Learn the science of competency mapping

Quick pointers on competency mapping framework for organisations to enhance the effectiveness of their processes manifold.

While competency mapping helps an individual to identify his/her own strengths and weaknesses, it also lays the foundation for multiple HR practices such as talent acquisition, talent management, and learning & development. A well-crafted competency framework can go a long way in enhancing the effectiveness of these processes manifold.
Here are some quick tips to develop an effective competency mapping framework.

• HR verticals must have their basic processes in place before they get started. For instance, one should have signed off job descriptions for all roles and framework for training need identification ready.

• Competency mapping frameworks have to be driven from the top in alignment with the vision and mission of the organisation.

• Create a common framework for behavioural competencies for the entire organisation. This goes a long way in building a sound organisational culture and common behaviours. For instance, customer centricity will be an organisation wide competency that will help in building customer focus as a theme in the organisation.

• Functional competencies are function specific and should be crafted accordingly. Involvement of senior leaders as well as line manager will help to ensure that the framework is a robust one.

• Define the scope of the project by clearly stating the areas (functions, sub-functions, etc.) being covered. Also, decide on whether the project will be carried out by internal experts or with external partnership.

• Ground work by the facilitating team to understand the vision, mission, strategies, functional strategies and focus area, challenges, market scenario is vital. Focus group discussions to gauge the perspectives of senior leaders as well as target group for the competencies is essential.

• Involve external industry experts while finalising the competencies to ensure that the same addresses future requirements and also add value.

• Anchor the competencies to processes while designing to ensure time efficiencies and better synchronisation.

• Simplicity ensures effective usage. While deciding on proficiency levels, one must limit it to three or four levels.

• Sign offs by senior leaders and trials at various stages ensures that the final model is launched without hiccups.

(The author is head, learning and development, commercial vehicle business, international business & global leadership, Tata Motors.)