Methods of Competency Mapping

Competency analysis is concerned with behavioural dimensions of roles while competence analysis considers what people have to do to perform well. In an organisation a tailor-made competency schedule is carried out by specialists or management consultants or both. Line managers may be consulted but the frameworks are issued to them in accordance with procedures laid down for such processes laid down for such processes as performance management. Although the first draft may be developed in-house but when practiced the suggested changes can improve it further.

Approaches

There are 6 approaches to competence analysis:

1. Expert Opinion
2. Structured Interviews
3. Workshops
4. Critical Incident Techniques
5. Repertory Grid Analysis
6. Job Competency Assessment

Approach # 1. Expert Opinion:

This method involves an expert member of the HR dept. possibly discussing with the other experts and referring to the published list to draw up “What counts”. The major drawback of this method is that it lacks detailed analysis and the line managers have not been involved at any step so it may be unacceptable.

Approach # 2. Structured Interviews:

Here we require the list of competences prepared by experts and the job-holders. The key result areas of a particular are identified to analyse the behavioural characteristics, which distinguish performers at different levels of competence.

The positive and negative indicators required for achieving high levels of performance can be analysed as:

• Personal drive (achievement motivation)
• Analytical power
• Creative thinking
• Team Management
• Interpersonal skills
• Communication skills

This approach relies too much on the experts.

Approach # 3. Workshops:

A team of experts (knowledge and experience holders), managers, job-holders along with a facilitator (not from personnel department) or a consultant work together in a workshop. The activities of workshop initiate with defining job related competence area. Then the members of the group develop examples of effective and less effective behaviour recorded on flipcharts. The facilitators’ job is to help the group to analyse its findings and assist generally to set competency dimensions which can be identified by behaviour.

Approach # 4. Critical Incident Technique:

This is a means of eliciting data about effective or less effective behaviour related to actual events- critical incidents.

The technique is used with groups of job holders, their managers and expert in following ways:

• Explain what the technique is and what are its uses. This helps to gather the real information regarding the behaviours constituting good or poor performance
• Listing the key areas of responsibilities for a particular job.
• Each area of job can be discussed and relating to critical incidents
• Collect information about the critical incidents under the following headings-
• What were the circumstances?
• What did an individual do?
• What was the outcome of the efforts of the individual?
• Same process is repeated for each area of responsibility and various critical incidents are recorded.
• On referring to the flipchart, analysing the critical incidents, the recorded behaviour is marked on a scale from one to five.
• These ratings are discussed and re-discussed for reducing errors.
• Final analysis; It lists the desired competence, performance indicators for each principal accountability or main task.

Approach # 5. Repertory Grid:

Repertory grid can be used to identify the dimensions that distinguish good from poor standards of performance. This technique is based on Kelly’s personal construct theory. Personal constructs are the ways in which we view the world. They are personal because they are highly individual and they influence the way we behave or view other people’s behaviour. The aspects of the job to which these ‘constructs’ or judgements apply are called ‘elements’.

A group of people concentrate on certain elements (work or task of job holder) and develop constructs for them. This helps to define the qualities which indicate the essential requirements for successful performance.

The procedure being followed by an ‘analyst’ is called ‘triadic’ method of elicitation and involves following steps:

1. Identify the elements of the job to be analysed.
2. List the tasks on cards.
3. Draw three cards randomly from the pack of cards and ask the group members to select the odd one out from the point of view of the qualities and characteristics needed to perform it.
4. Try to obtain more specific definitions of these qualities in the form of expected behaviour.
5. Again draw three cards from the pack and repeat step c&d. Repeat the process unless all the cards have been analysed.
6. List all the constructs and ask the group members to rate each task on every quality using a six or seven point scale.
7. Collect and analyse the scores in order to assess their relative importance.

The repertory-grid analysis helps people to articulate their views by reference to specific examples. It is easier to identify behavioural competences required in a job by limiting the area through the triadic technique. This method of analysis is quite detailed and time- consuming.

Approach # 6. Job Competency Assessment:

The job competency assessment method as described by Spencer & Spencer (1993) and offered by Hay/McBer, is based on David Mc Clelland’s research on what competency under six clusters-

• Achievement Cluster
• Helping/Service
• Influence
• Managerial
• Cognitive
• Personal Effectiveness

The competency assessment method is used to model the competencies for a generic role i.e. for a position which is similar to many job holders and basic accountabilities are same. The method begins with assembling a panel of expert managers to express their vision of the job, its duties, responsibilities, difficult job components, likely future changes to the role and the criteria against which the job-holders performance is measured. The members do nominate some members to be outstanding or satisfactory.

The next step is to conduct ‘behavioural event interview’ with nominated job-holders to focus upon the distinction between a person’s concept and what a person actually does. This employs a structured probe strategy rather than a standard set of questions. This investigative interview helps to gather most accurate performance data.

Following this analysis, differentiations can be made between superior and average performers in the form of the:

(a) Competencies possessed by superior performers

(b) Activities undertaken by average performers

(c) Competency and average criteria for both superior and average performers.

Tools:

Following these steps, the competency mapping tools are as follows.

• Interviews
• Questionnaires
• Assessment centres
• Critical incidents Technique
• Psychometric Tests

Interview

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, how he or she acts under certain conditions, and how they behave with other people. The questions focus on relating past job performance to future on the job performance. Biasness and distortion of flow should be avoided as much as possible. If handled effectively, interviews can prove to be a powerful technique for getting accurate details and obtaining information which may otherwise be unavailable.

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.

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.