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PROFILE
FORMAL EDUCATION : Graduate in Science PG in Literature/Anthropology
PROFESSIONAL Exposure :
- Global HR Forum Australia/South Africa - Leadership Competencies USA/Singapore -Basic Human Process Laboratory - ISABS -Six Sigma (Greenbelt) -Course graduation/training from Covey Leadership -Competency Management Accreditation from SMR Inc. -VOICES Certification from Lominger Inc. -Human Values from IIM Calcutta -Silva Mind control from Australian Business Programs
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Overview
Context of Competencies GMR Competency Dictionary Project Defining Levels Micro View of Competencies Overview of an implemented stage Roll out and Implementation Employee perceptions /suggestions
Business Strategies
Objectives - Sector Goals Department KPI s - Individuals
Challenges, Demands, Tasks
COMPETENCIES
Knowledge Skill Behaviour Traits/Motives
Execution Results
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C - Connection
Concept existed before PCMM intervention
Underlying characteristics
Pivot of people processes PCMM, TQM, ISO, EI &
HRM
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C- Based Recruitment
Hire for behaviour / values Train for capabilities
C- Based HRM
common language of people development, Skill match, BEI, PMP,SP
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Skill Knowledge
Attitude Attributes Values Motives
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House of Quality
POWER ROADS
AIRPORTS
Key Positions
Competencies
AGRO SHARED
Services
Capabilities needed
GMR Tomorrow
Recruit Retain
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Model Customisation
G M R Competency Model
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Commitment
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Personal
Effectiveness
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BEIs
Experience of managing major fire accident at Factory
Project experience of making a 17 KM road for Arjun tanks in 9 months time. Bush to Bush location identification, travel by camel, telephones are 100 KM away, surface temperature 65 degrees Work, keep all secretes and motivate people.
Commitment
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3 4 Shar Power ed
5 Agro
6 Metallur
7 Power
8 Power
9 Power
10 Shared Serivices
11 Power
12 Power
14 Power
15 Power
16 Aviation
17 Corp Rela
18 Infrastruct ure
19 Shared Serivices
Nagar ajan
G. Patel Metallu
IP Rao
AshisBasu
Pradeep Lenka 12 10 12
ASK Pramodku Shivakum Reddy HR mar nair ara - AVP Shared Planning Vemagiri Ser Vemagiri
Manimath Srinivasan Jose Mohan Rajgopals avan Gr HR Verghese Chella Gurunath, wam- AVP AGM Head, Hyd AGM Elec Prasanna MD New Fin&AccMECH New Vemagiri Airports Hyd Nov3 Vemagiri Airports 10 5 20 5 10 9 9 8 5 10 5 5 10 15 10 10 10 10 15 15 10 36 Shared Serivices 15 10 5 5 8 8 7 7 7 5 12 10 5 15 10 10 15 15 10 10
5 15 15 13 8 7 6 7 8 5 10
10 10
12 12 12 12 10 10 10
25 5 15 15 10
10 8 12
10 10 7 10 10
12 15 8
10 5
5 2 2 2 2
8 10 3 2 13 10 12 22 10 23 7 25 24 8 8 15 15 1525 15 10 15 15 15 26 15 8 10 10
4 5
9 8
8 8
12 10
5 10 30 5 8 31
Aviation 8
Aviation
Aviation 5
15 12
Sharad Bruce 10 3 Barno 4 10 Anand Pradeepp Benjamin 5 Basu 4 8 12 Procurem anicker Head Proj AGM BD ent and Mgmnt Contracts 10 10 5 10 10 10 5 10 10 10 10 10 5 10 15 5 10 5 5 10
10 37 Shared Aviation Aviation Aviation Aviation Aviation Aviation Aviation Aviation 5 5 10 10 Serivices 5 KN Paparao T. Richchard KameshR Prakas BS Kiran 3 3 10 5 10 10 5 Viswanatha - 8 R.K.Singh, Philip Rajan Subbara A Haribabu - AsstMgr Shivaram, Meredith( ao Transport Jadhav 10 L. Ravi 10 5 10 15 10 15Fin 5 25 Safety AGM, BD, 10 Chacko Krishnan - VP ExCorpAcs Lead - IT Airside+La ProjMgr ation GM Quality, HIAL GM HIAL Exec VP Taxn Secretarial Oracle Systems ndside) HIAl HIAL Facilities Energy issues
27
10
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12 29 10
1532 15
5 5 5 3 5 20 5 10 10 5 15 5 5 5 5 20 10 10 10 25 10
5 5 10 15 10 10
4 15 7
15 10 15
15 15 10
15 10 10 20 10 5
5 20 15 9 8 8 10 9 15 35 10 5 10
10 15 4
10 10 10
5 5 20 5
43 44 45 46 47 48 49 50 51 52 Shared Shared Shared Shared Infrastruct Shared Infrastruct Shared Shared Power 10 2 10 5 Serivices 10 5 5 Serivices 15 Serivices Serivices Serivices 6 ure ure 15 Serivices Serivices 20 5 10 5 10 RohitLakh Chandram Shirish P Arunkuma Mohana Milind MohanRa Soundarar OB Raju- 10 Ambapras 10 20 20 15 15 15 10 15 10 Saravana 10 r Asst Mgr Kamalaka15 5 otia ouleswara AV Navlekar - Prashanth Madhu Mg - Sec Josh - GM o AVP ajan- Co. MD ad AGM Busra rao 20 10 10 20 10 8 15 10 10 5 9 Acs and 15 5 Auidit rao-AMRamaian Head Mgr Fin- 10 Terdal Serv Proj Fin Finance Secretary Roads Legal Coord yechuri (MAG) GPCL Finance Fin 5 Acc 10 5 4 8 Power 10 Power 25
10 10 10 10 7
38 5 Shared 5 Serivices
39
40 Shared 10 Serivices
41 Shared 15 Serivices
42
15 10 10 10 3 2
10 10 3 15
5 5 10 5 30 15 5 5
8 12 10 10 8 12 10
10
20 10
7 8 12 12 9
15
10
15
25
10
5
15
5 10
15 25 15 5 5
8 5
14 16 12 3
8 10 14 10 10
20 10 5 5
10
10
15 5
10 10 10
10
10 105 10 10
59 9 10 25 15 5
20
10 10
5 5
8 20 15
10 8 10 10 10
10
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10
7%
7% 8% 8% 10% 10%
COMMUNICATION TEAMWORK DEVELOPING PEOPLE INTEGRITY AND ETHICS EXECUTION AND RESULTS CUSTOMER FOCUS
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BUSINESS INSIGHT CONCEPTUAL / COGNITIVE IMPACT AND MOTIVATION MANAGING SELF COMMITMENT PERSONAL EFFECTIVENESS
13% 11%
1% 1% 2%2% 3% 3% 3% 4% 5%
9% 9% 8% 8% 8%
6% 6%
STRATEGIC ORIENTATION TECHNICAL / SPECIFIED LEADING / DIRECTING CUSTOMER FOCUS EXECUTION AND RESULTS DEVELOPING PEOPLE PROBLEM SOLVING COMMUNICATION TEAMWORK
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MANAGING SELF CONCEPTUAL / COGNITIVE PERSONAL EFFECTIVENESS SOCIAL AWARENESS MANAGING PERFORMANCE TECHNICAL / SPECIFIED GLOBAL AWARENESS DEVELOPING PEOPLE IMPACT AND MOTIVATION BUSINESS ACUMEN STRATEGIC ORIENTATION LEADING / DIRECTING INTEGRITY ETHICS CUSTOMER FOCUS COMMUNICATION PASSIONATE COMMITMENT PROBLEM SOLVING TEAMWORK EXECUTION AND RESULTS
12% 10%
1% 1%1% 2% 3% 4%
4% 4% 4% 5%
8% 8% 8% 7% 6% 6% 5%
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MANAGING SELF GLOBAL AWARENESS SOCIAL AWARENESS 1% 1% 11% 10% 2% 2% 3% 3% CONCEPTUAL / COGNITIVE BUSINESS INSIGHT PERSONAL EFFECTIVENESS 4% MANAGING PERFORMANCE 4% 4% DEVELOPING PEOPLE INTERPERSONAL INFLUENCE COMMITMENT IMPACT AND MOTIVATION 9% 8% 8% 6% 6% 5% 5% 4% 5% TECHNICAL / SPECIFIED INTEGRITY AND ETHICS LEADING / DIRECTING CUSTOMER FOCUS COMMUNICATION STRATEGIC ORIENTATION PROBLEM SOLVING EXECUTION AND RESULTS TEAMWORK
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TECHNICAL / SPECIFIED SOCIAL AWARNESS PERSONAL EFFECTIVENESS MANAGING PERFORMANCE LEADING / DIRECTING
GLOBAL AWARENESS
IMPACT AND MOTIVATION INTERPERSONAL INFLUENCE COMMITMENT
10% 7% 7% 7% 6% 5%
4% 4%
STRATEGIC ORIENTATION
DEVELOPING PEOPLE
PROBLEM SOLVING BUSINESS INSIGHT INTEGRITY AND ETHICS COMMUNICATION TEAMWORK EXECUTION AND RESULTS CUSTOMER FOCUS
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CUSTOMER FOCUS
25%
5%
5%
PERSONAL EFFECTIVENESS
6% 8%
8% 15% 12% 8% 8%
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MANAGING SELF SOCIAL AWARENESS CONCEPTUAL / COGNITIVE GLOBAL AWARENESS PERSONAL EFFECTIVENESS MANAGING PERFORMANCE
11% 10% 2% 2%2% 2% 3% 3%
BUSINESS ACUMEN INTERPERSONAL INFLUENCE TECHNICAL / SPECIFIED PASSIONATE COMMITMENT LEADING / DIRECTION STRATEGIC ORIENTATION INTEGRITY ETHICS DEVELOPING PEOPLE PROBLEM SOLVING COMMUNICATION CUSTOMER FOCUS EXECUTION AND RESULTS TEAMWORK
9% 8% 7% 6% 6% 6%
4% 4% 5%
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Integrity and Ethics Managing Self Communication Global Awareness BUSINESS INSIGHT Empowering and Delegating Strategic Orientation Leading / DIRECTING Interpersonal Influence Teamwork Customer Focus Execution and Results Managing Performance Personal Effectiveness Conceptual / Cognitive Problem Solving Commitment Social Awareness Developing People Impact and Motivation
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Humility
Entrepreneurship
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Business Insight Strategic Orientation Empowering and Delegating Global Awareness Entrepreneurship Team work and Relations
Humility
Developing People Respect for Individual Social Responsibility
Social Awareness
Commitment
Personal Effectiveness
Conceptual / Cognitive Problem Solving
Managing Performance
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Teamwork
To productively work with others in a cooperative attitude to achieve desired objectives. Developing team members to connect and contribute effectively. Capability to develop and converge individual potential to execute team objectives.
Level 1
Supports Team
Level 2
Builds Team
Level 3
Manages Teams
Level 4
Leads and inspires team building
Key Behaviours
Transacts and shares with team Updates on group process and supports team decisions Gives and receives constructive criticism Positive in approach and flexible to accept new ideas
Key Behaviours
Delegates responsibility to accomplish assigned tasks Resolves team conflicts by individual feedback and skill enhancement Inspires and builds team spirit promoting team effectiveness Inculcates a climate of friendly environment valuing diversity
Key Behaviours
Invites suggestions to improve team effectives and fosters a climate of trust and openness Balances individual interests and team interests to meet objective Objectively evaluates performance and ensures to reward the best Resolves obstacles outside of the teams direct influence
Key Behaviours
Defines organisation vision in a way generating excitement, enthusiasm and commitment Encourages results of team enthusiasm and instills confidence by articulating on the big picture Mediates for intra team congruence to ensure organisational value generation Ensures to communicate business updates, challenges and invites new ways to achieve objectives
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Managing
Managing
Managing
Managing
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Managing Self Customer focus Commitment Integrity and Ethics Social Awareness
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Factor
Level 1
Level 2
Level 3
Level 4
Beginner Basic Knowledge, Skill and Attributes Reactive Does what is told to be done Response to triggers Team
Knowledgeable Applies principles or processes of work / service Active Involves facilitating solutions Solve problems
Competent In-Depth knowledge of area of operation Proactive Applies learning to create new situations Address root cause Sector
Expert Depth, breadth, comprehensive understanding of advanced concepts Catalyst/Visionary Inspires creating a new way for change
Department
Group
Scope of Influence
Task
Function
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Operation
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Organisation
Manages Function
Manages Team
Manages Managers
Manages Business
Further Extrapolation possibilities At Dept. Level At Unit Level At Sector Level At Corporate Level
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Focused Development
Skill Program Experience Training Assignments
Belief Network
Cognitive Complexity Emotional Involvement Make-Up
Mentor
Compensation Counseling Substitute or
Compensator
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Job Band
Band 1 VP
Functional Competencies
Comments
Approved By:
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Date
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CANDIDATE:
INTERVIEWER:
DATE:
APPROACHABILITY (3): Is easy to approach and talk to; spends the extra effort to put others at ease; can be warm, pleasant, and gracious; is sensitive to and patient with the interpersonal anxieties of others; builds rapport well; is a good listener; is an early knower getting informal and incomplete information in time to do something about it.
SAMPLE QUESTIONS What do you do to put people at ease? What do you do to put people as ease when they come to you with a work problem? How do you set boundaries so major chunks of time aren't eaten away? 1. Can you give me more details? OBSERVATIONS Attracts others without any effort on their part Makes others feel at ease quickly Optimistic Protecting others' feelings, whether he/she agrees or not Revealing a lot of self Sharing information/feelings willingly
PROBES
2. How did you handle it?
3. Why did you choose that way/method/step?
4. What did you learn from .... ?
5. Could you give me a few examples of how you've used or applied your learnings?
RATING
1 (lower)
3 (higher)
Player / Participant,Initiating,Candid,Comfortab le with Weaknesses,Focus on Others
Spectator / Passive Reactive, Always has Rehearsed Answer,Won't Face Weaknesses, Focus on Self H R D Dimensions cmowly@gmail.com
Training Officer
COMPETENCY UNIT REQUIRED COMPETECY LEVEL (1-5) Identifying Training Needs Designing Training CURRENT COMPETENCY LEVEL (1-5) GAP RCL -CCL
5
3
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3
3
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2
0
Programs
Facilitating Training
JUDGING
Development
Formal Informal Dev. Activities Training Mentoring Dev Discussions
COACHING
Career Path
Job-Person Match Discussions DevelopMental Assignments
COMPENSATION
Pay for Performance Merit Pay, Salary, Bonus
SUCCESSION PLG.
Current Vs future Job Competency needs Career Track, Promotions
POLICY ACTIONS
Behaviour Vs Policy Warnings other Actions
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Career Bands
Job
Job
Existing
Existing
Breadth
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Feedback to individuals
Feedback to individuals
Assessment of individuals on key competencies Analysis of group results Identification of common training needs
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Experimentation with demonstration of the competency Assessment and feedback on the competency Understanding the competency
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Focused Development
Skill Program Experience Training Assignments
Belief Network
Cognitive Complexity Emotional Involvement Make-Up
Mentor
Compensation Counseling Substitute or
Compensator
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Implementation
Our profile in the Industry 2008 : PCMM /Competency driven organisations- First of the kind locally and Globally Strategy Top management Driven Functional Managers involved Managers effort to develop people, prepare succession shall be key point for performance rating Execution Methodology : Discussed with Mr Sukumaran
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RESULTS
TASKS 1 TASKS 2 TASKS.. MILESTONES
BUSINESS OBJECTIVES
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Implementation Steps
Assessment Improvement
Sector Application
Group Model
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PMP / SP
Acceptance
BEI
Blended Learning
Job Spec
Dictionary
Blended Learning
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GM/VP
Dealing With Paradox Learning on the Fly Interpersonal Savvy Perspective Range/Interests Strategic Agility
Sr Managers
Managers
Building Team Spirit Composure Decision Quality Innovation Management Motivating Subs. & Others
Asst Mgrs
Developing Subordinates Conflict Management Priority Setting Process Management Timely Decision making
Executive
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Month
Month
Month
Month
1 Orientation to GMR's Mission, Vision, Values Orientation to all HR heads and forming competency implementation committee with business people 1 day workshop on GMR Leadership Competencies Sector-wise competency mapping Department-wise (Function based) competency mapping Band Profiling - fixing levels based on PCMM and Competencies Position-Person Matching Competency Gap Analysis Identifying training needs to develop competencies Mentoring / Coaching workshop Competency based recruitment Competency based PMP C-Based Succession Planning Developing Simplified assessment methodsPhase I
10
11
12
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