Techniques & Models

in
COMPETENCY
Presented byMAPPING
Tamanna Khan
 MACRO VIEW OF COMPETENCY MANAGEMENT

STRATEGIC FRAMEWORK COMPETENCY FRAMEWORK COMPETENCY MODELING

FRAMEWORK

Organizational Strategy Core Competencies Stakeholder Interest

Vision, Mission, Values, Strategic,

(Organizational wide) Market Positioning
Intent, Corporate Governance,
Corporate Social Responsibility & Ethics

Business Strategy Business Competencies Achieving Business Targets

Business Plan & Goals, Culture (SBU specific)
Employee Satisfaction
People, Technology

Teamwork Strategy Team Competencies Profit Center Orientations

Leadership, Communication
(Project driven)
Team Development & Synergy
Conflict Management, Interpersonal
Skills, Project Orientation, Self
Managed Teams (SMT)

Role Strategy Role Competencies Performance Accomplishment

Ability, Autonomy, Multiskilling,
(Role wise)
Task identity, Performance Individual Development
Evaluation & rewards and performance
development
Competency Model Framework
VISION & MISSION
CORE CAPABILITIES
STAKEHOLDERS REQUIREMENT
MARKET REALITIES

BUSINESS STRATEGY

COMPETENCY REQUIREMENT

SUCCESS SKILL
FACTORS KNOWELDGE
BEHAVIOU ATTRIBUTES
R

COMPETENCY MODEL
 Benefits of Competency
Framework
Recruitment
& Selection
Job Design & Performance
Grading Management

Career Succession
Pathing Planning

Training &
Potential
Development
Assessment Reward
Management
When should Competency
Models be used?

The use of Competency Model can be : assessment

during recruitment, assessment during further
development; as a profile during assessment to guide
future development needs; succession planning and
promotion; organizational development analysis.

Techniques used to map Competencies include

Critical Incident Analysis and Repertory Grid.
What is Critical incident technique?

Respondents are asked to relate specific

incidents, which highlighted exemplary
behaviours in critical situations. This is based on
the assumption that the best and the worst of a
person surfaces in a crisis.
What is Repertory Grid
Analysis?

 identify important attributes

 for each attributes, establish a
bipolar scale with differentiable
characteristics and their opposites
Example: Assisting in selecting a
computer language

 Attributes
 Availability
 Easy of Programming
 Training Time
 Orientation
 Traits
 High
 Low
 Symbol
 Numeric
Attributes Traits Opposite

Availability Widely Available Not Available

Ease of High Low
Programming
Training Time Low High
Orientation Numeric Symbolic
Business Applications of
Repertory Grid

 Market Research
 Quality Control
 Job Analysis and Design
 Decision Making
Competency Models
❧ “Organizational” Approach Models

❧ “HR Systems” Approach Models

❧ “Team” Approach Models

❧ Individualistic Models
 “Organizational” Approach
Elliot Jaques provides a normative model of effective
hierarchical organizations with an emphasis on
competencies. The elements include the present and
potential competencies of individuals along the dimensions
of cognitive capacity, valuing the work, and non-disruptive
personality.
Peter Senge’s approach to a whole organization
competency model is captured in his notion of the "learning
organization“. Its essential characteristics include nurturing
the growth of new capabilities, transformational learning for
survival, learning through performance and practice, and the
inseparability of process and content.
“HR Systems” Approach
Dubois focuses on the whole human resources
system, but emphasizes competency improvements through
training and development strategies and programming: the
contingencies are driven by organizational strategy but
outcomes are focused on individual employees’ competency
enhancement.
Charles Snow’s contingency model links
organizational performance to HRM and competency.
Strategies depend on extent to which cause-effect relations
affecting organizational performance are known and degree
of formalized standards of desirable performance.
“Team” Approach

Campion’s model, which applies to

professional work, suggests that teams
composed of individuals with complementary
competencies are more effective and have higher
levels of job satisfaction than teams whose
members have the same competency sets. This
is especially true for work that is complex and
varied in scope.
Individualistic Models
Traditional Person-Job Match Model
This model assumes that employees have jobs with specific and
identifiable tasks. Work is generally standardized and repetitive in
an organizational hierarchy. Job performance is readily verifiable.
This model works best with organizations defined by stable
environments
Strategy Based Model
This model assumes that employees have roles defined by the
organization’s strategic goals. Work is flexibly defined and often
carried out in a flattened, decentralized or matrix structure. Role
performance is only partially verifiable. This model functions
most effectively in organizations in competitive, complex or highly
stressed environments.
Individualistic Models (contd)
The Strategy Development Model
This model assumes that employees with broad, strategic
“attributes” will create their own roles which interact to produce
the organization’s strategy. Work is constantly evolving within a
network of organizational relationships. This model is described
in terms of organizations in chaotic, unpredictable, or very rapidly
changing environments.
Intellectual Capital Model
This model emphasize the linkages and dynamic
interaction among human capital, structural capital, and customer
(client) capital. This model stress the knowledge that resides in
employees and strategies to use it and value it differently.
 Competency Matrix
H Search for Consider for transfer or
YEARS IN POSITION alternative position promotion

Pay below Pay at

Reference Salary Reference Salary

Train for current High flyer - Develop

position Career Plan

Pay at Ref. Salary -

Pay below
Consider market
L Reference Salary premium

L COMPETENCY H
 C ompanies create and use the Competency
models to specify the employee behaviors, knowledge,
and motivations that they believe are
necessary to produce organizationally critical results.
But if the model is not quite right, the organization will
suffer. To determine the right model it is essential to
look at actual data -- assessments of employees‘
competencies and of the results they achieve.
Example of Competency
Mapping
 Competency Mapping at Zensar &
L&T Infotech
 Zensar has a Behavioral Competency model that is based on
various job roles in the organization.
 The following is the process of implementation of competency
mapping.
 Having defined the various job roles, a focused study was initiated
where job role holders were interviewed on the critical incident
method and the data of success- critical factors collated.
 The job roles and deliverables were finalized on the basis of
the competencies derived from the data.
 This data was further analyzed, and on the basis of this
competencies that had an impact on the job roles and
deliverables were finalized.
 After identifying the competencies, a job analysis exercise was
carried out where the importance level of every competency
was ascertained before freezing the competency model.
About L & T Infotech

 L & T Infotech a PCMM level 5 company has a successful

competency based HR system.
 Recruitment, training, job rotation, succession planning and
promotions all are defined by competency mapping.
 Nearly all their HR interventions are linked to competency.
 Competencies are enhanced through training and job rotation. In
Addition all people who go through job rotation undergo a
transformation and get a broader perspective of the company.
For instance a person lacking in negotiation skills might be put
in the sales or purchase department for a year to hone their skills
in the area.
 CONCLUSION

Inadequate Role Competencies -Two options:

 Develop the competencies within a
timeframe
 Quit the Role
No option other than to perform
HRD function to ensure competencies in each
role

Dr. MG Jomon, XIMB

 Benefits of Using Competency Model
For the company,

 reinforce corporate strategy, culture, and vision.

 establish expectations for performance excellence,
resulting in a systematic approach to professional
development, improved job satisfaction, and better
employee retention.
 increase the effectiveness of training and
professional development programs by linking
them to the success criteria (i.e., behavioral
standards of excellence).
 provide a common framework and language for
discussing how to implement and communicate key
strategies.
 provide a common understanding of the scope and
requirements of a specific role.
 provide common, organization-wide standards for
career levels that enable employees to move
For Employees,
 identify the success criteria (i.e., behavioral standards of
performance excellence) required to be successful in
their role.

 support a more 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.
For Managers,

 identify performance criteria to improve the accuracy and

ease of the hiring and selection process.

 provide more objective performance standards.

 clarify standards of excellence for easier communication

of performance expectations to direct reports.

 provide a clear foundation for dialogue to occur between

the manager and employee about performance,
development, and career-related issues.
THANK