1. Lecture 31

2. Competency Mapping

3. Competency Mapping Why competency mapping ? Cost of manpower
Cost of incompetence
Planned competency development
Employee engagement
ISO/TS requirement

4. Competency-based Management practices
Acts as a basis for...
Performance Management
Learning & Development
New Assignment / Project allocation
Job Rotation
Promotion
Compensation
Career Development
Selection

5. What is a competency ? Any underlying characteristic of an individual,
an operative thought or behaviour,
causally related to superior performance on the job.
Observable
Measurable
Consistent
Reflected in a pattern of actions (skills), thoughts (knowledge) and feelings (attitudes) in the individual.

6. History of Competencies
Pioneers : 1) David McClelland, the famous Harvard Psychologist: Article in 1973 in American Psychologist highlighting the importance of job related competencies over IQ & academic scores
2) Douglas Brey and Associates at AT & T gave the concept of assessment centres for predicting on the job success
These two researches popularised the competency concept.
Later McBer, a consulting firm founded by David McClelland & David Berlew specialised in mapping the competencies and use of behaviour event Interviewing (BEI)
Main trigger > the limitations of Performance Appraisal

7. Competency Ice-berg Model
“Intent”
Core Personality:
Most difficult to develop
Skill
Self-image
Visible
Skill
Knowledge
Trait,
Motive
Attitudes, Values
Hidden
Attitudes, values
Self-image
Trait
Motive
Knowledge
The Iceberg Model
Surface:
Most easily developed

8. Competency Ice-berg (contd.)
Knowledge Content knowledge/information in field of work,
- from education and experience
Skill Ability to do something well; most easily trained on e.g. technical skills to use knowledge
Social Role How people perceive me; how I present myself
- e.g. a loyal employee, a leader
Self-Concept How people see/view themselves; identity; worth
- e.g. an expert, a teacher
Traits Habitual / enduring characteristics
- e.g. flexibility, self-control, good listener
Motives Unconscious drives that predict behavior
- e.g. achievement, influence/power, affiliation

9. Generic & functional 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 are those which are required in small or large measure within specific functions. E.g. knowledge of products, labor laws, etc.

10. Threshold & Differentiating 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 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.

11. Competency Dictionary
Documented combination of competencies and their description in a language specific to an organisation, its functions and levels.
It often also describes each competency in behavioral terms at different levels of proficiency, like Basic, Advanced and Expert

12. ACPL- Generic Competencies common to all managers
COMPETENCY
DESCRIPTION
1. Communication Written, verbal, Presentation, Listening,
Negotiation, Non-verbal, Body
Language, Listening to the unsaid, with
holding giving concepts, concerns in
communication, Put forth own proposal / point
of view so that it do not gets turned down.
2. Analytical Ability Ability to analyze the situation in the context of
business.
3. Decision Making Ability to take good decision considering the
alternatives.

13. ACPL- Generic Competencies
COMPETENCY
DESCRIPTION
4. Creative Thinking Out of the box thinking/ability to challenge/
(Not Innovation) appreciate status quo being challenged.
5. Customer focus Focus on internal as well as external customers
with a view to meet their changing expectations
(By setting benchmarks).
6. Emotional Intelligence More team work ‘not being a passenger,
dependable, inter-personal skills through self-
awareness of strengths/weakness, awareness of
environment, social circles, impulse control and
perseverance.

14. ACPL- Generic Competencies
COMPETENCY
DESCRIPTION
7. Achievement Motivation Sets his own benchmark, Self-driven,
(Applied Learning) Assertiveness, Self-motivated.
8. Conceptual Ability Ability to think abstractly as an aid for
(for strategic thinking) formulation of strategy.
9. Business Literacy Cost consciousness, understanding P&L /
payback etc., Keeping holistic business picture
in mind.
10. Systems orientation Appreciation of Quality systems/GMP/ISO,
Management systems & Operative systems/ ability
to take corrective action rather than disposition.
11. Planning Business planning and planning of all the
resources.

15. ACPL- Functional Competencies
Role: General Manager - Manufacturing
1. Sound Engineering concepts.
2. Sound understanding of Quality Management Systems.
Role: General Manager - Commercial
1. Business acumen
2. Customer relationship management (CRM)
3. Understand and Navigate statutory requirements

16. ACPL- Functional Competencies
Role: General Manager - Operations
1. Sound Engineering concepts.
2. Sound understanding of Quality Management Systems.
3. Versatility in handling a range of functions.
Role: Senior Manager - Personnel & Administration
1. Sound knowledge of HRD concepts / tools and Labor laws.
2. Union (IR) negotiation skills.
3. Group process facilitation skills.

17. ACPL- Functional Competencies
Role: DGM - PFD & Projects
1. Sound Engineering concepts & project management skills.
2. Management of logistics.
3. Sound understanding of Quality Management Systems.
Role: Manager - Quality Assurance
1. Sound knowledge of Quality Management Systems.
2. Sound Knowledge of statutory and regulatory requirements.
3. Sound Pharma Concepts.

18. Competency fundas
The ultimate aim of the exercise is performance – the individual’s & the organization’s
All organization members must have a reasonable proficiency in a few key competencies determined by its business and strategy
A majority of key competencies are generic in nature, with a few knowledge competencies specific to the nature of business
A clear understanding of every member’s job profile is crucial to competency mapping
Stake holder expectations define a job and its competency requirements
Competencies are reflected in the proficiency of performing the key activities of a job

19. Competency Mapping

20. What is Competency Mapping?
The process of identification of the competencies required to perform successfully a given job or role or a set of tasks at a given point in time
It consist of breaking a given role or job into its constituent tasks or activities and identifying the competencies needed to perform the same successfully

21. Competency Mapping Methods
The Behavioral Event Interview (BEI)
Expert panels
Focus groups
Surveys
Psychometric tests

22. Competency Assessment

23. The Behavioral Event Interview It is a structured interview to identify specific behaviors which produce successful results. It identifies and compares thoughts, feelings, behaviors and outcomes reported by outstanding performers with those reported by average performers and is a tool for identifying differentiating competencies.

24. Competency Assessment
Evaluation of the extent to which a given individual or a set of individuals possess these competencies required by a given role or set of roles or levels of jobs.

25. Competency Assessment Methods
Assessment Centers
360 degrees feedback
Psychometric tests

26. Origin of Assessment Centres
First used by German military psychologists during World War II to select officers
The War Office Selection Board of the British Army during the 1940s and US office of strategic services used the method to select spies
After WW II many military psychologists and officers joined private companies, where they started small scale assessment centres
In 1956, AT & T was the first to use the method on a large scale to test managerial potential

27. Assessment Centers
Use multiple methods and multiple assessors to enhance objectivity.
Use psychometric tests, stimulation exercises, presentations, in basket exercises, interviews, role plays, group discussions etc.
Methods used depend on nature of competencies
Competencies can be identified by experts, HR specialists, job analysts, psychologists etc.. in consultation with line managers, current and past role holders, supervisors, internal customers and subordinates.

28. Job Description & Competencies
GOALS
KEY RESPONSIBILITIES
KEY ACTIVITIES

29. Competency Mapping Sheet

30. Gap Interpretation in terms of Developmental perspective
RP - AP
ACTION TO BE TAKEN
-ve Surplus
1 Kaizen (Continuous improvement)
2 Planned effort/ improvement / training
3 or more Major development effort required
(possibility of job change if the
competency is critical)

32. Stages in installing Competency based Management 1
Stages in installing Competency based Management 1. Develop a competency dictionary 2. Map the competency requirements of jobs 3. Assess competencies of job holders 4. Plan action to deal with competency gaps 5. Implement action in a sustained way

33. Dr. T V R says …
“ Competency mapping is essentially an in-house job. Consultants can at best give the methodology and train up the line managers and HR staff. Consultants cannot do competency mapping all by themselves because no consultant can ever have all the knowledge required to identify the technologies, managerial, human relations and other conceptual knowledge, attitudes and skills required for all jobs in a firm. Where consultant are extensively relied upon the data generated are likely to enrich the consultant much more than the firm. The lower the consultant’s involvement, more the work needs to done internally and higher the intellectual capital generation and retention within the organisation.”

34. Thanks