Competency mapping- Importance and applications- useful for freshers and experienced professionals as an introduction to the topic and hr functions
- 1. Competency Mapping Importance and Applications RajaniJha Jha.rajani@gmail.co m
- 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
- 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.
Editor's Notes
- #4: Underlying characteristics means the competence is fairly Deep and endearing part of a person's personality and can predict behaviour in a wide variety of situations and job task. casually related means it causes or predicts behaviour and performance criterion referenced means that the competency actuall predicts who does something well or poorly as measured on a specific criterion or standard
- #6: Threshold competencies: essential characterstics Differentiating competencies: distinguishing factors