COMPETENCY MAPPING !!!

QUICK INFOS on COMPETENCY MAPPING

Objective:

To link Attitude, Skill and Knowledge at the Expected Competency Level and the Present Competency Level of ASK.

Instead of evaluating ASK individually, the aim under the Competency mapping is to measure the blend of ASK in the form of competency. If a Star Performer performs or excels others, then you will have to take his competency level as a role model. Select the attributes accordingly under the headings of Attitude, Skill and Knowledge.

If you take ASK means, it is totally linked with Job only. Job demands what level of Knowledge, what are all the Skills and What are all Attitudinal Skills required. It is not the general Qualification, macro level Skills and Attitude. In measuring the Competency, you are actually measuring the micro level competent levels of an individual. For example, in one Manager’s Communication Competency, “He may call his colleagues, Yes Sir without calling by name,” That communication (micro) may bring positive results to him. Somebody’s personal cleanliness and hygiene practices may bring good results. Hence when you want to measure the competency level, you may have to split the job description in to minute details of demand which leads to productivity.

Hence when you pool the levels of ASK, in a star performer, you will have to see which competency under ASK takes the lead, may his knowledge or skill or sometimes his Attitude. I know one person who does not have required levels of Knowledge and Skill, but, still he brings results to the organisation, because of his Attitude which is Positive and constructive. Attitude is something like a beautiful wrapper which invites to taste the knowledge and skill. Quantification of Knowledge and Skills is easy but it is difficult to quantify the Attitude. It can be done only by HR Managers who are really professional and interested. He must know the techniques of linking Attitude with the Performance by interpreting with available data. They can derive their own formula to measure the techniques of Attitudinal Skills. Generally feelings cannot be quantified on the surface. Attitude is a Feeling. But the experts know the techniques of measuring the feeling. Hence for measuring the Attitude, take the Star Performer’s Attitudinal skills as a Bench Mark or Standard. Discuss with him and note down his reasons for good performance. Jot down in the graph about his ASK level. Under Attitude, what are all the Skills he applies to what amount. When you plan for ASK level with business strategy, you can easily plan Knowledge and Skill levels, but for Attitude, you can say the macro level behaviours. Competency comes out of micro level attitudinal approaches only. You cannot spell out the micro level skills unless it is experimented and experienced. Hence for mapping Attitude level, it is suggested that you can take the attributes experienced by Star Performers instead of imagining and mapping. ……2



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To map the Skill Level, again you can take the lead of Star Performer. Among the different skills required for job performance, find out the different densities the star performer applies. Also is the case of Knowledge. Split Knowledge in to various small ingredients such as:

Up-dating job knowledge by
- Sharing Communication
- Attending seminars/discussions/Training
- Reading Manuals/job-related Magazines/write-ups
- Attaining Educational Qualifications
- Voluntary learning from all levels irrespective of the status
- Self learning by observation/demonstration
- Experience
- Knowledge needs are satisfied

Hence if you want to prepare comp. mapping of any individual, write down all attributes from micro level onwards under Attitude, Skills and Knowledge separately and pool by quantifying each density level. It can be compared with Competency Mapping of Star Performer or an ideal Competency Mapping prepared for this purpose. If you find the gap in competency mapping of the ideal one or Star Performer and the employee concerned, Management is to plan for filling the gap in the comp. Level.

The success of implementation of Competency Mapping depends on the efficiency and involvement of HR Managers. First of all they must know what is Competency Mapping and how to draw it. It is totally a work of pooling the density levels of ASK and compare it with Star Performer’s ASK level. It is very important to study the smallest ingredients that are applied and practised by the Star Performer under Attitude, Skill and Knowledge.

If HR Professionals implement the Comp Mapping at all levels from sweeper to MD, definitely Quality will improve in both Products and Service. Competency Measurement must be done as per Job demands. Somebody performed Excellent. He achieved the Results. He is having good Relations with employees and also his Customers. Then HR must start measuring his techniques on ASK separately and then pool it together.

Comp Mapping is an innovative study and work. It is not a ritual but if HR involves, definitely they will draw competency mapping for all levels. HR managers who has the qualities of Philosophical Approach, Change Agent, Facilitator, Creative Person – he only can do best in Competency Mapping, otherwise, do not implement Comp Mapping in your organisation for the sake of implementation or ornamental or hi-fi purpose. Do something concrete and result-oriented which is helpful to the Management on Competency Mapping, otherwise, let you know open the topic on Competency Mapping for something you are doing wonders.

ATTRITION RATE - How to Calculate

(The formula and correct logic behind calculation of ATTRITION RATE)

((no. Of attritions x 100) / (Actual Employees + New Joined)) /100.

Examples:

1) Actual Employees No. Of people left No. Of Joined Total Employees
(Opening BAL) (Attritions) (Current Headcount)
150 20 25 155


So according to the formula: ((20 x 100) / (150 + 25)) / 100

Which comes to 0.1142 i.e. 11%

Now as you had 150 previously and now 25 joined so it makes 150 + 25 =175

Now if you calculate 11.42% of 175 i.e. 175 x 0.1142 = 20

Which clearly shows that 175 – 20 = 155, which is your current headcount and at the same time you can say my attrition is 11.42% that shows you lost 20 employees of 150 and 25 more joined which makes count to 175.

2) Actual Employees No. Of people left No. Of Joined Total Employees
(Opening BAL) (Attritions) (Current Headcount)
100 50 0 50


This is the special case where we are considering attritions only keeping into mind that nobody has joined in particular month.

So according to the formula: ((50 x 100) / (100)) / 100

Which comes to 0.5 i.e. 50%

Now as you had 100 previously and now 0 joined so it makes 100 + 0 =100

Now if you calculate 50% of 100 i.e. 100 x 0.5 = 50

Which clearly shows that 100 – 50 = 50, which is your current headcount and at the same time you can say my attrition is 50% that shows you lost 50 employees of 100 and 0 joined which makes count to 50.

3) Actual Employees No. Of people left No. Of Joined Total Employees
(Opening BAL) (Attritions) (Current Headcount)
500 200 100 400


So according to the formula: ((200 x 100) / (500 +100)) / 100

Which comes to 0.3333 i.e. 33.33%

Now as you had 500 previously and now 100 joined so it makes 500 + 100 =600

Now if you calculate 33.33% of 600 i.e. 600 x 0.3333 = 200

Which clearly shows that 600 – 200 = 400, which is your current headcount and at the same time you can say my attrition is 33.33% that shows you lost 200 employees of 500 and 100 more joined which makes count to 400.

4) Actual Employees No. Of people left No. Of Joined Total Employees
(Opening BAL) (Attritions) (Current Headcount)
8000 5000 500 3500


So according to the formula: ((5000 x 100) / (8000 +500)) / 100

Which comes to 0.5882 i.e. 58.82%

Now as you had 8000 previously and now 500 joined so it makes 8000 + 500 =8500

Now if you calculate 58.82% of 8500 i.e. 8500 x 0.5882 = 5000

Which clearly shows that 8500 – 5000 = 3500, which is your current headcount and at the same time you can say my attrition is 58.82% that shows you lost 5000 employees of 8000 and 500 more joined which makes count to 3500.

Human Capital

Gross Salary is the agreed/committed compensation your Organisation agrees to pay on a monthly(periodic) basis against your services for that period.

Net Salary is gross salary less the deductions which are made on account of statutory compliances(like PF, ESI, Income Tax, Professional Tax) and other dues (Like Loans and Advances taken) which you owe to the Company and Legal dues if any. It is something you get in hand and commonly refer to as Take Home Pay.

Your Income Tax is based on the Gross Pay.

While CTC or Cost to Company is equal to Gross pay + Benefits, Perks and Prequisites i.e., the total Cost a Company incurs in employing the person
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Salary consist of two parts 1) Payments 2) Deductions:

Payment is refered to that part on which Company makes pays cash as per commitment and is commonly refered to as Gross Pay. It may be consolidated or divided into components under whose head a Company makes payment. In the latter case Basic is usually the compulsory component while the rest depends on the Company. HRA is another such component which is usally present.

For example some Company can give DA, while others do not.

In addition to the above Loan and Advances, Awards and Settlements & Compensations are also present if applicable.

The next section is Deductions:

Under this head all statutory deductions, Recovery of Loan and Advances, Taxes, Awards and Settlements are present if applicable.

The statutory Deduction includes Provident Fund (PF) and Employee State Insurance Act; Taxes usually include Income Tax and Professional Taxes.

Net Pay= Gross Pay - Total Deductions

For details of PF and ESI please refer to the relevant acts or can search this site for further details.

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PF : To be deducted from all - 12% of Basic salary + DA (if being paid) and VDA (if being paid). The employer too needs to contribute equivalent amount.

ESI : To be deducted at the rate of 1.75% from employees drawing salary upto Rs.7500/- gross per month, all allowances computed together. You need to ensure whether your organization’s location is exempted from ESI Deduction.
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