UNITV Competency Mapping

8/9/2019 UNITV Competency Mapping

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Competency

Mapping

Unit V

BY-PROF.RASHMI GUPTA


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What do we mean when wesay COMPETENCY ?


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A Competency is an underlying

characteristic of a person which enableshim /her to deliversuperior performancein a given job, role or a situation.


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Competencies are seen mainly as inputs.

They consist ofclusters of knowledge,attitudes and skills that affect anindividuals ability to perform.


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What is Common in the definitions?

Competencies

underlying characteristic ofa persons inputs.

clusters of knowledge,attitudes and skills

generic knowledge motive,trait, social role or a skill

personal characteristics

set of skills, relatedknowledge and attributes

Job

superior performance in agiven job, role or a situation

individuals ability toperform.

linked to superiorperformance on the job.

contribute to effective

managerial performance successfully perform a taskor an activity within aspecific function or job


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Set of

SKILLS

Relates to the

ability to do,

Physical

domain

Attribute

Relates to

qualitativeaspects

personalCharacteristics

or traits

KNOWLEDGE

Relates to information

CognitiveDomain

COMPETENCY

OutstandingPerformance of

tasks or activities


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Example of a Competency


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Analytical Thinking

The ability to break problems intocomponent parts and consider ororganize parts in a systematic way; theprocess of looking for underlying causesor thinking through the consequence of

different courses of action.


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W

hat is aCompetency Model?


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Competency Model

A competency model is a valid, observable,and measurable list of the knowledge,skills, and attributes demonstratedthrough behavior that results inoutstanding performance in a particularwork context.

Typically A competency model includes

Competency titlesDefinitions of those titles

Key Behaviour indicators


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Competency - Broad Categories

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 supervisoryresponsibility in any functional area including directors

and senior posts.


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Competency - Broad Categories

Technical / Functional

Specific competencies which are considered essential

to perform any job in the organisation within adefined technical or functional area of work.

e.g.: Finance, environmental management,etc


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Competency modeling begins the process of building

tools to link employee performance to the mission and

goals of the organisation .


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Why Competencies ?


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Traditional Job Analysis Vs Competency

Approach

Job Analysis leads to

long lists of tasks and the

skills / knowledge

required to perform each

of those tasks

Data generation from

subject matter experts;job incumbents

Effective Performance

Competency model leads to

ADistilled set of underlying

personal characteristics Data generation from

outstanding performers inaddition to subject matterexperts and other job

incumbents Outstanding Performance


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Distinguish Superior From Merely Satisfactory Performance

The approach allows executives and managersto make a distinction between a person's ability

to do specific tasks at the minimum acceptable

level and the ability to do the whole job in an

outstanding fashion


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Holistic Application

Competencies

Help companies raise the bar of performance

expectations.

Help teams and individuals align their behaviourswith key organisational strategy.

Each employee understand how to achieveexpectations.


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Alignment of HRsystems

CompetencyModel


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Competency based recruitment

Competency based interviews reduce the

risk of making a costly hiring mistake and

increase the likelihood of identifying and

selecting the right person for the right job


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Competency based Performance Appraisal

Competencies Enable

Establishment of clear high performance standards.

Collection and proper analysis of factual data againstthe set standards.

Conduct of objective feedback meetings.

Direction with regard to specific areas of improvement.


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Competency based Training

Competency based appraisal process leading toeffective identification of training needs.

Opportunity to identify/ develop specifictraining programmes - Focused training

investment.

Focused Training enabling improvement in

specific technical and managerial competencies


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Competency based Development

Competencies

Contribute to the understanding of what

development really mean, giving theindividual the tools to take responsibility fortheir own development.

Give the line managers a tool to empowerthem to develop people


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Competency based Pay

Provide an incentive for employees to grow

and enhance their capabilities.


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Methodology?


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Steps in Model Building

Background information about the organisation

Decide on the Occupation / Job Position(s) thatrequire competency Model(s)

Discuss the application of the competency model

Select a data collection method and plan theapproach

Organize Data collected

Identify main themes or patterns

Build the model - Defining specific behaviourIndicators

Review the model


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COMPETENCY MAPPING MODEL

ORGANISATIONDIRECTION

VISION MISSION SHORT TERM & LONG TERM GOAL STRATEGIES VALUES

TRANSLATING THEM INTO ACTIONS FORACTUALISATION

ORGANISATION STRUCTURE

ROLES, POSITIONS, JOBS

THROUGH

CORE COMPETENCYOFTHE

ORGANISATIONROLE COMPETENCY


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PURPOSE OF COMPETENCY MAPPING

"Effectiveness ofan organisation is thesummation ofthe

requiredcompetencies in the organisation".

y GapAnalysis

y Role Clarity

y Selection, Potential Identification,Growth Plans.

y Succession Planning.

y Restructuring

y Inventory ofcompetenciesforfutureplanning.

"Effectiveness ofan organisation is thesummation ofthe

requiredcompetencies in the organisation".

y GapAnalysis

y Role Clarity

y Selection, Potential Identification,Growth Plans.

y Succession Planning.

y Restructuring

y Inventory ofcompetenciesforfutureplanning.


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Any Questions ???

Documents

UNITV Competency Mapping