COMPETENCY MAPPING

-Dr Nivedita Roy

School of Management
NIT ROURKELA
Competency mapping defines and identifies
the skills and talent employees need to
perform their roles effectively.
This helps tailor training and continuous
learning options to fit organizational strategy
and support business objectives.
Competency mapping is a process
organizations use to identify and define the
skills, knowledge, abilities, and behaviors
their employees need to be successful at
work.
The mapping process involves creating a
comprehensive framework that outlines the
specific competencies required for different job
positions within an organization.

This approach first gained momentum in the 1970s

when Harvard psychologist David McClelland
suggested intelligence and traditional
achievement scores may not be the best way to
anticipate job success. Since then, many others
have expanded on his argument with models and
methods for competency mapping across industries.
 Types of Competency Mapping
In professional settings, the competencies
mapped typically fall under three main
types:

Technical
Mapping technical competencies allows you
to focus on the specific skills and
knowledge required to perform tasks
related to a particular job. For instance, a
software developer needs to know
programming languages, and a mechanic
Behavioral

Along with technical know-how, people often

require certain traits and attitudes that
can support success in specific roles. For
example, depending on the role, an individual
may need better communication skills or
more creativity.
Leadership

Organizations want to identify their future

leaders. This area of competency mapping
looks at attributes such as embracing
diversity, nurturing innovation, and
inspiring others to define essential
leadership skills.
Competency mapping frameworks
Competency mapping frameworks Description
The Lominger competency model assesses
67 competencies focusing on leadership
and talent management. These include
approachability, business acumen,
compassion, creativity, and career
Lominger Competency Model ambition.
What’s unique about this model is the
questions asked do not have one specific
correct answer and are designed to help
organizations find employees who will be
the right cultural fit.
 Lominger Competency Framework
The Lominger Competencies model,
developed in 1991 by Michael Lombardo and
Robert Eichinger, offers a robust framework
for talent development and leadership
grooming.

With 67 key skills, it serves as a vital

resource for HR professionals and leaders to
enhance individual performance and meet
organizational goals effectively.
The essence of this method lies in offering a
clear method to recognize and refine the traits
that distinguish exceptional leaders.

By adopting this approach, you’re not just

honing skills; you’re fostering a culture of
continuous improvement and excellence.

The 67 Lominger Competencies encompass a

wide array of skills and attributes essential for
personal and professional success.
Strategic Skills: These competencies focus on
the ability to think strategically and navigate
complex challenges in the business landscape.

The defined Competencies include :

Business acumen
Functional/technical skills
Technical learning
Decision quality
Intellectual horsepower
Learning on the fly
Problem solving
Dealing with ambiguity
Creativity
Innovation management
Perspective
Strategic agility
Operating Skills: Operating skills are
crucial for effectively managing day-to-day
tasks and operations. This includes:
Timely Decision Making
Priority Setting
Organizing
Planning
Time Management
Delegation
Developing Direct Reports and Others
Directing Others
Informing
Managing and Measuring Work
Process Management
Managing Through Systems
Total Work Systems
Courage: Courageous individuals demonstrate
the strength to make tough decisions, confront
challenges head-on, and stand up for what they
believe in. Skills in this category include:
Command skills
Conflict management
Managerial courage
Standing alone
Hiring and staffing
Sizing up people
Energy and Drive: Individuals with high
energy and drive possess a strong motivation
to achieve results and persevere in the face of
obstacles. Skills in this category include:
Action oriented
Perseverance
Drive for results
Organizational Positioning Skills: These
competencies are essential for navigating
within an organization and building influence.
They include skills such as:
Organizational agility
Political savvy
Presentation skills
Written communications
Career ambition
Comfort around higher management
Personal and Interpersonal Skills: Personal and
interpersonal skills are vital for building effective
relationships and fostering collaboration. They include
skills such as :
Approachability
Interpersonal Savvy
Caring About Direct Reports
Compassion
Boss Relationships
Customer Focus
Managing Diversity
Fairness to Direct Reports
Peer Relationships
Understanding Others (groups)
Motivating Others
Negotiating
Building Effective Teams
Managing Vision and Purpose
Ethics and Values
Integrity and Trust
Composure
Humor
Listening
Patience
Personal Disclosure
Dealing with Paradox
Personal Learning
Self-Development
Self-Knowledge
Work/Life Balance
Each of these skills is defined by specific
behaviors, which makes it easy to assess, give
feedback, and plan for development.

This structured method not only helps focus

on improving specific skills but also ensures
that personal growth supports the strategic
aims of the enterprise, powering a culture of
continuous learning and improvement.
Competency mapping frameworks Description
This assessment measures 177
competencies, gives an overview of a
person’s behavioral preferences and skills,
and focuses on strengths. Participants
must choose between two self-descriptors
Clifton Strengths
to measure each competency. The
assessment measures participants’ unique
talents (natural patterns of thinking,
feeling, and behaving) and categorizes
them into 34 themes.
 Competency mapping frameworks Description
This framework specifies requirements for
optimum performance in a role.
It operates on a 3-tier structure including
SHL Universal Competency Framework 8 general competency factors, 20
competency dimensions, and 96
competency components, all informed by
statistical analysis.
 Competency mapping frameworks Description
Contains a reference of 41 competencies
applied in an IT work context and uses a
common language for competencies,
The European e-Competence Framework skills, and knowledge applied across
(e-CF) Europe. It is used for HR planning and IT
strategy and helps improve
communication between these
departments.
Competency mapping frameworks Description
This competency model is a framework used to
assess and develop the skills and competencies
of HR professionals and was developed by the
American Society for Training & Development
(ASTD).
It comprises three blocks:
1. The foundation level: Concentrates on
ASTD Competency Model personal, interpersonal, and managerial skills.
2. The focus level: Introduces Areas of Expertise
(AoE) such as coaching, improving employee
performance, social learning, career planning,
and evaluating.
3. The execution level: Focuses on four
professional roles essential for successful
project execution.
Competency mapping frameworks Description
DDI’s competency framework is built on five key
elements:
• Built on your business strategy
• Focused on well-defined competencies based
on observable behaviors
• Differentiated by level
• Operationalized
DDI
• Timely
DDI believes that competencies, as well as
other elements, contribute to success in
leadership roles which are captured in their
Success Profile. This includes four key elements:
knowledge, experience, competencies, and
personal attributes.
Competency mapping frameworks Description
This framework is a three-by-three table
that helps you to plot an employee’s
current potential (on the x-axis) and future
potential (on the y-axis) in categories of
9-box grid
low, moderate, and high.
While the 9-box grid does not directly map
competencies, it can be used in
conjunction with competency mapping
frameworks.
 Competency mapping frameworks Description
This is not a pure competency model but rather a way
to think about behaviors at different levels, often used
with competency models.
It helps organizations grow their leaders from entry
level through to senior managers. The framework
helps to identify future leaders, assess their
Drotter Leadership pipeline model – not a pure competencies, plan development programs and
competency model but rather a way to think about measure results.
behaviors at different levels but is often used with The model suggests that leaders move through six key
competency models passages:
1. From Managing Self to Managing Others
2. From Managing Others to Managing Managers
3. From Managing Managers to Functional Manager
4. From Functional Manager to Business Manager
5. From Business Manager to Group Manager
6. From Group Manager to Enterprise Manager
 Benefits of Competency Mapping
Competency mapping offers various advantages and benefits.

Its benefits include :

 Sets clear expectations for employees, helping them
understand what is required for success in their roles
 Enhances performance and productivity as employees
possess the necessary skills for their roles
 Highlights skill gaps to enable targeted training and
development initiatives
 Aids in identifying and selecting the right candidates for
specific roles
 Aligns employee skills with organizational goals,
contributing to overall strategy execution
Helps identify and groom employees with the right
competencies for future leadership roles
Provides a structured career path and opportunities for
skill development, which can enhance employee
satisfaction and engagement
Supports a more objective and comprehensive
assessment of employee performance
Reduces bias by ensuring objective criteria for decisions
Drives competitive advantage as the business can use
competency maps to develop the competencies required
for new roles or changes in job responsibilities
 Pitfalls of Competency Mapping
Balancing the advantages of competency
mapping with the drawbacks is important.
Potential pitfalls include:
Developing and implementing a competency
framework can be complex and time-
consuming, especially for large organizations.
Assessing competencies might involve
subjective judgment, leading to potential bias
in evaluations and decisions.
Measuring certain competencies, especially
behavioral ones, can be challenging.
Overemphasis on specific competencies
might discourage innovation and adaptability
in employees.
Employees might feel pressured to acquire
competencies quickly, potentially leading to
stress or burnout.
Ensuring consistent application of
competency assessments across the
organization can be difficult.
It may not account for future needs and how
competencies shift.
Skills needed for competency mapping
 Analytical skills to analyze job roles, identify required
skills, and evaluate employee performance
 Communication skills to gather information from
stakeholders, explain the competency mapping, and convey
the results to employees, managers, and leadership
 Data collection skills to research job roles, industry
trends, and skill requirements
 Attention to detail to help you create accurate
competency frameworks
 Project management skills as mapping involves multiple
stages, from data collection to implementation.
 Strategic thinking to ensure that the mapping process
supports your company's future direction.
 Competencies add business value
Competency mapping can help a business by aligning talent
development and organizational strategy. Clearly defining
the competencies required can:

 Improve performance and productivity as employees

understand expectations
 Support effective talent management by providing a focus
on training and development initiatives
 Enhance recruitment with a more effective assessment of
candidate-job match (by both candidates and recruiters)
 Competencies add business value
Competency mapping can help a business by aligning talent
development and organizational strategy. Clearly defining
the competencies required can:

 Reduce turnover as people feel well-equipped for jobs they

have
 Drive effective succession planning by anticipating
potential shortages within the workforce
 Increase employee engagement as individuals have a clear
path for career progression
 Who uses Competency Mapping
Various entities use competency mapping to achieve
goals related to talent management, skill
development, and performance improvement.
Businesses of all sizes and industries use
competency mapping to align the workforce with
organizational strategy.
Human resources often spearheads the initiative to
identify and map competencies. Managers and
supervisors can use the mapping to set
expectations, provide feedback, and make informed
decisions about promotions, transfers, and skill
development initiatives.
The employees and job candidates also
benefit from competency mapping by
understanding the skills and behaviors
needed for career advancement or to gain the
role in the first place.
Recruiting teams using competency mapping
can help create more accurate job
descriptions and job advertisements and
better assess candidate suitability for specific
roles.