Transcript
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    Presented By-Ankit Anand (02)Harshita Agarwal (09)Prerna Teotia (16)Sawan Prateek (2 )Vibhanshu Srivastava (31)

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    CONTENTS1. INTRODUCTION2. WHAT IS COMPETENCY3. COMPONENTS OF COMPETENCY4. BEHAVIOUR INDICATORS5. TYPES OF COMPETENCIES6. WHAT IS COMPETENCY MAPPING?7. CONCEPT OF COMPETENCY MAPPING

    8. OBJECTIVES OF COMPETENCY MAPPING9. NEED FOR COMPETENCY MAPPING10.STEPS FOR IMPLEMENTING THE COMPETENCY MAPPING11. TOOLS FOR COMPETENCY MAPPING12.ADVANTAGES OF COMPETENCY MAPPING13.DISADVANTAGES OF COMPETENCY MAPPING

    14.CONCLUSION15.REFERENCES

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    INTRODUCTION

    Competency Mapping is a process of identifies key

    competencies for an organization and/or a job andincorporating those competencies throughout thevarious processes (i.e. job evaluation, training,

    recruitment) of the organization.

    Individual competencies are organized intocompetency models to enable people in anorganization or profession to understand, discuss, andapply the competencies to workforce performance.

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    Competency is generally known as observable abilities,skills, knowledge, motivations or traits defined in termsof the behaviours needed for successful job performance.

    Are seen mainly as inputs.

    Consist of clusters of knowledge, attitudes and skillsthat affect an individualsability to perform

    WHAT IS COMPETENCY?

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    COMPETENCIES

    BEHAVIORS(actions)

    OUTPUTS

    ORGANIZATIONAL

    RESULTS

    COMPETENCIES

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    A competency is a set of skills, related knowledge andattributes that allow an individual to successfully perform atask or an activity within a specific function or job.-United Nations Industrial Development Organization

    Competencies are generic knowledge motive, trait, socialrole or a skill of a person linked to superior performance onthe job.-Hayes

    Competencies are personal characteristics that contribute toeffective managerial performance.- Albanese

    Definitions

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    COMPONENTS OFCOMPETENCY

    Competency has three major components which are as follows:

    1)Knowledge:Information a person possesses about specific areas

    Comprises factors like memory, numerical ability, linguisticability

    It can be either: Scientific Knowledge

    Technical Knowledge

    Job Knowledge

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    2)Skill: Represents intelligent application of knowledge, experience,and tools.

    Is the procedural "know how" knowledge (what one can do),either covert (e.g., deductive or inductive reasoning) orobservable e.g. "active listening" skill in an interview.

    3)Attitudes:Predispositions to other individuals, groups, objects,situations, events, issues etc.

    Decide our approach or avoidance behavior.

    Normally are conceptualized as positive or negative.

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    SKILLS

    Relates to the

    ability to do.

    Physical domain

    ATTITUDE

    Relates to qualitative

    aspects

    personal Characteristicsor traits

    KNOWLEDGE

    Relates toinformation

    Cognitive Domain

    Outstanding Performance oftasks or activities

    COMPETENCY

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    A Competency is described in terms of key behaviors thatenables recognition of that competency at the workplace.

    Some key behavior indicators in an employee:

    Ability to know what needs to be done or find out (research)and take steps to get it done

    Ask questions when not sure of what the problem is or to gainmore information.

    Able to identify the underlying or main problem.

    Shows willingness to experiment with new things.

    BEHAVIOUR INDICATORS

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    Surface knowledge andskills are relatively easy todevelop. ObservableBehaviour

    Core motive and traitcompetencies are at thebase of the personalityand are more difficult to

    assess and develop.

    EMPLOYEE = ICEBERG

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    TYPES OF COMPETENCIES

    BASIC

    INTELLECTUAL MOTIVATIONAL SOCIAL EMOTIONAL

    PROFFESIONAL

    KNOWLEDGE EXPERIENCE EXPERITISE

    GAINED BY ANINDIVIDUALEMPLOYEE

    ORGANIZATIONAL

    GENERIC MANAGERIAL FUNCTIONAL/

    TECHNICAL

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    WHAT IS COMPETENCY

    MAPPING?Process of identification of the competenciesrequired to perform successfully a given job or role or

    a set of tasks at a given point of time.

    Process through which one evaluates and determinesone's strengths as an individual worker.

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    CONCEPT OF COMPETENCY

    MAPPING

    PersonalCharacteristics Behavior

    JobPerformance

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    OBJECTIVES OFCOMPETENCY MAPPING

    Competency mapping serves a number of purposes.It is done for the following functions:

    1. Gap Analysis2. Role Clarity3. Succession Planning4. Growth Plans

    5. Restructuring6. Inventory of competencies for future planning

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    NEED FOR COMPETENCYMAPPING

    Training andDevelopment

    Compensation

    ReplacementPlanning

    PerformanceAppraisal Career

    Planning

    SuccessionPlanning

    Recruitmentand Selection

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    Steps ForImplementing

    The

    CompetencyMapping

    IDENTIFY DEPARTMENTS &ORGANIZATION HIERARCHY

    OBTAIN JOB DESCRIPTION

    CONDUCT SEMI-STRUCTUREDINTERVIEWS

    PREPARATION OF LIST OF SKILLS

    GENERATE LIST OF

    COMPETENCIES

    INDICATE PROFICIENCY LEVELS

    VALIDATE COMPETENCIES &

    PROFICIENCY lEVELS

    PREPARE COMPETENCY MATRIX

    MAPPING OF COMPETENCY

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    TOOLS FOR COMPETENCYMAPPING

    360- Degree Feedback Process

    Assessment Center

    Critical Incidents Technique

    Interview Techniques

    Questionnaires

    Psychometric Tests

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    360-degree Feedback Process

    Used in organizations for development, appraisal

    and compensation purposes.

    It involves a collection of perceptions about anindividuals behavior and its impact on bosses,

    colleagues, subordinates as well as internal andexternal customers.

    Competency Mapping helps to ensure that suchfeedback relates specifically to the competenciescrucial to individual or organizational success.

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    Assessment Centre

    Mechanism to identify the potential for growth.

    It is a procedure that uses a variety of techniques toevaluate employees for manpower purpose anddecisions.

    An essential feature is the use of situational test toobserve specific job behavior.

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    Assessment center comprises a number of exercisesor simulation such as

    1. Group discussion

    2.In tray

    3.Interview simulation / role plays

    4.Case studies / analysis exercises

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    Critical Incidents Technique

    It can contribute to growth and decay of a system.

    A set of procedures for systematically identifying thebehavior that contribute success or failure ofindividual or organization in specific situation.

    Steps involved are-1) List the good and bad on the job behavior.

    2) Rate how good and how bad is good and badbehavior, respectively.3) Prepare a check-list of good and bad behavior.4) Every single crucial incident is noted down.

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    Interview Techniques

    A face to face interaction between interviewer andapplicant.

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    Questionnaires

    Written list of questions that users fill out

    questionnaires and return.

    Questions about the services based on the type ofinformation required.

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    Psychometric Tests

    Used to measure knowledge, abilities, attitudes, andpersonality traits of candidates/employees

    It is primarily concerned with the construction andvalidation of measurement instruments such asquestionnaires, tests, and personality assessments.

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    ADVANTAGES OFCOMPETENCY MAPPING

    For The Company:

    Establishes expectations for performance excellence.

    Increase in the effectiveness of training and

    professional development programs because of theirlink to success criteria.

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    Improved job satisfaction and better employeeretention.

    Provides a common, organization wide standard forcareer levels that enable employees to move across

    business boundaries & help companies raisethe barof performance expectations

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    For The Managers:

    Identify performance criteria to improve the accuracyand ease of the selection process.

    Provide more objective performance standards.

    Easier communication of performance expectations.

    Provide a clear foundation for dialogue to occur

    between the managers and employees andperformance, development and career-oriented issues.

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    If too much emphasis is placed on 'inputs' at theexpense of 'outputs', there is a risk that it will favor

    employees who are good in theory but not in practiceand will fail to achieve the results that make a businesssuccessful.

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    CONCLUSION

    As a conclusion we can say that, it is through thecompetencies of its employees executives, managers,and individual contributors that an organizationexecutes its strategy and achieves results that are

    crucial to its success.

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    REFERENCES

    The Handbook of Competency Mapping,Understanding, Designing & Implementingcompetency models in Organization, Seema Sanghi,2004,pg.20-28, Response Books.

    http://www.iqpc.com/uploadedFiles/Training/Asia_Training/The_Gateway/competency.pdfwww.citehr.comThe Competencies Handbook, 2005, Steve Whiddett

    & Sarah Hollyforde, Jaico Publishing House


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