In the evolving landscape of Indian banking, private sector banks are under increasing pressure to maintain high levels of performance and competitiveness. Competency mapping, a systematic approach for identifying and nurturing employees’ key skills and behaviours, has emerged as a vital human resource management tool. This study empirically investigates the relationship between employee competencies and organisational performance within Indian private banks. Drawing on data collected from 350 employees across five leading private sector banks, the study employs a quantitative, cross-sectional research design using structured questionnaires and statistical analyses, including regression and correlation. Results indicate a significant positive relationship between core competencies-such as self-competence, team competence, and social competence-and organisational performance metrics like customer satisfaction, innovation, and productivity. The findings suggest that robust competency frameworks can serve as strategic levers for performance enhancement in the sector. The paper concludes by discussing implications for banking practitioners and human resource policymakers, advocating for the integration of competency mapping in talent management and training programmes. Limitations and avenues for future research are also highlighted.