COMPETENCY mapping

Essential FOR HR Applications

Introduction:

Competency Mapping refers to a process through which the competencies of the necessary process are identified. It is done to determine the critical activities of the mandatory processes of the organization. If Competency Mapping is done, then the organization can identify its area of thrust and can take necessary actions for future implementation of the activities. In the Competency Mapping, the process is break down into sub components named as activities and the competency of all these activities are identified.

Organizations perform the task of Competency Mapping to determine the areas which are crucial for its proper working and success. The competencies which are included in the identification are Managerial, Behavioral, Technical, Skill based, Attitude based and Conceptual Knowledge based. All these aspects together lead to determine the actual status of the activity completion and process functioning which is important for the organization.

Competency Mapping is made up of two terms Competency + Mapping, Where, Competency refers to clarify any underlying characteristic that is required to perform the process or the activity and Mapping refers to the scheduling of the activities in a sequential order. Together, Competency Mapping refers to the proper scheduling of the activities which are required for the completion of the crucial processes.

Competency has following three parameters:

Skills

Knowledge

Attitude

Mapping the Competencies The Process:

In any organization, one of the major concern areas for the Human Resource Department is to determine the competencies of the processes and to evaluate the strength level of the person working on it. Competency Mapping has emerged as a major concern for the organization in the recent times and has attracted the attention of the top management. To conduct the competency mapping certain steps needs to be followed, which can be summarized as follows:

1.

At the initial level, H.R. Personnel should select the job(s) from which the competencies are to be identifies. 2. Before starting the competency procedure, a specific profile is to be set for the jobs which are to be evaluated in the future. 3. A small meeting with the person who is handling the process or the job is done. 4. People (on the job) are asked about the responsibility, duties, pressure, performance limits and power structure. 5. All the data collected is to be recorded in a systematic sequence. 6. All the activities which are crucial for the proper execution of the activity of the process are marked separately. 7. Information from the superiors, peers, co-workers and subordinates are also collected. 8. All the people who are not directly attached to the process but indirectly are attached to it are asked about the major competency issues. 9. The information can be collected from direct interview or through questionnaires or e-mails (whatever is suitable). 10. All the information is collected, systematically evaluated and processed by the H.R. personnel and the crucial factors (which are necessary for the success of the process) are determined. 11. These competencies are noted for the future reference of the job and the job holder respectively.

12. After assessing the competency requirement for the job, the present level of the individual working on the process is judged. 13. In case of discrepancy in between the actual requirement of the capability and the desired level, the individual working with the specific set of process (s) is provided with the training. 14. For determining the present level of the individual (working on the process), Competency Identification worksheet can be prepared. 15. The worksheet includes all the issues related to the job and the data collected form the individuals directly or indirectly in the organization. 16. All the employees would be properly informed about the competencies which are crucial for performing their task or job. 17. The data collected will be reserved with the HR Department for the future reference (for next competency mapping or job up-gradation process).

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Competency Identification Worksheet:

Competency Identification worksheet is prepared by the H.R. Department personnel for assessing the level of the employee working on a specific process. Through the worksheet, the H.R. Personnel can determine the present standard of working of the employee and the required level of skills. These worksheets are constructed to attain knowledge about the present level of working and gap in contrast to the desired standards. It can be prepared by the organization on the basis of their requirements. An example of the worksheet which can be constructed for the identification of the competencies is:

Rating is done on 1- 7 parameter.

All the fields are mandatory to be filled.

1 = Not Known/Absent

2 = Slightly Known

3 = Known

4 = Well Knowledge

5 = Average Known

6 = Above Average Knowledge

7 = Excellent knowledge

Hypothetical Example (A small practical worksheet)

Duty/ Role of the Employee (Suppose Sales Manager):

a. To assess the monthly sales.

b. To determine the new areas.

c. To manage the team members.

d. To evaluate the Data sheet on weekly basis.

e. To establish a proper communication channel between the employees.

f. To maintain high rate of customer satisfaction.

Match Competency level with the employee:

S.No

Communication

Leadership Skills

Proactivity

Clarity in concepts

Innovativeness and

Creativity

Team Building skills

In this worksheet a number of issues can be added according to the job requirement. After filling of all the sheets, total score is calculated and the result is generated.

Implementation of Competency Model:

The Competency Model can be implemented in various areas of Human Resource. Some of them can be listed as follows:

Recruitment and Selection

Competency

Model

Training and Development

Reward and Recognition system

Performance Management and Administration

Career and Succession Planning

In each field of Human Resources, Competency Mapping plays a vital role. If the Competency Mapping is done in a planned manner then the various functions of H.R. department can be functioned systematically. Through the help of the competency mapping, the crucial activities of each activity is generated and the task force working on the same (job/process) can be provided with the training to perform the work with correct and with accuracy.

Reasons for Competency Mapping:

Competency Mapping is excessively used in the organization to determine the crucial elements and activities. The basic reasons due to which the mapping of the competencies is done are as follows:

1. 2. 3.

Once the competencies are determined, proper training can be provided to the individuals to work more efficiently on the processes. Key performance areas can be improved by understanding the fields where there is a gap between the actual and the desired results. If the competencies are determined for the given job, then the person whose career panning phase is taking place can consider those competencies and can be ready for the same.

4.

Through competency mapping, the individual is preparing himself for the next set of responsibilities. 5. With the help of the competency mapping the individual can alter the style of work where the gap exists. 6. By overcoming the differences in the desired level and the actual status of performance the individual can feel the increase in the self confidence and the motivation level. 7. Competency based approach can lead the individual to derive much efficient results (with more accuracy) as compared to work in a non-competency derived situation. 8. Helps the individual to determine the areas where the development is required and thus leads the individual to develop a self development plan. 9. Competency mapping leads the individual to understand the actual position and the gap from the desired status of work. 10. Competency mapping plays a crucial role in career planning of the individual in the organization.

David McClelland said that definitions for various competencies, which contain real-life examples of more competent behavior, provide specific guideposts as to how to develop the competency. The feedback information also provides a basis for career counseling or explaining why a person should or should not be promoted. (McClelland, 1994, p. 10)

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Competency Mapping is a process of identifying key competencies for a company or institution and the jobs and functions within it. Competency mapping is important and is an essential exercise. Every well managed firm should: have well defined roles and list of competencies required to perform each role effectively. Such list should be used for recruitment, performance management, promotions, placement and training needs identification. 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. Competency Mapping Process The competency mapping process does not fit the one-size-fits all formula. It has to be specific to the user organization. It is better to develop models that draw from but are not defined by existing research, using behavioural interview methods so that the organization 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 organizational level, and a vertical slice taking in one whole department or team from top to bottom. From

that, the organization 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. 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. 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 organization. Methodology for designing: The most effective route to employ recognized 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 organizational strategy and business objectives, and also against external research relevant and analogous to the organizations situation-not as a driver, but as a reference point. Once the behavioural data is collected, it should be sorted, categorized and levelled carefully to create models that are both concise and comprehensive, simple and sophisticated. Developing BEI skills within the organization 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. International organizations 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. Common Steps In Competency Mapping First: A job analysis is carried out by asking employees to fill in a questionnaire that asks them to describe what they are doing, and what skills, attitudes and abilities they need to have to perform it well. There would be a bit that requests them to list down attributes needed to make it up to the next level, thus making it behavioural as well as skill-based. Second: Having discovered the similarities in the questionnaires, a competency-based job description is ecrafted and presented to the personnel department for their agreement and additions if any. Third: Having agreed on the job requirements and the skills and attitudes needed to progress within it and become more productive, one starts mapping the capability of the employees to the benchmarks. There are several index points within the responsibility level. An almost (but not quite) arbitrary level of attainment is noted against each benchmark indicating the areas where the assessee is in terms of personal development and achievement. These give an adept HR manager a fairly good picture of the employee to see whether he (or she) needs to perform better or to move up a notch on the scale. Once the employee `tops every indicator at his level, he moves on to the next and begins there at the bottom in short, he is promoted. This reasonably simple though initially (the first year only) tedious method helps everybody to know what the real state of preparedness of an organization to handle new business (or its old one) because it has a clear picture of every incumbent in the organization.

It helps in determining the training and development needs and importantly it helps to encourage the best and develop the rest. A win-win situation for everyone.