEPS

Organizational structure study and examination List all the roles in the structure Identify redundant and overlapping roles Final list of roles

DEFINITION OF ROLE: STEPS

Identify KPAs of the role Link the KPAs with Dept. and Organizational goals State the content of the above in one or two sentences Position the role in perspective with that of others

Dr. MG Jomon, XIMB

COMPETECNY IDENTIFICATION: STEPS

Identify against each activity the following:
Role holder interview and listing Day in the Life of Study Internal/External customer interview and listing Star performer interview and listing Role holder critical incident analysis Management Climate Study Benchmarking

Consolidate the above and make a checklist of competencies Rank- order and finalize on 5/6 competencies critical to the role

Dr. MG Jomon, XIMB

COMPETENCY IDENTIFICATION TOOLS

Attitude Management Climate & Attitudinal Study

Set of Questions measuring 8 characteristics of Attitudinal Capability Measures & identifies gaps
Management Style System Orientation Organisation Culture/Decision Making Quality Customer Service Change Communication Accountability

Also looks at perceived performance & opportunities for improvement Benchmarking against other capable organizations Outcomes : Organizational, Team & Individual Gaps

COMPETENCY IDENTIFICATION TOOLS

Behaviour & Skills- Day in the Life of Outlet Manager
Snapshot of Productivity & Effectiveness of Key Managers 4 -8 Hours observation of critical skills, behaviour & attitude to succeed Measurement of AS-IS, DESIRED & SHOULD-BE Outcomes : Organizational, Team & Individual Gaps

Behaviour & Skills- Top Performer Survey

20 top performers of Caf Coffee Day and let them calibrate and rank the necessary competencies for superior performance Outcomes : Organizational, Team & Individual Requirements

Values : Top management interviews

Outcomes : Key Values to Uphold

COMPETENCY ASESSMENT
Following methods are used:
Assessment/Development Centre
360 Degree feedback Role plays Case study Structured Experiences Simulations Business Games

Dr. MG Jomon, XIMB

COMPETENCIES APPLICATIONS
Competency frameworks: Define the competency requirements that cover all the key jobs in an organization. This consists of generic competencies. Competency maps: Describe the different aspects of competent behaviour in an occupation against competency dimensions such as strategic capability, resource management and quality. Competency profiles: A set of competencies that are require to perform a specified role.

Dr. MG Jomon, XIMB

Competency models

Organizational Approaches Models HR Systems Approaches Models Team Approaches Models

Individualistic Models

Organizational Approaches
Elliot Jaques provides a normative model of effective hierarchical organizations with an emphasis on competencies. The elements include the present and potential competencies of individuals along the dimensions of cognitive capacity, valuing the work, and non-disruptive personality. Peter Senges approach to a whole organization competency model is captured in his notion of the "learning organization." Its essential characteristics include nurturing the growth of new capabilities, transformational learning for survival, learning through performance and practice, and the inseparability of process and content.

HR Systems Approaches
Dubois focuses on the whole human resources system, but emphasizes competency improvements through training and development strategies and programming: the contingencies are driven by organizational strategy but outcomes are focused on individual employees competency enhancement. Charles Snows contingency model links organizational performance to HRM and competency. Strategies depend on extent to which cause-effect relations affecting organizational performance are known and degree of formalized standards of desirable performance.

Team Approaches

Campions model, which applies to professional work, suggests that teams composed of individuals with complementary competencies are more effective and have higher levels of job satisfaction than teams whose members have the same competency sets. This is especially true for work that is complex and varied in scope.

Individualistic Models
Traditional Person-Job Match Model This model assumes that employees have jobs with specific and identifiable tasks. Work is generally standardized and repetitive in an organizational hierarchy. Job performance is readily verifiable. This model works best with organizations defined by stable environments

Strategy Based Model

This model assumes that employees have roles defined by the organizations strategic goals. Work is flexibly defined and often carried out in a flattened, decentralized or matrix structure. Role performance is only partially verifiable. This model functions most effectively in organizations in competitive, complex or highly stressed environments.

Individualistic Models (contd) The Strategy Development Model This model assumes that employees with broad, strategic attributes will create their own roles which interact to produce the organizations strategy. Work is constantly evolving within a network of organizational relationships. This model is described in terms of organizations in chaotic, unpredictable, or very rapidly changing environments. Intellectual Capital Model These models emphasize the linkages and dynamic interaction among human capital, structural capital, and customer (client) capital. These models stress the knowledge that resides in employees and strategies to use it and value it differently.