Competency mapping not only acts as a useful tool for the organisation but also aids an individual's competency.

It has been a general observation that hard work, sincerity, knowledge, intelligence alone does not make a person a star performer in his/her profession. There are other factors that help an individual excel in his job. Good managers are generally aware about different qualities a person must possess to do a job effectively, and they make use of their knowledge to select and train their subordinates. Organisational psychologists have refined this understanding and converted it into a structural and formal process called Competency Mapping. It has emerged as one of the most powerful tools aiding the improvement for the HR professionals in finding the right employee for a job and development of the employed person in doing the assigned job effectively. Thus, Competency Mapping can be defined as a process through which one assesses and determines one's strengths as an individual worker and in some cases, as part of an organisation.

Generally speaking, competency mapping examines two areas: emotional intelligence and strengths of the individual in areas like team structure, leadership and decision-making. Large organisations frequently employ some form of competency mapping to understand how to most effectively employ the competencies of strengths of workers.

The general steps involved in this process can be described as follows: Every employee is asked to fill up a questionnaire that asks them what they are doing and what skills and abilities are needed to have to perform it well. Having discovered the similarities in the questionnaires, a competency based job description is crafted and presented to the personnel department for their agreement and additions, if required. The final step involves mapping of an employee's abilities to the benchmarks and deciding his future accordingly.

Competency-based HR is considered the best HR. In India, however, this process has gained force only during the last couple of years. Companies like Zensar Technologies and L&T InfoTech follow competency mapping. Other big companies like TCS, HCL Technologies, SBI, Idea Cellular, Exide Industries, Birla Cellulosic, etc. have got their employees trained in competency mapping course but it remains unclear if they strictly follow the line. According to Lynette D'Silva, manager-HR, learning & development, Zensar Technologies, "Competency mapping helps identify the success criteria required for individuals to be successful in their roles." Competency mapping not only acts as a useful tool for the organisation but also aids an individual's competency. But, organisations strictly following the process of competency mapping do face some hurdles in achieving overall efficiency. Firstly, the organisations do the ultimate mistake of realising the map as the desired end result. The map is nothing but a colossal waste of time and money without proper analysis. Secondly, the mission must be to sustain a knowledge flow that is more profitable to the organisation. If the organisation is already rich beyond wildest dreams then the mission should be to measure against the current "ideal" knowledge flow. Lastly, incorrect assessments of results lead to flawed decisions and cause a big damage to the concern.

Competency mapping tailored to an organisation is necessary to train, define and retain talent in a company. As a result of competency mapping, all the HR processes like talent induction, appraisals and training yield much better results.

Competency-based HR is considered the best HR. In India however competency development and mapping still remains an unexplored process in most IT organisations despite the growing level of awareness. After all, Level 3 of PCMM is focused on the competency framework in an organisation. Is the underlying principle of competency mapping just about finding the right people for the right job? The issue is much more complex than it appears, and most HR departments have been struggling to formulate the right framework for their organisation. Competency mapping is a process of identifying key competencies for a particular position in an organisation, and then using it for job-evaluation, recruitment, training and development, performance management, succession planning, etc. "The competency framework serves as the bedrock for all HR applications. As a result of competency mapping, all the HR processes like talent induction, management development, appraisals and training yield much better results," states well-known HR consultant Ullhas Pagey. He however points out that the competency movement has caught on much better in the non-IT sector than the IT sector. Only a few IT organisations which are at the higher end of the HR value chain are known to be doing some work in this area; most are more busy handling recruitment and compensation-related matters. "Unless managements and HR heads have holistic expectations from their HR departments, the competency movement is unlikely to succeed as it requires lot of time, dedication and money," he adds, pointing out that before an organisation embarks on this journey it has to be very clear about the business goals, capability-building imperatives and core competencies of the organisation. The competency mapping process needs to be strongly integrated with these aspects. Experts agree that the competency mapping process does not fit the one-size-fits all formula. It has to be specific to the user organisation. "My suggestion is to develop models that draw from but are not defined by existing research, using behavioural interview methods so that the organisation creates a model that reflects its own strategy, its own market, its own customers, and the competencies that bring success in that specific context (including national culture). Start with small, discrete groups or teams, ideally in two directions-a 'horizontal slice' across the

business that takes in a multi-functional or multi-site group, more or less at the same organisational level, and a 'vertical slice' taking in one whole department or team from top to bottom. From that, the organisation can learn about the process of competency modelling, and how potential alternative formats for the models may or may not fit the needs of the business," explains Stephen Martin, an international authority in the field who is also the president of ITAP Europe. Martin believes that it is important to focus on one or two key areas of implementation rather than the whole HRD agenda in one scoop. "So if recruitment and selection or performance management are the key strategic needs of the business, and where the pain is being felt, then start there," he advises, adding that competency mapping can be rather good at providing organisational pain relief when applied effectively-and so making the case for extending it. Further, it is advisable to begin with a 'horizontal' slice of the management or senior-most team as the benefits will percolate down to the whole organisation. Methodology for designing The following methodology for designing and developing competency frameworks is suggested by Martin. "In my experience, the most effective route is to employ recognised best-practice internal research methodology using behavioural event interview (BEI) techniques to selectively sample the target population (supplemented with expert panels and 'Competency Requirement Questionnaires' to engage wider population samples) and so build up the models from the data that emerges. This data should be triangulated against clear top-down input in terms of organisational strategy and business objectives, and also against external research relevant and analogous to the organisation's situation-not as a driver, but as a reference point." He adds that once the behavioural data is collected, it should be sorted, categorised and levelled carefully to create models that are both concise and comprehensive, simple and sophisticated. Developing BEI skills within the organisation has the added benefit that once the model is complete, it can be used more effectively by transferring these skills to selection interviewing, development assessments, and so on. Martin cautions that international organisations must ensure that the methodology does not screen-out those competencies that do not match the culturally-influenced pre-conceptions of the head office (wherever it is situated) of what high-performance competencies are. "This is a common errorthe universalist, all-powerful 'global leadership model'. There is so much evidence to support the idea that culture is a business issue, is a management issue, that it seems obvious that mono-cultural lists of 'exemplar behaviours' will work only to exclude those who do not conform to the originating culture. The point is not to get everybody to behave the same, but to get everybody to perform to the same high standards." Recruitment and retention Competency mapping can play a significant role in recruiting and retaining people as it gives a more accurate analysis of the job requirements, the candidate's capability, of the difference between the two, and the development and training needs to bridge the gaps, asserts Martin.

As far as meeting an individual's career aspirations are concerned, once the organisation gives an employee the perspective of what is required from him to reach a particular position, it drives him to develop the competencies for the same. "Competencies enable individuals to identify and articulate what they offer-regardless of the (usually misfit) job they happen to have at the time-so that their organisation (current or future) can see, value and utilise what capability is actually available," says Martin. Lynette D'Silva, manager, learning & development, HR, Zensar Technologies, points out that competency mapping helps identify the success criteria (i.e. behavioural standards of performance excellence) required for individuals to be successful in their roles. It helps to:
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Support specific and objective assessment of their strengths, and specify targeted areas for professional development. Provide development tools and methods for enhancing their skills. Provide the basis for a more objective dialogue with their manager or team about performance, development, and career-related issues.

"If an individual is able to discuss the above with his manager, it will help him to chalk out his growth perspectives in the company," states D'Silva.

Competency mapping is a process through which one assesses and determines ones strengths as an individual worker and in some cases, as part of an organization. Its a combination of 3 key areas called KSA, K - Knowledge , S - Skills, A Attitude. We do Competency Mapping for Organizations and help them develop the Competency Framework

Methodology for Functional competency Mapping

Process flow for Competency Mapping(CM)

Competency model are position models which are at the heart of every competency-based HR application. The bases of generating competency models are processes. Thus questions that needs to be raised:
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What does the employee have to be able to do? What does the employee have to know in order to do it.

Road Map for Functional Competency Mapping:

Background information about the organization

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Product and Services provided by the organization Process Flow-chart( From Raw material to Finished Product) Sister units and Sub-units(within the organization) Hierarchy level followed

Decide on the Job Positions that need to be assessed

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Finalization of Hierarchy Level to be covered Grouping of certain Levels into one group

Career stages categorization

Level 3 Senior Technical leader or guide to a group of professionals Level 2 Professional Technical professional or guide to a group of entry level professionals Level 1 Entry Level Professional New Entrants/Entry Level professional Manage Self Manage Others Manage Managers

Description of career stages Career Stage -- I: Manage Self Accountable for own actions. They are usually new to culture and work environment and learn from others. Responsible for their own work and limited actions. Activities like communicating, enabling, building relationships, etc comes into focus Career Stage II: Manage others First time manager and accountable for others actions. This stage requires a major transition the responsibility is for getting work done through others, in addition, to own. New managers recognize this intellectually and reject it psychologically. Typically they overpower their direct reports with their expertise. Giving up tasks and responsibilities that earned them a managers title in the first place is tremendously difficult aspect of this stage.

 Managerial activities like planning, organizing, delegating, monitoring, communicating, enabling, building relationships, etc comes into focus.

Career Stage III: Manage Managers Important middle-management position for managing and developing support managers. False assumption that there is very little difference between the previous stage and this one. This stage calls in for different skill sets which include selecting and training first line managers, holding them accountable for managerial work, deploying/redeploying resources, etc. Managers, who fail to become proficient at this stage display poor performance management, fail to build a strong team, have difficulty in delegating, etc. This person is the management for the greatest number of people in the company who do hands on work.

Presentation for Head of Departments(HOD's)

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To discuss the purpose and applications of the exercise To validate the categorization of various hierarchical levels Suggestions for improvements(if any) Assigning of coordinators from different units and different section.

Presentation for coordinators:

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Complete competency exercise discussed Discussion about competency dictionary, Road map and forms to be used Discussed plans for data collection to frame competency dictionary

Circulation of Employee Information Form (EIF)

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To be filled by individuals Carries information about past work experience Key trainings attended

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Key Responsibility Areas in previous organization Special Assignment handled

Data Collection:
1. Source of Primary Data Brain storming session with the coordinator of particular section in a particular unit

2. Source of Secondary Data a) Job Descriptions b) Resumes/ Bio-data/ CV c) Dictionaries used by other organizations of relevant Industry downloaded from internet.

Organize Data:
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Organize collected data to give final shape List top 8 to 12 broad competencies Splitting Broad competencies into small branches to get insight of the competency Validation of competency dictionary by HOD (Both by HR and Sub-unit).

Assessment centre
The assessment team which consists of subject matter expert from similar industry, the HOD and the supervisor, will assess the individuals by means of an interview to check the knowledge domain.

For skills, field test is considered as appropriate. This would give the assessor a fair idea of the practical aspect of his/her job. His/her on the job skills would be assessed. This is the main aim of the assignment that the present skill can be determined in the most effective manner for easy conduct of gap analysis

Assessment form(to be uploaded shortly)

The form used by assessors to assess the individuals is posted herein. All the assessors individually assess them and at the end of interview they standardize the grades awarded into one final form.

Process Flow for Identification of Talent Pool

Potential assessment:

After identification of employee career stage i.e. managing self, managing others, managing managers etc, competencies of each employee would be assessed by a panel consisting of his/her respective plant /functional head, HR head and professional from similar industry.

Following 5 Point scale would be used to assess potential of individuals at each level of the Career stage:

Potential assessment rating scale

Criteria Scale 5 4 3 2 1

Exercises outstanding performance on this competency far exceeds acceptable standards Exercises very good performances on this competency better than acceptable standards Exercises quite acceptable performance on this competency and meets requirements Performance on this competency is not quite up to acceptable standards. Performance on this competency fails to meet acceptable standards.

Note: If any individual is inadequately equipped i.e. he/she shows some gap between his current competency level and required competency level, for his current / next 1-2 level of career stage his assessment stops at that particular level and he would be considered only for the immediate below level career stage where he has exceeded / adequately equipped for all the competencies mentioned for that career stage. However, If any individual is inadequately equipped for his current level career stage he/she will not be considered for further potential assessment and talent pool segmentation and training will we arranged for such individuals.

Potential slotting
Based on the above potential assessment for current and next level of career stage, potential slotting will be done. For potential slotting competency lead is calculated i.e. first the maximum lead that an individual can take is calculated, then the present lead is calculated i.e. Present level Required level. Now Present lead is divided by maximum lead and percentage is calculated.

For slotting, Please use following table and assign A / B / C rating as per the below mentioned criteria and explanation in talent assessment and Segmentation form:

Potential rating criteria Rating C Criteria If individuals competency lead lies between 0-40 %, it means the individual is equipped for the present level only. B If individuals competency lead lies between 40-80 %, it means the individual has potential to compete for the next level. A If individuals competency lead lies between 80-100 %, it means the individual has high potential to compete for next two levels.

Note: Please do not assess potential of an individual below his current level of career stage for e.g. If any individuals current career stage is Managing Others then he / she should not be assessed for career stage below Managing others i.e. Managing Self.

Performance assessment:
To assess performance of managerial employees, last 3 performance ratings would be considered. 3 point scale (3, 2, 1) would be used to assess performance. Based on following combinations of last 3 performance ratings (01-02, 02-03, 03-04), performance of an individual would be assessed using 3 point scale. Performance rating criteria Rating Criteria 3 A / 2 A and 1 B 3 B / 1 A and 2 B Any other combination of Performance rating with C but not with D and E For e.g. If any managerial employee having 3 outstanding / exceptional achiever or 2 outstanding/ exceptional achiever and 1 Very Good / High Achiever rating in last 3 years would get 3 on the performance scale. Like wise, if an individual is having combination of 1 Performance assessed as per the scale 3 2 1

Outstanding and 2 Very Good or 3 Very Good continuously in last 3 years, he would be assigned 2 on the performance scale. Similarly, if a performance rating of any individual in last 3 years is in the combination of 2 Very Good and 1 Good or 1 Very Good and 2 Good or 3 Good or 1 Outstanding and 2 Good or 1 Outstanding and 1 Very Good and 1 Good, he would be assigned 1 on the performance scale. Individuals having performance ratings below Good in any of the last 3 years would not be considered for Talent Management.

Talent segmentation:
The next important step is Talent Segmentation where each manager would be placed in one of the boxes of performance potential matrix. Performance and Potential are the two most important element of talent segmentation. Correct assessment of performance and potential provides the building block to talent management process. Performance and potential can be best understood as per following: Potential and performance parameters Performance Linked to Present Job Is measurable Consistent good / high performance is a pre-requisite to advancement. High performance is not a sure indicator of ability to move to next 1-2 career stages. Potential Is capable of coming into being in future. Potential rated low is not a write off case. High potential may represent the organizations inventory of future leaders Judgment of senior management in assessing potential is the most critical tool for potential identification. Age, career stage, compensation, upbringing, motivation, style of boss, culture at workplace etc impact performance. Is relative to others Potential assessment examines if an individual has what it takes to advance to position of greater management /leadership/ technical skills. Comes from within

COMPETENCY MAPPING
Competency mapping is a process to identify key competencies for an organization and / or job and incorporating those competencies throughout the various processes (i.e. job evaluation, training, recruitment) of the organization . A competency is defined as behavior rather than skill or ability. Competency approach to a job involves competency mapping. The steps involved in competency mapping is presented below: a) Conduct a job analysis by taking incumbents to complete a Position Information Questionnaire (PIQ). This can be provided for incumbents to complete or used as a basis for conducting one-on-one interviews using the PIQ as a guide. The primary goals is to gather from incumbents what they feel are the key behavior necessary to perform their respective jobs. b) Using the results of job analysis, a competency based job description is developed. c) With a competency based job description, mapping the competencies can be done. The competencies of the respective job description become factor for assessment on the performance evaluation. Using competencies will help to perform more objective evaluations based on displayed or not displayed behavior. d) Taking the competency mapping one step further, one can use the results of ones evaluation to identify in what competencies individuals need additional development or training. This will help in focusing on training needs required to achieve the goals of the position and company and help the employees develop toward the ultimate success of the organization. The benifits of Competency Approach : Increased Productivity Improved work performance. Training that is focused on organizational objectives. Employee know up front what is expected of them. Employees are empowered to become partners in their own performance development

Competency approach to job analysis : Competency is a skill requires knowledge, experience, attitude, and feed back. Performance assessment criteria clearly define the acceptance level of competency in each skill is required to perform the job. The individuals level of competency in each skill is measured against a performance standard established by the organization.

The competency based job analysis involved the following steps : 1. Identification of major job functions. 2. Identification of skills performed within each of the major job functions

3. Generation of several drafts to be reviewed by employers and employees and modified to accurately reflect the skills performed on the job. 4. Development of occupational analysis chart. The chart is a two dimensional spread sheet chart displaying the major job functions and skills : and 5. Identification of performance standards for each skill using a competency-based rating scale which describe various levels of performance. METHODS OF COMPETENCY MAPPING BEING PRACTISED IN OUR ORGANIZATION: It is not easy to identify all the competencies required to fulfill the job requirement. However, a number of methods and approaches have been developed and successfully tried out in our organization. These methods have helped managers to a large extent, to identify and reinforce and/or develop these competencies both for the growth of the individual and the growth of our organization. Measure competency mapping methods as followed by Most Organisations : A. Assessment Center. B. Critical Incidents Technique C. Interview Techniques D. Questionnaires E. Psychometric Test Our organization ECO-CARE AND AWARE, a no-profit support service / consultancy organization to the development sector following first four type of competency mapping methods. A. ASSESSMENT CENTRE Assessment center is a mechanism to identify the potential for growth. It is a procedure (not location) that uses a variety of techniques to evaluate employees for manpower purpose and decisions. An essential feature of the assessment centre as used by our organization is the use of situational test to observe specific job behavior. Since it is with reference to a job, elements related to the job are simulated through a variety of tests. The assessors observe the behavior and make independent evaluation of what they have observed, which results in identifying strengths and weaknesses of the attributes being studied. Our organization follow the elements as identified by the International Personnel Management Association (IPMA) for a process to be considered as assessment centre. a) A job analysis of relevant behavior to determine attributes, skills etc. for effective job performance and what should be evaluated by assessment center. b) Techniques used must be validated to assess the dimensions of skills and abilities. c) Multiple assessment techniques must be used. d) Assessment techniques must include job related simulation. e) Multiple assessors must be used for each assessed.

f) Assessors must be thoroughly trained. g) Behavioral Observations by assessors must be classified into some meaningful and relevant categories of attributes, skills and abilities, etc. h) Systematic procedures must used to record observations. i) Assessors must prepare a report. j) All information thus generated must be integrated either by discussion or application of statistical techniques. Data thus generated can become extremely useful in identifying employees with potential for growth. Following are the some benefits of our assessment center. a) It helps in identifying early the supervisory / managerial potential and gives sufficient lead time for training before the person occupies the new position. b) It helps in identifying the training and development needs. c) Assessors who are generally senior manager in the organization find the training for assessors as a relevant experience to know their organization a little better. d) The Assessment Center exercise provides an opportunity for the organization to review its HRM policies. Our organizations assessment center comprises a number of exercises or simulation which have been designed to replicate the task and demands of the jobs and to assess the strength and weakness & potential of the employees. 1. Group Discussion : In this candidates are brought together as a committee or Project team with one or a number of items to make a recommendation on. Candidates may be assigned a specific roles to play in the group or it may be structured in such a way that all the candidates have the same basic information. Group discussions allow them to exchange information and ideas and give them the experience of working in a team. In the work place, discussions enable management to draw on the ideas and expertise of staff, and to acknowledge the staff as valued members of a team. Some advantage of group discussion are :
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Ideas can be generated

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Ideas can be shared

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Ideas can be tried out.

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Ideas can be responded to by others.

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When the dynamics are right, groups provide a supportive and nurturing environment for academic and professional endevour.
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Group discussion skill have many professional application.

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Working in group is fun. A useful strategy for developing an effective group discussion is to identify task and maintenance roles that members can take up. Following roles, and dialogue that might accompany them in a group discussion have been identified. a) Positive Task Roles b) Positive Maintenance Roles 2. In Tray : This type of exercise are normally undertaken by the candidates individually. The materials comprise of a bundle of correspondence and the candidate is placed in the role of somebody, generally, which assumed a new position or replaced their predecessor at short notice and has been asked to deal with their accumulated correspondence 3. Interview Simulation / Role Plays : In these exercise candidates meet individually with a role player or resource person. Their brief is either to gather information to form a view and make a decision, or alternatively to engage in a discussion with the resource person to come to a resolution on an aspect or issue of dispute. Typically our HR team allow the candidate a 15-30 minutes time to prepare for such a meeting and will be given a short, general brief on the conduct of the meeting itself, consideration are also be given to preparatory notes.

4. Case Studies / Analysis Exercises : In this type of exercise the candidate is presented with the task of making about a decision about a particular business case. They are provided with a large amount of factual information which is generally ambiguous and , in some cases contradictory. Candidates generally work independently on such an exercise and their recommendation or decision is usually to be communicated in the form of brief written report and / or a presentation made to our assessors. B. CRITICAL INCIDENTS TECHNIQUE It is difficult to define critical incident except to say that it can contribute to growth and decay of a system. Perhaps one way to understand the concept would be to examine what is does. Despite

numerous variations in procedures for gathering and analyzing critical incidents, researchers and practitioners agree that critical incidents techniques can be described as a set of procedures for systematically identifying the behavior that contribute success or failure of individual or organization in specific situation. First of all, a list of good and bad on the job behavior is prepared for each job. A few judges are asked to rate how good and how bad is good and bad behavior, respectively. Based on these rating a check-list of good and bad behavior is prepared. The next task is to train our supervisor in taking notes on critical incidents or outstanding examples of success or failure of the subordinates in meeting the job requirements. The incidents are to be immediately noted down by the supervisor as he observes them. Very often the employee concerned is also involved in discussion with his supervisor before the incidents are recorded, particularly when an unfavorable incidents is being recorded, thus facilitating the employee to come out with his side of the story. The objective of immediately recording the critical incidents is to improve the supervisors ability as an observer and also to reduce the common tendency to rely on recall and hence attendant distortions in the incidents. Thus a balance sheet for each employee is generated which can be used at the end of the year to see how well the employee has performed. Besides being objective a definite objective of this technique is that it identifies areas where counseling may be useful. C. INTERVIEW TECHNIQUES Like any other organization our organization uses interview in some shape or form as a part of competency mapping. The interview consists of interaction between interviewer and applicant. We handle it carefully to make it a powerful technique in achieving accurate information and getting access to material otherwise unavailable. Biasness and restriction or distortion of flow of information avoided to our best while interviewing. Followings careful steps are taken in our organization during and after the interview: a) Before the actual interview begins, the critical areas in which the questions will be asked first identified for judging ability and skills. It is advisable to write down these critical areas, define them with examples and form a scale to rate the responses. If there is more than one interviewer, some practice and mock interviews will help calibrate variation in individuals interviewers rating. b) The second step taken is to scrutinize the information provided to identify skills, incidents and experiences in the career of the candidate, which may answer questions raised around the critical areas. This procedure will make interview less removed from reality and the applicant will be more comfortable because the discussion will focus on his experiences. c) An interview is a face-to-face situation. The applicant is on guard and careful to present the best face possible. At the same time he is tense, nervous and possibly frightened. Therefore during the interview tact and sensitivity can be very useful. The interviewer can get a better response if he creates a sense of ease and informality and hence uncover clues to interviewees motivation, attitudes, feeling, temperament, etc., which are otherwise difficult to comprehend.

d) The fundamental step taken is establishing rapport, putting the interviewee at ease conveying the impression that the interview is the conversation between two friends, and not a confrontation between employer and employee. One way to achieve this is by initially asking questions not directly related to job, that is, chatting casually about the weather, journey and so on. e) Once the interviewee is put at ease the interviewer starts asking questions or seeking information related to job. Here again it is extremely important to lead up to complex questions gradually. f) Showing surprise or disapproval of speech, clothes or answer to question can also inhibit the candidate. The interviewee is over-sensitive to such reactions. Hence, an effort to try and understand interview point of view and orientation can go a long way in getting to know the applicant. g) Leading questions should be avoided they give the impression that the interviewer is seeking certain kinds of answers. This may create a conflict in the interviewee, if he has strong view on the subject. h) The interviewers are prepared with precise questions, and not take too much time in framing them. D. QUESTIONNAIRES Questionnaires are written list of questions that users fill out questionnaires and return. We begin by formulating questions about our services based on the type of information we want to know. The questionnaire sources below below provide more information on how we design questions. The techniques are used at various stages of development, depending on the questions that are asked in the questionnaires. a) Common Metric Questionnaire (CMQ) : They examine some of the competencies to work performance and have five sections : Background, Contacts with people, Decision making, Physical and Mechanical Activities, and work setting. b) Functional Job Analysis : the most recent version of Functional job analysis we use seven scales to describe what workers do in jobs. These are : Things, Data, People, Worker instructions, Math, and Language. Each scale has several levels that are anchored with specific behavioral statements and illustrative tasks and are used to collect information. c) Multipurpose Occupational System Analysis Inventory (MOSAIC): In this method each job analysis inventory collects data from the office of personnel management system through a variety of descriptors.- mainly Tasks and Competencies. d) Occupational Analysis Inventory : It contains 617 work elements designed to yield more specific job information while still capturing work requirements for virtually all occupations. Major categories of items are five folds : Information received, Mental Activities, Work Behavior, Work Goals and Work Context. e) Position Analysis Questionnaires (PAQ) : It a structured job analysis instrument mostly followed by our organization to measure job characteristics and relate them to human characteristics. It consists of 195 job elements which fall into the following five categories.

1) Information input (where and how the workers get information), 2) Mental Processes ( reasoning and other processes that the workers use ) 3) Work Output (Physical activities and tools used on the job) 4) Relationship with other person and 5) Job Context (the physical and social context of work) f) Work Profile System (WPS) : It is designed to help employers accomplish human resources functions. The competency approach is designed to yield report targeted towards various human resources functions such as individual development planning, employee selection, and job description.