1. Competency and Competency Analysis
Srividya Iyengar

2. Contents Competency modeling and competency mapping
Definition of Competency
Classification of Competencies
Future Model
Competency modeling and competency mapping
What is not competency management
Core competencies
Methods of competency mapping
Six steps
Benefits of using competency model
Functional Competencies
Competency Mapping and its linkage to PMS
Design of Competency mapping
Competency Development Matrix
Significance of competency based PM

3. Definition - Competency
A capacity that exists in an individual that leads a behaviour that meets the job demands with in the parameters of the organizational environment and that, in turn brings about desired results. – Boyatzis (1982)
A competency is an underlying characteristic of an individual that is causally related to criterion-referred effective and /or superior performance in a job or situation. – Spencer and Spencer (1993)
A competency is an underlying characteristics required to perform given task, activity or role. Competency has following forms – knowledge, skill and attitude. – Gomes (2007)

4. Types of Competencies Behavioural Technical
Behavioural expectation to deliver results
Like…..????
First Advocated by McClelland – 1973
Criterion-Referenced assessment
Process of analyzing key aspects of behaviour that differentiates effective and less effective performance
Boyatiz….(1982)
Single factor ??? Or Range of factors
Clusters
Technical
What people have to know
Be able to do

5. Future Models Compared to Ice Berg
Necessary for top performance but not sufficient to guarantee it
Compared to Ice Berg
Skill and knowledge
Personal Attributes and Behaviours that predict long term success
Attitudes
Motives
Traits

6. Competency modeling and Competency mapping
Are they one and the same? – how ?
Are they different?
- Why do you think So ?
Competency Modeling
Competency Mapping
Are they linked?
- Why do you think so? – and How?

7. What is not CM Competency Management focuses on
Identifying knowledge, skill, characteristics
To perform role, Manage a function, Lead organization
Converting such identified indicated into competency models
Often mistaken for core competence.
Human resource competency leads to forming core competence of an organization

8. “When all I want is a good pair of hands, unfortunately, I must take them with a person attached” – Henry ford

9. Methods of competency mapping
Past Performance based approach
Behavioural Event Interview (BEI) / Thematic Apperception Test (TAT)
Steps :
Identify position to be mapped
Identify outstanding performers, avg / below / above average performers
Interview them using BEI
Generating list of competencies needed and not needed
Job-focused method
Task / Role / job profile as center point. Uses position information questionnaire
Understand purpose of the job
Asking incumbents to list down job’s major activities and accountabilities
Mapping each accountability or major task
Value-based method
Cultural, traditional values of organization to construct competencies
Careful structured dialogue process – involving top leadership to simple pronouncements made by CEO / HR head on competency list generated by HR group

10. Six steps in context of Performance Management
Process of identifying critical, routine and supplementary knowledge, skills and characteristics required for performing a role effectively
Process of identifying fundamental, medium and advanced level knowledge, skills and characteristics required for the employee to perform his / her task role efficiently
Process of identifying fundamental, medium and advanced level knowledge, skills and characteristics required to lead the organization
Grouping, classifying and defining the steps 1,2,and 3 into organization, function and role specific competency models
Using articulated and customized competency model to nurture competency based PM
Using competency-based performance management in institutionalization of PM strategies like???? Rewards, development & training, career progression, Selection, Promotion etc.,

11. Benefits of using competency model
Manager
Performance criteria of position to ease out selection
Clarify performance expectations to direct response
Foundation for dialogue about performance, development, career plan
Employee
Know criteria for success in job roles
Derive specific and objective assessment of strengths - OFI (Opportunity For Improvement)
Provide development tools and methods for competency enhancement

12. Functional Competencies
Identify a function
Identify and map competencies for all positions in function
Seek expectation, match –functional and organizational competencies
Interview, find out specific functional competencies
Cascade his / her goals
Ask lowest level person – how his /her goal is aligned to function
Consult – SME
Existing & new derived competencies
Check gaps

13. Competency Mapping and its linkage to PMS
Provides structured and documented procedure that aid in recruitment of competent personnel with…….
Reduces cost and time of performance development program – how ????
Helps in benchmarking higher levels of performance
Helps in creating individual learning plans

14. Design of Competency mapping
Map skills, personal attributes and training needs for a given job and specify the required performance level against that. Rank order, finalize, validate, and benchmark skills and attributes. This will act as a checklist for subsequent performance planning of employees
Map Competencies
Identify Competency
Conduct competency test (psychometric tools and 360 degree approach) at the time of recruitment of new employee and use skill matrix audit for existing employees
Analyze Competency Gaps
Measure current performance level against standard or desired performance level and note down the gap
If current performance is more than or equal to the required performance level, then select that candidate or reward the employee concerned If current performance is less that required performance level then reject the candidate or desire appropriate training ad development programme for the employee concerned
Decide

15. Competency development matrix
Phase - I
Phase - 2
Unconsciously incompetent
Consciously incompetent
Phase - 3
Phase - 4
Unconsciously competent
Consciously competent
Source: HRD Newsletter – NHRD Network

16. Competency development matrix
Phase - I
Phase - 2
Unconsciously incompetent
(due to lack of proper feedback or suitable exposure)
Consciously incompetent
(individual recognizes his / her limitations when he fails to perform)
Phase - 3
Phase - 4
Unconsciously competent
(after becoming consciously incompetent, individual makes efforts to improve)
Consciously competent
(acquired skill is widely recognized and it enhances motivation level of individual)
Source: HRD Newsletter – NHRD Network

17. Significance of competency based PM
Significance of Competency Strategy
Organizational Goal
Benchmarking
Human Resource Potential
Strategic Advantage
Change Adaptation
Managerial Objectivity
Sharpening HR Systems
Consistency and completeness
Growth Infusion
Organizational Goal