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V Competency mapping refers to studying the µon the job

behavior¶ of a person to identify their knowledge, skills,
self concept, attitude, traits and motive which leads to the
success or failure in a given job role.
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Competency mapping consists of breaking a given role or
job into its constituents tasks or activities and identifying
the competencies needed to perform the same
successfully.
 

  


V Ýhreshold Competencies
V Differentiating Competencies
V Generic Competencies
V Specific Competencies
V Higher Order Competencies
V Lower Order Competencies
V Ýechnical Competencies
V Conceptual competencies
V Behavioral Competencies
V Managerial Competencies

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•pproaches in competency mapping

V Ýop Down •pproaches:

Competencies needed for effective or superior performance are
identified by the expert groups consisting of job incumbents,
superiors and subordinates after analyzing the Organizational
objectives.
V Bottom Up •pproaches:
the knowledge, skills, motives, traits, self concept and other attributes
of consistently high performing employees are studied and
benchmarked for developing in other employees.
V Hybrid •pproaches:
this involves developing a competency model based on knowledge
and intuition by experts / HR professionals. •fter examining
performance on the ob for about 2 years, the competencies are either
confirmed or revised based on performance outcomes.
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Critical
Incident
Ýechnique
Behavioral
Repertory
Event
Grid
Interview

Expert Data Job/Ýask

panel collection •nalysis
Methods

Observation Survey

•utomated
Expert
System
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V Observation:
Ýhe observer observes the behavior of the role performer directly .
V Repertory Grid Process:
Ýhe respondents will identify a group of superiors and another group of
ineffective performers in a particular job role. Ýhen the respondent will
identify the variables which are associated with the superior and average
performers.
V Critical Incident Ýechnique:
It is a set of procedure for systematically identifying behaviors that
contribute to the success or failure of the individuals, groups or organizations
in specific situation.
V Expert Panels:
a panel of experts (superiors performers, immediate supervisors, consultants,
HR mangers) are asked to brainstorm about the knowledge, skills, attitudes
and motivation required for superior performance of a particular job.
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V Surveys:
Information is collected through the questionnaire framed by the HR
department or consultants.
V •utomated Expert System:
Scientifically structured and validated questions are prepared and
programmed into the computer. Ýhe computer then pose the questions to the
experts, consultants, and HR manger and role holder about the competency
requirement, methods and procedures involved in superior or average
performance.
V Job Ýask •nalysis:
Ýhis provides complete description of the job requirement and specifications.
V Behavioral Event Interview (BEI)
this intend to find out what people really do instead of hearing the stories
about what they want to do or what they propose to do.BEI finds out the
knowledge, skills, motives, traits and self concept of people from their
behavioral actions which are real.
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M. Studying the methodologies employed by other organizations for

successful mapping of competencies.
2. Defining what constitutes competency with reference to specific needs of
the organization.
3. Deciding whether it is to be done as an In-House exercise or through the
help of external consultants.
4. Deciding the methods or approaches to be employed.
5. Determine the relative importance of each competency with reference to
the particular job to be profiled and selecting the appropriate competencies.
6. Deciding the tools to be used for gathering job data for mapping.
7. Determine the nature and degree of effective or ineffective behavior for
each competencies in each job and the level of mastery required for
superior performance of the said job.
8. Defining the criteria for evaluating the effectiveness of mapping exercise
in terms of performance outcomes.