Competency Mapping & Organisation Capability
Every organization strives to excel and sustain in its business and its excellence & Sustenance primarily depend on the “Employee” Knowledge + Skill + Ability + Behavior. The “competency” is a structured combination of these 4 aspects of employees that define how they think about a situation, issue, project, or problem and how they implement the solutions.
Every organization is unique and the competency mapping model must be derived from the origination’s Vision, Mission, Objectives, and Goals & Targets to ensure a handsome ROI on the investment made for the Competency Mapping Initiative. (Refer to Tetrahedron’s Competency Mapping Approach)
|Stage 1||Stage 2||Stage 3||Stage 4||Stage 5||Stage 6||Stage 7|
Linking Competency Model With The Organization’s Vision Mission Goal.
|Shortlisting Basic Competencies (Basic 32 List) and 300+ Technical Competencies.||Developing Competency Relevance and Hierarchy as per Management Levels.||Developing Key Result Areas (KPA), Key Performance Indicators (KPI), and JD.||Assessment Centre – Test, Questions, Interactions.||Assessment Administration||Recommendation and Competency Enhancement Roadmap|
How To Conduct Competency Mapping
The organization Vision must be the seed point for developing the competency model to make the competency mapping initiative worthwhile, else it becomes just paperwork for the purpose of audits and documentation. It is of paramount importance that even if companies having the same/similar product and the process can have a completely different strategy and vision and hence the competency model may be totally different.
Example – Company A and Company B manufacturer sheet metal components for a leading OEM customer. While the strategy for Company A is “New Product Development”, Company B’s strategy may be “Following Customer Foot Print” and Hence Competency Model, List of Competencies, and Relevance for Company A and Company B cant be the same. (Refer to Tetrahedron’s Business-Strategy Matrix to design the relevant competency mapping)
Benefits Of Competency Mapping
Competency Relevance With Reference To Organisation Structure
The 32 Basic Competency (For all departments of an organization) and 300+ Technical competencies (Specific to different departments) for each job role, the relevance, and importance of these competencies may vary as per the job role’s position, designation, responsibility. For Example, 🡪 The competency of Business Decision Making may be very important for Senior Management and may be of lesser importance for Line Managers.
Tetrahedron uses the Competency Relevance Library of 500+ different Job Roles to segregate the competencies into 3 different levels i.e
1. Critical / Core / Compulsory / Vital / Mandatory Competency
2. Demanded / Desirable
3. Supplementary / Supporting / Peripheral Competencies
(a.k.a. Core, Compulsory, Vital, Mandatory)
These Competencies are highly relevant, without these competencies the employees can’t deliver as per expectations.
(a.k.a. Supporting / Peripheral)
These Competencies help the employees to execute all jobs more effectively, without these competencies employees take help from others to accomplish the jobs as per expectations.
|These competencies are required on very specific occasions, without these competencies an employee can work as per expectation, and with these competencies, an employee can deliver an exceptional result.|
Competency Grading / Competency Level
Competency Grading (which is also known as Competency Level or Proficiency Level) is a scale to measure the competency of an employee. The scale can be of 4 levels, 5 levels, 6 levels, or 7 levels as per company management. However, a scale of 5 or 6 is widely used for the manufacturing industry. The Proficiency Level / Competency Level Scale can be on Liner Scale or Statistical Scale. (Example of a 5 Level Linear Scale as Follows.
|Competency Level||Description||Score / Mark|
|PL 1 / CL 1||Info 🡪 Employees Having Only Basic Information||00 – 30|
|PL 2 / CL 2||Knowledge 🡪 Having a Basic Knowledge and Technique||31 – 50|
|PL 3 / CL 3||Skill 🡪 Can Explain in Detail and Exercise||51 – 70|
|PL 4 / CL 4||Ability 🡪 Can Implement / Actual & Real Scenario||71 – 90|
|PL 5 / CL 5||Behavior 🡪 Can Drive Team, Train Others, Deploy Horizontally||91 – 100|