Competency Mapping is a process of identifying key competencies for an organization and/or a job and incorporating those competencies throughout the various processes (i.e. job evaluation, training, recruitment) of the organization. To ensure we are both on the same page, we would define a competency as a behavior (i.e. communication, leadership) rather than a skill or ability.
The steps involved in competency mapping with an end result of job evaluation include the following:
1) Conduct a job analysis by asking the incumbents to complete a Position Information Questionnaire (PIQ). This can be provided for incumbents to complete, or you can conduct one-on-one interviews using the PIQ as a guide. The primary goal is to gather from incumbents what they feel are the key behaviors necessary to perform their respective jobs.
2) Using the results of the job analysis, you are ready to develop a competency-based job description. A sample of a competency-based job description generated from the PIQ may be analyzed. This can be developed after carefully analyzing the input from the represented group of incumbents and converting it to standard competencies.
3) With a competency-based job description, you are on your way to begin mapping the competencies throughout your human resources processes. The competencies of the respective job description become your factors for assessment on the performance evaluation. Using competencies will help guide you to perform more objective evaluations based on displayed or not displayed behaviors.
4) Taking the competency mapping one step further, you can use the results of your evaluation to identify in what competencies individuals need additional development or training. This will help you focus your training needs on the goals of the position and company and help your employees develop toward the ultimate success of the organization.
Source: [http://e-hresources.com](http://e-hresources.com) <link updated to site home>
From India, Gurgaon
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672The steps involved in competency mapping with an end result of job evaluation include the following:
1) Conduct a job analysis by asking the incumbents to complete a Position Information Questionnaire (PIQ). This can be provided for incumbents to complete, or you can conduct one-on-one interviews using the PIQ as a guide. The primary goal is to gather from incumbents what they feel are the key behaviors necessary to perform their respective jobs.
2) Using the results of the job analysis, you are ready to develop a competency-based job description. A sample of a competency-based job description generated from the PIQ may be analyzed. This can be developed after carefully analyzing the input from the represented group of incumbents and converting it to standard competencies.
3) With a competency-based job description, you are on your way to begin mapping the competencies throughout your human resources processes. The competencies of the respective job description become your factors for assessment on the performance evaluation. Using competencies will help guide you to perform more objective evaluations based on displayed or not displayed behaviors.
4) Taking the competency mapping one step further, you can use the results of your evaluation to identify in what competencies individuals need additional development or training. This will help you focus your training needs on the goals of the position and company and help your employees develop toward the ultimate success of the organization.
Source: [http://e-hresources.com](http://e-hresources.com) <link updated to site home>
From India, Gurgaon
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Hi,
Thanks for sharing the info. Can you provide an example of competency mapping for a position, let's say, Manager HR? I understand that competency mapping may vary from company to company as it is based on the organization's needs on a larger scale. I am looking forward to receiving such an example.
Thanks & Regards,
Kranthi Kumar ASV
From India, Secunderabad
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Thanks for sharing the info. Can you provide an example of competency mapping for a position, let's say, Manager HR? I understand that competency mapping may vary from company to company as it is based on the organization's needs on a larger scale. I am looking forward to receiving such an example.
Thanks & Regards,
Kranthi Kumar ASV
From India, Secunderabad
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Competency mapping should be done very intelligently in an industrial environment to avoid dissatisfaction and negative impacts on the workforce. This process involves assessing emotional intelligence and emotional quotient, as well as evaluating an individual's current skills.
Please let me know if you need any further assistance or information.
From India, Bangalore
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Please let me know if you need any further assistance or information.
From India, Bangalore
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I think we (those that post queries) should do some work for ourselves by searching using Google. For example, I found this site for a good definition What is Competency Mapping?
Have a nice day.
Simhan
From United Kingdom
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Have a nice day.
Simhan
From United Kingdom
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Thanks for your descriptive notes on competency mapping.
Regards,
Rosita.
Hi, this is Sangeeta. I am currently working on my project on competency mapping at Mafoi Consultancy in Chennai. My topic is on competency mapping. Could I please get some notes based on this topic? It would be a great help to me. Thank you. It's urgent, please.
From India, Madras
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Regards,
Rosita.
Hi, this is Sangeeta. I am currently working on my project on competency mapping at Mafoi Consultancy in Chennai. My topic is on competency mapping. Could I please get some notes based on this topic? It would be a great help to me. Thank you. It's urgent, please.
From India, Madras
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Please search CiteHR if you have not already done so. Also, please try to provide as much detail as you can about the scenario for which you need the questionnaire and what the questionnaire is for, etc.
Simhan
From United Kingdom
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Simhan
From United Kingdom
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Hi, Simhan,
The article was certainly very good and provided knowledgeable information on Competency Mapping. However, I would also like to know if there is any method, practice, form, or procedure to design and implement Comp mapping. How is it practiced in companies? If you could provide a few examples, that would be great.
Thanks,
Kanika
From India, New Delhi
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The article was certainly very good and provided knowledgeable information on Competency Mapping. However, I would also like to know if there is any method, practice, form, or procedure to design and implement Comp mapping. How is it practiced in companies? If you could provide a few examples, that would be great.
Thanks,
Kanika
From India, New Delhi
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Hi, I have attached a sample Competency chart i have created to map the various behavioural attributes of employees at the Junior (Exec/ Assc) level. Requets your valuable comments. Regards Amith
From India, Mumbai
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From India, Mumbai
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Hello Kanika,
Just as I searched, if you also search the web using Google, you will find the answer to your question. As a retired academic, that's what I have to do. I have no firsthand experience of implementing it.
Simhan
From United Kingdom
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Just as I searched, if you also search the web using Google, you will find the answer to your question. As a retired academic, that's what I have to do. I have no firsthand experience of implementing it.
Simhan
From United Kingdom
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Dear Friends,
I have to prepare the job description for an HR Manager with an emphasis on human resource development and employee engagement in my company. Can anyone please help me and provide me with some guidelines? My email address is Shilpa.chauhan85@gmail.com.
Regards, Shilpa Chauhan
From India, Indore
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I have to prepare the job description for an HR Manager with an emphasis on human resource development and employee engagement in my company. Can anyone please help me and provide me with some guidelines? My email address is Shilpa.chauhan85@gmail.com.
Regards, Shilpa Chauhan
From India, Indore
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hii this is Surabhi
Competency-Competencies include the collection of success factors necessary for achieving important results in a specific job or work role in a particular organization. Success factors are combinations of knowledge, skills, and attributes (more historically called “KSA’s”) that are described in terms of specific behaviors, and are demonstrated by superior performers in those jobs or work roles. Attributes include: personal characteristics, traits, motives, values or ways of thinking that impact an individual’s behavior.
Competencies in organizations tend to fall into two broad categories:
- Personal Functioning Competencies. These competencies include broad success factors not tied to a specific work function or industry (often focusing on leadership or emotional intelligence behaviors).
- Functional/Technical Competencies. These competencies include specific success factors within a given work function or industry.
Three other definitions are needed:
• Competency Map. A competency map is a list of an individual’s competencies that represent the factors most critical to success in given jobs, departments, organizations, or industries that are part of the individual’s current career plan.
• Competency Mapping. Competency mapping is a process an individual uses to identify and describe competencies that are the most critical to success in a work situation or work role.
• Top Competencies. Top competencies are the vital few competencies (four to seven, on average) that are the most important to an individual in their ongoing career management process. “Importance to the individual” is an intuitive decision based on a combination of three factors: past demonstrated excellence in using the competency, inner passion for using the competency, and the current or likely future demand for the competency in the individual’s current position or targeted career field.
Why Should Individual Employees Map Their Competencies?
A list of compelling reasons includes, at a minimum, the following. An individual:
• Gains a clearer sense of true marketability in today’s job market; once the individual knows how his/her competencies compare to those that are asked for by the job market in key positions of interest.
• Projects an appearance as a “cutting-edge” and well-prepared candidate, who has taken the time to learn about competencies, investigate those in demand, and map his/her own competencies prior to interviewing.
• Demonstrates self-confidence that comes from knowing one’s competitive advantages more convincingly, and from being able to articulate those advantages in specific language.
• Secures essential input to resume development - a set of important terms to use in describing expertise derived from prior career experience.
• Gains advanced preparation for interviews, many of which may be delivered using a competency-based approach called “structured behavioral interviewing” or “behavioral event interviewing.” (See the section below titled “How Does Competency-Based Interviewing
and Selection Work?”)
• Develops the capability to compare one’s actual competencies to an organization
Competencies are becoming a frequently-used and written-about vehicle for organizational applications such as:
• Defining the factors for success in jobs (i.e., work) and work roles within the organization
• Assessing the current performance and future development needs of persons holding jobs and roles
• Mapping succession possibilities for employees within the organization
• Assigning compensation grades and levels to particular jobs and roles
• Selecting applicants for open positions, using competency
From India, Gurgaon
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Competency-Competencies include the collection of success factors necessary for achieving important results in a specific job or work role in a particular organization. Success factors are combinations of knowledge, skills, and attributes (more historically called “KSA’s”) that are described in terms of specific behaviors, and are demonstrated by superior performers in those jobs or work roles. Attributes include: personal characteristics, traits, motives, values or ways of thinking that impact an individual’s behavior.
Competencies in organizations tend to fall into two broad categories:
- Personal Functioning Competencies. These competencies include broad success factors not tied to a specific work function or industry (often focusing on leadership or emotional intelligence behaviors).
- Functional/Technical Competencies. These competencies include specific success factors within a given work function or industry.
Three other definitions are needed:
• Competency Map. A competency map is a list of an individual’s competencies that represent the factors most critical to success in given jobs, departments, organizations, or industries that are part of the individual’s current career plan.
• Competency Mapping. Competency mapping is a process an individual uses to identify and describe competencies that are the most critical to success in a work situation or work role.
• Top Competencies. Top competencies are the vital few competencies (four to seven, on average) that are the most important to an individual in their ongoing career management process. “Importance to the individual” is an intuitive decision based on a combination of three factors: past demonstrated excellence in using the competency, inner passion for using the competency, and the current or likely future demand for the competency in the individual’s current position or targeted career field.
Why Should Individual Employees Map Their Competencies?
A list of compelling reasons includes, at a minimum, the following. An individual:
• Gains a clearer sense of true marketability in today’s job market; once the individual knows how his/her competencies compare to those that are asked for by the job market in key positions of interest.
• Projects an appearance as a “cutting-edge” and well-prepared candidate, who has taken the time to learn about competencies, investigate those in demand, and map his/her own competencies prior to interviewing.
• Demonstrates self-confidence that comes from knowing one’s competitive advantages more convincingly, and from being able to articulate those advantages in specific language.
• Secures essential input to resume development - a set of important terms to use in describing expertise derived from prior career experience.
• Gains advanced preparation for interviews, many of which may be delivered using a competency-based approach called “structured behavioral interviewing” or “behavioral event interviewing.” (See the section below titled “How Does Competency-Based Interviewing
and Selection Work?”)
• Develops the capability to compare one’s actual competencies to an organization
Competencies are becoming a frequently-used and written-about vehicle for organizational applications such as:
• Defining the factors for success in jobs (i.e., work) and work roles within the organization
• Assessing the current performance and future development needs of persons holding jobs and roles
• Mapping succession possibilities for employees within the organization
• Assigning compensation grades and levels to particular jobs and roles
• Selecting applicants for open positions, using competency
From India, Gurgaon
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I have planned do project in Competency Mapping in a leading Telecom industry. Will the following objective is correct. If not kindly give me suggestion.
Developing the competence level is in high demand in today’s society and therefore many companies have chosen to give provide its’ staff adequate opportunities to utilize their skillsets. In theory the basic hypothesis states that knowledge and competence within the workforce will be the key drivers to success in the future rather thanapart from the financial and other resources. It is important for every Organization to recruit Competent employees, aim at further development of their knowledge and competence and also take all measures to retain them with a two folded objective i.e.both for the growth of the individual and the organization.
Competence is a standardized requirement for an individual to properly perform a specific job with perfection and effectiveness. It encompasses a combination of knowledge, skills and behavior utilized to improve performance. More gGenerally, competence is the state or quality of being adequately or well qualified, having the ability to perform a specific role in an effective manner.
The Purpose of this Project is to ,
Identify whether the Employees in the Organization are Competent employees in basis of their,
Education
Skills
Knowledge
Experience
From India, Madras
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Developing the competence level is in high demand in today’s society and therefore many companies have chosen to give provide its’ staff adequate opportunities to utilize their skillsets. In theory the basic hypothesis states that knowledge and competence within the workforce will be the key drivers to success in the future rather thanapart from the financial and other resources. It is important for every Organization to recruit Competent employees, aim at further development of their knowledge and competence and also take all measures to retain them with a two folded objective i.e.both for the growth of the individual and the organization.
Competence is a standardized requirement for an individual to properly perform a specific job with perfection and effectiveness. It encompasses a combination of knowledge, skills and behavior utilized to improve performance. More gGenerally, competence is the state or quality of being adequately or well qualified, having the ability to perform a specific role in an effective manner.
The Purpose of this Project is to ,
Identify whether the Employees in the Organization are Competent employees in basis of their,
Education
Skills
Knowledge
Experience
From India, Madras
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Mapping Process:
First stage of mapping requires understanding the vision and mission of the organization.
Second stage requires understanding from the superior performers the behavioural as well as the functional aspects required to perform job effectively.
• Tool for the first and second stage: BEI/ Structured Interview
Third stage involves thorough study of the BEI Reports/ Structured Interview Reports
a) Identification of the competency based on competency frame work
b) Measurement of competency
c) Required levels of competency for each job family
d) Development of dictionary which involves detail description of the competency based on the indicators. Care should be taken that the indicators should be measurable and gives objective judgment.
Fourth Stage requires preparation for assessment.
a) Methods of assessment can be either through assessment centres or 360 Degree Feedback
b) If assessment centre is the choice for assessment then tools has to be ready beforehand
i. Tools should objectively measure the entire competency required.
ii. Determine the type of the tools for measuring competency
iii. Prepare the schedule for assessment
iv. Training to the assessor should indicate their thorough understanding of the competencies and the tools and also as to how the behaviour has to be documented.
Fifth Stage involves conducting assessment centre. Usually it is a two day program which would involve giving a brief feedback to the participant about the competencies that has been assessed and where they stands to.
Sixth stage involves detailed report of the competencies assessed and also the development plan for the developmental areas.
Good day.
Shijit.
From India, Kochi
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First stage of mapping requires understanding the vision and mission of the organization.
Second stage requires understanding from the superior performers the behavioural as well as the functional aspects required to perform job effectively.
• Tool for the first and second stage: BEI/ Structured Interview
Third stage involves thorough study of the BEI Reports/ Structured Interview Reports
a) Identification of the competency based on competency frame work
b) Measurement of competency
c) Required levels of competency for each job family
d) Development of dictionary which involves detail description of the competency based on the indicators. Care should be taken that the indicators should be measurable and gives objective judgment.
Fourth Stage requires preparation for assessment.
a) Methods of assessment can be either through assessment centres or 360 Degree Feedback
b) If assessment centre is the choice for assessment then tools has to be ready beforehand
i. Tools should objectively measure the entire competency required.
ii. Determine the type of the tools for measuring competency
iii. Prepare the schedule for assessment
iv. Training to the assessor should indicate their thorough understanding of the competencies and the tools and also as to how the behaviour has to be documented.
Fifth Stage involves conducting assessment centre. Usually it is a two day program which would involve giving a brief feedback to the participant about the competencies that has been assessed and where they stands to.
Sixth stage involves detailed report of the competencies assessed and also the development plan for the developmental areas.
Good day.
Shijit.
From India, Kochi
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Thanks for the info...it is really useful, and give us a clear picture of what exactly we are supposed to do right from the scratch for competency mapping...
From India, Mumbai
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From India, Mumbai
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Dear Moderator,
I am confused about the precise meaning of "competency". Some HR professionals with backgrounds in KPMG and PWC say that competency refers to skills, attitude, and knowledge. However, based on your comment, it seems to be more about behavior. Could you please explain? Do these senior professionals need to enhance their skill set? :)
Thank you.
From India, Delhi
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I am confused about the precise meaning of "competency". Some HR professionals with backgrounds in KPMG and PWC say that competency refers to skills, attitude, and knowledge. However, based on your comment, it seems to be more about behavior. Could you please explain? Do these senior professionals need to enhance their skill set? :)
Thank you.
From India, Delhi
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You can view my presentation on this subject here: [Competency Mapping Ppt Presentation](http://www.authorstream.com/Presentation/tsivasankaran-129957-competency-mapping-copy-business-finance-ppt-powerpoint/)
T. Sivasankaran
From India, Chennai
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T. Sivasankaran
From India, Chennai
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Competency chart which is attached in this discussion, it seems like a KRA and KPI evaluation. Skill competency of what skill, attitude, and knowledge. Or the behavior and personality of an individual. Or it includes all of the above.
Corrected:
Competency chart, which is attached in this discussion, seems to be a KRA and KPI evaluation. Skill competency of what skill, attitude, and knowledge. Or the behavior and personality of an individual. Or it includes all of the above.
From India, Vadodara
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Corrected:
Competency chart, which is attached in this discussion, seems to be a KRA and KPI evaluation. Skill competency of what skill, attitude, and knowledge. Or the behavior and personality of an individual. Or it includes all of the above.
From India, Vadodara
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Competency mapping.ppt
ART AND SCIENCE OF COMPETENCY MAPPING.doc