Competency Mapping Process

Competency mapping is a process of identifying key competencies needed to carry out successfully a given job/role/a set of tasks at a given point of time. In other words, competency mapping is a method of examining the weaknesses and strengths of an employee or organization. Competency mapping is commonly employed as the basis for any competency assessment you can do at a later stage. The output of a thorough competency mapping of key positions is usually a role directory with needed competencies. When the competency mapping process is finished, the map becomes an input for a number of other HR processes for example job-evaluation; recruitment; training and development; performance management; and succession planning.

Steps in Competency Mapping Process

1. A job analysis is conducted by requesting individuals to fill a position information questionnaire. Questionnaire asks them to describe what they are doing, and what skills, attitudes and abilities they need to have to perform it well. one on one interview can also be used to gather data. The main objective is to gather data from employees about the key behaviors essential to perform their respective work.

2. Making use of the results of the job analysis, you are ready to create a competency based job description. This competency based job description is presented to the HR department for their agreement and additions if any. It is developed after thoroughly examining the input from the represented group of employees and transforming it to standard competencies.

3. Once we have competency based job description, we start the process of mapping the competencies. The competencies of the particular job description become factors for assessment on the performance evaluation. Making use of competencies, you can perform more objective evaluations determined by displayed or not displayed behaviors.  Feedback can be given to the participant about the competencies that has been assessed and where they stand.

4. A detailed report is prepared of the competencies assessed and also the development plan for the developmental areas. The outcomes of assessment can be employed to identify what competencies employees require. Additional development or training can be provided to employees. This will help employees in achieving the objectives of the organization.

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The underlying principle of competency mapping is that behavioral and knowledge characteristics could be perfected, and that the behaviors and knowledge sets people outwardly show are just a little part of the behaviors and knowledge sets which individuals are competent at showing. People who use competency mapping feel that if an individual understands what qualities are important to performing efficiently in a provided role or situation at the office, he can work at building those qualities.

Competency mapping provides HR manager a reasonably clear idea of the employee. When the employee `tops’ every indicator at his level, he progresses to a higher level and begins there at the base – in a nutshell, he is promoted. It also helps in figuring out the training and development needs and importantly it helps to motivate the best talent and develop the rest. It is a win-win situation for employees and the organization.

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