The University of Nebraska- Lincoln defines competency as “the combination of observable and measurable knowledge, skills, abilities, and personal attributes that contribute to enhanced employee performance and ultimately result in organisational success”. It is evident from this definition that competencies that are most essential for successfully running the operations need to be identified by an organization. At the same time it is necessary to reveal to employees the competencies required/ expected in their job, the key behaviors they should demonstrate, and the steps needed to increase their proficiency levels.
The requirement in terms of skills, behaviours, abilities and knowledge for each each job title is to be assessed followed by mapping the competency of the employee performing the role. This will reveal whether the requirements of the job and competency of the person is a perfect fit. If there are gaps, it can be filled up by interventions such as training. If the employee has a flair for some other job, he can be moved to that area of his competency enabling him to perform well (matching with the role or project for which the employee is best suited) .
Competency mapping helps to streamline operations, improve productivity, and shape strategy for almost everything, be it learning and development, recruitment, retention or evaluation. Competencies fall into three major categories namely core, cross-functional and functional. Some of the key competencies for effective working in an organization include business awareness, customer orientation, analytical thinking/problem solving, quickly learning and responding to situations, team working and communication skills. Some of the tools to measure various types of job related competencies are interviewing, questionnaires, psychometric tests, critical incidents technique, assessment centers etc.
The competency mapping process can be started off by drawing up a skill list followed by identifying the competencies. These may be functional competencies (hard skills such as data visualisation, digital marketing), behavioural competencies (ownership, empathy), organizational competencies ( those unique to the organization such as user friendly,innovative) or core competencies (the generic competency required for a specific role, such as customer service, organisational skills, strategic planning). The next step would be identifying behavioural indicators and setting proficiency levels ( 1) novice, 2) learner, 3) practitioner, 4) expert, and 5) master). At this stage you can get the industry experts on board and seek their suggestions for incorporation.This will also ensure that the standards set in the competency matrix are aligned with industry standards.
A successful competency mapping exercise leads to a well-defined competency matrix, setting clear standards for the skills, behaviours, abilities, and knowledge required in the orgainization from employees in respect of each job or department. While designing a competency matrix, a key point to be kept in mind is to keep it simple.Too many competencies and multiple methods of rating and measuring can create confusion. After all, the primary objective of the exercise is to bring clarity. Another important aspect is to always remember to focus on development rather than on evaluation. The results of the competency mapping exercise is to be used to strengthen learning and usher in development and growth.
Competency mapping helps to streamline operations, improve productivity, and shape strategy for almost everything, be it learning and development, recruitment, retention or evaluation. Competencies fall into three major categories namely core, cross-functional and functional. Some of the key competencies for effective working in an organization include business awareness, customer orientation, analytical thinking/problem solving, quickly learning and responding to situations, team working and communication skills. Some of the tools to measure various types of job related competencies are interviewing, questionnaires, psychometric tests, critical incidents technique, assessment centers etc.
The competency mapping process can be started off by drawing up a skill list followed by identifying the competencies. These may be functional competencies (hard skills such as data visualisation, digital marketing), behavioural competencies (ownership, empathy), organizational competencies ( those unique to the organization such as user friendly,innovative) or core competencies (the generic competency required for a specific role, such as customer service, organisational skills, strategic planning). The next step would be identifying behavioural indicators and setting proficiency levels ( 1) novice, 2) learner, 3) practitioner, 4) expert, and 5) master). At this stage you can get the industry experts on board and seek their suggestions for incorporation.This will also ensure that the standards set in the competency matrix are aligned with industry standards.
A successful competency mapping exercise leads to a well-defined competency matrix, setting clear standards for the skills, behaviours, abilities, and knowledge required in the orgainization from employees in respect of each job or department. While designing a competency matrix, a key point to be kept in mind is to keep it simple.Too many competencies and multiple methods of rating and measuring can create confusion. After all, the primary objective of the exercise is to bring clarity. Another important aspect is to always remember to focus on development rather than on evaluation. The results of the competency mapping exercise is to be used to strengthen learning and usher in development and growth.
Instructive.
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