COMPETENCY

MAPPING
Presentation By
Shailendra Deshpande
Difference Between
Performance & Competency…….

 “Performance” is a deliberate and purposeful action

or set of actions that an individual takes in order to
achieve a desired result or output of some kind that
has got value to the individual.

 “Competency” can be thought of as the tools that

individuals use for successful or exemplary (best-in-
class) performance. The “best performer” is always
called as ‘Competent performer’ and not vice versa.
Competency As A Tool
 Competencies are based on
2. Knowledge: - information accumulated in a particular
area of expertise (e.g., accounting, selling, servicing,
management)
3. Skills: - the demonstration of expertise (e.g., the ability
to make effective presentations, or to negotiate
successfully)
4. Motive: - recurrent thoughts driving behaviors (e.g.,
drive for achievement, affiliation)
5. Attitude: - self-concept, values and self-image
6. Traits: - a general disposition to behave in certain ways
(e.g., flexibility)
 Categories of Competencies
 Two major categories of competencies: -
2. Threshold competencies: - They are the characteristics,
which any job holder needs to have to do that job
effectively – but do not distinguish the average from
superior performer.

4. Differentiating competencies: - They are the

characteristics, which superior performers have but are
not present in average performers.

Competencies establish a causal link between certain

behaviors and the achievement of success.
 Types of Competencies
 The four major types which are normally evaluated as: -
B. Mobilizing innovation and change: - ability to conceptualize,
creativity, risk-taking, visioning.
C. Managing people and tasks: - coordinating, decision-
making, leadership / influencing others, managing conflict,
planning, and organizing.
D. Communication: - interpersonal relationships, listening to
others, oral and written communication.
E. Managing self: - learning new things, time management,
personal strategies, problem solving.
 Procedure For Acquiring
Competencies
 Traits Self Image
 
   
   
 

Skills Thought Process

Behavior
Difference Between Skill &
Competency
 E.g. 2 people in same of office. They have 2 Similar
skills
 80 words in a minute with no error.
 Entertain the guest.
 Why “choice” of manager differs???
 How to differentiate between skill & competency??
 how can one know when a person has acquired and
is appropriately using a competency in a performance
situation?
Behavior Indicators
 Each competency must have associated with
it one to five (maybe more) behavioral
indicators. Behavioral indicators describe
actions or behaviors that one can observe an
individual taking or using that signify an
appropriate application of the competency in
a specific performance setting.
For Example

Conflict Management: Anticipates or seeks to resolve

confrontations, disagreements, or complaints in a
constructive manner.
Behavioral Indicators: -
 Recognizes the root cause for conflicts, confrontations, or

disagreements.
 Resolves conflicts, confrontations, or disagreements in a

constructive manner.
 Addresses formal and informal complaints from

employees or from person other than employees (e.g.,

customers, suppliers).
 Attempts to resolve employee complaints or from persons

other than employees.

3 Important Definitions In
Competency Mapping
 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.
Continued…….
 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.
 Competency Mapping

HR Functional Role lies in:
 Identifying Competencies required by organisations
 Designing the Assessment/Development Center ( For 
Selection/promotion and development of managers) 
 Designing scientific instruments for assessment 
(Psychological tests, In-Baskets etc)
 Developing Internal Assessor capabilities
 Facilitating Developmental outcomes/action plans
 Institutionalizing the process in the organisation
 Challenges Faced By
Individuals
 The first challenge has to do with the fact that
effective competency mapping calls for insight
analysis into the requisite competencies for success
in the individual’s career field and in key positions of
interest.
 The second challenge is it will be a bit difficult for
many individuals to create their own competency
maps, because of limited experience with
competencies and their behavioral definitions, as
well as some “blind spots” about their own prior
accomplishments.
 Continued……..
 A third challenge has been mentioned earlier. A common
occurrence for many career consultants is encountering
individuals who are less than comfortable putting the extra
effort into & focusing so much on accomplishments, since
this activity often feels to them like self-congratulatory
back-patting.

 The major reason, for all these, is that all competencies

include, other attributes such as traits, thought patterns,
self-esteem, mindsets, and other characteristics that
extend beyond one’s knowledge and skills alone.
 Summary

No matter how formal or informal and organization’s

practices are regarding development planning, the
important idea for the individual is to map his or her
top competencies that are important to their future
career passion and success. From among those top
competencies, the individual needs to identify their
current competency strengths, and also their future
competency development needs.