Competency Mapping: A Tool for HR ExcellenceMd.Ishtiak UddinDepartment of Business Administration, University of Asia Pacific, Dhaka-BangladeshCell: +88-017-55000013; e-mail:ishtiak.hrm@gmail.comKhadiza Rahman TanchiDepartment of Business Administration, Daffodil International University, Dhaka-BangladeshCell: +88-017-38773134; e-mail:tanchi26_rahman@yahoo.comMd.Nahid AlamDepartment of Business Administration, University of Asia Pacific, Dhaka-BangladeshCell: +88-019-12562337; e-mail:nahid.9118@gmail.comAbstractCompetency 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, placements and training needs identification. In performing or carrying out work, it is essential that the required job skills first be articulated. This information not only helps to identify individuals who have the matching skills for doing the work but also the skills that will enhance the successful performance of the work. Yet often to perform well, it is not enough just to have these skills. It is also critical to complement the skills with the necessary knowledge and attitudes. The intent of this article is to trace the concept of competency mapping and its impact on HR practices.

Competency MappingCompetency mapping is a process through which one assesses and determines one's strengths as an European Journal of Business and Management individual worker and in some cases, as part of an organization. It generally examines two areas: emotional intelligence or emotional quotient (EQ), and strengths of the individual in areas like team structure, leadership, and decision-making. Large organizations frequently employ some form of competency mapping to understand how to most effectively employ the competencies of strengths of workers. They may also use competency mapping to analyze the combination of strengths in different workers to produce the most effective teams and the highest quality work.

Competency Mapping Techniques

Behavioral event interviewA behavioral interview is a structured interview that is used to collect information about past behavior. Because past performance is a predictor of future behavior, a behavioral interview attempts to uncover your past performance by asking open-ended questions. Each question helps the interviewer learn about your past performance in a key skill area that is critical to success in the position for which you are interviewing. The interview will be conducted face-to-face whenever possible.Using the STAR Technique

In a behavioral interview, the interviewer will ask questions about your past experiences. A useful way to prepare for this style of questioning is to use the STAR technique. The STAR technique is a way to frame the answers to each question in an organized manner that will give the interviewer the most information about your past experience. As you prepare to answer each question, consider organizing your response by answering each of the following components of the STAR technique:What was the Situation in which you were involved?What was the Task you needed to accomplish?What Action(s) did you take?Repertory gridThe repertory grid is a technique for identifying the ways that a person construes his or her experience. It provides information from which inferences about personality can be made, but it is not a personality test in the conventional sense. A grid consists of four parts.1. A Topic: it is about some part of the person's experience2. A set of Elements, which are examples or instances of the Topic. Any well-defined set of words, phrases, or even brief behavioral vignettes can be used as elements. For example, to see how I construe the purchase of a car, a list of vehicles within my price range could make an excellent set of elements3. A set of Constructs. These are the basic terms that the client uses to make sense of the elements, and are always expressed as a contrast. Thus the meaning of 'Good' depends on whether you intend to say 'Good versus Poor', as if you were construing a theatrical performance, or 'Good versus Evil', as if you were construing the moral or ontological status of some more fundamental experience.4. A set of ratings of Elements on Constructs. Each element is positioned between the two extremes of the construct using a 5- or 7-point rating scale system; this is done repeatedly for all the constructs that apply; and thus its meaning to the client is captured, and statistical analysis varying from simple counting, to more complex multivariate analysis of meaning, is made possible.Steps involved in Repertory grid:Step 1The individual or group begins with a repertory grid, pen or pencil, and five to eight blank cards.Step 2Then the elements are written across the top of the grid.Step 3After this, the subject(s) write numbers on one side of the cards which correspond with theelements at the top of the grid.Step 4The cards are turned face down, shuffled, and then three cards are drawn at random.Step 5The subject(s) mark on the grid which three elements were drawn with an "X". They thendecide: "Out of the three elements chosen, which two seem to have something more in commonwith each other?" These two elements are connected with a line.Step 6 Always on the left side of the grid, the subject(s) will describe what aspect these two elementsshare. On the right side, they will express what it is that makes the third element different fromthe other two. (If this is too difficult, people are allowed to write something they believe to be theopposite of the left hand construct).Step 7Finally, the elements are rated to the constructs. Each element is rated to the constructs on a scaleof one to five, with the left construct as "1" and the right construct as "5". For example, on a scale of 1 to 5, with "1" being most like a "lesson carefully designed for students needs" and five as "giving students second language activities just to kill the time", we see that the subject(s) rated the element, "students are happy" as more like the left construct, with a rating of "2", the element, "students are active" as like the right construct, with a rating of "5", "students retain L2" as like the left side with a rating of "1", and so on. One the first row has been rated, the individual or group turn the three cards over, shuffle them, and begin the process all over again. They may reshuffle in the case of drawing the same three card combination as before. Repertory grids were an invention of the late George Kelly, a mid-West American engineer turned psychologist/psychotherapist who wrote up his work in the '50s. They consist of a rectangular matrix of ratings of things called "elements" (usually placed in the columns) each rated on adjectival phrases or simple adjectives known as "constructs". "Your therapist to you" i.e. the first element represents the way he thinks he is toward his mother, the second is how he thinks she is toward him.Critical incident techniqueThe CIT is a method for getting a subjective report while minimising interference from stereotypical reactions or received opinions. The user is asked to focus on one or more critical incidents which they experienced personally in the field of activity being analysed. A critical incident is defined as one which had an important effect on the final outcome. Critical incidents can only be recognised retrospectively. CIT analysis uses a method known as Content Analysis in order to summarise the experiences of many users or many experiences of the same user.Key features Selection methods cover the entire spectrum of job-relevant abilities, including reasoning and social skills, and are offered in a variety of formats: Multiple-choice tests, either computer-based or paper and pencil Structured interviews Bio-data questionnaires Job-knowledge tests Social skills inventories Executive assessment centers Language-learning ability tests Physical performance tests Professional examinations for managers and executives Complete documentation of development process and validity analysis. Nationwide network of test a administrators can effectively and efficiently administer tests of OPM design.ConclusionCompetency mapping can ultimately serve the individual who decides to seek employment in anenvironment where he or she perhaps can learn new things and be more intellectually challenged. Basically, it is not only done for Confirmed employees of an organization and it can also be done for contract workers or for those seeking employment to emphasize the specific skills which would make them valuable to a potential employer.ReferencesDUTTA, A. and Singh, M.K. (2004), Appraisal Tools for Todays Performance Management in SumatiReddy. Human Resource Management. Best Practices and Cases. ICFAI University Press. India, pp. 71-80.TUCKER, Sharon A., and Kathryn M. Cofsky (1994). Competency-Based Pay on a Banding Platform.ACA Journal. Spring 1994. Volume 3. Number 1.D ULEWICZ, V. (1989 ). Performance appraisal and counseling. In Herriot , P. Assessment andselection in organizations: methods and practices for recruitment and appraisal. John Wiley & Sons. NewYork, pp. 645-649.PEARLMAN, K., and Sanchez, J. I. (2000). The practice of competency modeling. Personnel Psychology .53, 703-740.

A STUDY ON MAPPING OF EMPLOYEES COMPETENCY Krishnaveni.J BSMED, Bharathiar University, Coimbatore 641046, India. venijkrish@gmail.com

Abstract This study aims to assess the competency of the employees of Meenakshi Mission Hospital and Research Centre, Madurai, India. It evaluates various aspects of employees competency such as ability to mutual relationship, communication, adaptability, leadership and overall task proficiency. This study may help the organization to identify the men of incompetence among the employees, and to take remedial measures to improve their performance. Introduction In a knowledge-based economy, it is important for organisations to evaluate workforce competency and develop them on an ongoing basis to meet the global competition. Organizations rely on their competent employees as a main resource. Such concept has lead to the success of an organization. McClelland (1973) stated that a competence in tradition, is a personal trait or set of habits that leads to more effective or superior job performance, in other words, an ability that adds clear economic value to the efforts of a person on the job. Competency mapping is used to identify key attributes (knowledge, skills, and behaviour attributes) that are required to effectively perform job classification or any identified process. Competency mapping evaluates individual strengths and weaknesses, helping to show them, where career development efforts are required. This study aims to evaluate competency possessed by the employees of Meenakshi Mission Hospital and Research Centre, Madurai. Competency Competency is the capacity of an individual developing behaviour, adequate for the job demands governed by parameters of the organizational environment in achieving desired results. The competency mix is comprised of Knowledge, Skills and Attitude. According to Hogg B (1989) competencies are the characteristics of a manager that lead to the demonstration of skills and abilities, which result in effective performance within an occupational area. Competency also embodies the capacity of transfer sills and abilities from one area to another Klemp (1980) defined it as, an underlying characteristic of a person which results in effective and/or superior performance on the job. Woodall and Winstanley (1998) maintain competency as the skills, knowledge and understanding, qualities and attributes, sets of values, beliefs and attitudes which lead to effective managerial performance in a given context, situation or role.

Objectives To measure the level of competency of the employees in MMHRC. To explore the needs of the employees To develop their competency for effective and efficient job performance.

Classification Of Competencies Core Competencies A core competency is defined as an inherent individual capability, critical to the success of business. This is a competency that most individuals are expected to possess, most valued by organisations. Core Competencies are not fixed, as they change in response to the companys environment, involving flexibility and overtime, concomitant with new business changes and adaptations.

Professional Competencies or functional competencies Distinctive organization competencies for each job are grouped, wherein the goal is to optimize performance by improved technical skills. There are three groups: 1. Behavioural Competencies - required in terms of behaviour. 1. Threshold competencies- required to perform a job effetively. 1. Differentiating competencies-which identify and rate individual performances. Competency Mapping Competency mapping identifies the competency of an individual or group of individuals in relation to job requirements. Competency mapping envisages development and sustainability of competency, based on the changing organizational requirements. Mapping is done through the steps: Develop Competency Model

Competency Identification It identifies the competencies required to perform a given job/role successfully. The following tools are used to identify the competencies job; task forces, self benchmarking or by superiors- HR specialist, job experts/ subject matter specialist, task analysis workshop, questionnaire, interviews, group work, critical incident technique and repertory grid.

Competency assessment Competency assessment is the process of assessing the required competency of an individual or group of individuals. The competency of individual or group are assessed by using the following tools; Self and Superior Assessment, 360 degree feedback, Assessment centre, Psychometric tests, Interviews, Leaderless Group Discussion (LGD), In-basket exercise, Management Games, Role play, Case study, Scenario discussion and Portfolio presentation.

Findings From the overall mean score is 3.6525, it is found that the competencies possessed by the respondents are enough competent to do their job. The respondents leadership skills and communication are found to be moderate when compared to other competencies as the means scores are 3.0179 and 3.1984 respectively. Further with the one way analysis of variance test it is found that there is no significant difference between experience of the respondents and their competencies on relationship management, communication, task proficiency and leadership. There is a significant difference between the experience of the respondents and their adaptability.

Conclusion The competencies such as ability to maintain relationship with others, communication, task proficiency, leadership and adaptability of the employees of MHRC, Madurai are satisfactory. One may also develope structured competency model for each job. As competency mapping is an essential task for all the organisation and employee development, it is essential for the organizations to maximise utilization of these talents to gain competitive advantage.

Reference Andrew May (1999) Developing management competencies for fast changing organization, Career Development International, Vol.4, No.6, pp.336-339. Boyatzis R. (1982) The competent manager: a model for effective performance, New York: NY, Wiley Interscience. Boyatzis R. (2007) Competencies in the 21st century, Journal of Management Development Vol. 27 No. 1, 5-12. Cooper, R. Donald and Schindler, S. Pamela (2006) Business research methods, Tata McGraw-Hill Publishing Company Ltd, 9th edition. Deb, T. (2006) Strategic approach to human resource management, New Delhi: Atlantic Publishers and Distributors. Gaspar Robert (2012) A Study on the Perception of Human Resource Executives On Competency Mapping for the Superior Results, International Journal of Social Science Tomorrow, Vol.1, No.8. Gilber, T.F. (1996) Human Competence, Silver Spring, MD: International Society for Performance Improvement. Hogg B (1989) Realizing the Potential of Your Employees through Assessment and Development, London: The Tata- McGraw-Hill Training Series. Klemp, G. O. (1980) The Assessment of Occupational Competence, National Institute of Education, Washington DC. Kothari, C. R. (2004) Research Methodology: Methods and Techniques, New age international (P) Ltd, 2nd revised edition.

A study on Mapping Core Competencies and development of Employees for Excellence with reference to HCL Technologies* Ms. Mily Velayudhan T.K ** Dr. Maran K.

ABSTRACTIn todays competitive world it is becoming very important to build on the competitive activities of the business, particularly regarding what competencies a business needs to have in order to compete in a specific environment. In performing or carrying out work, it is essential that the required job skills first be articulated. This information not only helps to identify individuals who have the matching skills for doing the work but also the skills that will enhance the successful performance of the work. Yet often to perform well, it is not enough just to have these skills. It is also critical to complement the skills with the necessary knowledge and attitudes. These skills, knowledge and attitudes required for the work are usually collectively referred as competencies. This article is a pilot study done in-depth for assessing the competencies possessed by the employees in an unbiased manner, also to find out the gap between the present competencies and expected competencies of the employees at HCL Technologies, Chennai.

IntroductionThe 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. Competencies and skills management have been highly linked to the efforts of companies to create a setting for the empowerment of their workforce in order to increase a competitive advantage, innovation, effectiveness (houtzagers, 1999). This article is organized as follows in the first section we provide a short introduction about competency mapping and core competencies, next we provide an indepth study on the mapping of core competencies of the employees for the present and required competencies at HCL Technologies, wherehypothesis were set and conclusions were drawn, the competency aspects taken for the study is 15 aspect which are as follows: 1. Drive for results 2.Process management 3. Functional Expertise 4.Personal effectiveness 5. Innovation 6.Team effectiveness7. Customer service 8. Self development 9. Analytical thinking 10. Physical ability 11. Knowledge 12.Aptititude 13. Motivation14. Communication, 15. Leadership. For the purpose of selecting sample for the present study Chennai region was selected, simple random sampling was used to collect the data and the sample size was 50 , these 50 samples was taken from the population of 500 employees with a structured questionnaire. In this pilot study gaps were assessed between required and existing levels of competencies. All the 50 employees were assessed on their 15 aspects and the Test Statistics used for the study is t-test, ANOVA and graphs employees and were from middle level.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 welldefined 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.Core competenceThe concept of core competency was first brought by Selznick (1957) who used distinctive competency to depict the corporate advantage through various value activities. Competency is the most important 55 actor to complete a specific task. McClelland (1973) indicated that competency is one of the key factors that affect learning efficiency and is more efficient than intelligence (IQ) to predict the output of learning.McLagan (1983) indicated that competency is the trait and knowledge that undergrounds the effective work. Thornston (1992) also illustrated that competency is a bunch of behavior characters related to work performance. Spencer and Spencer (1993) proposed the iceberg theory that competency includes both implicit and explicit traits that are related to understanding and prediction of work performance. Competency was further categorized into five groups: motive, trait,selfconcept, knowledge and skill.Prahalad and Hamel indicated the linkage between core competence and corporate competitive advantage. However , there is no consensus on defining competency given that multiple of them has been stated(Lahti,1999) that highlights a close linkage to the strategic thinking, therefore the concept of core competence is derived from the competency that highlights a close linkage to the strategic thinking, therefore the concept of core competency even though originated from individual level can be easily linked to organizational level. From then on, strategy management combined the concept of core competence with resource base essence into strategic thinking and implementation process (Barney and Wright, 1998, Mueller, 1996). This implies that only the resources and capability transformed into core competency can become competitive strength (De Saa-Peerez and Garcis-Falcon, 2002).Types of CompetencyThere are four types of competency:1. Employee Core CompetencyCompetency that relate to organizations values, mission and strategy; these are competencies that reflect organizational core capabilities and should be possessed by all employees regardless of their function.Example: Customer satisfaction; quality orientation2. Managerial CompetencyCompetencies that relate to skills needed to perform managerial work and process; it deals with the interaction process either with individual or group of people. Typically generic in nature, these competencies are common skills sets required by most companies; are not necessarily industry specific, and are not confined to managerial positions. In typical organizations, managerial competencies will play greater emphasis as the position progresses within the organization. In general, managerial competency could bedivided into two categories:Human CompetencyAn ability to work with, understand and motivate other people as individuals or in group. It relates to the individuals expertise in interacting with others in a way that will enhance the successful completion of the task at hand.Examples: interpersonal skills; developing people.Conceptual CompetencyAn ability to understand the degree of complexity in a given situation and to reduce that complexity to a level at which specific courses of action can be derived.Example: problem solving and decision making3. Technical/Functional CompetencyCompetencies that pertain to specific bodies of knowledge and skills required to perform the defined activities in an industry, function or job. It include the abilities to use the procedures, techniques and knowledge of a specialized field.Example: sales ability, behavior interview technique.4. Personal AttributeCompetencies that relate to inherent personal characteristics (e.g. motives, self image, self concept, etc.) and potentially affect work attitude and performance.Example: tolerance for stress, achievement motivation.Competency life cycle and core application areas The competency life cycle is the aggregation of four macro-phases which aim at the continuous enhancement and development of individual and organizational competencies. The four macrophases are as follows: competency mapping; competency diagnosis: competency development and competency monitoring. Competency mapping aims to provide the organization with an overview of all the necessary competencies in order to fulfill its targets, which are defined by the organizational business plan, the projects requirements, the group needs and the job role requirements. The required proficiency level for each job profile is defined in this phase as well. The second phase is competency diagnosis, meaning an instance of the current situation of the competencies and equivalent proficiency level that each individual employee possesses. A skill gap analysis is also essential in the phase, in order to define the gap between the number and level of competencies that the employees possess, in comparison with the number and level of competencies required by the organization, according to their job role. Competency development is the third phase and it deals with the scheduling of activities so as to increase the number and proficiency level of competencies that the employees should have, according to the previous two phases and the skill gap analysis. The last phase is the monitoring of competencies, i.e a continuous examination of the results achieved by the competency development phase.ConclusionAt the all levels, competency management identifies and acquires or builds the competencies needed immediately to manage the routine, dayto- day work of the organization. The study conclusively reveals the positive relationship between male and female employees in all the fifteen aspects also there is a positive relationship between the qualifications of the three groups and all the fifteen aspects covered in the study. The ttest analysis also reveals that there is significant difference between the two groups of employees on personal effectiveness also Significance difference were found between married and unmarried group of employees in HCL on Functional expertise, Innovation, Customer service, Analytical thinking, Motivation . The one way ANOVA reveals that the Income groups of employees in HCL on Customer service and Communication defers , Significance difference found between the employees working for