The Competence Mapping Model: A Framework for Bridging Strategic Competency Modelling and Job Analysis

Purpose – This paper proposes a novel conceptual framework for bridging the
theoretical fields of strategic competency modelling and job analysis to close the
gap between the two fields.
Aim(s) – The proposed framework seeks to combine the two research areas in a
simplified and easy to apply manner that allows small and medium sized
organizations to adapt the model to their needs and thereby working strategically
with competence mapping.
Design/methodology/approach – This research builds on a review conducted by
using the block method resulting in a total of 1.233 sources from four databases.
After a selection process a total of 37 sources were identified relevant for the
research. Additional 20 sources were added via keyword search and cited articles
resulting in a total of 51 retrievable sources.
Findings – The study found that from a fundamental managerial approach, the
key consideration lies in the fit between people and strategy. Thus, strategic
decision making require clarity and strong interdependence between the overall
business objectives, strategy, and the needed and available competencies of the
human resources of the organization. Hence, the paper proposes a novel
conceptual framework for mapping competence bridging the overall strategic
objectives with the available competencies of the organization.
Limitations of the study – Further studies may research the applicability of the
framework regarding the type and size of the organization. This would
contribute to the usability of the model, and value added by the model.
Furthermore, case studies on applying the proposed model will help clarify how
the model will comply with the strategic business planning framework.
Originality/value – While current models primarily focus on either competency
modelling or job analysis, this conceptual paper proposes a novel conceptual
framework for competence mapping that bridges strategic competency
modelling and job analysis contributing to strategic decisions on HRD and HRM.