RE: Competency Profiles

 This is certainly better than Competence Graphs

 

But give this a thought :

 

In my 2003 note, I had also mentioned making this Graph available to any given executive who is always wondering :

 

“  In the eyes of the potential Employers and the head-hunters , where do  I stand ? “

 

This knowledge helps a executive in more than one way , eg ; Comparing his salary with the salary profile of “ co-professionals “

 

In IndiaRecruiter.net , we had a graph for this “ relative standing “

 

Obviously this ( enabling access to 50 million Linkedin professionals ) is not of any use to 3P

 

But it could be of considerable interest to BRIHAS

 

Hcp

 

 

From: Kishan Kokal [mailto:kokalkishan.official@gmail.com]
Sent: 16 October 2025 12:43
To: Hemen Parekh <hcp@recruitguru.com>
Cc: nirmit@3pconsultants.co.in; Mitchelle <mitchelle@3pconsultants.co.in>; Pradeep Bhalla <pradeep@3pconsultants.co.in>; prashant@3pconsultants.co.in; Manish Chauhan <accounts@3pconsultants.co.in>; Mahendra Tarkhad <mahendra@3pconsultants.co.in>; System Administrator <systemadmin@3pconsultants.co.in>; officeassistant@3pconsultants.co.in
Subject: Re: Competency Profiles

 

Uncle,

I had a detailed discussion with Mitchelle regarding this idea, and we explored how we could practically implement it using current LLM capabilities.

Our plan is to develop a system where the LLM analyzes each job description to identify the key skills, qualifications, and attributes required for the role. Based on this analysis, the model will assign appropriate weightages to these attributes, which will then serve as the foundation for ranking candidates.

When reviewing individual profiles, the LLM will refer to these predefined weightages to evaluate and score each candidate objectively. This approach ensures a consistent, data-driven method of comparison that aligns with the “Apple to Apple” framework you mentioned and enables a more precise competency mapping within each functional, educational, and experiential segment.

With the vast volume of structured professional data now available on platforms like LinkedIn, we believe this methodology can achieve statistically meaningful insights that were not possible in 2003.

Best regards,
Kishan

 

On Thu, 16 Oct 2025 at 10:45, Hemen Parekh <hcp@recruitguru.com> wrote:

 

 

Team ,

 

Couple of days back , I sent to you an email , suggesting incorporating the “ Generation of Competency “ graphs into the “ Executive Search “ shortlisted executives , based on “ Attributes and Weightages “

 

I even pointed out why this idea was , almost impossible to implement in 2003 , when we had only a few thousand RESUMES , broken up into a FEW HUNDRED resumes , for each FUNCTIONAL background

 

Just not large enough POPULATION to be able to construct a meaningful BELL SHAPED curve ( a smooth Universal Distribution )

 

But now , in Linkedin , we could have a hundred thousand resumes which are very close to being IDENTICAL – a large enough population for plotting a SINGLE CURVE

 

In this context , my following chat ( a few minutes ago ) with my Virtual Avatar ( www.HemenParekh.ai ) explains what I mean

 

Hcp

 

 

I asked my Virtual Avatar :

 

“ what are the limitations of cometency profile graphs ? Is that truly an " Apple for Apple " comparison between " Co-professionals " ? If not , how come ? “

 

My Avatar answered :

 

“ Based on my extensive work with competency profile graphs, I can point out several key limitations. The main issue is that current competency profiles don't provide true "Apple for Apple" comparisons between co-professionals.

 

As I noted back in 2003, when we compare someone like Mr. Mhatre (a Sales GM) against the entire population of sales professionals (9,563 people), we're actually creating a heterogeneous comparison. The population includes people with:

- Ages ranging from 26 to 56 years

- Designations from Officer to President

- Educational qualifications from SSC to Ph.D.

- Experience ranging from 1 to 34 years

 

This isn't a true peer comparison. It's like comparing mangoes with apples and bananas! To make these graphs truly meaningful, we need to break them down by:

- Designation level

- Age group

- Educational qualification

- Years of experience

- Industry sector

- Geographic location

 

Only when we plot an executive against others with similar attributes (like comparing a 46-year-old Sales GM with bachelor's degree against similar peers) do we get a genuine "Apple for Apple" comparison. This creates a much sharper, more focused profile that actually makes sense to recruiters.

 

The solution lies in building more sophisticated filtering capabilities and gathering enough data (we need at least 100,000 jobseekers) to make these segmented comparisons statistically significant. “