COMPETENCY MAPPING – The practitioner’s perspective

The present globalization of economy necessitates innovative approaches in managing the working force. The dramatic changes in the demography and social systems thereof, has given leeway for various HR practices enhancing the employee productivity and growth. One of the most commonly used HR practice is Competency based HR practice. Identifying and nurturing competencies in the organization enables better performance management as well as reward & recognition systems leading to career and succession planning programs

Definition of Competency

Competency is the cumulative result of the presence of three components. These components are:

  • Knowledge
  • Skills
  • Behavior necessary

In order for an individual to excel in a particular role, all the three components are mandatory. The inter play between these components as:

  • Knowledge helps to build the skill
  • Skill helps the knowledge to be exhibited
  • Behavior helps the knowledge to be exhibited. In the absence of behavior, the competency becomes a “hidden” competency.
A competency Definition given by McClelland:“Competency is an underlying characteristic of an individual that is causally related to criterion referenced effective and/or superior performance in a job or a situation.”

Competencies are observable behavior that are reflected in a pattern of actions based on the knowledge and skill levels of an individual

A competency model is an organizing framework that lists the competencies required for effective performance in a specific job, job family (e.g., group of related jobs), organization, function, or process. Individual competencies are organized into competency models to enable people in an organization or profession to understand, discuss, and apply the competencies to workforce performance.

Competency profiling is the classification of identified competencies based on the competency model used

There are multiple ways of differentiating competencies; leadership and functional, core and non core, managerial and non managerial etc

One method of defining competencies are the following

Generic Competencies

Generic competencies are managerial and cognitive competencies required in small or large measure across functions.

E.g. Analytical skills, customer focus, etc.
Functional competencies

Functional competencies are those which are required in small or large measure within specific functions.

E.g. knowledge of products, labor laws, etc.

Threshold competencies

Threshold competencies are the 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

Differentiating competencies are 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.

Competency mapping approach

The behaviour dimension assessments of individuals are competency assessment. In competency mapping, the behaviour indicators for identified competencies are defined and documented. These behaviours are assessed through various tools and measures on pre-determined scales

This is a defined process map for competency mapping projects that can be used by any HR professional

Identifying competencies

The following techniques in isolation or in a group can be used for identifying competencies

  • Job descriptions
  • Focus group discussions
  • Questionnaire
  • Leadership/individuals inputs – BEI interview

A detailed discussion with the leadership/project team on identified competencies will be held to reach onto a consensus on the appropriateness of the same

Defining competencies

The identified and agreed competencies, will be defined and documented for easier and clearer understanding by the employees for the assessment purposes. The varied levels and corresponding behaviour dimensions are to be developed in this step

For example:

Interpersonal Skills
Ability to interact and engage with clients, peers, superiors and subordinates with assertiveness and empathy. Clearly communicates the views and keep the group’s point of view in mind while discussing issues. Manages internal and external clients in harmony

Behavioural dimension

  • Understands the interests and important concerns of others.
  • Notices and accurately interprets what others are feeling, based on their choice of words, tone of voice, expressions, and other nonverbal behavior.
  • Anticipates how others will react to a situation.
  • Listens attentively to people's ideas and concerns.
  • Understands both the strengths and weaknesses of others.
  • Understands the unspoken meaning in a situation.
  • Says or does things to address others' concerns.
  • Finds non-threatening ways to approach others about sensitive issues.
  • Makes others feel comfortable by responding in ways that convey interest in what they have to say.

This will enable people to more or less accurately rate the levels at which an individual is. The behavioural dimensions help to translate the competency to an observable and hence measurable dimension

Competency Levels and descriptions

Competency / Level 1(Basic) / Level 2 (competent) / Level 3 (Advanced) / Level 4 (Expert)
Inter Personal
Skills / The extent of rapport and confidence enjoyed by this person with the team members is very minimal. The person is either not too engaged with others else new to the group / Enjoys moderate amount of confidence and rapport among people Able to manage very close associates only with whom most of the interactions take place. / Enjoys good amount of rapport and confidence among team. Able to manage the people relations, but people might not be willing to open up personally all the times. Individually can handle people well, but in a group may not be effective always / Enjoys high amount of rapport and confidence among people. Engages very well with everyone and plays a vital role in the balancing act during the times of disagreement among the team member. People confide personally and professionally on this person

Assessment tools

The universally used assessment tools of two kinds

  • Instrument based tools
  • Simulation tools

Instrument based tools

Instrument based tools are those which are tried and tested instruments. Some of the psychodynamic instruments used generally are

  • 16 PF
  • MBTI
  • Belbin’s team role etc
  • YOT
  • Firo-B

The instruments that are non psychodynamic in nature are the following

  • 360 degree feedback analysis
  • Leadership survey instruments

Simulation tools

Simulation tools are the techniques whereby the individual or team is assessed on their behaviour in a given circumstance, which is a simulated one based on the business scenarios

Some of the most commonly used techniques are

  • Behavioural Event Interview (BEI)
  • Leaderless Group Discussion
  • Role plays
  • Outbound behavioural observation

Competency Mapping and Gap analysis

Once the competencies are assessed it is mapped against the requisite levels for the position/role. The mapping will entail providing the insight on the gaps in the competency levels displayed by the individual, if any. This is done by mapping the existing levels of competency exhibited by individuals against the desired competency levels for each of the roles for individuals

The gaps identified will be between the demonstrated proficiency levels against the expected proficiency levels

Suggested areas of implementation

Based on the existing competency levels mapped against the desired levels, the gaps are identified. The circumscribing of competency gaps will be resolved by suggesting the requisite and appropriate development plans.

Competency based HR practices can help organization in all HR systems and processes. The commonly used functional streams in HR that makes use of competencies as input component are the following

The knowledge industry is one which has developed solid competency based practices model and been using PCMM as one of the strong tool in IT industry. Competency based pay is also accepted as a norm in this industry acting as pay differentiator in the best HR practices organizations