Competency Mapping

Sughosh Tembre
TAL Manufacturing Solutions Ltd. (TATA Motors)
Agenda
 Understanding Competence & Competency

 Competency Model & Job Analysis

 Competency Mapping
 Methods

 Process & Applications

 Benefits

 Competency Mapping Application

 Career Planning

 Succession Planning

 Case Study
 Understanding Competence
Competence: The quality of being competent; adequacy; possession of
required skill, knowledge, qualification, or capacity - Dictionary

Competence is a standardized requirement for an individual to properly

perform a specific job. It encompasses a combination of knowledge, skills
and attitude utilized to improve performance.

Levels of Competence
 Novice: - Rule based behaviour, strongly limited and inflexible
 Experienced Beginner: - Incorporates aspects of the situation
 Practitioner: - Acting consciously from long term goals and plans
 Knowledgeable practitioner: - Sees the situation as a whole and acts from personal conviction
 Expert:- Has an intuitive understanding of the situation and zooms in on the central aspects
What is Competency?

 A Competency is an underlying characteristic of a person

which enables him /her to deliver superior performance in a
given job, role or a situation

 It is usually an application or input

 Competencies are generic knowledge motive, trait, social role

or a skill of a person linked to superior performance on the
job
 KNOWLEDGE
Relates to information
Cognitive Domain

Set of SKILLS Attitude

Relates to the Relates to qualitative

ability to do, aspects

Physical domain personal

Characteristics or
COMPETENCY traits

Outstanding
Performance of tasks
or activities
Job Analysis
It is a systematic exploration of the activities within a job. Procedure used to
define duties, responsibilities & accountabilities.

Job Description Job Specification

(Position Attributes) (Human Attributes)

 Job Title  Education & Experience

 Location  Age & Gender
 Job Summary  Physical Attributes
 Duties  Emotional Attributes
 Reports & Reportees  Communication Skills
 Machines / Equipments  Training
 Work Conditions  Responsibilities

HR Generalist - JD (Click Here)

Competency Model

A competency model is a valid, observable, and measurable list of the

knowledge, skills, and attributes demonstrated through behavior that results
in outstanding performance in a particular work context.
Job Analysis - Competency Approach
 Identification of major job functions

 Identification of skills performed within each of the major job

functions

 Generation of several drafts to for review

 Development of an occupational analysis chart

 Identification of performance standards for each skill using a

competency-based rating scale which describes various levels of
performance
Sample Competency Map – Job Analysis Approach
Japanese Concept of Skills Matrix
Two Important Definitions
 Competency Map /Framework
A competency map is a list of an individual’s competencies
that represent the factors most critical to success in given
jobs, departments, organizations, or industries that are part
of the individual’s current career plan.

 Competency Mapping
Competency mapping is a process an individual uses to
identify and describe competencies that are the most critical
to success in a work situation or work role.
Competency Mapping Methods
 Assessment Centres

 Critical Incidents

 Interview Techniques

 Questionnaire

 Psychometric Tests
Assessment Centres

 It is a process (not a place) that uses a variety of techniques to

evaluate employees, as a mechanism to identify the potential
for growth.

 Techniques in Assessment Centres

 Group Discussions
 In Tray/ Basket Exercises
 Role Plays / Simulation
 Case Study Analysis
 Presentations
Critical Incidents Technique

 Process of gathering retrospective data in terms of job

performance, systematic analysis of behaviour that contribute
to success or failure of individuals or organisations in specific
situations and giving feedback.

 Gathering Data – Structured or Unstructured Approach

 Content Analysis – Identify theme or pattern
 Feedback – Communicate Positive/ Negative responses
Interviews

 Structured

 Un-structured

 Behavioral
Questionnaire
 Common Metric
 Functional Job Analysis
 Position Analysis
 Work Profiling Systems

Psychometric
 Aptitude Test
 Achievement Test
Sample Competency Instrument – Leadership
Building the Model - Process
 Background information about the organisation

 Decide on the Occupation / Job Position(s) that require competency

Model(s)

 Discuss the application of the competency model

 Select a data collection method and plan the approach

 Organize Data collected & Identify Patterns

 Build the model - Defining specific behaviour Indicators

 Review the model

 ORGANISATION DIRECTION
VISION
MISSION
SHORT TERM & LONG TERM GOAL
STRATEGIES
VALUES

TRANSLATING THEM INTO ACTIONS FOR

ACTUALISATION

THROUGH
 ORGANISATION STRUCTURE
 ROLES, POSITIONS, JOBS

CORE COMPETENCY OF ROLE COMPETENCY

THE ORGANISATION
Application of Model - Process

 Designing Questionnaire (KSA + Org. Analysis)

 Data Collection – (Focus Group Interviews)

 Competency Drafting – (Ranking & Allocation)

 Relating Competencies & JD

 Level wise Classification

Benefits

 Training Gap Analysis

 Role /Job Clarity
 Recruitment & Selection
 Potential Identification & Growth Plans
 Restructuring / Job Rotations
 Inventory of competencies for future planning
 Succession Planning
Career Planning & Succession Planning
Career & Job
 Job vs. Career
 Job – “What can I do now to make money?”

 Career – Chosen Profession for your life. Requires a

willingness to get the training needed to build your skills
for the future.

 A career is the work a person does. It is the sequence of jobs

that an individual has held throughout his or her working life
E.g. occupation of nursing.
Career Planning
 “Career planning consists of activities and actions that
individual employee take to attain career goals”

Org.
Career Paths Goals

Career Planning Career Goals

Career Stages

Retirement – (55 – 65)

Maintenance – (35 – 45)

Advancement – (25 – 30)

Establishment – (20-25)

Exploration – (20)
Why Career Planning
A typical
The manager
Employee
sees career
views a career Win-Win situation planning
planning for all as a retention
Programme
And
as a path to
motivational
upward
tool
mobility

The top management

view it as a
tool for
succession planning
Career Anchors
 Managerial Competence: They want to manage people

 Functional Competence: The anchor for technicians is the continuous

development of technical talent. positions.

 Security: The anchor for security-conscious individuals is to stabilize their career

situations.

 Creativity: They want to create or build something that is entirely their own.

 Autonomy and independence: desire to be free from organizational constraints

 Technological competence: natural affinity for technology and a

desire to work with technology
Succession Planning
A process of systematically and deliberately preparing for future
changes of leadership in key positions. The process may identify
potential replacements and provide strategies for developing
and/or hiring individuals to meet future needs.

There are two kinds of people in organizations: Those with 20

years experience and those with one year experience repeated
20 times.
Why Succession?
 Superannuation: Employees retiring because they reach a certain
age

 Resignation: Employees leaving their current job to join a new job

 Promotion: Employees moving upward in the hierarchy of the

organization

 Diversification: Employees being redeployed to new activities

 Creation of New Position: Employees getting placed in new

positions at the same level
Elements of Succession Plan
Assessment of
Key Positions

Identification of
Key Talent

Key
Development Elements
Monitoring & Review
Assessment of
Key Talent

Generation of
Development Plans
Succession Planning
1. Assessment of Key Positions:
• What are the competencies and experiences needed
to qualify for each key position?

2. Identification of Key Talent:

• Typically people at the top two levels of the organization
and high potential employees one level below.
• Identified by their management’s assessment of their
performance and potential for advancement.

3. Assessment of Key Talent:

• For each person on the radar screen, primary development
needs are identified focusing on what they need in order
to be ready for the next level.
4. Generation of Development Plans:
• A development plan is prepared for how we will help the
person develop over the next year.

5. Development Monitoring & Review

• An annual or semi-annual succession planning review is
held to review progress of key talent and to refresh or
revise their development plan.
Thank You