COMPETENCY MAPPING PROCEDURES AND STEPS
Presented by: Sahana. P
COMMON STEPS IN COMPETENCY MAPPING First Step:
A job analysis is carried out by asking employees to fill in a questionnaire that asks them to describe what they are doing, and what skills, attitudes and abilities they need to have to perform it well. There would be a bit that requests them to list down attributes needed to make it up to the next level, thus making it behavioural as well as skillbased.
COMMON STEPS IN COMPETENCY MAPPING Second Step:
Having discovered the similarities in the questionnaires, a competencybased job description is crafted and presented presented to the personnel department for their agreement and additions if any.
COMMON STEPS IN COMPETENCY MAPPING Third Step:
Having agreed on the job requirements and the skills and attitudes needed to progress progress within it and become more productive, one starts mapping the capability of the employees to the benchmarks. An almost (but not quite) arbitrary level of attainment is noted against each benchmark indicating the areas where where the assessee is in terms of personal development and achievement.
COMMON STEPS IN COMPETENCY MAPPING These give HR manager a fairly good picture of the employee to see whether he (or she) needs to perform better or to move up a notch on the scale. Once the employee `tops' every indicator at his level, he moves on to the next and begins there at the bottom - in short, he is promoted. It helps in determining the training and development needs and importantly it helps to encourage the best and develop the rest. A winwin situation for everyone.
TOOLS FOR DATA COLLECTION Behavioral events interview. Expert panels. Surveys. Expert systems. Job analysis. Role analysis. Direct observation.
STAGES IN DEVELOPING ORGANIZA ORGANIZ ATION WIDE COMPETENCY MODEL Stage 1: Data gathering and preparation Study identified jobs Identify major categories of skills Identify probable competencie s
Stage 2: Data analysis
Review list of competencie s
Stage 3: Validation
Content validation session
Competency definition
Reinforce critical competency
Assign proficiency levels
Refine competency definitions
DATA ANALYSIS Review list of competencies: Review the competencies that are identified, to check if they fulfill the purpose or objective of the job. Competencies are finalized for each job role. Identify and list meta competencies. Have it agreed with the management teams. Each role profile in turn would now have a detailed set meta and sub competencies.
DATA ANALYSIS
Construct competency definitions:
Job family
Works manager
Competenc Problem y1 solving
Sales manager
Production Treasurer manager
Sales force Conflict Forecasting managemenmanagemen t t
Competenc Conflict Channel Decision y2 managemenadministrati making t on
Issue managemen t
Competenc Quality Data y3 managemengathering t
Data gathering
Problem solving
DATA ANALYSIS
Each of the competencies are now defined in the context of the role profile .
Assign proficiency level : Define what proficiency means to the organization and what use would it be put to within the organization. Define levels and differentiate between appraisal ranking and proficiency levels.
VALIDATING THE COMPETENCY MODEL Validation can be done in three stages: Content validation session. Reinforce proficiency of critical competencies. Refine competency definitions, if necessary.
VALIDATING THE COMPETENCY MODEL Content validation session : Bring together an appropriate ap propriate focus group consisting of top management, m anagement, cross section managers and typical typ ical role profile holders. Validate the skills s kills identified and competencies profiled. Conduct a validation v alidation exercise exercise to check for the ease of understanding, implementation possibility, time and the th e process involved to roll it out through the enterprise.
VALIDATING THE COMPETENCY MODEL Define milestones for such an implementation work. Tabulate Tabulate the learning process. Evaluate whether the exercise has generated adequate data and information to progress with the competency definition and proficiency mapping exercise. Reestablish the business case for implementing a competency development work process. Run pilot workshops where ever necessary .
VALIDATING THE COMPETENCY MODEL Reinforce proficiency of critical competencies: At this stage, proficiency analysis and validation is essential to be conducted through through similar cross management focus groups. Illustrate with examples how proficiency levels have been articulated, valued and how they would be used. Handle insecurities and threat perceptions perceptions in the usage of proficiency levels. Run pilot pil ot workshops works hops where wh ere necessary necess ary..
VALIDATING THE COMPETENCY MODEL Refine competency definitions, if necessary: Focus on the competency definitions obtained through the validation exercise. Conduct a top management workshop and finalize the definitions. Run a pilot focus group, if necessary .
COMPETENCY PROFILE
Competencies are the combination of Knowledge, Abilities, and Skills that contribute to individual and organizational organizational performance. Behavior Knowled ge Skill s Abilities Personal Attributes
COMPETENCY PROFILE Competency profiling aims to identify id entify all of these KAPS in order to help create create a real and sustainable change in behavior. Knowledge: Information that is organized, learned learned and applied through experience, study, or investigation. Ability: Innate potential to perform mental and physical actions.
COMPETENCY PROFILE Personal Attributes: Individual traits, values, motives that indicate employee’s behavior. behavior. Skills: Result of repeatedly applying knowledge or an ability.
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