building competencies bma presentation chandramowly

H R D DimensionsH R D Dimensions

Overview

• Competency - Business Linkage

• Strategy - Bifocal Challenges


• Strategy - Bifocal Challenges

• What is Competency?

• Competency Modeling / Mapping-Benefits

• Competency Based HRM

Business Life Cycle

Growth Phase

Matured PhaseDecline

Phase


Start Phase

Growth Phase

Renewal

Phase

Era of strategic initiatives

Focus onCurrent Market

ReadinessRe-engg

Re-structure


Era of strategic initiativesMarket

Create Future

Opportu-nities

Organisation

PoliticalSocial

EconomicFactors

Industrial andTechnological

Factors

Global Competition

Local

Have inherent strength

to discriminateOthers?

Can you influenceand drive

Do you have a Shared Vision

and Values


Local Leverages

Customer Imperatives

QualityCost

Delivery

and drive your Key

Executives?

Do you have a frameworkto measure

Performance?

2 challenges for Business Strategy

1. Competing with current


1. Competing with current

market challenges.

2. Creating future markets

Defining the critical skills, behaviors and attributes that are essential for


that are essential for ongoing and long-term organizational success.

David C. McClelland


(1917-1998)

What Predicts

Success

in

Life or Job?

Research on ‘self – concept’

Three basic motivational needs of people

1. ACHIEVMENT


1. ACHIEVMENT

2. AFFILICATION

3. POWER

Competency Based Culture

ContextContext Mission, Vision, Values, Strategy, Culture, Style, Structure


ContentContent

ControlsControls

Structure

Procedure clarity, guidelines, Documentation, Performance Plan

Objective setting, alignment, feedback, perf-review, dev-opprty Counseling, coaching

SkillSkill

KnowledgeKnowledge

AttitudeAttitude

AttributesAttributes

ValuesValues

MotivesMotives


MotivesMotives

Surface Personality

Easy to develop

East to Assess

Core Personality

Difficult to develop

Difficult to Assess

Competencies Behaviours

FF

TTAA

Products

ServicesResultsResults


AA

Competency Practices -IBM

IBM’s local middle management database track of 20 years


database track of 20 years merged with global database with 40,000 competencies world wide

Best Practices - UNILIVER

• Broader sweep for the past forty years creating 5 talent pools, stretching individual companies


• Targets for personal development is given from day one.

• Those who show potential to move up are in ‘Development’ list – guided by 3 levels above.

Behavioural Indicators : Decision Making

• Organise and present ideas effectively

• Effectively participate in group discussions

• Prepare concise and logically written materials

• Listen carefully and respond to verbal and non-


• Listen carefully and respond to verbal and non-verbal messages

• Respond appropriately to positive and negative feedback

• Debate issue without being abrasive to others

Competency Development

1. Know, aware of, acquire

2. Apply, check relevance

1. Develop an idea, concept, insight

Levels Development Stages


2. Apply, check relevance

3. Reflect on actions and outcomes

4. Individual and collective transformation

5. More learning

2. Investigate idea, collect data

3. Figure, analyse & decide

4. Plan for action, set time

5. Act upon idea plan – apply

6. Transfer learning to others

Competency Enablers


Change as opportunity

Judgment Managing uncertainty

Competency Enablers

Bigger, broader picture

Balance of contradictions

Process

Knowledge

Conceptualisation

Managing Competition

Managing Complexity

Managing


Process

Diverse teamwork

Change as opportunity

Openness to surprises

Flexibility

Sensitivity

Judgment

Reflection

Managing adaptability

Managing Teams

Managing uncertainty

Managing learning

Competency Framework

• Org Structure

• Band matrix, career maps,Role profiles, level variation

• ST – LT Dev.

Plans

• Dev Plan

integration

• Analysis of

• M V V connection

• Strategy articulation

• Core competencies


• Development Center

• Assessment criteria

• Assessment templates

• Analysis of

Assmt. Data

• Assessment

Technics

competencies

• Competency

Dictionary

• C-based People

processes

Strategy to Build Competencies

• Organisation – What knowledge? Strength?

• Vision – Be at top 2 and drop the product line

• Perspective of stake holders


• Perspective of stake holders

• Evolve strategy, communicate, align systems

• What competencies needed to build specific situation? Define

• Articulate with BI Co – Jo – Be – Te competencies

• Evaluate – Measure - Reward

Why building Competency Model?

• Competency titles with definitions and BIs

• Able to recognise demonstrated competencies Develop

People Excellence -pipe line of talents

Research and experience of other organisations:


• Link M V V S to executable critical objectives

• Aims at PMS - what is critical for success?

• Know what constitutes superior performance

• Set framework for continuous improvement

• Establish measures that makes a difference

Trends in Building Competencies

• New generation of Leadership Development

• Competency Models have become Global standards for people development

• All most all F500 companies use Competency


• All most all F500 companies use Competency Model

• Most of of the Indian Companies have started adapting

• PCMM, ISO 9000 makes Competency based people development mandatory

What does it do for Organisation?

• Unifies framework among different People Processes

• Broad overview of the capabilities required to perform successfully within an orgn.


perform successfully within an orgn.

• Solid foundation upon which various human capital programs can be based.

• Use of extensive experience in developing competency model tailored to the Organisation needs and goals

PersonPerson PurposePurpose

5 P Competency Model ©


PerfectionPerfection

ProcessProcessPeoplePeople

© Chandramowly

PersonPerson PurposePurpose

5 P Dimensions

Who am I? Self knowledge -Management

My life roles and goals

Ensuring right track, 360dfb


PerfectionPerfection

ProcessProcessPeoplePeople

© Chandramowly

How do I relate world? EI, Commn., Inspiring

PMS, BEI, Six PMS, BEI, Six sigma Corp. sigma Corp.

systemssystems

track, 360dfb

Learning log Cont.Imp

1. Employee job specification – broad banding

2. Average to superior – simpler level identification

3. Constant up gradation to win extl. challenges

4. Common language for people processes


4. Common language for people processes

5. Employee career planning

6. Employee development

7. Moving up on the dual ladders

8. Training areas and budget

9. Competency dictionary and employee dev.

10. Target hiring - selection process

11. Model provides roadmap to organl. success


12. Competency based P M S leverages dev.

13. Competency practices promote employee coaching

14. Leadership development through 360 DFB

15. Validates for ISO process requirements

Band 3

Band 2

Band 1 – GM/VP

Building Team Spirit

Composure

Decision Quality

Innovation Management

Motivating Subs. & Others

Dealing With Paradox

Learning on the Fly

Interpersonal Savvy

Perspective Range/Interests

Strategic Agility

Developing Subordinates

Broad

Banding


Band 4

Band 5Functional/Technical Skills

Perseverance

Personal Learning

Planning

Total Quality Management

Action Oriented

Listening

Peer Relationships

Problem Solving

Results

Developing Subordinates

Conflict Management

Priority Setting

Process Management

Timely Decision making

Defining Levels of performance

1. Exposure

2. Development


2. Development

3. Proficient

4. Master

5. Expert

Competency BARS of “Interpersonal Relations”

01 Perceives strengths, needs, challenges, and feelings of others.

Shows respect and tolerance for each; relates well to others, possesses good listening skills, and demonstrates trust, sensitivity, and mutual respect; recognizes the contributions diversity brings to job performance and creativity.


02 Uses understanding based on listening and observation to anticipate and

prepare for others’ reactions.

03 Recognizes emotion-laden issues or situations and handles them with

sensitivity.

04 Understands and values diversity and different styles of perceiving,

learning, communicating, and operating.

Passage 4


Passage 1

Passage 2

Passage 3

Source: The Leadership Pipeline by Ramcharan, Stephen Drotter & James Noel

Assessment of individuals on

key

Feedback toindividuals

Training /Development

planning

Implementationof training /Dev.plans

Feedback toindividuals

Reassessment

of


key competencies

Analysisof training

effectiveness

Analysisof group results

Identificationof common

training needs

Developmentof trainingcurriculum

Implementation

of trainingcurriculum

of individual

Career Map

Level 2

Section

Head

Clusters

(Manufacturing)

Competency Framework


Organisation

Competencies

Competency

Elements

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 OBSERVATIONS

• What do you do to putpeople at ease?

• What do you do to putpeople as ease whenthey come to you with awork problem?

• How do you setboundaries so majorchunks of time aren'teaten away?

Attracts others without any effort ontheir partMakes others feel at ease quicklyOptimisticProtecting others' feelings, whetherhe/she agrees or notRevealing a lot of selfSharing information/feelingswillingly

COMPETENCYCOMPETENCY

INTERVIEW INTERVIEW

FORMFORM


eaten away?

PROBES1. Can you give me more details?

� � � � � � � � � �

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) � 2 � 3 (higher)

Spectator / Passive Reactive,

Always has Rehearsed

Answer,Won't Face Weaknesses,

Focus on Self

Player /

Participant,Initiating,Candid,Comfortab

le with Weaknesses,Focus on Others

BUSINESS VISIONBUSINESS VISION/ GOALS

Drives change strategy,Defines organizational needs, Provides model context to Mission

, Human

DRAFTCOMPETENCY

MODEL

List of Competencies, Human Values, Comprehensive Definitions for levels,Behavioral Indictors,

Dictionary

Individual Feedback

INTEGRATEDHRM

Selection: JD, BEIPMP: Measures, T&D: CurriculumDemand PredictionCareer Dev, SP,

Individual Feedback

Execute Actions and Implement Strategies


OBJECTIVE

Develop Competency Model, Map across, aligning

HRS to enhance Organisational andPeople Effectiveness

AWARENESS

BEI

AWARENESSWORKSHOP

Awareness WorkshopFor Leaders and ManagersIntroductory Workshop

For cross section,Best Practices, Consultation &

BEI

PILOT - DATA

Pilot group / work unitStar Performers-

Success Factors, DATA main themes/patterns,Define competencies,

Draft model

Evaluate Results with Planning and Strategies

© Chandramowly

building competencies bma presentation chandramowly

Technology

coachingh r d dimensions

assessh r d dimensions

differenceh r d dimensions

phase h r d dimensions

hrm h r d dimensions

delivery h r d dimensions

power h r d dimensions

future marketsh r d