24905619 Competency Mapping Procedures and Steps

7/27/2019 24905619 Competency Mapping Procedures and Steps

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COMPETENCY

MAPPINGPROCEDURESAND

STEPS

Presented by: Sahana. P


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COMMON STEPS IN

COMPETENCY MAPPING

First Step: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 attributesneeded to make it up to the next level, thus

making it behavioural as well as skill-based.


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COMMON STEPS IN

COMPETENCY MAPPING

Second Step: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 any.


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COMMON STEPS IN

COMPETENCY MAPPING

Third Step: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. An almost

(but not quite) arbitrary level of attainment isnoted against each benchmark indicating

the areas where the assessee is in terms of

personal development and achievement.


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COMMON STEPS IN

COMPETENCY MAPPING

These give 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.

It helps in determining the training anddevelopment needs and importantly it helps

to encourage the best and develop the rest.

A win-win situation for everyone.


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TOOLSFORDATACOLLECTION

Behavioral events interview.

Expert panels.

Surveys.Expert systems.

Job analysis.

Role analysis.Direct observation.


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STAGESINDEVELOPINGORGANIZATION

WIDECOMPETENCYMODEL

Stage 1:

Data gathering

and preparation

Stage 2:

Data analysis

Stage 3:

Validation

Study identified

jobs

Identify major

categories ofskills

Identify

probable

competencies

Review list of

competencies

Competencydefinition

Assign

proficiency

levels

Content

validation

session

Reinforce

criticalcompetency

Refine

competency

definitions


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DATA ANALYSIS

Review list of competencies:

Review the competencies that are identified,

to check if they fulfill the purpose or

objective of the job.

Competencies are finalized for each job

role.

Identify and list meta competencies.Have it agreed with the management teams.

Each role profile in turn would now have a

detailed set meta and sub competencies.


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DATA ANALYSIS

Construct competency definitions:Job family Works

manager

Sales

manager

Production

manager

Treasurer

Competency

1

Problem

solving

Sales force

management

Conflict

management

Forecasting

Competency

2

Conflict

management

Channel

administration

Decision

making

Issue

management

Competency

3

Quality

management

Data

gathering

Problem

solving

Data

gathering


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DATA ANALYSIS

Each of the competencies are now defined

in the context of the role profile.

Assign proficiency level:Define what proficiency means to the

organization and what use would it be put to

within the organization.Define levels and differentiate between

appraisal ranking and proficiency levels.


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VALIDATINGTHECOMPETENCYMODEL

Validation can be done in three stages:

Content validation session.

Reinforce proficiency of criticalcompetencies.

Refine competency definitions, if

necessary.


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VALIDATINGTHECOMPETENCY

MODEL

Content validation session:

Bring together an appropriate focus group

consisting of top management, cross

section managers and typical role profileholders.

Validate the skills identified and

competencies profiled.Conduct a validation exercise to check for

the ease of understanding, implementation

possibility, time and the process involved to

roll it out through the enterprise.


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MODEL

Define milestones for such an

implementation work.

Tabulate the learning process.

Evaluate whether the exercise hasgenerated adequate data and information to

progress with the competency definition and

proficiency mapping exercise.

Reestablish the business case for

implementing a competency development

work process.

Run pilot workshops where ever necessary.


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MODEL

Reinforce proficiency of critical

competencies:At this stage, proficiency analysis and validation is

essential to be conducted through similar crossmanagement focus groups.

Illustrate with examples how proficiency levels have

been articulated, valued and how they would be

used. Handle insecurities and threat perceptions in the

usage of proficiency levels.

Run pilot workshops where necessary.


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MODEL

Refine competency definitions, if

necessary:

Focus on the competency definitions

obtained through the validation exercise.

Conduct a top management workshop and

finalize the definitions.

Run a pilot focus group, if necessary.


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COMPETENCYPROFILE

Competencies are the combination of

Knowledge, Abilities, and Skills that

contribute to individual and organizational

performance.Behavior

Knowledge

Skills

Abilities

Personal Attributes


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COMPETENCYPROFILE

Competency profiling aims to identify all of

these KAPS in order to help create a real

and sustainable change in behavior.

Knowledge: Information that is organized,learned and applied through experience,

study, or investigation.

Ability: Innate potential to perform mental

and physical actions.


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COMPETENCYPROFILE

Personal Attributes: Individual traits,

values, motives that indicate

employees behavior.

Skills: Result of repeatedly applying

knowledge or an ability.


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THANK YOU

24905619 Competency Mapping Procedures and Steps

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