Competency Theory Competency Meaning

Job Related Behaviors Needed Behavioral Traits / Personality Traits

ICEBERG MODEL OF COMPETENCIES Knowledge Skills

Attitudes Value Systems Personality Traits / Types Personal / Professional Background

Basis Analysis

Detailed Job / Position Descriptions defined with Competencies required Analyse Organizations Business Strategy, Vision, Mission, Goals Understand Current Organization Life Cycle Stage Critical Competencies required by an Organization at a given life cycle stage Competency Dictionery - by Spencer & Spencer Behavior Interviews (Psychometric Testing / Analysis) (Thomas Profiling - Disc Profiling softwares can be used) (In BI's 95% employee speaks, 5% interviewer probes, Open Ended Questions only) (Evaluations can be made by taking notes or video recording - recording is better option) Identify Behaviors exhibited by Poor, Average, Good, Excellent, Outstanding employees Use these behavioral patterns in Selection & Appraisal Process. Define & Align Competencies required by each individual, divisions and organization Competency Dictionery and Critical Competencies are conflicting techniques Behavioral Interviews are most effective and realistic techniques Behavioral Interviewers NEED to be Trained Psychologists / Consultants

Definitions

Competency Mapping

Assess current proficiency levels ( rating on scale of 1 --> 5) for each competency Assess employees current proficiency levels Map individual, divisional and organizational competencies assessed GAP Analysis Comptency Development Programmes

Competency Development

Prioritize manpower and their attitude towards competency development Internal / External Training Align Rewards for competency improvements Incorporate Competency Proficiencies & Ratings in Performance Management System

Competecy Based Recruitment & Selection Process

(Recruit candidates showing competency behaviors exhibited by good, excellent & outstanding em

Competency Theory

EASILY TRAINABLE & CAN BE ASSESSED & IMPROVED ABSOLUTELY

DIFFICULT TO TRAIN / CHANGE CANNOT BE FORCED / IMPOSED EITHER YOU HAVE IT / OR NOT ATTITUDE IS MOST IMPORTANT TO ACCEPT AND CHANGE ONES OWN COMPETENCIES

ined with Competencies required

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Competency Ma Organization Positioning Industry / Competitor Analysis Mission Vision Business Strategy

Organization Structure Required

Business Objectives

Organizational Goals & Objectives Divisional Goals & Objectives Value Chain Analysis Organizational Performance Benchmarks Divisional Performance Benchmarks Change Requirements / Gap Analysis Organizational Deliverables Divisional Deliverables Organizational Competency Analysis

Divisional Competency Analysis

Competency Mapping against Organizational Needs Positioning the Business, Value & Capabilities Analysis, Distinguishing from Competitor Target Competitors / Market Segments / Revenues / Clients Time Duration, Methods, Tactics Cost Reduction Vertical Integration (Forward / Backward Integration) Utilize Internal Administrative Transactions Tight Cost Control Controlled Budgets Structured Organization Structured Authorities Structured Responsibilities Quantified Target Incentives Offensive

Avenues for Attacks Reconfiguration Value Chain, Innovation Redefinition Redefining product, services etc. Pure Spending Investments

Reconfiguration Product Change - Performance - Cost Logistics & Services Change - Efficient Logistical System - Responsive After Sales Support Enhanced Order Processing Market Change - Spending on Under-marketed Industry - New Positioning - New Sales Organization Operation Changes Downstream Reconfigurations - New Channels - Emerging Channels - Go Direct (Forward Integration) Redefinition, Focus Strategy (Buyer, Product, Channel) Integration De integration, Geographic Redefinition Horizontal Strategies (Diversification), Multiple Redefinitions Pure Spending, Investment in - Buying Market Share - Brand Building - Advertising

External / Internal Boundaries External / Internal Boundaries Efficiency (Cost)

nizational Needs

Differentiation

Specialization

Functional Coordination Strong Marketing & Branding Strong R&D Product Development / Enhancement Highly Skilled / Creative People Subjective Measurement (Incentives) Defensive
Defensive Strategies 1 (Deterrence) Understand Entry / Exit Barriers, Anticipate Likely Challenges Unsatisfied competitors - Potential Entrants - Substitutes are they competitors? Forecast likely avenues of Attacks, Tactics to Block Attacks, Manage Firm Toughly, Realistic Profit Projections

Challenger

Defensive Strategy 2 (Reacting to Challenger) Respond to the Challenger, Invest in early discoveries - Suppliers Contract - Ad/Media Contacts - Trade Show Attendance Technical Conferences - Placement Agencies - Adventurous Buyers Respond on Sectors of Attack, Deflect Challenges Take it seriously, Respond to Gain Position

Effectiveness (Margin of Profit)

Optimization (Cost + Profit)

No. 1 2 3 4 5 6 7 8 9 10 No. 1 2 3 4 5 6 7 8 9 10

Managerial Competencies Integrity Customer Service Stress Management Accountability & Responsibility Business & Organization Knowledge Persistence Team Building & Leadership Skills Interpersonal Skills Decision Making Ethics Additional Managerial Competencies Analytical Thinking Consensus Building Achievement Orientation Delegation of Work Developing Sub-ordinates Impact & Influence Time Management Communication Skills Conflict Management Time Management & Personal Effectiveness

Meaning Sharing or Not Sharing Confidential Information Meeting & Exceeding Customer Expectations Regularly Maintaining calm under stressful conditions Taking responsibility for mistakes, inefficiencies Understanding & linking Business & Org. Information to performance management Following through during adversities & challenges Training, Coaching, Appraising, Guidence, Directiveness Relating well to all kinds of people at variety of situations Quick & Accurate decisions even without enough information

% importance 64% 54% 54% 45% 42% 40% 40% 33% 33% 13%

Problem Solving Ability, out of box thinking Getting people do what you want to do Passoinate to succeed and achieve Division & Fair Distribution of Work Creating successors Motivating staff, Recognitions, Rewards Planning & Priority Setting against realistic deadlines Ora, Written, Clarity of Thought, Language etc. Resolve differences in positive manner. Punctuality, Commitment, Reliability etc.

1 2 3 4 5 6 7

HR Scorecard Define Business Strategy HR Business Case HR Strategy Map HR Objectives & Deliverables Align HR Architecture with Deliverables Design Strategic Measurement System Implement Management by Measurement

Quantitative / Qualitative

Benchmarking Model Practices Practice 1 Practice 2 Practice 3 Practice 4 Practice 5 Your Practice Best Practice GAP

Co. 1

Co. 2

Co. 3

Co. 4

HR MANAGER PROFILE Recruitment & Selection

Induction & Orientation

Performance Management & Review Mechanism

Rewards & Recognitions

Competency Mapping

Training & Development

Compensation & Benefits Administration

Employee Relations

HR MANAGER PROFILE Manpower Planning (Internal Resources / External Resources) GAP Analysis / Future Requirements Budgeting New Manpower, Cost Estimates Recruitment Plan of Action (Numbers, Time Frame, Sources, Cost, Internal Movement) Sources of Manpower Placement Consultants Job sites Advertisements Campus Recruitment Employee Referrals Head Hunting Networking Professional Institutions Vendor Relationship Management (Agreements, Contracts, Quotes) Manpower Requisition Process (Authorisation, Documentation, Closures) Selection Methodology Interview Process (Panel, Evaluation Methodology) Testing Processes (Test Instruments, Administration, Monitoring etc.) Documentation Forms & Formats (Requisition, Application Blanks, Interview Evaluations) Appointment Letter, Provisional Offer, Comp.Sheet, Contract Letters, Consultant Agreements Salary Fitment Benchmarks / Salary Matrix Joining Formalities & Documentations Documentation Coding & Revision Guidelines Recruiment MIS Reports Company Overview (History, Business, Market, Products/Services, Geography) Divisional Presentations Key Personnel Meetings Technical / Domain / Process Training Programmes Personnel File Position Description Candidate Specification Experience Specification (Mandatory/Preferred) Key Performance Indicators (Highest / Ideal Performance Expected) Key Deliverables (Role Definition) Competence Required Position Descriptions Mapping across Organization Performance Agreement Goals / Objectives Key Deliverables (Role Definition) Developmental Deliverables (for Career / Succession Planning) Trainings Required (Objective, Priority, Evaluation Parameters) Organization Support Required Performance Evaluation Goals / Objectives (Previous Year) Key Deliverables Assessment (3m,6m,9m,Yrly.)

Developmental Deliverables (3m,6m,9m,Yrly.) Shortfalls in Deliverables Achievements Significant Achievements Strengths & Weaknesses Competency Ratings (Managerial/Behavioral/Functional) Trainings Received / Required Analysis Performance Scores (Deliverables & Competencies Ratings) Final Performance Ratings Miscellaneous Discussions Recommendations What is to be Rewarded/Awarded ? (Frontline, Support, Operations) Overall Performance Critical Performance Spot Performance Personality Growth Loyalty Recognition Best of the Best (Individual, Team, Group Recognitions) Career Planning Developmental Deliverables Succession Planning Developmental Deliverables Industry/Competitor Analysis Organization Mission / Vision, Business Goals, Strategy, Organization Life Cycle Stage Organization Competency Identification (Key Competencies Required) Competency Dictionary Definitions Proficiency Levels Defined Existing Organization Competency Assessment Existing Proficiency Levels Competency Prioritization GAP Analysis Competency Map (Employee Ratings, Observed / Desired / Gaps) Employee Prioritization for Competency Development Competency Development Programme. Training Needs Identification Skill-Gap Analysis Competency Map (Employee Ratings, Observed / Desired / Gaps) Individual Analysis Faculty Feedback & Analysis Employee / Supervisor Feedback Training Calender Prioritized List of Training Programmes Training & Development Plans (Technical / Soft Skills / Knowledge) Competency Development Programme. Skill Development Programme Performance Improvement Programme Developing Knowledge Sharing Practices Training Effectiveness Parameters Key Improvement Indicators Defined (Performance, Skills, Competence) Time Frame for Improvement Review Mechanism

Salary Structure (Fixed, Variables, Perks) Employee Welfare Schemes Insurance Covers Retiral Benefits Tax Consulting Legal Compliances (Employment / Labor / Compensation Acts) Incentives, Motivational Allowances Employee Benefit Schemes Birthdays / Anniversaries Festival Events Sports Events InterGroup Events / Competitions / Games / Quizzes Health & Safety Measures

Competency Analysis - Sample Competencies Organizational & Business Awareness Communication Teamwork Planning & Organization Interpersonal Skills Health, Safety, Environment Result Orientation Change & Innovations Customer Focus Leadership Problem Solving & Decision Making Critical Thinking Current 2.00 -- 3.25 1.00 -- 2.50 1.00 -- 2.50 1.00 -- 1.75 1.00 -- 1.50 2.50 -- 3.50 1.00 -- 1.50 2.00 -- 3.50 1.00 -- 3.50 1.00 -- 3.50 1.00 -- 3.00 1.00 -- 2.00

Scale 1 --> 5 Desired Gaps

1 2 3 4 5 6 7 8 9 10 11 12