To do a competency matrix - you need to have clear roles and responsibilities and Job descriptions from

where the competencies to perform that role effectively, can be arrived at.

Competencies can be functional(technical), behavioural and managerial. there are many classifications,
though. The competeny level exhibited by each role/funcion will have variations and that also need to be
demarcated. For eg:

Competency Definition and classification

Competency Definition

Inter Personal Skills

Ability to interact and engage with peers, superiors and subordinates with assertiveness and empathy.
Clearly communicates the views and keep the group’s point of view in mind while discussing issues.
Manages internal and external clients in harmony
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Developing a competency matrix would involve processes such as :

Job Descriptions : as rightly pointed out by rajesh , you begin with a job description
of the different technical and commercial positions existing in your organisation. The
job descriptions should specifically focus on the primary and secondary roles and
responsibilities that the position demands and the KSA ( knowledge , skills &
attitude) required for the position.

Developing a competency dictionary : by conducting BEI / semi structured interviews

you can develop a comprehensive dictionary of generic , functional , technical and
leadership competencies. In the dictionary you would be defining the competency.

Competency Profiling : Once the competencies are defined , 3-4 competencies can
be clustered into one specific competency cluster and then you can define the
proficiency levels for each competency existing in the competency cluster.

Role Fingerprinting : Once the competency profiling is done then you define the
proficiency levels of the competencies for each level.

Competency Mapping :Once the role fingerprinting for each position is done then all
the employees at that level are mapped for those competencies as against
fingerprinted one's. Some of the tools used during the process include psychmetric
tools , technical tests and other role based interventions.

And then you identify the competency gaps and accordingly interventions are
designed.

Thus the process of competency mapping is completed but it is a more permanant

intervention , generally lasting over more than five years.
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Mapping the competency is actually ato arrive at the understanding of the

employee's existing competency level and to compare the same with the desired
level for that role

As Shweta pointed out once the competencies are defined and behaviur dimension is
earmarked, we should be conducting an assessment to understand the competency
level. Some of the tools
Assessment centre - using LGD, BEI etc

36o degree feeedback analysis or any other methodology

Once we obtain the data this is mapped against the desired level of competency -
this is the person-position profiling - or matrix

Each competency will be having a particular standard (numerical scale) for a

particular role and the identified data of existing level will enable us to figure out the
gap. This is usually worked out as a chart

Identification of gaps will enbale us to suggest the required intervention for

improvement