COMPETENCY MAPPING

GROUP 8

CONTENTS
Meaning of competency Types of competencies Meaning of competency mapping Need of competency mapping Competency model Use of competency mapping Example of Napino Auto & Electonics ltd

COMPETENCY
Any underlying characteristic required

performing a given task, activity, or role successfully . It has 5 characteristics

TYPES OF COMPETENCIES
GENERIC/CORE MANAGERIAL TECHNICAL

COMPETENCY MAPPING
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. Incorporating these competencies throughout various processes (i.e. job evaluation, training, recruitment) of the organization. Competency Map a list of an individuals competencies that represent the factors most critical to success in given jobs, departments, organizations,or industry

NEED FOR COMPETENCY MAPPING

Building the core competencies of the organisation.

Ensuring that competent people are available for performing various critical roles.

All other processes can be set right or managed effectively if we have

the right kind of human resources.

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.
Increased emphasis on performance management systems.

PROCESS
STEP 1:Decide the roles STEP 2: Identify the location of the roles in the organisational structure STEP 3: Identify the objectives of the function or the department STEP4: Identify the objectives of the role STEP5: Interview the role holder to list the Tasks and activities expected to be performed by the Individual. STEP6:Interview the role holder to list the actual knowledge, attitude, skills, and other competencies required for performing the task effectively STEP 7:Consolidate the list of competencies from all the role holders by each task. STEP 8: Validate identified competencies and proficiency levels with immediate superiors and other heads of the concerned department STEP 9: Preparation of competency dictionary STEP10: Mapping of competencies

WHO IDENTIFIES COMPETENCIES

Experts, HR Specialists, Job analysts, Psychologists, Industrial

Engineers etc.
In consultation with: Current & Past Role holders and those who

have expectations from the role holder and who interact with him/her.
Types :90o to 180 to 360

90- Supervisors 180 - Supervisors / Peers 360 - Internal Supervisors /Peers / Subordinates Full 360 - Supervisors / Peers / Subordinates /Customers

COMPETENCY MODEL
Organizing framework that lists the competencies required for effective performance in a specific

job, job family ( group of related jobs), organization, function, or process.

The competencies in a model may be organized in

a variety of formats. No one approach is inherently best; organizational needs will determine the optimal framework.

APPROACH
UNIVERSAL APPROACH MULTI MODEL APPROACH

GENERAL APPROACH
DIRECTION OF THE ORGANISATION
VISION MISSION STRATEGIRS

TRANSLATING THEM INTO ACTIONS FOR ACTUALISATION

THROUGH ORGANISATIONAL STRUCTURE

CORE COMPETENCY

ROLE COMPETENCY

USE OF COMPETENCY MAPPING

Competency mapping serves a number of purposes. Recruitment Role clarity Gap analysis Performance management Training and development Promotion Succession Planning. Inventory of competencies for future planning

USES OF COMPETENCY MAPPING

position fullfilement position requirement process design job design competency mapping performance management measurement Recruitment selection Induction training

promotion
Training succession

Developmeny

TRAINING AND DEVELOPMENT

REQUIRED COMPETENCY

ACTUAL COMPETENCY

COMPETENCY GAP

TRAINING AND DEVELOPMENT

CONPENCY BASED SUCCESSION PLANNING

STAGE 1 Identifing the employees for leadership role

STAGE 2 Competency analysis to determine employee readiness

STAGE 3 Employee retention and training and development

BENEFITS
From the Company Perspective Establish expectations for performance

excellence. Increase the effectiveness of training and development programs. Provide a common understanding of scope and requirements of a specific role. Improved job satisfaction and better employee retention.

From the Managers Perspective

Identify performance criteria to improve the

accuracy and ease of the selection process. Provide more objective performance standards. Easier communication of performance expectations. Provide a clear foundation for dialogue to occur between the managers and employees.

Form the Employees Perspective

Identify the behavioural standards of

performance excellence. Provide a more specific and objective assessment of their strengths and the tools required to enhance their skills More clarity on career related issues

ISSUES IN IMPLEMENTATION
KEY FACTORS FOR SUCCESSFUL IMPLEMENTATION

Total Management support and Involvement of the employees in making the Competency Model successful.

OVERCOMING RESISTANCE FACED DURING IMPLEMENTATION

There would have been greater resistance if the Competency Model was linked with Remuneration system in the initial stage. To overcome resistance we assured the employees that the Competency Model will be initially used for developmental purpose only and not linked with the Remuneration system. After the confidence is built up the Model will be linked with the Remuneration system of the company.

NAPINO AUTO AND ELECTRONICS LTD Competency based People Strategy An Initiative towards HR Transformation

stage 1 identificartion of competencies

stage 2
Defining departmental competencies

stage 3 competency profiling

Studying Identified job roles

Determing core and specific competencies

Position Profiling

Identify major categories of skill

Developing competencies directory

Person profiling

Identifying the competencies

Assigning importance to competencies

Competency gap analysis

Identifying competencies
Group discussion with core Executives team. Structured Questionnaires. AIM Identify competencies needed across

organization. Identify skills / knowledge needed for specific positions.

Measuring of Competencies Each identified Competency is defined and

given four level scale. Description from one level to another clearly showed a marked difference in the requirements. Identified competencies with four level scale are documented and final compilation is termed as Competency Directory. Relevance of each Competency viz-a-viz Position is determined.

NCIES CORE 1
Demonstrate a fare Knowledge about the company policy and procedures and has a potential to execute the task taken, whenever required.

2
Demonstrate good knowledge about the company policy and procedures and has ability to efficiently respond to the need and requirements within the given guidelines .

3
Reasonably well versed with the company policy and procedures and can identify the areas of improvement for fulfilling the strategic business requirements.

4
Demonstrate exceptionally good knowledge about the company policy and procedures and is helpful in disseminating the values and culture of the organization and can modify/ restructure the policy and procedures, whenever required.
Defines a Vision: Provide vision and charisma to drive the organization forward. Defines and articulates a vision that generates excitement, enthusiasm and commitment to action that is aligned with the strategic direction

Awareness about the Organization, philosophy, product and process

Leadership

Manages Expectations and Informs Others: expresses positive expectations of others and speaks to group members regularly. Shares useful and relevant information and explains The rationale behind the decision.

Builds Team Effectiveness: Guide, motivate coach and support groups and teams. Asks questions to encourage team input and focuses team on the topic at hand. Acts to promise a friendly and cooperative environment conducive to personal and professional development and employees sense of belonging. Ascertain, evaluate and communicate the direct/ indirect cost and benefit of operation within ones own job area.

CrossTeam Collaboration: Ensure crossteam collaboration to contribute to organizational effectiveness, such as providing information to other areas of the organization to help make decisions collaboratively and sharing resources to solve mutual problems.

Cost Consciousness

Aware of and sensitive to cost relative to the benefit obtained.

Critically evaluate cost and benefits of activities, establish operating standards and develop alternatives for effective decision making. Convey ideas concisely and clearly to create interest and acceptance among internal and external groups outside the

Create an environment that encourages the linkage between decisions making cost with difference analysis leading to a cost conscious culture. Convey ideas to influence and obtain action and commitment among external groups outside the company.

Communicatio n skills & Interpersonal skills

Convey ideas and information clearly and accurately to create awareness in one's own job areas.

Convey complex messages in an understandable manner across functional areas.

 Position profiling
In Position Profiling importance of each competency viz a viz

position is determined.

Methodology
Preparing a Competency Directory Assigning weightage to each competency Identifying degree for each Competency on 4 degree Rating scale Multiply weightage and rating to Determining the Position Score

Person profiling
Individual Rating Rating by the HOD/ Section Incharge Determining the Average Score Multiply average score and weightage score to

determine the Person Score

USES
GAP ANALYSIS TRAINING AND DEVELOPMENT PROMOTION SUCCESSION PLANNNING

CONCLUSION
The competency framework serves as the

bedrock for all HR applications. As a result of competency mapping, all the HR processes like talent management ,development, appraisals and training yield much better results.