COMPETENCY

Definition of Competency

A combination of knowledge, skills, attitude and personality of an

individual as applied to a role or job in the context of the present and future

environment that accounts for sustained success within the framework of

Organizational Values.

Competencies include the collection of success factors necessary for

achieving important results in a specific job or work role in a particular

organization. Success factors are combinations of knowledge, skills, and attributes

(more historically called “KSA’s”) that are described in terms of specific

behaviors, and are demonstrated by superior performers in those jobs or work

roles. Attributes include: personal characteristics, traits, motives, values or ways of

thinking that impact an individual’s behavior.

History

A team of Educationists lead by Benjamin Bloom in the USA in mid fifties

laid the foundation for identifying educational objectives and thereby defining the

knowledge, attitudes and skills needed to be developed in education. David

McClelland the famous Harvard Psychologist has pioneered the competency

movement across the world. His classic books on "Talent and Society",

"Achievement Motive", "The Achieving Society", "Motivating Economic

Achievement" and "Power the Inner Experience" brought out several new

dimensions of the competencies. These competencies exposed by McClelland dealt

with the affective domain in Bloom's terminology.

The turning point for competency movement is the article published in

American Psychologist in 1973 by McClelland, wherein he presented that

traditional achievement and intelligence scores may not be able to predict job

success and what is required is to profile the exact competencies required to

perform a given job effectively and measure them using a variety of tests.

Latter McBer, a Consulting Firm founded by David McClelland and his

associate Berlew have specialized in mapping the competencies of entrepreneurs

and managers across the world. They even developed a new and yet simple

methodology called the Behavior Event Interviewing (BEI) to map the

competencies.

Components of Competency

Competency has three major components which are as follows:

Knowledge

Skills

Attitude

Self Concept

Traits & Motives

Value

Attitude

Knowledge

Skill

Core CompetenciesMost difficult to develop

Figure4.1: Components of Competency

Knowledge:

It refers to the information a person possesses about specific areas,

knowledge comprises many factors like memory, numerical ability, linguistic

ability, and is, therefore, a complex competency. It can be either:

Scientific Knowledge

Technical Knowledge

Job Knowledge

Skill:

It represents intelligent application of knowledge, experience, and tools.

This is the procedural "know how" knowledge (what one can do), either covert

Surface

Competencies

Most easily

(e.g., deductive or inductive reasoning) or observable e.g. "active listening" skill in

an interview. They are demonstrated abilities or proficiencies, which are developed

and learned from past work and life experience.

Attitudes:

Attitudes are predispositions to other individuals, groups, objects,

situations, events, issues, etc. For example attitude to a particular occupation or

type of machine or a particular technology all influence our behavior. If a person

does not have a positive attitude to computers or IT, he is not likely to use a

computer. If he is not positive about the uses of ERP or SAP, he is not likely to use

the ERP or SAP. Attitudes determine the kind of things we choose and whether we

are likely to approach a particular situation or not or whether we are open to try out

the technology or meet the customer or sell a particular product with high

motivation, etc.

Attitudes decide our approach or avoidance behavior. They are normally

conceptualized as positive or negative. A positive attitude makes us to treat that

object, technology, method, situation, and person or group more positively and

therefore we appreciate it and promote the same.

Knowledge and skills tend to be visible and relatively surface,

characteristics of people. But attitude, trait and motive competencies are more

hidden “deeper” and central to personality.

Surface knowledge and skills are relatively easy to develop. But core

motive and trait competencies are at the base of the personality and are more

difficult to assess and develop. This has been depicted below in the form of an

iceberg model.

Figure 4.2: Iceberg Model of

Who Identifies competencies?

Competencies can be identified by one of more of the following category of

people:

Experts

HR Specialists

Job analysts

Psychologists

Industrial Engineers etc.

In consultation with: Line Managers, Current & Past Role holders,

Supervising Seniors, Reporting and Reviewing Officers, Internal Customers,

Subordinates of the role holders and other role set members of the role.

Behavior Indicators

A Competency is described in terms of key behaviors that enable recognition

of that competency at the work place.

These behaviors are demonstrated by excellent performers on-the-job much

more consistently than average or poor performers. These characteristics generally

follow the 80-20 rule in that they include the key behaviors that primarily drive

excellent performance.

Following are some key behavior indicators in an employee:

Independently researches for information and solutions to issues

Ability to know what needs to be done or find out (research) and take steps

to get it done

Ask questions when not sure of what the problem is or to gain more

information.

Able to identify the underlying or main problem.

Shows willingness to experiment with new things.

Develops a list of decision making guidelines to help arrive at logical

solutions.

Classification of Competencies:

Competencies can broadly be classified into two categories

Basic Competencies

Professional Competencies

Hence, it can be simply said that,

Competencies = Basic Competencies + Professional Competencies

Basic competencies

These are inherent in all individuals.  Only their degree of existence

differs.  For example, problem solving is a competency that exists in every

individual but in varying degrees. 

Types of Basic Competencies

The basic competencies encompass the following:

(i). Intellectual Competencies: Those which determine the intellectual ability of a

person.

(ii).Motivational Competencies: Those which determine the level of motivation

in an individual.

(iii). Emotional Competencies: Those which determine an individual's emotional

quotient.

(iv). Social Competencies: Those that determine the level of social ability in a

person.

It has been proved by various scholars that all individuals have

competencies. Only the combination and degree of these competencies differ from

individual to individual.  Hence, organizations have to identify the critical basic

competencies required for individual employees to deliver their best in their

organization.  The importance of mapping the competencies proves critical for

organizational success. 

These competencies have been presented below in the form of a grid.

Motivational competencies :

Continuous learning

Perseverance

Achievement orientation

Time management

Intellectual competencies:

Communication

Creativity

Analytical ability

Planning and organizing

Social competencies:

Team work

Inter personnel skills

Responsibility

Customer satisfaction

Emotional competencies:

Initiative

Optimism

Self confidence

Leadership

Managing stress

Managing change

Basic Competencies

Professional competencies

These are over and above the basic competencies, and are job related.  For

example, handling a sales call effectively is a competency that a sales personnel

would be required to have.

Types of Professional Competencies:

The professional competencies encompass the following:

Knowledge.

Experience .

Expertise gained by an individual employee.

Types of Organizational Competencies

The previous section classified competency as basic competencies and

professional competencies. This section analyses the types of competencies in an

organization. Competencies in organizations tend to fall into following broad

categories:

Generic Competencies

Managerial Competencies

Functional/Technical Competencies

Let us now deal with each of them in detail

Generic Competencies

These are the competencies which are considered essential for all staff,

regardless of their function or level, i.e. Communication, program execution,

processing tools, linguistic, etc. These competencies include broad success factors

not tied to a specific work function or industry (often focusing on leadership or

emotional intelligence behaviors).

They can be represented as below, followed by a brief explanation of each

of them:

Communication

Team Working & Interpersonal Effectiveness

Influencing Ability

Achievement Orientation

Networking Ability

(i) Communication: Competency of Communication is defined as the set of

human attributes required to communicate ideas, thoughts and feelings clearly and

correctly using oral or written means.

(ii) Team Working & Interpersonal Effectiveness: Competency of Interpersonal

Effectiveness and Team working is defined as the set of human attributes required

to impact team or group working to achieve the team objectives.

(iii) Influencing Ability: Competency of Influencing ability is defined as the set of

human attributes required to Impact the outcome of an interaction.

(iv) Achievement Orientation: Competency of Achievement orientation is

defined as the set of human attributes required to continuously seek and achieve

higher goals.

(v) Networking Ability: Competency of Networking Ability is defined as the set

of human attributes required to maintain contact and relationship with different

people from different fields.

Creative Thinking: Competency of Creative thinking is defined as the set of

human attributes required to generate solutions.

Strategic Thinking: Competency of Strategic thinking is defined as the set of

human attributes required to visualize near and distant future conditions and

develop appropriate organizational response.

Tolerance to non-compliance, non-congruence, and non-conformance:

Competency of tolerance to non-compliance, non-congruence, and non-

conformance is defined as the set of human attributes required to remain unfazed

when encountered with unfamiliar and unacceptable situations.

Managerial Competencies

These are the competencies which are considered essential for staff with

managerial or supervisory responsibility in any service or program.

They are as presented below:

(i) Customer Orientation: Competency of customer orientation is defined as the

set of human attributes required to understand and satisfy customer’s needs and

requirements.

(ii) Organizing Skills: Competency of organizing is defined as the set of human

attributes required to establish, nurture and troubleshoot organizational processes

and relationships for effective delivery of objectives.

(iii) Cross functional Perspective: Competency of Cross functional perspective is

defined as the set of human attributes required to understand one’s own job in

relation with other functions within the organization.

(iv) Planning Skills: Competency of Planning is defined as the set of human

attributes required to understand the inter relationships and requirements of

different activities to be performed to achieve the desired objectives.

(v) Execution Skills: Competency of Job execution is defined as the set of human

attributes required to carry out the assigned activities to the satisfaction of the

customer cost effectively.

(vi) Analytical Skills: Competency of Analytical skills is defined as the set of

human attributes required to understand and interpret the data and information.

(vii) Decision Making: Competency of decision making is defined as the set of

human attributes required to decide the course of action under any situation.

(viii) Delegation: Competency of delegation is defined as the set of human

attributes required to empower the subordinates for effective operations.

(ix) Leadership: Competency of Leadership is defined as the set of human

attributes required to take responsibility for accomplishing the desired objectives.

(x) Developing and supporting subordinates for effectiveness: Competency of

Developing and supporting subordinates is defined as the set of human attributes

required to enable the subordinates to be effective in the assigned job and

contribute to the organization.

Functional/Technical Competencies

These are the specific competencies which are considered essential to

perform any job in the organization within a defined technical or functional area of

work.

(i) Business Awareness: Competency of Business Awareness is defined as the set

of human attributes required to take business decisions for achieving business

objectives.

(ii) Business Skills: Competency of Business Skills is defined as the set of human

attributes required to effectively perform the functional business processes.

(iii) Technical Skills: Competency of Technical Skills is defined as the set of

human attributes required to effectively perform the technical responsibilities of

the job position. The technical skills have to be primarily assessed through

technical interview or written test.

COMPETENCY MAPPING

Definition of Competency Mapping

Competency mapping is the process of identification of the competencies

required to perform successfully a given job or role or a set of tasks at a given

point of time. 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.

It consists of breaking a given role or job into its constituent tasks or activities and

identifying the competencies (technical, managerial, behavioral, conceptual

knowledge, an attitudes, skills, etc.) needed to perform the same successfully.

Process

Competency mapping process is designed to consistently measure and

assess individual and group performance as it relates to the expectations of the

organization and its customers. It is used to identify key attributes (knowledge,

skills, and behavior attributes) that are required to perform effectively in a job or

an identified process. Competency Mapping juxtaposes two sets of data.

One set is based on organizational workflow and processes. It starts with

the clear articulation of workflow and processes, including all quality and quantity

requirements, inputs and outputs, decision criteria, and most important, internal

and external customer requirements. The other set of data is based on individual

and group performance capabilities. It is collected through the utilization of a

variety of assessment tools and procedures (which may include a robust 360-

degree feedback process) to assess the extent to which individuals and groups can

consistently demonstrate over time the competencies required to meet the

expectations. Where the output from the organizational maps meet the individual

and group performance capabilities, an overall trend line is created that identified

where in the process specific developmental opportunities exists, and with what

specific population. Competency mapping process can be the foundation for

aligning workflow and process outputs with critical customer requirements with a

foundation of required employee attributes and competencies. It is further covered

in greater details in section.

Need for Competency Mapping

With global economy and the world becoming a global village, firms have

become more aware of the need for having competent employees and developing

distinguished competencies for every organization. This need arose due to the

following reasons:

Increased cost of manpower

Need for ensuring that competent people are available for performing

various critical roles.

Downsizing adds to the consequent need to get a lot of thing done with

fewer people and thus reduce manpower costs and pass on the advantage

to the customer.

Recognition that technology, finances, customers and markets, systems

and processes can all be set right or managed effectively if we have the

right kind of human resources.

The need for focus in performing roles-need for time management,

nurturing of competence, increased emphasis on performance

management systems.

And recognition of the strategic advantage given by employee

competencies in building the core competencies of the organization.

Several organizations have realized the importance of this in the last one

decade and hence the rush for competency mapping.

In good organizations with competent HR managers, competency mapping

should already be in existence. Traditionally HR directors and their top

management have always paid attention to competencies and incorporated them in

their appraisal system. For example when L&T, LIC or NDDB, HLL, Bharat

Petroleum, etc. revised their performance appraisal systems, they focused on the

assessment of competencies.

The following figure summarizes the need for competency mapping

Need for Competency Mapping

Competency mapping therefore is important and is an essential exercise.

Every well managed firm should have well defined roles and list of competencies

required for performing each role effectively. Such list should be used for

recruitment, performance management, promotions, placement and training needs

identification.

Areas of Implementation

The competency mapping can be applied to the areas depicted in the following

diagram:

Areas of Implementation of Competency Mapping

Recruitment and selection

Competencies can be used to construct a template for use in recruitment

and selection. Information on the level of a competency required for effective

performance would be used to determine the competency levels that new hires

should possess. Depending upon the accepted definition, competency data may

take the form of behaviors, skills, abilities and other characteristics.

Competency based selection can be a way to gain competitive advantage.

Some of these advantages are listed below:

A firm that knows how to assess competencies can effectively hire the best

at a reasonable price, for example hire under priced but highly

entrepreneurial MBA’s from lesser-known business schools.

There is high turnover due to high failure rate among new hires. The

organization needs to identify new hires with the potential to become future

managers or leaders.

A gap between the competencies needed and what the organization can hire

for indicates the training new hires will need.

A lengthy training period may transpire before new hires become

productive. New hires with the competencies to do a job become fully

productive faster.

Training and Development

It involves identifying gaps and helping employees develop in the right

direction. Knowing the competency profile for a position allows individuals to

compare their own competencies to those required by the position or the career

path. Training or development plans could focus on those competencies needing

improvement.

If the training programs can be aligned to the development needs emerging

out of the appraisal system and to the market led training needs they can contribute

better to both individual and business objectives. This can be achieved in the

following manner:

Firstly determine the competencies for a particular position

Secondly identify the competencies of the person holding that position

By mapping the competencies, identify gaps in terms of the competencies

for that role and the competencies of the person doing that role to diagnose

the training and development needs.

Identify the most appropriate training and development methodology for

each trainable competency

Accordingly, the person can be trained on those competencies only.

Competency based training programs clearly tell what should be the competency

level of the person entering the program. This would drastically reduce the training

cost for the organization.

Career and succession planning

It involves assessing employees’ readiness or potential to take on new

challenges. Determining a person job fit can be based on matching the competency

profile of an individual to the set of competencies required for excellence within a

profession. Individuals would know the Competencies required for a particular

position and therefore would have an opportunity to decide if they have the

potential to pursue that position or not.

Rewards and Recognition

Competency based pay is compensation for individual characteristics for

skills and competencies over and above the pay a job or organizational role itself

commands. One way of improving employee performance is by recognizing and

rewarding effort. Competency pay is the best way to do so. Rewarding employees

for their ability to make the best use of their skills and competencies in accordance

with the organization’s needs was the logic behind this once popular HR tool.

Various elements are considered for arriving at compensation increase.

Enhancement in competencies has to be one of them. There is a need for

competency based compensation system

To attract more competent than average employees

To reward for results and competencies developed

To motivate employees to maintain and enhance their skills and

competencies regularly

By rewarding employees who develop relevant competencies the

organization can benefit by improving its own capability to face the future.

Performance Management System

Performance has two dimensions

Achieving business results

Developing individual competencies

These days performance appraisal is seen by managers and employees as a

bureaucratic “paperwork” exercises that they do not take seriously because it has

little impact on employee development. Performance appraisals do not address the

employees’ questions about skill development or career advancement. Competency

based performance management would:

Focus on “HOW” of performance and not on “WHAT” of performance

i.e. not on results but how the results are achieved

Link to development of the individual and not just rewards.

Competency based PMS shift the emphasis of appraisal from organization results

to employee behaviors and competencies demonstrated and hence help identify

development gaps.

Advantages of Competency Mapping

There are several advantages of competency mapping over traditional job

analysis. The following section analyzes each of them in relation to the company,

the managers and the individual employees. The section also gives a comparative

view of the competency based approach and the job analysis approach.

For the company

Establishes expectations for performance excellence

Improved job satisfaction and better employee retention

Increase in the effectiveness of training and professional development

programs because of their link to success criteria.

Provides a common understanding of scope and requirements of a

specific role

Provides a common, organization wide standard for career levels that

enable employees to move across business boundaries

Help companies “raise the bar” of performance expectations

Help teams and individuals align their behaviors with key

organizational strategies.

For Managers

Identify performance criteria to improve the accuracy and ease of the

selection process.

Provide more objective performance standards.

Easier communication of performance expectations.

Provide a clear foundation for dialogue to occur between the managers and

employees and performance, development and career-oriented issues.

For employees

Identify the behavioral standards of performance excellence.

Provide a more specific and objective assessment of their strengths and the

tools required to enhance their skills.

Enhances clarity on career related issues.

Helps each understand how to achieve expectations.

Traditional Job Analysis versus Competency Approach

Job Analysis leads to….

Long list of tasks and skills /

knowledge required to perform

each of those tasks.

Data generation from subject

matter experts; job incumbents.

Effective performance.

Competency model leads to….

A distilled set of underlying

characteristics.

Data generation from outstanding

performers in addition to subject

matter experts and other job

incumbents.

Outstanding performance.

Table : Job Analysis versus Competency Approach

Disadvantages of Competency Mapping

In spite of the several advantages offered by competency mapping, there are few

drawbacks to the approach. Some of these are discussed below:

A problem with competency mapping, especially when conducted by an

organization is that there may be no room for an individual to work in a field

that would best make use of his or her competencies.

If the company does not respond to competency mapping by reorganizing its

employees, then it can be of little short-term benefit and may actually result

in greater unhappiness on the part of individual employees.

If too much emphasis is placed on 'inputs' at the expense of 'outputs', there is

a risk that it will favor employees who are good in theory but not in practice

and will fail to achieve the results that make a business successful.

They can become out of date very quickly due to the fast pace of change in

organizations and it can therefore be expensive and time consuming to keep them

up-to-date.

Model of Competency Mapping

Definition

A competency mapping model is an organizing framework that lists the

competencies required for effective performance in a specific job, job family (e.g.,

group of related jobs), organization, function, or process. Individual competencies

are organized into competency models to enable people in an organization or

profession to understand, discuss, and apply the competencies to workforce

performance.

The competencies in a model may be organized in a variety of formats. No

one approach is inherently best; organizational needs will determine the optimal

framework. A common approach is to identify several competencies that are

essential for all employees and then identify several additional categories of

competencies that apply only to specific subgroups. Some competency models are

organized according to the type of competency, such as leadership, personal

effectiveness, or technical capacity. Other models may employ a framework based

on job level, with a basic set of competencies for a given job family and additional

competencies added cumulatively for each higher job level within the job family.

Developing the model

Strategize – assess business needs, evaluate contextual drivers, engage

stakeholders and set goals.

Initiate – identify methodologies, develop project plans, review existing

data, benchmark competencies, and collect competency data.

Model – analyze and synthesize data, identify competencies and develop

models, and validate models.

Pilot – develop implementation and evaluation plans, develop and initiate

competency applications, and continuously communicate activities.

Link – link to all human resources system components, and phase in

implementation of other competency' based applications.

Evaluate – establish and evaluate measures, and continuously improve the

system.

Figure 3b.3: Sta

STUDY IDENTIFIED JOBS

REVIEW LIST OF PROBALE COMPETENCIES

REINFORCE PROFICIENCY OF CRITICAL COMPETENCIES

ASSIGN PROFICIENCY LEVELS

CONTENT VALIDATION SESSION

IDENTIFY POSSIBLE COMPETENCIES

IDENTIFY MAJOR CATEGORIES OF SKILLS

REFINE COMPETENCY DECISIONS IF NECESSARY

CONSTRUCT COMPETENCY

Identify Departments and Organization Hierarchy

Conduct Semi Structured Interview

Obtain Job Description

Preparation of List of Skills

Indicate Proficiency Levels

Generate List of Competencies

Validate competencies & Proficiency levels

Prepare competency matrix

Mapping of Competency

These steps have been segregated in view of implementing the model and are depicted in the following figure:

Figure: Steps for implementing the Competency mapping model

Following is a brief description of each of these steps:

Step 1: Identify departments for competency mapping

Decide and select the departments within the organization which we would

like to include into our study. The departments should be chosen based on their

criticality and importance to the organization.

Step 2: Identifying hierarchy within the organization and selection of levels

Study the organization hierarchy across each of the selected departments.

Step 3: Obtain the job descriptions.

For all the levels at every department obtain each role’s job description.

Job descriptions are a basic human resources management tool that can help to

increase individual and organizational effectiveness. For each employee, a good,

up-to-date job description helps the incumbent to understand their duties and

responsibilities; the relative importance of the duties; and, how their position

contributes to the mission, goals, and objectives of the organization. For the

organization, good job descriptions contribute to organizational effectiveness by

ensuring that the work carried out by staff is aligned with the organization’s

mission; and, helping management clearly identify the most appropriate employee

for new duties and realigning workloads.

Step 4: Preparation of semi structured interview

In structured interviews, carefully planned questions are asked individually

of job incumbents, their managers, or others familiar with the job. Benchmarking

interviews with other organizations are especially useful in achieving a broader

view of the job or determining which competencies are more universally deemed

necessary for a particular job. However, it is important to be cautious in applying

the information collected from other organizations as there are many variables such

as work environment, culture, and differences in job responsibilities that may limit

the relevance of the information.

Step 5: Scheduling of interviews

Obtain a list of employees from respective department heads and

accordingly schedule interviews. A minimum of 5 candidates are to be interviewed

at each level in each department.

Step 6: Recording of interview details

The candidate’s answers and opinions have to be recorded in as much detail

as possible for further reference during the project.

Step 7: Preparation of a list of Skills

As per the interview and the details that were generated from the

candidate, generate a list of skills observed for the job. Thereon a list of identified

competencies should be drawn for each interviewed candidate.

Step 8: Repeat for next levels and functions.

The interviews and appropriate recording of answers should be done at all

remaining levels and other departments within the Torrent Research Center.

Step 9: Make the list of the competencies required for the department for

each level and each function giving behavioral indicators.

For each position at each department a list of competencies observed from

both the job description and the semi structured interview (list of skills) should be

drawn up.

Each competency should be given a name and an appropriate definition that clearly

indicates its meaning and essence.

Step 10: Validate identified competencies and proficiency levels with Head of

Departments.

Confirm competency definitions with respective Head of Departments and

obtain from the required proficiency levels of each competency that is ideal for

each role. Also locate any missing competencies.

Step 11: Preparation of competency matrix

Prepare a matrix defining competencies required and corresponding

proficiency levels for each level across all departments.

Step 12: Mapping of competencies

Map the competencies of selected employees against the competency

matrix as per their employee level and department. Here an employee’s actual

proficiency level of a particular competency would be mapped against the target

proficiency level.

Process of Competency Mapping

Competency mapping requires a lot of planning and efforts of the HR

department as it’s a lengthy and a time consuming process. It is essential to lay

down the entire plan first, and then take it forward.

Preparation of Questionnaire

CollectionOf Responses

AnalysisFindings

Process of Competency Mapping

The diagram explains the flow of the Competency Mapping Methodology. Each of

the stages is explained in detail below:

Laying Down Of Objectives

Before conducting any research it is very essential to understand the reason

or the objectives one is planning to establish through the research. Therefore it is

vital to list down the objectives which will help to plan the exercise in accordance

with the objectives and ultimately establish what we desire to arrive at.

The objectives of Competency Mapping are as follows:

To establish a Competency Model, which helps in creating a

benchmark for all the employees in the organization and will help in

performing all HR functions more efficiently.

To map the competencies of the existing employees and understand

where they fall low or average in comparison to the competencies

essential for their job/role. This will help in identifying training and

development needs for the employees.

Preparation of the Questionnaire

The data required for competency mapping for the middle management is

collected by undertaking “Job Evaluation” which includes the preparation of a

“Role Profile Questionnaire”. This questionnaire is designed keeping in mind the

objectives of the project. The questions are framed in such a way so as to derive

accurate and appropriate responses relevant to the project.

There are various tools of Competency Mapping for the employees as discussed

earlier in the report. The application of these tools is visible in the questionnaire.

These tools include:

Rank Order Rating

Behavioral Event Interview

Rank Order Rating is used to find out which competencies are required for

each job/role and their order of importance to each profile. The Behavioral Event

Interview is a set of open ended questions to find out the STAR’s (Situation, Task,

Action and Results).

Once the questionnaire is prepared, the responses are collected from the

employees belonging to the middle level management by a one on one interaction

with each respondent.

Collection of Responses

This stage consumes the maximum time. As the employees to be

interviewed belong to the middle management, they are usually pre-occupied with

their work and therefore it becomes difficult for them to spare time for the

questionnaire. Hence this stage takes almost a month to complete.

Analysis

Once the data is collected from all the employees belonging to the middle

level management, the data is then analyzed manually.

To establish the Competency Model, the analysis is based on the ratings

provided by each employee to the different competencies. The highest rated

competencies form the critical competencies in the model and the others follow in

the other categories.

Another technique used is called the Opportunity Algorithm which is

used to map the current competencies of the employees in relation to the

competencies rated by the employees in question 2. The Opportunity Algorithm

was introduced by the Harvard School of Business and is one of the most

successful formulae used by many big organizations. The Opportunity Algorithm

is explained in brief below:

The Opportunity Algorithm

How can a company discover and prioritize the most promising skills and

opportunities in their Human Resources to achieve their desired goals/objectives?

Executives struggle with this question every day and an outcome based on research

offers a surprisingly simple answer. The best outcomes spring from those skills

that are important to the job/role but are not satisfied entirely or that are partially

satisfied by the existing job/role holders

Selecting the richest areas of opportunity from a long list of outcomes is

critical since chasing the less promising ones is a drain on one’s resources.

Fortunately, a simple mathematical formula known as “Opportunity calculation”

makes it possible to discover the most promising areas. The formula [Importance +

(Importance – Satisfaction) = Opportunity] yields highly accurate results. The

companies ask the job/role holders to quantify on a scale, the importance of

each desired outcome (skill) and the degree to which it is currently satisfied (how

they assess themselves on each of the desired outcome). Those rankings are

inserted into the formula, resulting in an overall opportunity score.

After the application of the formula one arrives at various opportunity

scores for each of the job/role holders. The highest score depicts the skills which

the job/role holder should give his immediate attention and look for improvement

in those areas. The job/role holder then looks at the second highest score and

sharpens those skills later, after successful improvement in the first area where he

scored the highest score. These scores will differ from individual to individual and

from job-role to job/role.

Findings

With the help of the Opportunity Algorithm and the ratings provided by the

employees, the Competency Model and the Competency Scorecard for each

employee can be established.

Conclusion

Competency Mapping therefore, is a process of identifying key

competencies for an organization and/or a job and incorporating those

competencies throughout the various processes (i.e. job evaluation, training,

recruitment) of the organization.A lot is going on in recent times on the issue of

competency mapping. A lot of resources are spent and consultants are being

invited to do competency mapping. Increased manpower costs, need for ensuring

that competent people man critical positions, and the need to be competitive and

recognition of the strategic advantages of having good human resources have

compelled firms to be more competency driven.In the report we have discussed

how competent employees have become need of the hour in every organization and

it is now essential that they undertake competency mapping, identify models, gaps

and imbibe this as an everyday practice in an organization.

Often competency mapping runs the risk of being just another new-fangled

process that happens to be the flavor of the season. Such a powerful organizational

tool is often resorted just because rival organizations have implemented it and not

because there is genuine appreciation of its benefits. Competency mapping should

not be seen as just another means to apportion and dispense rewards.

All the stakeholders must see in the exercise an opportunity for long-term growth.

The key is to look at competency mapping as going beyond mere processes. And to

see in it an exercise that has a significant and lasting value to project managers as

well as to the organization.