Competency mapping:

http://www.indianmba.com/Occasional_Papers/OP67/op67.html
Purpose-

Integration with Business needs

Other HR alignments
systems

competencies

Managing Satisfaction of
Knowledge Employee needs
firm

 Mismatch between what employees think and what organisation expects

 Research reveals that there is as much as 50% mismatch between

– What employees think they are supposed to be doing and what results they are
expected to be achieving and what managers or customers think the employees
are supposed to be doing and what results the employees are expected to be
achieving

In 1970, David McClelland developed first competency model when asked to develop
an alternative methods of selection for junior foreign service information officers for
the US State Department

Steps in development of competency model

First - Identified contrasting samples of outstanding performers and average

performers, by using nominations and ratings from bosses, peers, and clients
Second - Behavioural event interview
 Exemplary performers
o Research reveals that the most productive performers in any job category or
group can be as much as 11 times more productive as fully successful
(average) performers sharing the same job title
o The most productive performers of any group are called exemplars or
exemplary performers

 What management must inform employees

o The job tasks and activities, linked to job outputs or results, that are expected of
them
o The competencies they must possess and use in appropriate ways in order to
produce results
o The quality standards for results
o The relative importance of each competency for the performance of tasks that
leads to results of expected quality

 Steps for identifying competencies and constructing competency models

o Identify a competency programme manager
o Identify an organisation sponsor
o Identify one or more jobs in the organisation for a competency initiative
application
o Establish a link between organisation’s strategic objective and the selected
jobs
o Establish and use a project steering committee for each competency project
o Create a project management plan for each competency project and obtain
management endorsement
o Conduct introductory and interim information briefings
o Review and update the performance diagnosis data for the management
o Research and identify the job outputs or results, as well as the job activities
and tasks for the subject job
o Identify the key job competencies and obtain project sponsor
o Identify behavioural indicators for each competency
o Construct the competency model

What is competency?
o A competency is an underlying characteristic of a person, which enables him to
deliver superior performance on a given job, role or a situation
o The characteristic may be called an attribute bundle, consisting of knowledge,
skills, traits, motive, attitude and aptitude

Competency mapping
 It is a process of identifying key competencies for an organisation and /or a job family
and incorporating those competencies throughout various HR processes

Competency mapping
 Data collection
Stage

Design
Competency dictionary

Behavioural Integration
Competency With HR
model systems
descriptors

Integration - the HR Way

Compensation

Trgt’
Recruitment Fixed Pay increase Ach.
V Pay

Performance Eval TNA

T
Potential Eval &
Competencies
D
Competency
Based JD Career Dev.

Business
Job Evaluation
Needs Succession
Planning
 Competency mapping methods

 Adopt an outside expert model

 Buy competency dictionary
 Task analysis method
 Critical incident method
 Behavioural event interview
 Expert panel
 Repertory grid

Training & development

 Analysis of competencies can help form a framework for training curricula
 When training opportunities arise, compare the subject being taught with the
competencies needed
 Seek opportunities that will allow for acquisition of new, or enhancement of existing
competencies

The RPG competency model is presented below.

FOUR COMPETENCIES OF THE HR COMPETENCY MODEL

Business HR mastery
Mastery

Personal attributes

Change and process mastery

 The RPG competency model has four critical competencies:

A. Business mastery-business mastery has been defined as an ability to understand business

and be a business partner adding value to business decisions. This subsection consist of 3
competencies-
o Commercial skills
o Management skills
o Strategic perspectives

B.HR mastery – HR mastery can be defined as capability to fulfill the HR roles and expertise
in HR technology and practice. Knowledge of and the ability to deliver HR best practices.
This subsection consist of 2 competencies-
o Management development skills
o Functional expertise

C. Change & process mastery – change and process mastery can be defined as the ability to
effectively apply the principles and tools of change management. And the ability to add value
to HR processes. This subsection consists of 3 competencies-
o Conceptual skills
o Group process skills
o Reasoning ability

D. Personal attributes – HR attributes have been defined as traits, which are ‘must haves’ for
all HR professionals. These are traits or characteristics, which are essential for success in any
HR role in the RPG group. In this subsection, six personal attributes have been defined.
o Customer sovereignty
o People orientation
o Innovation and entrepreneurship
o Transparency and integrity
o Anticipation, speed and flexibility
o Passion for superior performance.

A. BUSINESS MASTERY:
1. Commercial skills
 Business and industry understanding – understands how the functions of a
business work and relate to each other, understands the economic impact of
business decisions. understands business dynamics and key financial variables
impacting business. Has knowledge of SWOT, trends and key business
performance indicators/ratios.
 Cost benefit analysis – is able to assess alternatives in terms of their financial
advantages and disadvantages.
2. Management skills
 Planning organizing and system orientation – plans for optimal efficiency in
his area. Has strong project management skills. Creates systems to handle all
routine process. Proactively plans to handle contingencies and unusual events.
 Communicating and presenting – communicate in a logical, concise and
structured manner (orally as well as in witting). Describes situation and
presents ideas accurately and effectively. Holds the attention and achieve the
understanding of theirs.
 Persuasion and negotiation skills – influences, convinces and impresses others
in a way that results in acceptance, agreement or behavior change. Is able to
secure win-win agreements while successfully representing a special interest
in a decision.
 Integrating – integrates actions and processes, facilitates and sustains focus in
activities in order to reach organizational goals.
 Networking skills – is able to establish working relationships and network with
relevant people and groups, internal and external to the organization.

3. Strategic perspective
Demonstrate breadth of outlook and seeks to anticipate future developments.
Makes useful contributions to the vision and strategy of the organization.

B. HR MASTERY
4. Management development skills
 Understanding of career development practices and techniques- knows the
techniques and methods used in career development and understands their
appropriate uses.
 Competency identification skills – is able to identify the knowledge and skill
requirements of the job tasks, and roles (competency mapping techniques).
 Feedback skills - is able to communicate information, opinions, observations
and conclusions so that they are understood and acted upon.
 Coaching skills - is able to help individuals recognize and understand personal
needs, values, problems, alternatives and goals.
 Performance observation skills – is able to accurately track and describe
behaviors and their effects on performance.

5. Functional expertise
Knows the content and understands application of concepts tools and techniques
in relation to his/ her role

C. CHANGE AND PROCESS MASTERY

6.conceptual skills
 Adult learning – understands how adults acquire and use knowledge (various
types of conditioning), skills and attitudes. Is aware of differences in learning
styles (learning theories & reinforcements).
 Training and development theories - is able to effectively identify
development needs. Is aware of tools and techniques used to design training
 programs and understands their appropriate use. Is aware of the different tools/
methodology used for training delivery.
 Organization behavior understanding - is aware of the different approaches to
organization behavior. Understands the factors driving organization culture. Is
aware of leadership processes and styles and determinants of individual
behavior.
 Organization development theories & techniques – is aware of techniques and
methods used in organization development, benefits and limitations and
understands their appropriate use. Is also aware of approaches to change
management.

7. Group process skills

Understands group dynamics. Can influence groups so that tasks, relationships and

individual needs are addressed.

8. Reasoning ability
 Questioning skills - gathers information through insight into individuals
and groups through use of interviews, questionnaire and other probing
methods.
 Data reduction skills – is able to effectively scan, synthesize and draw
conclusions from data.
 Information search skills - is able to identify relevant information and
relevant sources of information.

D. PERSONAL ATTRIBUTES
The RPG values listed below also represent the personal attributes or essential traits
expected in every HR functionary since the RPG HR mandate requires. HR professionals in
through group to be ‘value champions’. A short definition foe each of these attributes is given
below:

1. Customer sovereignty
Always deliver on promise and promises what can be delivered. Is constantly
interacting with internal customers to understand their needs, to seek feedback
about services offered and acts promptly on any such feedback received.
2. People orientation
Demonstrate high credibility. Treats people fairly without bias. Dependable.
Commits to people only what can be delivered. Is sensitive in dealings with
people.

3. Innovation and entrepreneurship

Is usually forthcoming with ideas and implements then wherever possible.
Fosters creativity and encourages idea generation. Appreciates that mistakes
will be made. However ensures that they are not repeated.
4. Transparency &integrity
All actions and decisions are ethical and can with stand public scrutiny. Is
open while discussing performance with individuals and is honest in all
dealings.
5. Anticipation, speed and flexibility
 Is proactive, recognizes future requirements of customers. Delivers fast and on
time every time. Takes quick decisions and is able to adapt to the changes in
the environment.
6. Passion for superior performance
Is constantly seeking improvement in own work area. Has a burning desire to
be the best. Takes ownership of responsibility given. Is seen as vibrant &
inspiring.

THE ASSESSMENT PROCESS

This section gives details about the mode of assessment for each of the HR competencies and
the process to be followed for each of the assessment technique.

The mode of assessment

The mode of assessment has been defined for each competency & for the HR attributes. The
details are given in the table below:
HR competency Mode of assessment
Self Assessment 360 degree Interview
assessment center feedback
A] BUSINESS
MASTERY

1. Commercial skills
* * *
a) Business / industry
understanding
*
b) Cost benefit

2. Management skills
*
a) Planning,
organizing & system
orientation
*
b) Communicating &
presenting

*
c) Persuasion
&negotiation skills
*
d) Integrating skills
* *
e) Networking skills
*
3. Strategy perspective

B] HR MASTERY
* *
4. Management
development
* *
5. Functional expertise
 C] CHANGE &
PROCESS MASTERY
* *
6. Conceptual skills
* *
7. Group process skills
*
8. Reasoning ability

D] PERSONAL
ATTRIBUTES

*
1. Customer orientation
*
2. People orientation&
meeting commitments
*
3. Innovation &
entrepreaunership

*
4. Transparency&
integrity
*
6. Passion for superior
performance
*

“Assessment tools”

as in evidence in the chart and the table, the assessment of HR competencies uses several
tools. A description of the various tools for assessment are given below:
360-degree feedback: 360-degree feedback is also known as multi rater feedback or multi
source assessment. It is a measurement tool, which uses feedback from several sources
simultaneously to assess against various competencies.

Administering the questionnaire & analyzing the results

360-degree feedback is usually through a questionnaire, which is administered to 7-10
respondents. The following steps could be followed while administering the questionnaire.
1. Complete the self-assessment - the 360 feedbacks begin with a self-assessment.
2. Identify other respondents - in order to administer this questionnaire; it is
necessary to identify the group of respondents (which should consist of a few
subordinates), it may be useful to look at the following criteria.
o Length of time for which the respondent knows you
o Amount of contact with you
o Whether, he/she understands the full nature of what you do
At least 3 peers and 3 subordinates should be included for the purpose of assessment.

3. Send questionnaire to the respondents - while administering the questionnaire, it is

important to explain the purpose of the same to the respondents so that the
responses received are honest & unbiased.
4. Analyzing the responses – at the end of the process, the object is to create a gap
analysis between how you perceive yourself and how others perceive you. The
analysis of the questionnaires is thus multi fold- analysis of self-assessment,
analysis of superior’s assessment, analysis of peer group rating and analysis of
subordinates rating. A comparison of these rating can help create an understanding
of the perception gaps between self and others.

Self assessment questionnaire:

This attempts to assess your current competency levels in select competencies under the
buckets of ‘HR mastery’ (management development, functional expertise), ‘ change &
process mastery’ (conceptual skills, group process skills) & ‘business mastery’
(networking skills).

Interview to validate self assessment:

The interview attempts to validate your self-assessment against the select
competencies. The interview is to be held by your immediate superior (an HR person). After
your self assessment has been handed into your boss, a suitable date for the interview & test
will be decided based on mutual convenience. At the end of the interview the interviewer will
be required to fill in the remarks & rating by superior columns on the self-assessment format.
Assessment center:
Assessment centers has been developed by group HR to assess the competencies in the
category –‘ business mastery’ (all except networking skills) & ‘ change & process mastery’
(reasoning ability). Nomination for the assessment center is possible only after the self-
assessment & 360 feedbacks has been completed.

Validation interview with group HR

The validation interview with group HR is the final stage in assessment process. This
interview will be scheduled only after all the previous stages in assessment have been
completed.

PERFORMANCE APPRAISAL
Employee evaluations are a vital tool to tracking employees’ work. Reviewing your
employees and conducting employee performance appraisals is an ongoing task.
Conducting a fair and accurate employee performance review begins with tracking
employee behaviors and patterns – good and bad. The way in which a performance
appraisal is delivered has a direct effect on how the employee takes your feedback;
as such, your employee evaluations should be tactful, accurate and objective.  

Here are the top considerations for employee performance appraisals:

 

1. Create a performance review policy designed to motivate your

employees and keep them on the right track.
2. Employee performance appraisals are the perfect opportunity to set and
assess the employee’s workplace goals. 
3. Employee evaluations allow you to reward good behavior and develop a
performance improvement plan for those who need it. 

Action Steps

The best contacts and resources to help you get it done

Find employee performance review services and vendors

Go to the pros to find employee performance review services. Human resource
consultants or performance appraisal vendors can help you establish a reliable process
for employee evaluations.

I recommend: More than 400 organizations in 15 countries rely on the employee

performance review experts atPromantek for customized employee performance
appraisals with great features, such as year-round employee evaluations notes and
employee performance plans. HRN Performance Pro is a flexible, user-friendly
online program for employee reviews developed especially for small and mid-sized
business by HR professionals.

Gather information for employee performance appraisals with

360-degree employee reviews
A recent trend in performance appraisals is the 360-degree employee review, in which
input from the employee's coworkers, the employee himself and other relevant sources
are all taken into account for an all-around employee evaluation.
I recommend: The confidential, ongoing employee performance reviews
at Checkpoint Peer Review cover 70 job skills, eight major skill clusters and 18 skill
groups. Find 360 management software solutions at Business.com. SuccessFactor’s
Performance Reviews: Manager’s Edition helps the small business owner write
professional performance reviews. 

Use employee performance management software for employee

reviews
Help your employees design and reach professional goals that are in keeping with
company goals using software for employee reviews.

I recommend: Halogen’s eAppraisal helps you align, track and measure employee

performance goals and complete training and development plans. StepStone
Performance Management software helps with performance appraisals and goal
setting for individual employees and teams. Appraisal Smart, which offersweb-based
performance appraisal software, also offers a detailed tutorial for conducting
constructive andsuccessful employee performance appraisals.

Have the proper forms for conducting employee reviews

Keep written records of employee performance reviews. You may need to refer back
to those records to evaluate an employee's progress, or you may need them for legal
purposes.

Tips & Tactics 

Helpful advice for making the most of this Guide

 During a performance appraisal, it is your job to fairly assess a person's

workplace behaviors - not the person.
 Performance appraisals should be delivered in a calm, unhurried
atmosphere so both you and your employee can focus on the employee
review.
 Be specific in employee reviews. Instead of saying, "Your cash drawer
is always off," try, "Last week, your cash drawer was off by more than
$10.00 on Tuesday, Wednesday, and Friday." That's objective fact - not a
subjective criticism.
 Performance appraisals are not a substitute for spontaneous, positive
feedback or kudos. Don't wait until employee reviews are scheduled six
months after the fact to applaud an employee's quick-thinking or to
address a problem.
 Find an employee performance review solution that you can customize
to fit your needs.
 Put the formal employee performance review in writing, and ask the
employee to sign it once the performance appraisal has been completed.
The Importance of Having a Performance
Appraisal Program :
A performance appraisal program (PA program) is important to employees’ professional
development, to meeting the company’s or firm’s goals or objectives and, ultimately, to
contributing to the company’s or firm’s bottom line. No employer, whether a small CPA
firm, a Big Four firm, a nonprofit organization, a government institution or a private or public
company, should be exempt from having a formal PA program. Other benefits that could be
derived from having a PA program include enhanced communications, an opportunity to
effectively address performance problems, and improved employee morale. 
Before creating a PA program, there are several factors to consider. The employer should first
determine the objectives for the program. Second, the employer should develop a plan and
timeframe for launching the program. Finally, the employer should prepare for any obstacles
that might appear, and regularly consider ways to improve the program. 

Purpose
The primary reason for having a PA program is to monitor employees’ performance, motivate
staff and improve company morale. Monitoring employee performance requires routine
documentation, which is accomplished through completing a performance appraisal form.
When employees are aware that the company is mindful of their performance and that they
could be rewarded with merit increases and promotions, they are motivated to work harder.
Morale is improved when employees receive recognition or reward for their work
An effective PA program will assist the company in achieving its goals and objectives. Not
only will training needs be identified and addressed during a PA review, but hidden talent can
be discovered as well. Through identifying these training needs, staff can perform their jobs
at the highest level and be in a better position to address clients’, members’ and customers’
concerns and questions. A well-developed staff is more likely to be proactive, productive and
resourceful, all of which helps give the company a competitive edge, from improved
customer relations to increased profits.
 
Getting off the Ground
Before the PA program is up and running, a performance appraisal form should be designed
with input from managers. It should be able to sufficiently measure performance, be simple
enough for all employees to complete, and not take more than an hour to finish. In
implementing the PA program, top management should give the plan its blessing; employees
should understand how it works, and the staff at large should be encouraged to view the
program as a valuable human resources tool. 

Pitfalls
Pitfalls of a PA program will be evident if the managers are not adequately trained to
monitor, interview and grade their staff. Grading that does not accurately reflect the
employee’s work performance could land a company in hot water, as performance
evaluations often are used as evidence in wrongful termination cases. Further still,
supervisors who let personal bias creep into their employee evaluations could be setting the
stage for a lawsuit. 

Enhancing the PA Program 

The PA program should be reviewed at least annually to determine if it is meeting
management’s expectations. Areas to consider when reviewing the PA form should include
the grading system, to see that core skills and soft skills are evaluated effectively; sufficient
space for employee comments; and categories that correctly address and measure all of the
employees’ responsibilities and job descriptions. Additionally, the form should include a
future goals section and a self-evaluation section.

Generally, the aims of a performance appraisal are to:

 Give employees feedback on performance

 Identify employee training needs
 Document criteria used to allocate organizational rewards
 Form a basis for personnel decisions: salary increases, promotions, disciplinary actions,
bonuses, etc.
 Provide the opportunity for organizational diagnosis and development
 Facilitate communication between employee and administration
 Validate selection techniques and human resource policies to meet federal Equal
Employment Opportunity requirements.
 To improve performance through counselling, coaching and development.
Methods
A common approach to assessing performance is to use a numerical or scalar rating system whereby
managers are asked to score an individual against a number of objectives/attributes. In some
companies, employees receive assessments from their manager, peers, subordinates,
and customers, while also performing a self assessment. This is known as a 360-degree
appraisal and forms good communication patterns.

The most popular methods used in the performance appraisal process include the following:

 Management by objectives
 360-degree appraisal
 Behavioral observation scale
 Behaviorally anchored rating scales