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International Journal of Advanced Scientific

e-ISSN: 2395-6089
Research & Development
Vol. 03, Spl. Iss. 03, Ver. I, Sep 2016, pp. 147 152

p-ISSN: 2394-8906

Competency Mapping A Competitive Edge

S. MEENAKSHI
Department of Corporate Secretaryship, Ethiraj College for Women, Chennai.

ARTICLE INFO

ABSTRACT

Article History:

Any Organization aims at achieving their own objective. In

the present era it is not very easy to achieve the objectives.
Improvement in every aspect has become the need of the
hour. Human resource is one important area where
organizations try to concentrate the most. Management of
human resource is always a Himalayan task. Competency
mapping is one area of Human Resource Management
which is gaining attraction. Competency Mapping is a
process of identifying key competencies for any job and
incorporating those competencies in various processes of
the organization. This study is done to identify the process
of competency mapping and its importance for any
organization. Globalization and Liberalization has led to
the growth of all areas of management. Managing human
resource is the need of the hour. Competency mapping is
applicable to management of human resource at all levels
of the organization. Competency Mapping helps to identify
the key skills required for the performance of the job which
was previously done by Job analysis, analyze the present
scenario and picturise the gap. The gap analyzed will help
management to find out whether such skills can be
developed or resource have to be utilized from outside.

Received: 24 Sep 2016;

Accepted: 26 Sep 2016;
Published online: 28 Sep 2016.

Key words:
Skills Mapping,
Competency Mapping,
Globalization and
Liberalization,
Competencies and Skill
Development

JEC Classification:

Copyright 2016 IJASRD. This is an open access article distributed under the Creative Common Attibution
License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original
work is properly cited.

INTRODUCTION
Competency mapping is a process of identifying key competencies for an
organization and / or job and incorporating those competencies throughout the various
processes (i.e. job evaluation, training, recruitment) of the organization. Competency is
an underlying characteristic of an individual that is causally related to effective and/or
superior performance in a job or a situation. (Boyatzis, 1982). Competency refers to
various skills of a particular individual which helps in performing a job in the most
efficient manner.
How to cite this article: Meenakshi, S. (2016). Competency Mapping A Competitive Edge. International Journal of
Advanced Scientific Research & Development (IJASRD), 03 (03/I), [Special Issue Sep 2016], pp. 147 152.

Emerging Innovative Strategies in Business Creating a Competitive Edge | Organized by PG

Department of Banking & Insurance Management and Department of Bank Management,
Ethiraj College for Women (Autonomous), Chennai 600 008.

Competencies are derived from specific job families within the organization and
are often grouped around categories such as strategy, relationship, innovation,
leadership, risk taking, emotional intelligence, decision making etc. It is very necessary
to identify the desired competencies required for different positions in the organization
and then to hire them or develop internally. Competencies are skill, knowledge and
capability of any individual which result in superior performance of the job. And the
process of identifying, assessing and developing these competencies is known as
Competency Mapping. Globalization has compelled all organizations to formulate and
follow innovative management in every field. One of the recent practice in Human
Resource Management is Competency Mapping. Organizations use this as a tool for
making decisions with regard to pay scales, compensation, succession planning, training
and career development.
American Psychologist, David C.McClelland says employees performance on any
job does not depend only on aptitude, qualification, knowledge test etc. This research
laid foundation for identification of competencies.
Competency mapping identifies an individuals strength and weaknesses. The
aim is to enable the person to better understand himself or herself and to point out
where career development efforts need to be directed.
Competency for a job can be defined as a set of human attributes that enable an
employee to meet and exceed expectations of his internal and external customers and
stake holders.
The purpose of this article is to clearly understand the concept of Competency
Mapping and analyse the 360 degree Performance Appraisal.
1.1 Review of Literature
Boyatzis (1982) in his book The Competent Manager pg.12, described
competencies as underlying characteristics of an individual, which are casually related
ton effective job performance.
David McClelland (1973) American Psychologist, in his book Testing for
Competence rather than for Intelligence, Pg. 1-14, says, the idea of testing competencies
required for efficient performance at a position was proposed.
Sanghi, Seema (2000) in the Handbook of Competency Mapping Understanding
Designing and Implementing Models in Organizations which is spread over seven
chapter begins with an introduction to competency and the author underlining the
importance of Competencies in order to compete to todays environment. The author also
dwells on certain myths about competency. She highlights a very striking feature of
competency that workers cannot perform to standards without competencies. But,
presence of competencies does not guarantee that workers would perform adequately.
Competency Measurement should not be confused with Performance measurement.
Competency refers to ability of doing a particular job, whereas Performance is the actual
result produced on the job.
Spencer and Spencer (1993) in the book Competence at Work-Models for
Superior Performance Pg.9-11, suggest Behavioural Event Interviewing (BEI) as the
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Competency Mapping A Competitive Edge

preferred approach to developing Competency Based Models. They have compared high
performers to average performers in order to understand how each performance group
achieves their different levels of success. Based behaviours that are empirically related
to performance in a widely variety of jobs, they provide a quick-start to comparing
performance groups and developing competency models, and they provide a framework
for both assessing and developing competencies in people.
1.2 Classification of Competencies
1. Based on Performance: Competency is classified as Threshold competency
and Differentiating Competency. Former tells about normal performance or attainment
of targets. Later tells about performance that are exceptionally good. Set targets are
achieved and performance goes beyond it. Benchmark standards are fixed which are far
beyond achievable targets.
2. Based on Universality: Competency under this category are classified as
Generic competency and Specific competency. Generic competency is based on behavior
attitude while Specific competency is based on technicality or technical knowledge and
ability.
3. Based on Significance to Success at Work: Here competencies are
classified as Higher order competency and Lower order competency. Higher order
competency refers to Leadership roles, Motives, Attitudes, Traits, Self-concept etc.
Lower order competency refers to basic knowledge and skills possessed.
Some authors classified competencies as
1. Technical competency
2. Managerial competency
3. Human or Behavioral competency
4. Conceptual or Theoretical competency.
Generally, the competencies are classified as Inter-Personal competency,
Technical competency and Managerial competency.
1.3 Steps in Competency Mapping
1. Job Analysis: At the outset, a clear job analysis is made. This include the
process of doing the job and various means of performing the same. From here the skills
required are figured out.
2. Development of a competency scale for the job on the parameters previously
identified.
After identification of skills required for the performance of the job, the
organization decides on whether the existing human resource can be utilized or hiring is
essential. If the organization decides on utilizing internal resources, it has to further
decide on training requirements if any. When training is needed, the objective of the
training should be development of the specific competency.
If the organization decides to go for external resources, no compromises must be
made of expected competencies. The organization should strictly adhere to selection of
persons with exact competencies and skills required for the job. Then only organizations
can be put to that level where achievement of benchmark standards becomes possible.
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Emerging Innovative Strategies in Business Creating a Competitive Edge | Organized by PG

Department of Banking & Insurance Management and Department of Bank Management,
Ethiraj College for Women (Autonomous), Chennai 600 008.

Competency Mapping is many a times a self-exercise. It is also be done by Peer

group, Supervisors, Subordinates, Managers etc. In many cases 360 degree Performance
Appraisal method is used for the purpose of Competency Mapping.
1.4 Competency Mapping An Overview
(i) Competency Map: A competency map is a set of an individuals
competencies that include the factors that are critical to success in organizations or
industries.
(ii) Competency Mapping: Competency Mapping is a process an individual
uses to identify and describe competencies that are the most critical to success in a work
situation or work role.
(iii) Competency Profiling: It is identifying the abilities, attitudes, knowledge,
skills and judgment that is required for efficient performance in a particular business.
It is a basis to develop the Human Resource Information System, highlighting
basic qualifications and skills of employees of the business. This will help in monitoring
manpower planning, recruitment and training needs .
It helps in preparing job-descriptions and job role details. This guides the
organization clarify roles and fix accountabilities.
1.5 360 Degree Performance Appraisal
360 degree performance appraisal is a method of evaluation of performance
adopted by some organizations. Analogous to the multiple points on a compass, the 360
method provides each employee the opportunity to receive performance feedback from
Supervisors, Peers, Co-workers and Customers. 360-degree feedback or multi-source
feedback is an appraisal or performance assessment tool that incorporates feedback
from all who observe and are affected by the performance of the candidate.
Competency Mapping also helps to design a performance appraisal system by
incorporating the competencies that are essential for different categories of jobs.
To design a system to identify the training needs and training and development
plan this could be used every year. Succession Planning tools to be used for Leadership
Development by designing a 360 Degree Feedback tool using the competencies
developed by the competency mapping exercise.
The process of competency mapping involves three steps. First is Gap Analysis.
Here job analysis is done and skills required are identified. Then the availability of
skills are taken into account. The difference between the available skills and expected
skills is defined as gap analysis.
The second step is Counseling for improvements. At this stage, various
methodologies for improvements are formulated. After proper scrutiny of gap analysis
this step is taken. Finally strengths are identified. Where ever strengths are pointed
out, the organizations will know from where to start to achieve said objectives. They can
easily decide on matters like what type of training to be given to which person. Also they
can decide on where, when, how and by whom these training are to be imparted.
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In the competitive world, where efficiency is to be attained in every aspect,

competency mapping helps organizations to a great extent. Curtailing the cost and
maximizing profits is the need of the hour. Performance of employees only can
contribute towards this task of cost reduction and profit maximization. Enhancement in
performance can be achieved by Competency Mapping.
1.6 Merits of Competency Mapping:

Achieving Organizational objectives efficiently

Optimum utilization of resources.

Proper time and resource management becomes possible.

Efficiency in performance leads to increase in productivity.

Overall Development of the organization may be achieved.

Bench mark standards can be created.

Like this the merit list can continue infinitely.

CONCLUSION
This study is done to understand the concept of Competency Mapping. It is a
concept which is gaining great importance in the field of Human Resource Management.
Its always said managing of human resources is the most difficult one of its kind.
Managers are people who do not do different things but do things differently is a
common quote of managers. This can be proudly pronounced only if efficiency is
achieved. Efficiency can be achieved by Competency Mapping.
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151

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Emerging Innovative Strategies in Business Creating a Competitive Edge | Organized by PG

Department of Banking & Insurance Management and Department of Bank Management,
Ethiraj College for Women (Autonomous), Chennai 600 008.

[9] Patil, J & Masthan, D. (2004) Competency Mapping of Bank Managers An Empirical
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