Hi Anu
To start with, u shud b clear as to what is the purpoise of Competeny Mapping in u''r organsiation. Once that is clear, u shud go ahead witht he actual process.
teh best way 2 map a position is 2 talk 2 the present position holder-in teh sense have a detailed discussion with him/her n try n understand his /her job responsibilities (u shud record n list tehm down activity wise). this will give u n understandign as 2 wat it wud take 2 effectively execute those responsibilities.
2 begin with this cud b enuff. bt if ur looking 4 a detailed n thorough mapping, then u can take inputs also 4m the role set members of that position (that means the boss, subordinate, internal customer n suppliers, peers etc). they can also b asked as per them wat r the competencies reqd 4 effective xecution of the responsibilities.
such a multifaceted process brign in better clarity n objectivity in the entire process n the results r much close 2 reality...
based on the inputs taken 4m all teh concerned, its then the responsibility of the Hr process owners (those invoved in the intervies n discussion process), to identify the most critical competencies n thereby arrive at the competency basket of the position
certain competencies r generic across the organsition (such as innovativeness, communication skills, empathy, customer focus, etc...which r derived 4m teh vision, mission n values of the org). these competencies r reqd 4 every postion across the org. over n above these, every postion wud have their specific set of competencies reqd...
its a lenghty process...have bene doing it 4 all executives in my organsiation across all locations...takes time 4 sure bt nonetheless the results r much more factual n objective...do let me knwo if u need ne further clarification
Regards
Swati