Competency Mapping

Competency approach to job depends on competency mapping. Competency Mapping is a

process to identify 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. A competency is defined as a behavior (i.e. communication, leadership) rather
than a skill or ability.

DEFINITION:

According to Boyatzis(1982) “A capacity that exists in a person that leads to behaviour that
meets the job demands within parameters of organizational environme, in turn brings about
desired results”

The steps involved in competency mapping are presented below:

1. Conduct a job analysis by asking incumbents to complete a position information

questionnaire(PIQ). This can be provided for incumbents to complete, or used as a basis
for conducting 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, a competency based job description is developed. It
is 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, mapping the competencies can be done. The
competencies of the respective job description become factors for assessment on the
performance evaluation. Using competencies will help to perform more objective
evaluations based on displayed or not displayed behaviors.
4. Taking the competency mapping one step further, one can use the results of one’s
evaluation to identify in what competencies individuals need additional development or
training. This will help in focusing on training needs required to achieve the goals of the
position and company and help the employees develop toward the ultimate success of
the organization.
New MFollowing these steps, the competency mapping tools are as follows.
1. INTERVIEWS
2. QUESTIONNAIRES
3. ASSESSMENT CENTRES
4. CRITICAL INCIDENTS TECHNIQUE
5. PSYCHOMETRIC TESTS
Interview
The interview consists of interaction between interviewer and applicant

Competency-based interviews may be structured, semi-structured or unstructured

depending on the person conducting the competency mapping. Interview should be carefully
designed so as to provide information about both the easily observed information and the general
disposition and motivation of the employee. Questions prepared should target each
competency and give an overview of the tangible skills and knowledge possessed by the
employee

If handled effectively, interviews can prove to be a powerful technique for getting accurate
details and obtaining information which may otherwise be unavailable.

Since the interview is one of the most commonly used personal contact methods, great care has
to be taken before, during and after the interview. Following steps are suggested:

● Before the actual interviews begins, the critical areas in which questions will be asked
must be identified for judging ability and skills. It is advisable to write down these critical
areas.
● The second step is to scrutinize the information provided to identify skills, incidents and
experiences in the career of the candidate, which may answer questions raised around
the critical areas.
● An interview is a face-to-face situation. The applicant is “on guard” and careful to present
the best face possible
● The fundamental step is establishing “rapport”, putting the interviewee at ease;
conveying the impression that the interview is a conversation between two friends, and
not a confrontation of employer and employee.
● Once the interviewee is put at ease the interviewer starts asking questions, or seeking
information related to the job. Here again it is extremely important to lead up to complex
questions gradually
● Showing surprise or disapproval of speech, clothes, or answers to questions can also
inhibit the candidate.
● Leading questions should be avoided because they give the impression that the
interviewer is seeking certain kinds of answers. This may create a conflict in the
 interviewee, if he has strong views on the subject. Nor should the interviewer allow the
interview to get out of hand. He should be alert and check the interviewee if he tries to
lead the discussion in areas where he feels extremely competent, if it is likely to stray
from relevant areas.
● The interviewer should be prepared with precise questions, and not take too much time
in framing them.

Once this phase is over, the interviewers should discuss the interviewee, identify areas of
agreement and disagreement, and make a tentative decision about the candidate.

Questionnaires
Competency mapping questionnaires consist of a list of questions either standardized or prepared
solely for the purpose of competency mapping which the employees are expected to fill. There
may be competency mapping questionnaire for employees or for managers depending on the
level at which the mapping is being conducted. One form of a questionnaire is the Common
Metric Questionnaire (CMQ) that makes use of five domains to examine competencies to
improve work performance. These five domains are as follows: background, contact with
people, decision making, physical and mechanical activity and work setting. Another form is
Functional Job Analysis (FJA) which is a qualitative analysis and breaks the job down to seven
parts: things, data, worker instructions, reasoning, people, mathematics and language. The
behavior and actions of the employees in the seven areas is a part of FJA.
Assessment Centers
Assessment centers is a process (and not a location) that helps to determine the suitability of
employees to specific type of employment or job role. Using validated tests, different elements
of the job are simulated. The candidates or employees are expected to complete a number of
assessments specifically designed to assess the key competencies required for the job role they
are applying. These tests focus on assessing the individual based on their knowledge, skills,
attitudes and other behaviors. An essential feature of this process is using situational test to
observe job specific behavior.

Critical Incidents Technique

This technique was developed by Flanagan (1954) and involves direct observation of the
employee in specific situations. The observations should be recorded as accurately as possible
since it would be used to identify behaviors that contribute to success or failure of individual or
organization in a specific situation. First step, is to make a list of good and bad on the job
behavior. After this, the supervisors should be trained to note down incidents when the employee
was successful or not successful in meeting the job requirements. At the end of the year, a
balance sheet for each employee is created to find how well the employee has performed (Balaji,
2011).

Psychometric Assessment
These are standardized and scientific tools used to assess the mental capacities and behavioral
styles of employees in an organization. The most commonly used psychometric assessment is
aptitude, achievement and personality testing. Aptitude tests help to determine the capacity of the
individual to acquire with training a particular type of skill or knowledge. Achievement tests
help to determine the level of proficiency an individual has achieved in a given area. Personality
testing gives a description of the unique traits and characteristics that drive the employee’s
behavior. Apart from these, competency mapping rating scale may also be used as a part of
assessment.
These competency mapping methods can be used individually or as a combination to provide a
comprehensive detail about the competencies of the employee and the job requirements.
 Career planning and Development
Meaning:

Career planning is the process by which one selects career goals and the path to these goals.
Career development is those personal improvements one undertakes to achieve a personal
career plan. Career management is the process of designing and implementing goals, plans and
strategies to enable the organization to satisfy employee needs while allowing individuals to
achieve their career goals. So, due to this career planning and development is necessary to each
and every employee in an organization. The need of career planning and development is felt in each

and every organization of today’s global world.

So, in today’s session let us discuss the need for career planning in depth Need for Career Planning

:-

Career Planning is necessary due to the following reasons:

1. attract competent persons and to retain them in the organization.

2. To provide suitable promotional opportunities.

3. To enable the employees to develop and take them ready to meet the future challenges.

4. To increase the utilization of managerial reserves within an organization.

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Career planning and Development and its linkage with Competency Mapping