Using multiple resource panels with diIIerent stakeholders, instead oI only one, is a common practice.

This practice is generally Iollowed Ior developing a leadership model Ior middle level and upper middle
level managers. There can be as many as Iour Iocus groups.
Critical event interviews
The second and a very potential source oI data are the critical event interviews with superior perIormers.
Some research scholars use behavioral event interviews to prepare competency sets. This interview
engrosses in-depth probing oI a small number oI broad events and experiences. Conduction oI this
interview necessitates mastering the sophisticated probing strategy. You should preIerably record the
discussion oI critical event interviews on audio or audio-visual media. These interviews are time
consuming and need more investment.
Generic competency dictionaries
Generic competency dictionaries are essential while developing multiple competency sets within an
organization, just to ensure that common skills and characteristics are always described with the same
competency head. This approach is used uniIormly in diIIerent departments. The organization could
review and revise a set oI generic competencies, when they serve as the building blocks Ior the individual
competency proIile. The term dictionary conveys conceptual Irameworks oI commonly encountered
competencies and behavioral indicators. The use oI generic competency dictionary set helps as
O t provides a common conceptual Iramework and indicates the beginning oI competency set
preparation team. The dictionary guides the team to group the initial ideas about the job.
O !articipants and members oI the resource panel rate the importance oI a set oI generic
competencies relevant to the job.
O The Iramework guides the analysis oI critical event interviews.

COMPETENCY APPROACH IN RECRUITMENT AND RETENTIONS

Companies very conveniently use the competency approach in the important HR
Iunction oI recruitment and retention. Competency mapping plays a signiIicant role in
recruitment, selection, induction, and placement as it gives a more accurate analysis oI the job
requirements and the candidate`s capability. As Iar as meeting an individual`s career aspirations
are concerned ,once the organization gives an employee the perspective oI what is required Irom
him her to reach a particular position ,it drives the employee to develop the competencies Ior the
same. Employees become selI-propelled .Competencies enable individuals to identiIy and
articulate what they can oIIer while perIorming a job. The organization or department (current or
Iuture) can see, value, and utilize what capability is actually available.

Elements of Recruitment and Retention
n any organization, recruitment needs consideration oI the Iollowing points
O dentiIying and recruiting good and talented people is diIIicult.
O Retaining them is truly a much more diIIicult task.
O ncreasing attrition rate at managerial level.
O ooking Ior responsibilities, recognition, comIortable working environment, satisIaction,
autonomy, etc. by high level managers.
O eriving satisIaction Irom saying have done this`, This is my achievement`, etc.by
achievers.
O Shaping individual`s behavior through his/her need satisIaction.
O Recognizing, appreciating , and nurturing subordinates talents bring rewards.
O Helping to take drives, and IulIilling desires directed towards achievements.

ey Attrition Factors

From the studies pursued by many academicians, industrial stalwarts, and the author`s
personal interactions with HR personnel, a set oI Iactors, which can be treated as key
attrition Iactors, is listed as Iollows
O nability to use one`s competencies
O ack oI challenge in the work
O ack oI role clarity
O Rust out stress syndrome (ROSS), when human potential remain underutilized or
unutilized.
O urst out stress syndrome (OSS), when a perIormer is over burdened with task
assignments.
O ack oI learning opportunity
O evels oI motivations
O ack oI excitement and innovation in the job
O ork environment-not conducive or eIIective
O ack oI scope oI growth in terms oI salary, status, and other Iactors
O ack oI sense oI belonging
O UnIulIilled occupational values
O iIestyle inventory-unmatched with the task
O oss and his/her management style

The competency approach enables an organization to assign challenging tasks to
an employee and use his/her competencies. The employee in turn derives
pleasure Ior the job content. I the role is clear, one perIorms one`s assignments
better and derives intrinsic satisIaction. The competency approach helps to
remove both ROSS and OSS. Organizations depute their personnel to attend
training and development programmes based on the identiIied skill gap, giving
them the learning opportunity. Employee motivational needs are satisIied Irom
the job content, removal oI stress syndromes, and getting learning opportunities.
AIter attending the training programme, with elevated knowledge and skill, the
employee`s enabling capacity enhances so that he/she can undertake exciting and
innovative jobs. SatisIied employees contribute positively to the work
environment and create an environment conducive to eIIective working. They get
the opportunity to grow with corresponding increases in Iinancial and non-
Iinancial Iactors. Their sense oI belonging to the organization increases. They get
Irom the occupation what they perceived they would obtain, thus suIIicing the
occupational values .The competency approach and competency mapping can
take care oI the key attrition Iactors, helping the organization to promote the
retention oI manpower.

ENEFITS OF COMPETENCY APPROACH

Competency approaches and analysis, iI done correctly, can result in beneIits
such as
O ncreasing productivity
O Enhancing perIection in quality work
O mproving the work perIormance
O Helping to design training Iocused on company objectives
O Empowering the workIorce
O Treating the employees as partners in their own perIormance
development
O uilding trust between employees and managing interpersonal
relationships
O mproving control delivering the metrics to evaluate staII perIormance
against competency Irameworks and organizational objectives
O onitoring the training and development budget-cost reduction and
rigorous management is possible once a clear picture oI business needs
and individual skills are assessed
O mproving processes enables Iull reporting, to demonstrate the progress
oI the organizational members and aligning the individuals to strategic
goals
O Enhancing resource utilization with real-time skills and available data,
the business can select the best possible teams Ior projects and Iill gaps
as required, based on deIined job descriptions and competencies

COMPETENCY MAPPING PRACTICES

Chatterjee (2007) pursued the study oI competency mapping practices in
a Iew select organizations like TC td (Kolkata), Shopper`s Stop td,
U Group, and Ananda azar !atrika td. et us look at the
observations to be acquainted with how the organizations started the
journey and lay emphasis on the competency mapping approach.

ITC Ltd (olkata)

The marketing practices oI the organization include competencies
relating to
O rand
O Sales and distribution
O !roduct and development
O Exports

The company deIines its sales and distribution competencies in
the state oI est engal, in certain categories like
O arket knowledge
O Sales Iorecasting
O est engal state pricing
O ork processes, processes, and systems
O Stick control
O ogistic management
O istribution management
O Trade relationship management
O !ortIolio management

The company has personnel at nine levels 9 (the
lowest level) to 1 (executive vice president) in the
sales departments. The company deIines competencies
relating to the above categories Ior each oI the nine
levels:
O 9: Sales operation manager
O 8 : Area executive
O 7: Area manager
O 6: Assistant manager
O 5: ranch managers