Certified Competency Mapping Professional

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Module 1 : Introduction to Competency

1.1 Meaning of Competency

1.2 History of Competency

1.3 Myths vs. facts about Competency

1.4 Types of Competencies – Characteristics

Module 2: Developing Competency Models

2.1 Meaning of Talent and understanding of Talent Hiring

2.2 Concept of Productivity Maximization

 Enhancing the 360-degree Feedback Process

 Adapting to Change

2.3 Aligning Behavior with Organizational Strategies and Values

2.4 Various Competency Models

2.5 Development of the Personal Competency Framework

 The Personal Competency Framework

 The Lancaster Model of Managerial Competencies – Level One, Level Two, Level Three

2.8 Transcultural Managerial Competencies

 Development a Competency Model – from Planning to Execution of Competency Model in the Industry

Module 3: Issues Related to Developing Competency Models

3.1 Need of developing Competency Models for Organization

 Goal —Quality vs. Excellence

 Frequency – Periodic vs. Continuous

 Review – Assessment towards :

o Continuous Process vs. One-time Endeavour and

o Current Activities vs. Future Activities

3.2 The ideal Time Frame for the Project of Developing Competency Model and the process of using the results of the project within the Organization

3.3 Value proposition of Competency Project for the Organization and its Employees

 Determinants of Success

 Measurement Criteria

 Desired Outcomes

 Assessment towards:

o Target Audience for the assessment

o Process for Assessment Validation

o Process of communicating the Project to the Employees

Module 4 : Competency-based Application

4.1 Position Requirement

 HR Competence Audit

 Analysis

4.2 Position Fulfillment

4.3 Performance Management

4.5 Promotion

4.5 Benefits of using a

 Competency-based Selection System

 Competency-based Training and Development System

 Competency-based Performance Appraisal System

 Benefits of Using a Competency-based Succession Planning System

Module 5: Formation of a Competency Framework

5.1 Sources of Competency Information

5.2 Position Documentation

5.3 Process Documentation

5.4 Interviews

5.5 Behavioral Event Interview (BEI)

5.6 Behavioral Description Interview (BDI)

5.7 Behavioral Event Interviewing Methodology

5.8 Established Models

 Management Directed

 Third-party Models

5.9 Use of Johari window in for Competency Framework development

Module 6: Competency Mapping and Assessment Centres

6.1 Traditional People Assessment

 A History of Assessment Centre

 Practice of Assessment Centre in American and European Country

6.2 The Use of Assessment Centres in the Industry

6.3 Types of Exercises

 Off-the-shelf Exercises

 Customized Exercises

 External Centre

 Non-exercise Material

 Ratings by Self and Others

 360-degree Feedback

 Best Practice

 Tests and Inventories

 Projective Techniques

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Module 7: Generic Competency Dictionary

7.1 Mostly used Competencies and its clustering

 Explanation of different Competencies and their applications

7.2 Rating/ Scale of Competencies – Process of execution

Module 8: Underlying importance of Competency mapping for Talent Management

8.1 Need Competency project for effective Talent Management

8.2 Process of Integration between Competency Framework and Mapping with Talent Management

Module 9: Generic Competency Model for Leadership Role in any Organization

9.1 Competency Clusters for General Leadership Model

9.2 Leadership Assessment Questions

9.3 Leadership Assessment Matrix

Module 10 : Competency Model for HR

10.1 Competency Model for Human Resource Head

10.2 Competency Model for Human Resource Manager

10.3 Competency Model for Human Resource Executive

Module 11: Leadership Competency Model for different types of Industry

11.1 Automobile Industry

11.2 NBFC / BFSI Industry