Steps in Competency Mapping

The competency mapping process does not fit the one-size-fits all formula. It has to be specific to the user organization. It is better to develop models that draw from but are not defined by existing research, using behavioural interview methods so that the organization creates a model that reflects its own strategy, its own market, its own customers, and the competencies that bring success in that specific context (including national culture).

Start with small, discrete groups or teams, ideally in two directions-a ‘horizontal slice’ across the business that takes in a multi-functional or multi-site group, more or less at the same organizational level, and a ‘vertical slice’ taking in one whole department or team from top to bottom. From that, the organization can learn about the process of competency modeling, and how potential alternative formats for the models may or may not fit the needs of the business.

It is important to focus on one or two key areas of implementation rather than the whole HRD agenda in one scoop. So if recruitment and selection or performance management are they key strategic needs of the business, and where the pain is being felt, then start there. It is advisable to being with a ‘horizontal’ slice of the management or senior-most team as the benefits will percolate down to the whole organization.

Competency mapping refers to the process of identifying the key skills required for accomplishing tasks at a particular position. On completion of this process, the map becomes an input for several other HR processes such as job-evaluation; recruitment; training and development; performance management; and succession planning.

The mapping process starts with the understanding of the vision and mission of the organization, followed by translating them into specific, measurable, and time-bound business goals. It then goes on to clearly outlining an organization’s structure, identifying various levels and positions, as well as reporting relationships obtained within the structure.

HR professionals initially draw a distinction between competencies and competences. Though these two terms are often used interchangeably, competency more precisely refers to employee behaviour whereas competence highlights on employee performances, skills, or their results.

The competency mapping process consists of the following stages:

Stage 1:

Designing the questionnaire for data collection.

While designing the questionnaire following factors are to be taken into consideration:

1. Knowing the Purpose of the job
2. Identifying the Critical Success Factors
3. Identifying the Key Result Areas
4. Breaking KRAs into Key Activities

Stage 2:

Data Collection:

1. Clarity of Organization Direction
2. Clarity of Organization Structure.
3. Interview Job Holder.
4. Interview Job Holder’s Reporting Officer.
5. Discuss with the Focus Group if the job are of the same family.

Stage 3:

This Stage Involves:

1. Rank Order of the list of competencies (Guided/Unguided)
2. Comparing good performer and average performer with selected list of competencies.
3. Use research data and assign competencies to positions.

Stage 4:

Finalize Role Descriptions and Competencies-Job Wise.

The following is the step-by-step process for competency mapping:

Step 1: Development of Core Competencies:

In this step, the leadership of the organization meets to brainstorm which core competencies the organization requires in order to achieve its objectives, goals, and vision. Examples of core competencies that are usually essential in organizations are problem-solving, team-building, decision-making, and communication skills.

Step 2: Assessing Competency Levels Required Across Positions:

After the leadership decides which competencies are essential, it is necessary to determine the degree to which, and manner in which, these competencies are required in each type of position (i.e., Sales Manager, Receptionist, and CEO). This assessment can be made through interviews with incumbents of sample positions, using a Position Information Questionnaire (PIQ).

Step 3: Developing Competency-Based Job Descriptions:

Following the interview process, job descriptions can be developed that include not only duties and reporting relationships but the core competency descriptions that are tailored to each position. The same competencies are included in each employee’s performance appraisal instrument so that he/she is evaluated on the same criteria that are specified in the job description.

Step 4: Competency-Based Matrix:

For career development purposes, new employees (or potential employees) will be interested in career progression options available once they master different competency levels. As career options become more complex and sophisticated, the core competencies are elevated in terms of sophistication as well.

Step 5: Individual Development Planning:

Using the job-descriptions and the performance appraisal process as a foundation, Human Resources can provide coaching for individuals based on their unique developmental needs. For example; if a sales representative is interested in a position as Sales Manager, Human Resources professional can counsel this person about current strengths and areas for improvement and point out the competency levels required for the higher level position.

Then the employee and the HR person can jointly map out a plan for the employee’s development (courses, workshops, mentoring, etc.)

Assessment Centre as a Method of Competency Mapping

“Assessment Centre” is a mechanism to identify the potential for growth. It is a procedure that uses a variety of techniques to evaluate employees for manpower purpose and decisions. It was initiated by American Telephone and Telegraph Company in 1960. An essential feature of the assessment center is the use of situational test to observe specific job behaviour.

Since it is with reference to a job, elements related to the job are simulated through a variety of tests. The assessors observe the behaviour and make independent evaluation of what they have observed, which results in identifying strengths and weaknesses of the attributes being studied?

The International Personnel Management Association (IPMA) has identified the following elements, essential for a process to be considered as assessment center:

1. Job analysis of relevant behaviour to determine attributes, skills, etc., for effective job performance and what should be evaluated by assessment center.
2. Techniques used must be validated to assess the dimensions of skills and abilities.
3. Multiple assessment techniques must be used.
4. Assessment techniques must include job related simulations.
5. Multiple assessors must be used for each assesse.
6. Assessors must be thoroughly trained.
7. Behavioural observations by assessors must be classified into some meaningful and relevant categories of attributes, skills and abilities, etc.
8. Systematic procedures should be used to record observations.
9. Assessors must prepare a report.
10. All information thus generated must be integrated either by discussion or application of statistical techniques.

Data thus generated can become extremely useful in identifying employees with potential for growth.