Performance Management & Competency Mapping

Performance Management & Competency Mapping
Module Introduction to Competency Mapping
Session No. II
Version 1.0
Material from the published or unpublished work of others which is referred to in the Class
Notes is credited to the author in question in the text. The Class Notes prepared is of 2,670
words in length. Research ethics issues have been considered and handled appropriately within
the Globsyn Business School guidelines and procedures.
PMCM/M5SII/v1.0/170919 Competency Definitions | Session No.: II

Table of Contents
1. What is Competency? ............................................................................................ 4
2. Definition of Competency ...................................................................................... 4
2.1. Definition Essentials ........................................................................................... 5
3. Competencies Mapping ......................................................................................... 6
3.1. Steps in Competency Mapping ............................................................................. 6
4. Competency Glossary ............................................................................................ 7
5. Job Specific Competencies ................................................................................... 8
6. Competency Characteristics ................................................................................. 9
7. Iceberg Model of Competency ............................................................................. 10
7.1. Technical or Visible Competencies .................................................................. 10
7.1.1. Skills ....................................................................................................................11
7.1.2. Knowledge ...........................................................................................................11
7.2. Behavioural or Hidden Competencies .............................................................. 11
7.2.1. Self-Concept ........................................................................................................11
7.2.2. Traits ...................................................................................................................12
7.2.3. Motives ................................................................................................................12
7.2.4. Core and Surface Competency Model .................................................................12
List of Tables
Table 2.1: Definitions of Competency......................................................................................... 4
Table 2.2: Difference between Competence and Competency ................................................... 5
Figure 3.1: Steps of Competency Mapping ................................................................................ 7
Table 4.1: Competency Glossary ............................................................................................... 8
Table 5.1: Competency Definition for a Competency ................................................................. 8
Figure 7.1: The Iceberg Model of Competency..........................................................................10
Figure 7.2: Core and Surface Competency Model.....................................................................13

1. What is Competency?
The term ‘Competency’ cannot be precisely defined, but the two core meanings of the term has
been identified, the first one being the output or results of the trainings, so that an individual can
have a competent performance. The other meaning refers to the inputs or underlying attributes
required from a person to achieve competent performance. Both the meanings determine the
competencies shown by an individual and also the organization to thrive and survive in this
competitive world.
Few examples of individual competencies that are required by the employees in various sectors
are: adaptability, motivation, independence, emotional stability, foresight, analytical reasoning,
leadership quality, communication skills, creativity etc.
2. Definition of Competency
A primary challenge in the application of competency approaches is establishing harmony
regarding an operational definition of the concept. All the published literature contains numerous
definitions that outline the core elements of competency.
“A competency is a measurable human capability that is required for effective performance. It is

comprised of knowledge, a single skill or ability, or personal characteristic—or a cluster of these
building blocks of work performance. Successful completion of most tasks requires the
simultaneous or sequenced demonstration of multiple competencies.” (Hoge, et al., 2005)
The other popular competency definitions as given by various authors in their books and
research papers are given in Table 2.1.
Table 2.1: Definitions of Competency
Author Definitions
An underlying characteristic of a person which results in effective and/or superior
Klemp (1980)
performance on the job.
Competencies as underlying characteristics of an individual, which are, causally
Boyatzis (1982)
(change in one variable cause change in another) related to effective job performance.
Competencies are the characteristics of a manager that lead to the demonstration of

skills and abilities, which result in effective performance within an occupational area.
Hogg (1993)
Competency also embodies the capacity to transfer skills and abilities from one area to
another.

A cluster of related knowledge, skills and attitudes (KSA) that affects a major part of
one’s job (a role or responsibility), that correlates with performance on the job, that can
Parry (1996)
be measured against well-accepted standards and that can be improved via training and
development.
Competencies are measurable human capabilities that are required for effective work
Marrelli (1998)
performance demands.
Competencies are those characteristics --- knowledge, skills, mind-sets, thought
Dubois (1998) patterns and the like --- that, when used either singularly or in various combinations,
result in successful performance.
Analysed past literature and summarized three key points in defining competency: (a)
underlying qualifications and attributes of a person, (b) observable behaviours and (c)
Hoffmann (1999)
standard of individual performance outcomes.
Selby et al. (2000) Competencies are abilities expressed in terms of behaviour.
Jackson & Schuler Competencies are defined as ‘the skills, knowledge, abilities and other characteristics
(2003) that someone needs to perform a job effectively.
Spencer & Spencer A competency is an underlying characteristic of an individual that is causally related to
(2004) criterion-referenced effective and/or superior performance in a job or situation.
Competencies are skills, knowledge and behaviours that individuals need to possess to
Kramer (2004)
be successful today and in future
2.1. Definition Essentials

The elements and the language used to describe competencies vary among the different
authors. The same term can be used to define two or more capabilities. The important matter is
the consistency within an organization or community while using the particular term. Offering or
adopting a clear definition of an individual competency in the work environment is all that
matters and can be used as the “correct” definition. (Marrelli & G. Langdon, 2002)
The two terms ‘Competence’ and ‘Competency’ have few subtle differences and have been
cited in Table 2.2
Table 2.2: Difference between Competence and Competency
Competence Competency
Skill- based Behaviour based
Standard attained Manner of Behaviour
How the standard is achieved – Focusses on how they

What is measured – describes what people can do
do it
Plural: competences Plural: competencies
(Sanghi, 2007)
An analysis of the definitions reveals that:

 Competencies are characteristics of a person

 Competencies lead to demonstration of skills and abilities. Therefore, it must be

observable, not inferred or extrapolated – they are not fundamentally different from the
traditional KSAOs (Knowledge, Skills, Abilities and other characteristics). It defines the
levels of skills and knowledge.
 Competency must lead to effective performance; therefore, performance of person with
competency must be significantly better than the person without the level of
competence. Competency refers to behaviour which differentiates success from merely
doing the job. The knowledge, skills and abilities differentiate the high performers from
the average ones.
 Competency embodies capacity to transfer skills; it cannot be restricted to single job
(unless it is a functional competence)
3. Competencies Mapping
As have been discussed, a competency is defined as any underlying characteristics between
superior and average performers. The five types of competencies as identified by McClelland
are – motives, traits, self-concept, knowledge and behavioural skills, and these are the success
factors between the types of performers.
Competency Mapping allows the organization to identify the key competencies for the particular
job role of an individual or an organization as a whole. The identified key competencies are
incorporated throughout the various processes of the organization. Competency mapping
includes various processes like job evaluation, training, recruitment of the individuals in the
organization.
Key competency is defined as a behavior in communication and leadership qualities rather than
a skill or ability. (Website on HRM for Students, n.d)
The competence mapped should always be linked to the corporate strategy of the organization.
3.1. Steps in Competency Mapping

The competency mapping process include three steps as follows:
 Development of competency Model that facilitates profiling for each job/role
 Identification of Competency factors through the successful performance by an individual
at the job-role or a set of task successfully.

 The last step is to measure the competency factors for an individual or a group for the
required job-role performance.
Figure 3.1 shows the relationship between all the three competency components (Sahu,
2009):
Figure 3.1: Steps of Competency Mapping
Step 1
• Developing Competency Model
Step 2
• Competency Identification
Step 3
• Competency Assessment
Author’s Representation
Identification of competency for a specific job role is possible when the job’s outstanding
performers, who are usually 10%, are assessed to determine what the characteristics make
them so successful and effective in the role. The assessment goal is to learn the ways in which
these "stars" differ from average performers.
McClelland identified three steps to identify competencies:

1. Research the job components
2. Study the current performers
3. Develop and validate the job competency model
On-the-job competencies thus represents the behavioural characteristics to look for in the high
profile performers during the Behavioural Evaluation interview.
4. Competency Glossary
It is necessary to understand to various terms used in preparing the competency model and to
map individual as well as organisational competencies across various levels. The following chart
gives a brief description of each term used in framing competencies.

Table 4.1: Competency Glossary
The process of discovering what competencies are necessary for

Competency Identification
exemplary or fully successful performance
A narrative description of the competencies for a targeted job

Competency Model category, occupational group, division, department or other unit of
analysis
It is a process to identify key competencies for an organization
Competency Mapping and/or a job and incorporating those competencies throughout the
various processes of the organization
The process of comparing an individual’s competencies to those

Competency Assessment
of a competency model
Application of a set of competencies for managing human

Competency-based Management resources so that performance contributes efficiently and
effectively to organizational results
Identifies the essential skills and knowledge that workers must
Competency Standard have, and defines the performance levels they must achieve, to
demonstrate competency in a specific work segment or function
Document that describes the set of competencies particular to the
Competency Profile
position / job / occupational group / functional community
Author’s Representation
5. Job Specific Competencies

Competencies define not only what a person have to do in a job-role, but also specifies how the
work to be done by the candidate. The chart in Table 5.1 given below specifies the behavioural
definition for the competency skill “Accountability for Results” shown by three different
categories of job-performers as unsatisfactory, effective and exceptional workers.
Table 5.1: Competency Definition for a Competency
Competency Competency Definition
Takes responsibility for accomplishing goals and achieving quality results. Follows
through on commitments; is always there in the clutch.
Unsatisfactory Effective Exceptional
Accountable for Results Does not set, accept or

Sets, accepts, and Seeks out new goals and
achieve challenging
achieves challenging goals exceeds them
goals
Makes incomplete or
Makes realistic
unrealistic commitments; Takes calculated risks that
commitments and follows
needs frequent reminders achieve quality results
through
to complete tasks

Demonstrates clear Encourages and supports

Demonstrates a lack of
standards for quality others to take responsibility
thoroughness or
results; maintains for results; is a role model for
accuracy
timeliness and quality others
Does not complete tasks
Effectively completes tasks Remains effective in the face
when problems arise;
even when obstacles come of significant and/or long term
gives up at the first
up obstacles
obstacle
Rarely asks questions Models openness and

Asks questions needed to
needed to accomplish transparency in sharing
accomplish tasks
tasks information
Diminishes positive
Acknowledges other’s
achievements of others;
positive achievements; Takes responsibility for
does not take
takes responsibility for personal and organizational
responsibility for own
negative results and success and failure
negative results and
problems
problems
(Auburn University, 2019)
6. Competency Characteristics
Spencer and Spencer in their work “Competence at Work” have defined competency as ‘an
underlying characteristic of an individual that is casually related to criterion-referenced effecting
and/or superior performance in a job situation’. (Spencer & Spencer, 2008)
An ‘underlying characteristic’ of an individual is fairly deep and a stable feature of one’s

personality and can predict behaviour in a wide variety of situations and job tasks.
The five characteristics of an individual competencies are as follows:

 Motives – Motives is the primary and innate core competency of a person, which he
thinks about and want to drive and direct him/her to achieve the ultimate goal by doing
the rightful action through selecting certain behaviours.
 Traits – Traits are the physical characteristics and consistent responses to situations or
information shown by a person.
 Self-concept – This is a person’s view of himself, his attitude, values or self-image
(leader or a co-worker)
 Knowledge – The information a person has in a particular content area (the subject
knows 4 languages)
 Skill – It is the ability to perform a certain physical or mental task (a person/subject is
proficient in MS-Word)

7. Iceberg Model of Competency

The ICEBERG Model explains the concept of individual competency through a model of an
iceberg in which almost 90% of the portion remains below the surface and the “tip of iceberg”
only refers to a very small portion i.e. around 10% of the whole berg (mountain in German
language). Similarly, an individual competency has some visible or surface components like
knowledge and skills which can be described as the tip of the iceberg. The other three
behavioural competency components – Self-concept, traits and motives remain hidden and are
denoted by the portion of the iceberg that remain submerged in water. The concept is beautifully
shown in Figure 7.1, The Iceberg Model of Competency below:
Figure 7.1: The Iceberg Model of Competency
Skills
Visible
Knowledge
Water Level
Self-Concept
Traits Hidden
Motives
Author’s Representation, Adapted from (Spencer, et al., 1994)
7.1. Technical or Visible Competencies

Knowledge, Abilities, Skills and Habits are the competency areas of an individual that are easily
visible by everybody. These competencies are easy to develop, training is the most reliable way
to secure these abilities. Everyone in the job need these characteristics to perform and be
minimally effective in the role.

7.1.1. Skills
An individual’s ability to perform certain physical or mental task with the combination of acquired
knowledge and practise is defined as skill. Having the requisite skill is one of the parameters of
the person to perform in a particular job role. Driving a car in a congested road in certainly a skill
for a cab driver.
7.1.2. Knowledge
Knowledge is awareness of the facts, rules, concepts, theories and the processes of a job role.
It can be acquired through learning and experience, sometimes it is concrete and easily
measurable. A pilot can learn and have the knowledge of manoeuvring an aeroplane and with
practise she can be a skilful pilot.
7.2. Behavioural or Hidden Competencies

Behavioural competencies, also known as differentiating competencies differentiates between
superior and average performers.
7.2.1. Self-Concept
Values and attitudes can combine together to form the self-concept of an individual. Human
values are the habits or thoughts a person acquires with maturity to help him/her solve ethical
problems. Values are also the guiding force by which a person lives by, happens to be the
guideposts which help to take tough decisions in life. A person grown up in a house of traffickers
may have a different value system required for a regular job, cheating, telling lies or bending
laws may be quite okay to do in his/her life. Peter Drucker, the renowned American Consultant
once told that values are the only things people bring with them into the organization. So,
understanding individual values during the selection stage is itself very important for the
organisation.
Habit is another pillar for developing self-concept of an individual. Habit is the routine behaviour
that is repeated regularly, tend to happen subconsciously. Poor habits can be improved upon by
consciously working with some determination. (Mukherjee, 2011)
Attitude of a person helps to act or behave in a certain direction when in a typical situation. A
person who is always cynical towards everything in life, may not believe in sincerity of human
being and is critical, may not be liked by others in the organization. In this case, she/he has to
change his attitude and can be amicable and approachable.

The self-concept is the core of a human being, and it is developed with all the elements like
values, attitudes, habits etc. It forms the base on which the other layers are born. Poor self-
concept can be a result of a low self-esteem, it can always be exercised upon to improve one’s
own self-esteem, self- concept to bring out the change required to perform better while
becoming a good human being. (Lavelda Naylor, 2012)
7.2.2. Traits
Traits are described as distinguished characteristics that makes an individual unique among
others. Many people may have similar personality traits, but each individual combine all the
personality traits to develop a unique persona and individual personality. Human traits tend to
support many successful and less successful aspects of life, help us to gain required recognition
from others, satisfy our motivational drive towards successful living and working. Personal traits
are deeply rooted, formed through influences in our formative years of childhood, are deeply
ingrained and sometimes may be inappropriate for the complexities and subtleties of adult
human life. (HAYGROUP, 2019)
7.2.3. Motives
An individual consistently think about the motive on what the person wants and his/her goals in
life. Motives influence on everything we do in our life. Yet, we rarely get a feedback on the
motivation that drives us, so it becomes difficult to understand ourselves the sole cause behind
motivation. Motives determine the ways we lead out life, orients our behaviour, create a pattern
for our trait behaviour, and link all these up to create individual’s leadership qualities and
characteristics.
The hidden, submerged or deeper competency characteristics determines how well an

individual is matched in the job role.
7.2.4. Core and Surface Competency Model

Based on the Iceberg Model, Behavioural or Hidden Competencies can be termed as Core
Competencies, and they are quite difficult to develop, whereas the Surface or the Technical
Competencies can be easily achieved and developed by an individual. All these are illustrated in
the following model Core and surface competency model of Figure 7.2.

Figure 7.2: Core and Surface Competency Model
Skills
Self-Image
Core Personality
Trait, Motive Difficult to Develop
Attitudes, Values
Surface Personality
Easier to Develop
Knowledge
Author’s Representation, Adapted from (Spencer, et al., 1994)

References
Auburn University, 2019. Job Specific Competencies. [Online]
Available at:
http://www.auburn.edu/administration/human_resources/compensation/ccp/2016_Competencie
s_and_Behaviors.pdf
[Accessed 17 09 2019].
HAYGROUP, 2019. The Iceberg Model Explained, London: London Leadership Academy .
Hoge, M., Tondora, J. & Marrelli, A., 2005. The fundamentals of workforce competency:
implications for behavioral health. Administration and Policy in Mental Health, 32(5/6), pp. 509-
531.
Lavelda Naylor, 2012. Need To Better Understand Yourself? Try The Personal Iceberg. [Online]
Available at: https://laveldanaylor.wordpress.com/2012/10/09/need-to-stop-doing-something-try-
the-personal-iceberg/
[Accessed 21 August 2019].
Marrelli, A. & G. Langdon, D., 2002. A new model for systematic competency identification.
Performance Improvement, 41(4), pp. 16 - 23.
Mukherjee, S., 2011. Competency Mapping for Superior Results. 1st ed. New Delhi: Tata
McGraw-Hill Education.
Sahu, R., 2009. Competency Mapping. 1st ed. New Delhi: Excel Books.
Sanghi, S., 2007. The Handbook of Competency Mapping. 2nd ed. New Delhi: Sage Publication
.
Spencer, L. M., McClelland, D. C. & Spencer, S. M., 1994. Competency assessment methods:
history and state of the art. 1st ed. USA: Hay/McBer Research Press.
Spencer, L. M. & Spencer, S. M., 2008. Competence at Work Models for Superior Performance.
1st ed. Delhi: John Wiley & Sons.
Website on HRM for Students, n.d. Competency mapping. [Online]

Available at: http://www.whatishumanresource.com/mentoring
[Accessed 22 August 2019].

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Performance Management & Competency Mapping

Module Introduction to Competency Mapping

PMCM/M5SII/v1.0/170919 Competency Definitions | Session No.: II

1. What is Competency? ............................................................................................ 4

2. Definition of Competency ...................................................................................... 4

2.1. Definition Essentials ........................................................................................... 5

3. Competencies Mapping ......................................................................................... 6

3.1. Steps in Competency Mapping ............................................................................. 6

4. Competency Glossary ............................................................................................ 7

5. Job Specific Competencies ................................................................................... 8

6. Competency Characteristics ................................................................................. 9

7. Iceberg Model of Competency ............................................................................. 10

7.1. Technical or Visible Competencies .................................................................. 10

7.1.1. Skills ....................................................................................................................11

7.1.2. Knowledge ...........................................................................................................11

7.2. Behavioural or Hidden Competencies .............................................................. 11

7.2.1. Self-Concept ........................................................................................................11

7.2.2. Traits ...................................................................................................................12

7.2.3. Motives ................................................................................................................12

7.2.4. Core and Surface Competency Model .................................................................12

PMCM/M5SII/v1.0/170919 Competency Definitions | Session No.: II

“A competency is a measurable human capability that is required for effective performance. It is

Table 2.1: Definitions of Competency

Competencies are the characteristics of a manager that lead to the demonstration of

PMCM/M5SII/v1.0/170919 Competency Definitions | Session No.: II

2.1. Definition Essentials

Skill- based Behaviour based

Standard attained Manner of Behaviour

How the standard is achieved – Focusses on how they

Plural: competences Plural: competencies

An analysis of the definitions reveals that:

PMCM/M5SII/v1.0/170919 Competency Definitions | Session No.: II

 Competencies lead to demonstration of skills and abilities. Therefore, it must be

3.1. Steps in Competency Mapping

PMCM/M5SII/v1.0/170919 Competency Definitions | Session No.: II

McClelland identified three steps to identify competencies:

PMCM/M5SII/v1.0/170919 Competency Definitions | Session No.: II

Table 4.1: Competency Glossary

The process of discovering what competencies are necessary for

A narrative description of the competencies for a targeted job

The process of comparing an individual’s competencies to those

Application of a set of competencies for managing human

5. Job Specific Competencies

Table 5.1: Competency Definition for a Competency

Competency Competency Definition

Unsatisfactory Effective Exceptional

Accountable for Results Does not set, accept or

PMCM/M5SII/v1.0/170919 Competency Definitions | Session No.: II

Demonstrates clear Encourages and supports

Rarely asks questions Models openness and

(Auburn University, 2019)

An ‘underlying characteristic’ of an individual is fairly deep and a stable feature of one’s

The five characteristics of an individual competencies are as follows:

PMCM/M5SII/v1.0/170919 Competency Definitions | Session No.: II

7. Iceberg Model of Competency

Figure 7.1: The Iceberg Model of Competency

Author’s Representation, Adapted from (Spencer, et al., 1994)

7.1. Technical or Visible Competencies

PMCM/M5SII/v1.0/170919 Competency Definitions | Session No.: II

7.2. Behavioural or Hidden Competencies

PMCM/M5SII/v1.0/170919 Competency Definitions | Session No.: II

The hidden, submerged or deeper competency characteristics determines how well an

7.2.4. Core and Surface Competency Model