International Journal of Education and Research Vol. 1 No. 1 January 2013 COMPETENCY MAPPING: A GAP ANALYSIS

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1 Internatinal Jurnal f Educatin and Research Vl. 1 N. 1 January 2013 COMPETENCY MAPPING: A GAP ANALYSIS JAIDEEP KAUR & VIKAS KUMAR ABSTRACT Objective: As glbal business cmpetitin shifts frm efficiency t innvatin and frm enlargement f scale t creatin f value, management needs t be riented twards the Strategic use f human resurces. The ability f cmpanies t effectively carry ut cmpetency based human resurces management.hrm is becming mre and mre crucial fr their survival which are imprtant t address with the changing nature f rganizatins. We tested t what extent cmpetency mapping wuld help in analyzing the gap in required skill and culd be wrked upn imprve the level f cmpetency. Methd: The cmpetencies f managers frm three different levels f management were measured with the help f questinnaire and gap was analyzed. Cnclusin: The manger in higher level lacked in technical skills cmpared t middle level manger. Planning skills and leadership skill were missing in middle and first level. Implicatins: The implementatin f cmpetency mapping wuld fcus n the gap that are essential fr the required jb and hence can be imprved by training which will enhance the rganizatin effectiveness and facilitates the rganizatin t meet its business bjectives. Originality/value: Explains hw and t what extent cmpetency mapping facilitates the rganizatin t functin effectively. INTRODUCTION Cmpetency Mapping is a prcess f identifying key cmpetencies fr a cmpany r Institutin and the jbs and functins within it. Cmpetency required fr a particular jb depends n many factrs. The factrs include scial culture, nature f the business, business envirnment, rganizatinal culture, wrk envirnment, rganizatinal structure, duties and respnsibility, nature f prcesses and assigned activities, attitude and mtive f clleagues, superir and subrdinates. Sme f these factrs may change with time and thus changing cmpetency requirements fr the same jb psitin in the rganizatin. Unlike ther resurces, human being is the nly asset that can appreciate with useful inputs. It is ne such asset that adds value t itself with respect t time. And therefre it is cnsidered as a resurce that can be cultivated by the manure f training and develpment. Cmpetencies can prvide the lgic fr designing an rganizatin that will enable human resurces t cntinually add value t its firm. COMPONENTS OF COMPETENCY There are fur majr cmpnents f cmpetency: 1. Skill: capabilities acquired thrugh practice. It can be a financial skill such as budgeting, r a verbal skill such as making a presentatin. 1

2 Jaideep Kaur & Vikas Kumar 2. Knwledge: Understanding acquired thrugh learning. This refers t a bdy f infrmatin relevant t jb perfrmance. It is what peple have t knw t be able t perfrm a jb, such as knwledge f plicies and prcedures fr a recruitment prcess. 3. Persnal attributes: inherent characteristics which are brught t the jb, representing the essential fundatin upn which knwledge and skill can be develped. 4. Behavir: The bservable demnstratin f sme cmpetency, skill, knwledge and persnal attributes. It is an essentially definitive expressin f a cmpetency in that it is a set f actin that, presumably, can be bserved, taught, learned, and measured. (Sahu2009) NEED OF COMPETENCY MAPPING The cmpetency mapping is required t reinfrce crprate strategy, culture, and visin. Cmpetency Mapping establishes expectatins fr perfrmance excellence, resulting in a systematic apprach t prfessinal develpment, imprved jb satisfactin, and better emplyee retentin. It increases the effectiveness f training and prfessinal develpment prgrams by linking them t the success criteria (i.e., behaviral standards f excellence). It prvides a cmmn framewrk and language fr discussing hw t implement and cmmunicate key strategies. It prvides a cmmn understanding f the scpe and requirements f a specific rle. It prvides cmmn, rganizatin-wide standards fr career levels that enable emplyees t mve acrss business bundaries. Cmpetency Mapping identifies perfrmance criteria t imprve the accuracy and ease f the hiring and selectin prcess. It prvides a clear fundatin fr dialgue t ccur between the manager and emplyee abut perfrmance, develpment, and career-related issues. Cmpetency Mapping identifies the success criteria (i.e., behaviral standards f perfrmance excellence) required t be successful in their rle. It supprts a mre specific and bjective assessment f their strengths and specify targeted areas fr prfessinal develpment. Seema (2007). The cmpetencies are divided int three categries:- Technical r Functinal Knwledge. Managerial Skills Human Attributes A. Technical r functinal:- Business Awareness- Sets f attributes required t take business decisins fr achieving business bjectives. Organizatinal Awareness- Shuld have sund knwledge f basic facts f business such as shrt-lng term gals, prduct knwledge, and the rles and relatinships between varius departments. Technical Skills- In depth functinal Knwledge t perfrm the respnsibilities f the jb. 2

3 Cmpetency Mapping: A Gap Analysis External Awareness- Shuld have sund knwledge f the varius market dynamics, the new plicies f the gvt. regarding the industry, cmpetitr s strategies. B. Managerial skills:- Custmer riented- Ability t identify, meet & exceed the custmer expectatins. Planning Skills- Attribute required fr understanding interrelatinships and requirements f different activities t be perfrmed achieving the desired bjectives. Crss Functinal Perspective- Attribute required fr understanding yur wn jb in relatin with ther functins within the rganizatin. Cncern Fr Excellence- Shuld be able t bring ut best in team wrk, relatinship with peple in the rganizatin. Judgment- Shuld be able t make quick, lgical decisins in uncertain, ambiguus situatin calling fr high level f intuitive/judgment. Leadership- Attribute required taking respnsibility fr accmplishing the desired bjectives. Delegating and supprting rganizatin- subrdinates fr crdinatin. - Attribute required enabling the subrdinates t be effective in the assigned jb and cntribute t the rganizatin. Risk Taking- Ability t wn up & take steps t implement it successfully. C. Human Attributes:- Cmmunicatin- Ability t cmmunicate & cnvey messages t everyne in the rganizatin in a succinct manner. Shuld have gd written and ral skills. Team Wrking & Interpersnal Effectiveness- Attribute required t impact grup r team wrking achieving the team bjectives. Integrity- Shuld say what ne can and cmmit what ne can deliver. Transparency and directedness in dealing with thers. LITERATURE REVIEW (Farah 2009) has discussed abut the perfrmance f cmpanies depends mstly n the quality f their human resurce. Fr bvius ecnmic and business reasns, rganizatins have always been cncerned abut the cmpetence f its peple. This paper seeks t delver deeper int the cncept f cmpetency, tracing its histry and its rle in the present cntext. It explains hw the cncept has cnstantly evlved ver the years, its applicatins in human resurce management, and develpment in the present scenari. It als aims t study its future prspects in the light f ther emerging areas like 3

4 Jaideep Kaur & Vikas Kumar talent management. The paper prceeds with the examples f cmpanies, which have successfully integrated. (Kdwani, Amitabh De 2009) has fcused n the Perfrmance is the mantra f tday s business rganizatin. Peple with right abilities are able t perfrm better. Cmpetencies are the set f such skills and abilities (technical as well as behaviral) which are required fr desired level f perfrmance. Right cmpetencies are the key t superir perfrmance. These days mst f the business rganizatins are dealing with a prblem f cmpetency mapping, which is basically attaching f capacity f an individual that leads t behaviur and the rganizatinal/jb requirement. (Rice 2006) the authr reflects n the leadership develpment amng healthcare executives in the U.S. Accrding t the authr, cmpetency-based leadership develpment des nt just drift, hwever it is intentinally fcuses n clear career aspiratins. Meanwhile, he stressed that disciplined apprach t career grwth will enhance the rganizatin's perfrmance. Alng with these grwths is career planning fr health leaders that wuld set as innvative strategies fr develpment, the authr believes. OBJECTIVES OF STUDY T identify the technical, managerial and human cmpetencies required fr the jb. T measure the gap in required and existing level f cmpetencies and recmmend slutin t develp it. RESEARCH METHODOLOGY Sample size The sample size f the study was three managers frm three different level f management. Tls: The data was cllected with the help f questinnaires and gap was analyzed in the cmpetencies. DATA ANALYSIS Designatin: Deputy Manager A. Technical r Functinal Knwledge Table 1 : Technical r Functinal gap analysis Cmpetency Required Existing Gap Business Awareness Organizatinal Awareness Technical Skills External Awareness

5 Cmpetency Mapping: A Gap Analysis The emplyee wrking as Deputy Manager meets the required cmpetency level in the functinal knwledge but lacked in technical skills. B. Managerial Skills Table 2 : Managerial Skills gap analysis Cmpetency Required Existing Gap Custmer riented Planning Skills Crss Functinal Perspective Cncern Fr Excellence Judgment Leadership Delegating and supprting rganizatin- subrdinates fr crdinatin.- Risk Taking In case f parameters crss functinal perspective, cncern fr excellence and risk taking ability gap was fund between the required and the existing level. Hence emplyee exceeds in these three parameters than what is required at this level which is a psitive sign. The emplyee meets the level required cmpetency level n ther parameters. C. Human Attribute Table 3 : Human Attributes gap analysis Cmpetency Required Existing Gap Cmmunicatin Team Wrking & Interpersnal Effectiveness Integrity Transparency

6 Jaideep Kaur & Vikas Kumar N gap was fund between the required and the existing cmpetency level fr the emplyee wrking at this level. The emplyee wrking as Deputy Manager meets the required cmpetency level. 2. Designatin: Senir Manager A. Technical r Functinal Knwledge Table 4 : Technical knwledge gap analysis Cmpetency Required Existing Gap Business Awareness Organizatinal Awareness Technical Skills External Awareness The manager has excellent business awareness and exceeds the required level but has gathered the required level fr all ther cmpetencies. B. Managerial Skills Table 5 : Managerial skills gap analysis Cmpetency Required Existing Gap Custmer riented Planning Skills Crss Functinal Perspective Cncern Fr Excellence Judgment Leadership Delegating and supprting rganizatin Risk Taking The manager lacks planning skill then what is required fr his jb. Als he is shrt f delegating and supprting rle fr subrdinates but meet the required level f ther cmpetencies. Training was required t enhance his planning skills as well as delegating and supprting skills. 6

7 Cmpetency Mapping: A Gap Analysis C. Human Attributes Table 6 : Human Attributes gap analysis Cmpetency Required Existing Gap Cmmunicatin Team Wrking & Interpersnal Effectiveness Integrity Transparency The manager lacks in team wrking and interpersnal skills then what is required at his level. Training has t be given t enhance his team wrking skills t meet the required level. 3. Designatin: Jr. Manager A. Technical r Functinal skill Table 7 : Technical knwledge gap analysis Cmpetency Required Existing Gap Business Awareness Organizatinal Awareness Technical Skills External Awareness The manager lacks in technical knwledge what is required at this level and als lacks in external awareness then what is required at his level, but gd at rganizatinal awareness. 7

8 Jaideep Kaur & Vikas Kumar B. Managerial Skills Table 8 : Managerial skills gap analysis Cmpetency Required Existing Gap Custmer riented Planning Skills Crss Functinal Perspective Cncern Fr Excellence Judgment Leadership Delegating and supprting Risk Taking The manager in need f leadership skills then what is required at this level. In rest f the cmpetencies the fficer exceeds the required level. Training is required t enhance his leadership skills. C. Human Attributes Table 9 : Human Attributes Gap analysis Cmpetency Required Existing Gap Cmmunicatin Team Wrking & Interpersnal Effectiveness Integrity Transparency The manager lacks in the team wrking and interpersnal skills then what is required at this level. He exceeds the required cmmunicatin skills and meets required level f all ther cmpetencies. CONCLUSIONS The cmpetencies cver all the aspect which is needed t be there in an emplyee t d his jb effectively. It was fund that each and every emplyee at different jb psitin requires cmpetencies but f different level. Nt nly with rganizatinal perspective these cmpetencies are imprtant but als fr 8

9 Cmpetency Mapping: A Gap Analysis individual grwth they play a very imprtant rle. The higher level lacked in functinal cmpetencies, middle level was shrt f managerial skills and a first level manger was in the need f human skills. The cmpetencies which are lacking in deputy manger are technical skills but exceeding in crss functinal, cncern fr excellence, risk taking and all ther cmpetencies are meeting the required level. The senir mangers lacks in business awareness, planning skills,delgating and supprting the subrdinate, team wrk, interpersnal skills but exceed the cncern fr excellence and rest ther cmpetencies were up t the mark. The junir manager was shrt f technical skills, external awareness, leadership, team effectiveness and interpersnal skills but was excellent in planning and risk taking. RECOMMENDATION The training shuld be imparted t the mangers based n the required cmpetencies. The different level f management shuld cnduct the training t plish the cmpetencies required fr the jb. The cmpetency mapping shuld be dne after six mnths. REFERENCES 1. Kdwani, Amitabh De (2009) Cmpetency Mapping. Paradigm (Institute f Management Technlgy) Vl. 13 Issue 2, p , 2p. 2. Naqvi, Farah (January 2009), Cmpetency Mapping and Managing Talent. ICFAI Jurnal f Management Research, Vl. 8 Issue 1, p85-94, 10p, 1 Chart. 3. Rice, James A. (Dec 2006) Career and Cmpetency Mapping. Healthcare Executive, Vl. 21 Issue 6, p52-55, 4p. 4. Sahu R.K 2009 Cmpetency mapping Ed 1 New Delhi Excel Bks. 5. Sanhgvi. S (2007) The Handbk f Cmpetency Mapping: Understanding, Designing and Implementing Cmpetency Mdels in Organizatins, 2 editin New Delhi, Sage Publicatins Pvt. Ltd. 9