2.  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.
OR
 Any underlying characteristic ofan individual,an
operative thought or behaviour, causally related to
superior performance on the job.
•Observable
•Measurable
•Consistent

3. KNOWLEDGE
Relates to
information
Cognitive Domain
Set of SKILLS Attribute
Relates to
Relates to the
qualitative
ability to do,
aspects
Physical
personal
domain
Characteristics
or traits
COMPETENCY
Outstanding
Performance of tasks
or activities

4.  Independently researches for information and
finds solutions to issues
 Ability to know what needs to be done or find out
(research) and take steps to get it done
 Asks 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

5. Core Personality:
Most difficult to develop
“Intent”
Skill
Self-image
Visible
Skill Trait,
Knowledge Motive
Hidden Attitudes, Values
Attitudes, values
Self-image Knowledge
Trait
Motive
The Iceberg Model Surface:
Most easily developed

6. (contd.)
Knowledge Content knowledge/information in field of work,
- from education and experience
Skill Ability to do something well; most easily trained
- e.g. technical skills to use knowledge
Social Role How people perceive me; how I present myself
- e.g. a loyal employee, a leader
Self-Concept How people see/view themselves; identity; worth
- e.g. an expert, a teacher
Traits Habitual / enduring characteristics
- e.g. flexibility, self-control, good listener
Motives Unconscious drives that predict behavior
- e.g. achievement, influence/power, affiliation

7.  Generic Competencies
 Competencies which are considered essential
for all employees regardless of their function or
level. - Communication, initiative, listening etc.
 Managerial Competencies
 Competencies which are considered essential
for employees with managerial or supervisory
responsibility in any functional area including
directors and senior posts.

8.  Competencies
 help companies ‘raise the Bar’ of performance
expectations
 help teams and individuals align their
behaviours with key organisational strategy
 each employee understand how to achieve
expectations

9.  Threshold competencies
Those characteristics which any job holder needs
to have to do the job effectively – but do not
distinguish the average from superior performer.
E.g. language skills, computer skills etc.
 Differentiating competencies
Those characteristics which superior performers
have but are not present in the average
performers. E.g. empathy, ability to scan the
environment for opportunities, etc.

10. COMPETENCY DESCRIPTION
1. Communication Written, verbal, Presentation, Listening,
Negotiation, Non-verbal, Body
Language, Listening to the unsaid, with
holding giving concepts, concerns in
communication, Put forth own proposal / point
of view so that it do not gets turned down.
2. Analytical Ability Ability to analyze the situation in the context of
business.
3. Decision Making Ability to take good decision considering the
alternatives.

11. COMPETENCY DESCRIPTION
4. Creative Thinking- Out of the box thinking/ability to challenge/
(Not Innovation) appreciate status quo being challenged.
5. Customer focus- Focus on internal as well as external customers
with a view to meet their changing expectations
(By setting benchmarks).
6. Emotional Intelligence- More team work ‘not being a passenger,
dependable, inter-personal skills through self-
awareness of strengths/weakness, awareness of
environment, social circles, impulse control and
perseverance.

12. COMPETENCY DESCRIPTION
7. Achievement Motivation Sets his own benchmark, Self-driven,
(Applied Learning) Assertiveness, Self-motivated.
8. Conceptual Ability Ability to think abstractly as an aid for
(for strategic thinking) formulation of strategy.
9. Business Literacy Cost consciousness, understanding P&L /
payback etc., Keeping holistic business picture
in mind.
10. Systems orientation Appreciation of Quality systems/GMP/ISO,
Management systems & Operative systems/ ability
to take corrective action rather than disposition.
11. Planning Business planning and planning of all the
resources.

13.  The ultimate aim of the exercise is performance –
the individual’s & the organization’s
 All organization members must have a reasonable
proficiency in a few key competencies determined
by its business and strategy
 A majority of key competencies are generic in
nature, with a few knowledge competencies
specific to the nature of business
 A clear understanding of every member’s job
profile is crucial to competency mapping

14.  Competency Measurement
 Competency Measuring Methods

15. Why Competency Measurement ?
Cost of Manpower
Cost of Incompetence
Planned Competency Development
Employee Engagement

16.  A competency measurement 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.
 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 in time.
 It consists of breaking a given role or job into its
constituent tasks or activities and identifying the
competencies needed to perform the same successfully

17. • Expert panels
• Focus groups
• Surveys
• Psychometric tests

18.  Evaluation of the extent to which a given
individual or a set of individuals possess these
competencies required by a given role or set of
roles or levels of jobs.

19. • Assessment Centers
• 360 degrees feedback
• Psychometric tests

20. • Use multiple methods and multiple assessors to enhance
objectivity.
• Use psychometric tests, stimulation
exercises, presentations, in basket exercises, interviews, role
plays, group discussions etc.
• Methods used depend on nature of competencies
• Competencies can be identified by experts, HR
specialists, job analysts, psychologists etc.. in consultation
with line managers, current and past role
holders, supervisors, internal customers and subordinates.

21. GOALS COMPETENCIES
KEY RESPONSIBILITIES KEY ACTIVITIES

22. RP - AP ACTION TO BE TAKEN
• -ve Surplus
• 1 Kaizen (Continuous improvement)
• 2 Planned effort/ improvement / training
• 3 or more Major development effort required
(possibility of job change if the
competency is critical)

23. Competency
Measurement

24. Competency Measurement Enables
 Establishment of clear high performance
standards
 Collection and proper analysis of factual data
against the set standards.
 Conduct of objective feedback meetings
 Direction with regard to specific areas of
improvement

25. Competency Measurement Acts as a Basis for...
 Performance Management
 Continuous Learning & Development
 New Assignment / Project Allocation
 Job Rotation
 Promotion
 Compensation
 Career Development
 Selection