Competency Modelling Projects Overview - Chandramowly

COMPETENCY MODELLING
PROJECTS
BY CHANDRAMOWLY
- AN OVERVIEW
H R D Dimensions cmowly@gmail.com
5 P Business Dimensions ©
Perfection Purpose
Person
People Process
© Chandramowly
Results
Execution
Commitment
People
Self
Mastery
Performance
Prediction
Academic
Tests? Thoughts
Behaviours?
KNOWLEDGED
RESOURCES
PEOPLE OF DIFFERENT
SKILLS AND LEVELS
Processes
• Operational
• Quality
• Internal Controls
• System Related
• Financial and Accounting
• Organisational – People related
Mission
Vision - Values
Business Strategies
Objectives - Sector
Goals – Department
KPI s - Individuals
Challenges, Demands, Tasks
COMPETENCIES
Knowledge Skill Behaviour Traits/Motives
Execution
Results
Skill
Knowledge
Attitude
Attributes
Values
Motives
What is Competency?
Competencies encompass
that promote higher performance in

individuals and organizations
Performance
Management Employee
Process Development
Plans
Recruitment Competency
Selection & Based Training &
Integrated Development
Promotion
HRS
•`
strategies
Compensation
and Succession
Benefits Planning
Competency Project includes..
• Modeling
• Dictionary
• Mapping
• Development
• Assessment
Model Customisation
ALIGN RESEARCHED
Discussions GLOBAL
with WITH
Sr Mgmt Team
Behaviour LEADERSHIP
COMPE--
COMPE
Event Interviews MISSION
TENCIES
with VISION
VALUES OF
KEY And F500
Sector / Unit AND
Orientation PROCESS STRA--
STRA
BENCH
TEGIES
Workshop OWNERS MARKS
Competency Model
Not an additional work
• What to develop ? What to build on?
Gaps and capabilities
• C- Based Recruitment
Hire for behaviour / values – Train for capabilities
• Basis for Career Progression?
Depth / breadth of competencies
• What do we evaluate in annual appraisals?
Evaluate values and behaviours in addition to KPIs
• C- Based HRM
common language of people development, Skill match, BEI,
PMP,SP…
Competency Dictionary
PROJECT ENGINEERING
MERCHANDISING
QUALITY
PRODUCT DEVELOPMENT
LABORATORY
PLANNING
……. Ltd.
PURCHASE
MATERIALS MISSION-VISION- INDUSTRIAL ENGINEERING
FABRIC SOURCING VALUES SAMPLING
DESIGN
BUSINESS GOALS
FABARIC STORES
CUTTING
SEWING
FABRIC AUDIT
SYSTEMS
BUSINESSS INTELLIGENCE
A c c o u n t a b il it y
Each Holding self accountable and reliable for responsibilities within the area are completed
in stipulated time. Ability to develop effective controls ensuring actions responsible are
peformed and measured. Monitoring progress of programs and processes to take
Competency corrective actions. Encouraging others to take ownership and responsibility for tasks,
processes, products, services or results.
is defined Band 5
Aware of
Band 4
Plans and
Band 3
Inculcates
Band 2
Leads for
Band1
A visionary
responsibilitie implements Accountability continuous driving
s programs across improvement organisational
Provided Key Behaviours Key Behaviours Key Behaviours Key Behaviours

accountability
Key Behaviours
with Level • Fully aware of

responsibilities
• Quickly
recognizes and
• Takes feed
back to
• Goes beyond
what is
• Ensures to
encourage
and tasks responds to improve expected of the others to take
Indicators • Takes steps to

overcome job
impediments
opportunities
• Resolves work
issues within
productivity
and customer
satisfaction
role
• Examines
issues and
ownership of
products,
processes and
results.
span of control • Ensures challenges from
• Displays ability
effectiveness multiple angle • Ensures
and confidence • Implements
Behavioural to achieve
• Remains
positive about
process steps
and assesses
‘well-match’ of
of
organisational
controls
and develop
logical views
and strategies
effective
controls are
developed and
maintained
needs and • Uses
Indicators are work with

pride in job
results
• Prepares
functional
• Seizes
opportunities
that arise and
experience to
weigh pros and
cons of
• Uses result
oriented
performance
takes action alternative measures
given for each plans of short

and long term
with
measurable
without being
told
courses of
action
• Strives for
• Exercises
exceptional
judgment in
level objectives • Challenges

stagnation and
responds
continuous
improvement
and quality
situations of
high risk and
ambiguity
…….
Access ory Stores
CUTTING
Knowledge, skill, experience and attitude required to manage total Knowledge, skill, experience and attitude required to carryout cutting for
material control of receipts, issues and stock maintenance besides optimum material utilization, enhanced productivity and targeted quality
ensuring uninterrupted process of material flow from supplier to the end standards.
user.
Basic Intermediate Advanced Expert

Basic Intermediate Advanced Expert Recognised as expert in
Demonstrates Demonstrates solid Demonstrates advanced knowledge and ability
Recognised as expert in introductory knowledge and ability. knowledge and ability. internally or externally.
Demonstrates Demonstrates solid Demonstrates advanced knowledge and ability understanding and Applies with minimum Can apply competencies Expertly manages situations
introductory knowledge and ability. knowledge and ability. internally or externally. ability. Applies guidance in full range of in new or complex of highest business impact.
understanding and Applies with minimum Can apply competencies Expertly manages situations competencies for simple typical situations. Needs situations. Guides other Develops new approaches,
ability. Applies guidance in full range of in new or complex of highest business impact. situations, with guidance guidance to handle novel professionals methods and policies. Leads
competencies for simple typical situations. Needs situations. Guides other Develops new approaches, and complex situations guidance of other
situations, with guidance guidance to handle novel professionals methods and policies. Leads professionals.
and complex situations guidance of other
professionals.
Key Indicators Key Indicators Key Indicators Key Indicators

Key Indicators Key Indicators Key Indicators Key Indicators
• Effectively manages
• Cuts within • Achieves defined • Optimises • Ensures maximum
• Able to analyse • Ensures right receipts, exports, cutting output material
• Develops and approved utilization of fabric
stock and disposes segregations of process issues and utilization
logistics maintains effective consumptions of • Co-ordinates with and its ratio
dead stock accessories using systems for receipt, daily feed and ensuring fabric accountability
other units with ratio
bin systems for easy • Achieves transaction issue and storing of quality • Improves productivity
• Ensures accuracy new orders accountability
retrieval accuracy by proper materials by increasing operator
in issuing material • Receives good
accounting using ERP • Plans and follows • Ensure high skills, marker sizes, no.
to fabricators and • Ensures right match • Achieves stock fabrics from fabric up quality by of plys, reduces cutting
manages a of dyed samples with • Takes care to get accuracy by easy sourcing
accurate time, marking time,
controlling system standards dully replacement managing • Draws out daily
retrieval system of • Looks out for comparison of bundling time and
approved by stores rejection formalities cutting plan based
• Periodically material change in hard patterns with defects
QC on output required
conducts • Effectively handles measurement or cutting and by • Ensures consistent
• Follows a • Develops perfect shrinkages of fabrics • Ensures quality carrying out productivity
perpetual shortage of receipt controlling system
inventory to controlling systems situations assurance of thorough improvement
to monitor issues which ensures • Compares hard cutting process maintenance
ensure maximum accuracy in data pattern with cutting • Decides on innovative
stock accuracy • Efficiently manages (blade, sharpening ways of productivity
• Uses fabric logistics of material
• Ensures perfect belt, check points) enhancement by taking
• Manages receipts, • Follows grain line cutting with less
• Data capture of knowledge to ensure transportation and re- for each part • Implements initiatives of
fabric issue exports, process issues wastage and
each inward export process marker planning increasing market
processes and logistics ensuring • Ensures all layers better material
consignment in to achieve reduced sizes, number of plys,
uninterrupted flow of match pattern not utilization
Movex. • Ensures physical consumption with reducing cutting-
• Monitors stock for verification of goods, materials of right missing any notch different
• Overcomes cutting marking-bundling
• Effectively checks what is used, not analyse stock, disposes quantity and market ratios/width
problems such as time, reducing defects
documents used and could be dead stock and and by using and
• Leads stores activity • Demonstrate ragged cutting
used in future and periodically conduct enhancing operator
assuring uninterrupted knowledge of cutting
inform concerned perpetual inventory to skills.
flow of materials defects and CAD
accordingly ensure maximum stock
achieving cost accuracy
efficiency. H R D Dimensions cmowly@gmail.com
HRD Dimensions
Employee’s Guide to
Employee’
Competency
Development
With competent – incompetent – overdriven indicators….covering Competency
Model
Contents
• Flow of the Model
• Winning behaviours of Organisation
• How to identify Competencies for Development ?
• What is the Learning Process ?
• Defining Learning Agenda
• Identifying 6 components of Competencies
• How to draw a developmental Plan?
• Using inputs such as 360 DFBU
• Creating Developmental Activity
Competency Title
What this Competency
means?
What is the Concept behind?
Competency Definition
Incompetence Definition
Overdrive Competence
Definition
Tips to Develop the
Competency
Compensatory Competencies
Reading Reference
…….
SK EX BL CP EM MU
Business Insight H H L H L M
Commitment L L M L H M
Communication M L L M L M
Conceptual / Cognitive H H M H H M
Customer Focus M M M H L L
Developing People H H H M L L
Execution and Results M M M L M M
Global Awareness L H H L M L
Impact and Motivation H M H H H M
Integrity and Ethics L M M L M L
Interpersonal Influence
H H H M M H
Leading / Collaboration L H L H L L
Managing Performance L M L L M L
Managing Self M M M L L H
Personal Effectiveness L L M L M H
Problem Solving H M L H M H
Social Awareness M L H M M L
Strategic Orientation H H M H M L
Teamwork H H H H H M
Empowering and
Delegating H H H M L L
Templates
· Performance appraisal form
· Individual TAP, Departmental TAP, corporate TAP
· Succession planning system and template.
· Employee indent.
· Interview assessment
· Exit interview format
· Individual development plan template
· Templates under coaching initiative
· Interview assessment form
· Pre conformation review for performance appraisal form.
· Competency and value assessment form
• Competency Gap Analysis
· Training need analysis
……………………………..
Contents of Manual
· Write-up on mission, Vision and Values,
· Overview of competency based HRMS
· Leadership Competencies.
· Functional competencies
· Write up on- Goal Alignment Process
· Managers guide to competency based recruitment along with
interview guide for each of the 20 competencies.
· Managers guide to competency development.
· Summary guidelines on coaching initiatives.
· Guidelines on succession Planning.
Guide lines on 360° feedback System.
A Manager’s Guide to
Competency Based
Recruitment
With behavioural questions, probes and
themes covering SEPL Competency Model
Contents
• Competency Based Interview Process
• Using Band Profile and Position Description
• Preparation and Conducing Interview
• Interpreting Behaviour
• S T A R Method
• 4 Dimensions Method
• Competency Questions and Behavioural Probes
Competency Title
Definition
Domains to Explore
Things to look for
Competency based
Questions
Probes
Rating the
Competency
Rating Scale
Definition
H
C I 80
R G -
I 100
T H High Results – Low Behaviour High Results – Av.Behaviour High Results–High Behaviour
I A
C V
E
A R 60
L A -
G
E 79
G Av. Results – Low Behaviour Av. Results – Av Behaviour Av.Results – High Behaviour
O T
A H
L R
E 0
S S -
H
O 59
R
L
A D Low Results – Low Behaviour Low Results – Av. Behaviour Low Results–High behaviour
T SCORE 0 - 59 60 - 79 80 - 100
I THRESHOLD AVERAGE HIGH
N
G SEPL VALUE – Competency RATING -
TC – Threshold Competency C – Competent HC – Highly Competent
Performance assessments made easy.
It take less time to complete and document total assessment of direct
reports
Organisational Individual
Organisational
Values Competencies Goals
We develop a customised tool for managers to

assess total employee performance with a bell-
bell-
curve indexing
Features…..
Enter Sl No.
Name: Tarun Designation: Stu
Department: Kensri Job Band: 5 Date: 25 12 2006
Evaluated by: Priya
Displayed Level in Performance Score
1
Critical Goals
………………………………………
Weight
15
1 2 3 4 5
69
2 ………………………………………. 15
3 …………………………………….. 10
4 ……………………………………… 5
5 ……………………………………… 5
Press if you
6 ………………………………….. 10 have done
7 ………………………………… 10
8 …………………………………. 10
9 ……………………………….. 10
10 ………………………………. 10
You can change the weightage of Individual Critical Goals. Please ensure retaining total score of 100.
5 Excellent Consistently exceeds expectations, exceptional performance

4 Good Frequently exceeds expectations, above average performance
3 Fair Meets expectations, average performance
2 Poor Needs improvement in meeting expectations, below average performance
1 Unable to rate No knowledge
H R D Dimensions of this ability
cmowly@gmail.com
Designation: Manager
Name: Tarun
Job Band: 5 Date: 25 12 2006
Department: HR
Evaluated by: Priya
Displayed Level of Performance Total Score

SEPL Values Weight 1 2 3 4 5
1 ………………. 15 52
2 Integrity and Ethics 15
3 Customer focus 10
4 0 5
Press if you
5 Continuous Improvement 5
have done
Leadership Competencies
1 10
2 10
3 …………………………………. 10
Technical Competencies
1 ……………………………….. 10
2 ………………………………. 10
5 Excellent Consistently exceeds expectations, exceptional performance

4 Good Frequently exceeds expectations, above average performance
3 Fair Meets expectations, average performance
2 Poor Needs improvement in meeting expectations, below average performance
1 Unable to rate No
HRknowledge of this ability
D Dimensions cmowly@gmail.com
Name: Tarun
Department: Kensri
Evaluated by: Priya
Name: Tarun Designation: Manager
Department: HR Job Band: 5 Date: 25 12 2006
Evaluated by: Priya

High Results – Low Behaviour High Results – Av.Behaviour High Results–High Behaviour
Max Points
Critical Goal Performance

Score
100
Scored
69
TC
Av. Results – Low Behaviour Av. Results – Av Behaviour Av.Results – High Behaviour
SEPL Values and Competencies 100 52 Final Score
200 121 60.5

Low Results – Low Behaviour Low Results – Av. Behaviour Low Results–High behaviour
HC - HIGHLY COMPETENTC - COMPETENT TC - THRESHOLD COMPETENCE
Tarun
Goal VCES Final
Name Dept Manager Designation Band Date Month Year Score core Score
BC Index Dev 1 Dev 2
Development Plan : Critical Goals for Next Financial year ……..
Indicate the competencies (behavioural and technical) mutually agreed for development Tarun Kensri Priya Stu 5 25 12 2006 56 59 58 C Analytical; Listening
Tarun Kensri Priya Stu 5 25 12 2006 47 50 48 TC FD FDD

FD Critical Goal
Tarun Kensri Priya Stu 5 25 12 2006 69 52 60 C 0 0
FDD Critical Goal Name of
Ram HR Thripti Associate 5 23 12 2006 59 54 0 Achieve
selected
Name of
FDDD Critical Goal Saday Kensri Priya Stu 5 25 12 2006 74 60 0 Achieve
selected
Tarun Kensri Priya Stu 5 25 12 2006 56 0 0 0 0
Critical Goal
0 0 0 0 0 0 0 0 0 0 0 0 0
Press if you
Critical Goal Type the name of Type name of the Type employees
have done Type the name the Dept evaluater designation 2 23 12 2006 51 0 0 Achieve uii
Critical Goal Tarun Kensri Priya Stu 5 25 12 2006 61 57 59 C 0 0
Type the name of Type name of the Type employees

Type the name the Dept evaluater designation 2 23 12 2006 100 0 0 0 0
Competency Models
Developed
GMR Group
SEPL
Quasar Innovations
ACE Group of Companies
TUV
PROFILE
FOCUS : PEOPLE DEVELOPMENT, TRAINING , OD, HR CONSULTANCY
FORMAL EDUCATION : Graduate in Science – PG in Literature/Anthropology,
PROFESSIONAL QUALIFICATION :
-Course graduation /training from Covey Leadership,
-Competency Management Accreditation from SMR Inc,
- Thomas International (Accreditation)
-VOICES Certification from Lominger Inc, ‘
-Human Values’ form IIM Calcutta and ‘
-Silva Mind control’ from Australian Business Programs.
WORK EXPERIENCE > 25 YEARS OF HRM
-MICO Bosch - 9 years
-PSI-
PSI-Bull.
Bull. – GM HR – 7 years
- Praxair Group in India - Corporate VP – HR.
HR.-7 Years
OTHER ACTIVITIES
- Active contribution in the area of Competency Modeling
- Visiting Faculty - Bangalore University (MBA), St Joseph's (PGDM)
- Leadership competency workshop , conferences
- Publication – Serial on Leadership Competency ‘Deccan Herald’
- Ex-
Ex- Secretary NHRD Network.
Network.
- Value Based Competencies - Balancing
H R D Dimensions head and heart for business success
cmowly@gmail.com
.
• Concept paper for National Conference, National
HRD Network, Mumbai, India Title: Building HR
Competencies for success;
• Asia Conference Paper for Asia HRD Network,
Thailand, Title: Value Based Competencies;
• Human Values – the DNA of Leadership – NIPM,
Karnataka
• Write-ups and Articles on HR published in Indian
Newspapers. Currently a serial on Leadership
competencies is being published in Deccan
Herald— ‘Avenues’’ from 2002
Some of our Training Modules
Execution – Getting things done
Developing Leadership and Managerial Competencies
Assessment of People Competencies
Managing Emotions - Competency Approach to Emotional Intelligence
Competency modeling -Developing
Managing Results (Time Management)
Competency based Goal Setting
Performance Management Process
Effective Communication
Behavior Based Interviewing
Multi Point Feedback System (360degree catalyst for change)
Coaching Pilot (Training to prepare coaches for people development)
Team Leadership and Team Fitness
5 P model - Living 8 Habits
Building Mission, Vision, Values
Competency Based Interviewing
Execution – Converting Vision in to Reality
Managing Results
C – Based Performance Management
Competency Modeling Projects
Multi Point Feedback System
Emotional Intelligence
Competency Gap Assessment
Business Process Re-engineering
Learning and Living 7 Habits
‘Self Development’
Team Leadership
Coaching & Consultation
Other Services Offered
Facilitate building Mission, Vision and Business
Ethics
Re-
Re-engineering Human Capital alignment with
World Class best Practices
Individual Coaching for Emerging Leaders
Developing HR Processes Manual
Developing Business Integrity systems and
processes
Competency Assessment for Senior Positions
Developing Organisational Competency Model
and
Developing Competency Based Job
Specifications

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COMPETENCY MODELLING

Challenges, Demands, Tasks

that promote higher performance in

Provided Key Behaviours Key Behaviours Key Behaviours Key Behaviours

with Level • Fully aware of

Indicators • Takes steps to

Indicators are work with

given for each plans of short

level objectives • Challenges

Basic Intermediate Advanced Expert

Key Indicators Key Indicators Key Indicators Key Indicators

TC – Threshold Competency C – Competent HC – Highly Competent

We develop a customised tool for managers to

Name: Tarun Designation: Stu

Department: Kensri Job Band: 5 Date: 25 12 2006

Evaluated by: Priya

Displayed Level in Performance Score

5 Excellent Consistently exceeds expectations, exceptional performance

Evaluated by: Priya

Displayed Level of Performance Total Score

5 Excellent Consistently exceeds expectations, exceptional performance

Evaluated by: Priya

Name: Tarun Designation: Manager

Department: HR Job Band: 5 Date: 25 12 2006

Evaluated by: Priya

Critical Goal Performance

SEPL Values and Competencies 100 52 Final Score

200 121 60.5

HC - HIGHLY COMPETENTC - COMPETENT TC - THRESHOLD COMPETENCE

Tarun Kensri Priya Stu 5 25 12 2006 47 50 48 TC FD FDD

Critical Goal Tarun Kensri Priya Stu 5 25 12 2006 61 57 59 C 0 0

Type the name of Type name of the Type employees

5 P model - Living 8 Habits

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