There is a growing demand in the business world for competency mapping procedures to be included in the recruitment selection process. In the prevailing cut-throat competition among corporate firms, employee competency plays an instrumental role if victory is to be rejoiced. Competencies can be understood as the underlying traits and characteristics of an individual – an amalgamation of his or her skills, knowledge and attitudes – essential in the workforce. The competency mapping model aims to identify the key competencies in the employee in relation to the job role. Extensive research has been conducted in this area of assessment.
Competency mapping studies have been conducted in various corporate sectors mainly in the tourism, medical and the hospitality industry. These studies have indicated a spurt in the use of competency mapping models in the corporates and its benefits for the employees in general and the organization at large.
For instance, the most important use of competency mapping is in recruitment and selection. Using competency mapping report, a role directory may be developed that would aid the selection process, help the organization clarify roles and form a basis of performance appraisal (Chandekar & Khatod, 2015). It may also be used for internal mobility to determine whether an employee is fit for another job role in the same organization.
A web document on competency mapping highlighted that competency mapping methods act as a moderator in establishing expectations of the corporate firms for performance excellence and helping the employees to align their behaviors with these expectations. Similarly, competency mapping for human resource processes such as talent induction, management development, appraisals and training has shown to yield desirable results (Velayudhan & Maran, 2009).
Using a competency mapping design, the key performance areas can be improved by gaining an insight into the gap between the actual and the desired results. This is referred to as competency mapping gap analysis. The awareness gained through such an analysis can help the employee to effectively change his or her style of working to bridge the gap noticed in the performance (Patel, 2014). Further, the same gap analysis report can aid in determining the training needs of the employees in order to mould them from time to time based on the ever changing demands of the market. Such a competency-based system ensures that the training module designed is cost-effective, goal-oriented and productive.
Using competency mapping as a basis, a Human Resource Information System (HRIS) can be developed that may help in monitoring manpower planning, recruitment, identification of training needs and other HRD interventions. It can also be used for succession planning and leadership development by developing a 360 degree feedback tool based on the competency mapping techniques (Chandekar & Khatod, 2015). In addition to these, another importance of such a comprehensive system lies in the point that the knowledge of one’s competencies is useful in strategically directing the career path and understanding where career development efforts need to be maximum (Yuvaraj, 2011).
The multiple ways in which competency mapping model can be put to use indicates its importance in the corporate sector. The importance of competency mapping can be illustrated as follows.
Figure: Illustrating the importance of competency mapping based on how it is used in corporates.
With the growing demands of the market each year, competency mapping would increase more in its applications and importance and would help corporate firms to excel in their production and service domains indirectly through their employees. This model can be very effective if it follows the trajectory of the organization’s dynamics.
Chandekar, M. & Khatod, s. (2015). Competency mapping: A strategic tool in employee recruitment. Abhinav International Monthly Refereed Journal of Research in Management & Technology, 4(1), 27 – 33.
Patel, R. (2014). Importance of competency mapping in human resource management. Indian Journal of Research, 3(4), 1 – 3.
Velayudhan, T.K.M. & Maran, K. (2009). A study on mapping core competencies and development of employees for excellence with reference to HCL technologies. Journal of Contemporary Research in Management, 4(4), 53 – 67.
Yuvaraj, R. (2011). Competency mapping – A drive for Indian industries. International Journal of Scientific & Engineering Research, 2(8), 1 – 7.