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1. Competency Mapping
Importance and Applications
RajaniJha
Jha.rajani@gmail.co
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2. Agenda
 Competency- types
 Models
 Framework
 Competency mapping
 Activities- brain storming
 Case study

3. Competency
An underlying characteristic of a person which results in effective
and/or superior performance on the job (Klemp,1980)
An underlying characteristic of an individual that is casually
related to
criterion-referenced effecting and/or superior performance in job
situation (Spencer and Spencer,1993)
Characteristics of Competency
Characteristic
Of
Competency
Motives
Traits
Self-
concept
Knowledge
Skill

4. Iceberg Model

5. Types of competencies
CompetenciesGeneric
Threshold
competencies
Differentiating
competencies
Managerial
Technical/Funct
ional

6. A Manager should be...
 Education
 Training
 Intelligence
 Leadership
 Foresight
 Maturity
 Technical knowledge
 Human relations attitude
 Self confidence

7. Personal competency framework
 Used in Maruti Udyog
 45 competencies (Job Competences Survey) (Dulewicz and Fletcher,1982)(1984)
 Performance rating scales (0-5)
 Importance rating scale (1-5)

8. To Develop a Model
Determine the objectives and scope
Clarify implementation goals and standards
Action Plan- Tasks, Responsibilities, Communication,
Contingency plan
Identification of Individual performance against
established performance criteria

9. Selection System
•Interviews-same
attributes/ characteristics
Training and
Development
•Skills to maintain
satisfactory level of
performance
Performance
Management
•Clarifies expectations
Appraisal
System
Succession
Planning
•Same set of attributes
and skills for
considered position
Competency Mapping and HR System

10. Competency Mapping
 Determination of nature and scope of specific job
Sharma and Khanna (2015) in their research article highlighted 10 steps to competency mapping
which has been summarized as follows:
1. Identify the department for which competency mapping needs to be conducted
2. Identify the organizational structure and list down the grades and levels followed in that
organization
3. Conduct job analysis and prepare a job and role description
4. Using any suitable method of competency mapping collect data about the core competencies of
the employee
5. Classify the obtained data into required skill set and further identify the skill levels
6. Evaluate and confirm the identified skill set with immediate supervisors and heads of other
departments
7. Preparation of competency calendar
8. Mapping of competencies

11. Job Analysis
 Observation
 Interviews
 Diaries
 Questionnaires
 Critical Incident Techniques- Behavior Interviews
 Repertory Grid techniques-behaviors highlighting effective performance
 Customer Contact Maps- “ what do employees need to know or do to be able to satisfy the
customers for this particular contact”

12. Tools
 Assessment Centers –written exercises
 Customized exercises
 External centre
 Non-exercise material
 Rating by self and others
 360 degree feedback
 Rating forms- designed to asses same competency dimensions
 Test and inventories- Psychometric tests,MBTI

13. Case
 ESR Global Corporation is a conglomerate of nine companies engaged in automobile spare
parts, steam coal power station equipment manufacturing, Steel manufacturing, office
furniture, hotels and real estate. It has well defined competency framework applicable to
middle and senior level management of the conglomerate. However no one has ever done a
study how appropriately suited this competency framework for each of companies in the
conglomerate. Despite this the company’s management board decided to extend the
competency framework to their executive compensation administration.
 Sys Info system is in existence for the last two decades offering enterprise solution to its
clientele headquartered in San Jose California. It has over 2000 employees spread across six
counties. The work force profile is mainly engineering graduate who has work experience
ranging from 2 to 18 years. The company has a performance management system which has a
well-defined criterion of goal setting, appraisal and feedback. An analysis of previous three
year appraisal data show that about 80% of employees either meet or exceeding their goals
thus set for them by their managers. However as an organization sys Info could not meet its
organizational goals in the last three years. Further the assessment has shown that
organization really lack competent resource who can steer the organization towards growth. It
is a paradoxical situation for organization where its work force meets the goals but the
organization fails.