COMPETENCY

MAPPING
EVOLUTION OF COMPETENCY MAPPING

• Beginning of 20th century- work brought complex skills to the job. Business process recquired
specific competencies for the task at hand.

• Era of scientific management- Taylor’s and Ford’s use of assembly line shifted focus from
competency to time and motion study.

• World war II mid-century- enforced management centric views where officers gave orders to
subordinates who obeyed the commands without questions. This gave rise to command and
control hierarchy.

• 1960 – David Mcclelland wrote a landmark article in the American psychologist asserting that
companies should hire people based on their competency rather than IQ or personality tests.

• Behavioural event interview (BEI) was developed by McBer to map the competencies.
 COMPETENCY DEFINED

Underlying behavioural characteristics that can result in effective individual performance focusing
on personal characteristics not directly tied to work and achievement itself.

A competency is a set of skills, related knowledge and attributes and that allow an individual to
successfully perform a task or an activity within a specific function or job.
-United Nations Industrial Developmental Organization (2002)
ICE BERG COMPETENCY MODEL

Some components which are visible like knowledge and skills are easy to observe and
measure but where as some other behavioural components of competency like attitude, traits,
values, beliefs, self-concepts, etc are harder to see and measure but are the most effective
components which makes difference.
MEANING OF COMPETENCY MAPPING

• It is a process of identification of the competencies required to perform successfully a given

job or a role or a set of tasks at a given point of time.

• It consists of breaking a given role or a job into its constituent tasks or activities and
identifying the competencies needed to perform the same successfully.
Competency characteristics
• Motive
• Traits
• Self-concept
• Knowledge
• Skill
OBJECTIVES OF COMPETENCY MAPPING

• Gap Analysis
• Role Clarity
• Succession Planning
• Growth Plans
• Restructuring
• Inventory of competencies of future planning
TOOLS USED IN COMPETENCY MAPPING

• Interviews
• Group work
• Task Forces
• Task Analysis workshops
• Questionnaire
• Use of Job Description
COMPETENCY IDENTIFICATION AND ASSESSMENT TOOLS

• 360 Degree Feedback ;

• Assessment centre ;
• Snapshot of Productivity and effectiveness of key Managers
• Role plays ;
• Benchmarking and Case Study
• Observation of critical skills, behaviour and attitude to succeed ;
• Measuring outcomes: Organizational, Team and Individual gaps ;
• Structured experiences/Simulations/Business Games ;
• Top Performer Survey
• Behavioural Event Interview (BEI)
NEED OF COMPETENCIES IN EMPLOYEE MANAGEMENT APPLICATION

• Workforce planning- competencies are used in order to evaluate the current and future
organizational and individual competency needs. A gap analysis can reveal the chasm between
the competencies that individual employees or groups or even organization should have and
contribute towards the workforce development plans.
• Recruitment management- competencies are used in order to compare the competencies of
the candidates with the requirements of the offered position.
• Learning management- competency gap analysis can identify the needed competencies; these
competencies can be linked with the equivalent learning objects.
• Performance management- worker performance is evaluated against the job competency
requirements as well as objectives.
• Career development- competencies are used to create the personal developmental plans of
the employees.
• Succession planning- organizations assess potential replacements for key positions based on
required competencies.