European Conference on Quality in Official Statistics (Q2016) Madrid, 31 May-3June 2016 Competency Measurement Model Dario RUSSO* Banca d’Italia, Via Nazionale 91, Roma 00184, Italy; dario.russo@bancaditalia.it ABSTRACT In the recent organizational research literature the Competency Mapping is attracting the attention of researchers. Competency mapping is increasingly used in the field of HR development and empowerment: due to the intensive use of technology, knowledge is considered as a key to the achievement of competitive gains, not only in the provision of services, but also in the more traditional sectors of production of goods and industrial products. In this paper, a model for the Competency Mapping and Measurement is presented. This approach allows information to be obtained about the level of appropriateness of the skills associated with the different processes. These data make it possible, inter alia, to analyse the morphology of the business processes, to assess the staff, to better use and distribute the resources over the processes, to promote the mobility of the people across the firm and to optimize training activity and HR management (resource-based view of the firm [1]). (*) The views expressed here are the sole responsibility of the author and do not necessarily reflect those of the Banca d’Italia. Keywords: Business Process Modeling, Complexity, Competency model, Competency Mapping, HR Development. 1. BUSINESS PROCESS 1.1 Definition Davenport [2] defines a (business) process as: ”a structured, measured set of activities designed to produce a specific output for a particular customer or market. It implies a strong emphasis on how work is done within an organization, in contrast to a product focus’s emphasis on what. A process is thus a specific ordering of work activities across time and space, with a beginning and an end, and clearly defined inputs and outputs: a structure for action. ... Taking a process approach implies adopting the customer’s point of view.