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COMPETENCY MODEL

A competency can be defined as the underlying sets of skills, knowledge, personal characteristics and abilities needed to effectively perform a role in the organization and help the business to meet its strategic objective.

The roots of competency modeling date as far back as the early 1900’s but these models have become widely popular these days.

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Skills + Knowledge + Ability

=Competency

=Observable Behavior

=Effective Outcomes [Performance on Job]

=Strategic Success Modeling – A Competency Model

WHAT IS COMPETENCY MODEL

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WHAT IS COMPETENCY MODEL

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• ASSESS is a state-of –art windows, internet based

expert system that produces psychological evaluations for

use in the business environment.

• These judgments have been developed by Bigby, Havis &

Associates’ (BHA) experience in assessing over 35,000

managerial and professional candidates• The ASSESS Personality Battery contains 350 items

measuring more than 20 personality attributes

Base of Simbhaoli Competency Model - ASSESS

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• The ASSESS Personality Survey measures a number of personality traits and characteristics which can impact a person's job performance.

• Provides description on 3 characteristics of a candidates :– Thinking Style– Working Style– Relating Style

(Refer – SSM Competency Library on next page)

• Keep in mind that for personality characteristics low scores are not necessarily bad and high scores are not necessarily good. The significance of the score depends on what is needed in the job.

THE ASSESS PERSONALITY SURVEY

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The ASSESS SSM Competency Library

The ASSESS Strategic Success Model Builder uses 38 competencies grouped into three general areas: Thinking, Working and Relating. Company-specific success models or success models tailored to a job or job class are usually constructed from 5-10 of these competencies with some drawn from each general area.

Thinking Working Relating

Visioning orInnovation*In-Depth Problem Solving And AnalysisorDecisive Judgment*Championing Change or Adapting to Change* 

Planning And OrganizingDriving For Results OrDelivering Results*Quality Focus or Continuous Improvement OrPolicies, Processes and Procedures*SafetyCustomer Focus OrCustomer Service*Resilience   

Teamwork and CollaborationInfluencing And Persuading OrPersuading to Buy*Managing Others or Team Leadership*Coaching And Developing OthersMotivating OthersOrganizational Savvy or Relationship Management*Negotiation or Conflict Management*Interpersonal Communication 

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•They are observable or measurable skills, knowledge, and abilities.

•These SKAs (skills, knowledge, attitude) must distinguish between superior/high and other performers.

MAJOR COMPONENTS

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It sends a strong message about the - specific knowledge, - skills, - capabilities, - attitudes and behaviors that are important.

Such an organization recognizes that building intellectual capital and maintaining core competencies are key to achieving sustained success, and it is willing to make the investment required to support continuous learning and development as a business strategy

FOR AN ORGANISATION

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WHAT COMPETENCIES CAN DO

• Translate strategic direction into action

• Clarify behaviors that support important values and principles

• Establish standards of excellence that are shared across functions and boundaries

• Focus learning and development on the achievement of business outcomes

• Provide a basis for ongoing performance feedback and development

• Identify emerging vs. declining skill sets to help facilitate organizational transitions

• Accelerate development of a learning culture

• Facilitate self-directed learning and career development for enhanced employability

• Identify and leverage high performers or "competency carriers"

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WHAT COMPETENCIES CAN'T DO

• Describe every technical skill in detail

• Reduce performance feedback to numbers

• Replace the need for performance feedback and coaching

• Serve as a job description

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SIMBHAOLI SUGARS COMPETENCY MODEL

• A two day workshop on “Strategic Success Modeling” from 25th – 26th April 2005 was conducted. The participants of the workshop were the Senior & Middle Level Managers from the two Sugar units – Simbhaoli and Chilwaria and from the Simbhaoli Distillery unit. In all

28 executives participated during the two days. • M/s Lakshya HRITSS Pvt, Ltd Chennai along with their Strategic

Partners M/s CareersIndia Pvt Ltd, Chennai, facilitated the workshop. • Cluster of jobs in the organization were identified

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JOB CLUSTERS & GROUP PARTICPANTS

Engineering

K Suresh BabuUS MishraHK DubeyPritpal Singh

Finance & Sales AK AgarwalSM ShastriSanjay KulshresthaKN SinghVed Prakash

Process AK SrivastavaP.RangaRaoNK JhaDK ChaturvediGopalkrishnan Iyer

Support Services SN MishraA.K. DuaIS BhaitaSudhir KumarPN SinghParminder SinghVK TeotiaKK Tyagi

Distillery SM TomarPS ChauhanRajesh KumarNeeraj Mehrish 

Senior Management Dr GSC RaoSanjay Tapariya 

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SIMBHAOLI SUGARS COMPETENCY MODEL

• Job Outcomes for the various jobs in the Organization were identified – these were identified through an open house process.

      This approach was adopted to involve participation of all executives, healthy debates, and arriving at mutual consensus. The final job outcomes were displayed across the boardroom.

• Formation of job groups to identify the behavioral competencies

• Sorting Exercise – Based on the 38 competencies a minimum of 6 and a maximum 8 competencies were identified for each Job group by group consensus.

• Revalidation of the identified 8 competencies by the cross functional team.

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SIMBHAOLI SUGARS COMPETENCY MODEL

• Simbhaoli Competency Development Model defined. The competency model was created and uploaded by M/s Lakshya HRITSS and M/s Careers India.

• Current incumbent were assesses against the Simbhaoli Competency Development Model. All the participants took the online ASSESS test. 

• Following the two-day workshop M/s Lakshya HRITSS representatives generated the report for each participant. Following this the report was interpreted for each participant.

• Area of executive development were identified.

• Individual development action plan drawn up.

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• Attitudinal and behavioral programs initiated.

• Followed up on the individual progress as per the development plan

• Workshop again conducted next year (March 2006) for Middle

Level Managers. In all 24 executives participated in this workshop.

• The session main focus was to brief the potential middle level managers on “The Simbhaoli Competency Model’ which was framed during 2005 by the senior managers of the group.

SIMBHAOLI SUGARS COMPETENCY MODEL

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Engineering – First Cut The Simbhaoli Competency Success Model

1. Minimize the stoppages/ downtime2. Smooth functioning of equipments- Best maintenance by optimizing

cost and minimum inventory3. Capacity utilization4. Minimize Losses/ wastages 5. Optimize inputs – energy conservation, fuel economy6. Manpower utilization (productivity)7. Safety of equipment8. Quality – steam, fly ash9. Adoption of new technology/ systems/ automation10. Expansion of plant – Engg11. Safety, Environment & Housekeeping

Example

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• Minimize the stoppage / down time• Optimum maintenance with minimum cost & inventory• Best (maximize / optimum) capacity utilization (incl: resources,

manpower, etc) with minimum losses / wastages• Adoption of new Technology / systems / automation• SHE – safety, housekeeping & environment

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Engineering – Final The Simbhaoli Competency Success Model

Example

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1. Adapting to Change2. Planning & Organizing3. Resilience4. Teamwork & Collaboration5. Motivating Others6. Safety7. Functional Acumen8. Interpersonal Communication

6- 8 cannot be measurable in the test

Engineering – Final Competencies The Simbhaoli Competency Success Model

Example

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Outcomes - Process First Cut

1. Quality of final product2. Maximizing the output3. Minimizing losses4. Optimizing input5. Converting sugar into value added products / product development6. Adding new technology to the process7. Expanding the scale of operations8. Optimizing/ minimizing the energy requirements9. Final products double to the market requirement – flexibility as per

market requirements10. R&D related to process technical11. Housekeeping (Hygiene) & Safety12. Customer satisfaction13. Scaling up operations

Example

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Outcomes - Process

• Quality of Final Product with value addition (incl: R&D and Technology)

• Maximize the output• Optimizing the input• Customer Satisfaction• SHE – safety, housekeeping & environment

Example

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Competencies Identified - Process

1. Innovation2. In-depth problem solving and analysis3. Planning & Organizing4. Driving for Results5. Continuous Improvement6. Customer Service7. Team Work & Collaboration8. Motivating Others

Example

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Outcomes – DistilleryFirst Cut

1. Maximum Recovery2. Quality & cost3. Input/ output4. Minimum utilization of fuel/ losses5. Hygiene, Safety, Environment – Pollution / waste6. New Technology / upgradations7. Market Reach8. Expanding9. Customer Satisfaction

Example

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Outcomes - Distillery

• Plant Efficiency (incl: production parameters, input / output and recovery)

• Quality of products / new products / product development

• Market Expansion• SHE – safety, housekeeping & environment

Example

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Competencies Identified - Distillery

1. Innovation2. Decisive Judgment3. Adapting to Change4. Planning & Organizing5. Continuous Improvement6. Persuading to Buy7. Motivating Others 8. Safety

8 – cannot be measurable in the test

Example

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Outcomes – Finance & SalesFirst Cut

FINANCE • Fund management• Book keeping• MIS / Statutory

Compliance/ Asset Management

• Budgetary Control• Cost Control• Management Accounting

SALES • Specific product focus• Bulk Markets• Maximizing realization

Example

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Outcomes – Finance & Sales

FINANCE• Fund Management• Management Accounting• Statutory / MIS / Asset Management• Cost Control

SALES• Sales (Market Realization, etc)• Market (Research / Expansion / Positioning / New Markets, etc)

Example

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Competencies Identified – Finance & Sales

1. Visioning2. Decisive Judgment3. Customer Focus4. Planning & Organizing5. Negotiation6. Relationship Management7. Interpersonal Communication8. Integrity

8 – cannot be measurable in the test

Example

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- Materials- Cane

- IT- Legal

- Administration- Human Resources

Support Services

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Outcomes – Support ServicesFirst Cut

MATERIALS

1. On time good quality material with minimum cost

2. Material procurement at the right time and right cost

3. Internal customer satisfaction

CANE

1. Quality / Variety/ Quantity of raw material

2. Supplier relationship (farmers)

3. Cost of procurement – transport, labour, cut to crush

4. Timely Supply / arrival

Example

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Outcomes – Support ServicesFirst Cut

IT

1. Integrated system – ERP

2. Networking / PC Mgt

LEGAL

1. Standardization of legal formats

2. Interface of legal experts

3. Sound legal practices within the organisation

4. Continuous pursuance of legal issues

Example

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Outcomes – Support Services- First Cut

ADMINSTRATION

1. Effective Mgt of Internal / External interfaces

HR

1. Align people to business strategy

2. Organisation Development

3. Implementation of best HR practices & systems

Example

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Outcomes – Support Services

MATERIALS• Timely procurement of material (incl: internal customer satisfaction)

CANE• Cost procurement (i.e. all types of costs – transport, labour, etc

incurred)• Quantity / Quality - Cane Management System (Computerization

payment to farmers)• Relationships• Cane Development Strategy

Example

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Outcomes – Support Services…

IT• Integrated system – ERP solution• Networking / PC Management

LEGAL• Sound legal practices within the organisation• Continuous pursuance of Legal Issues

Example

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Outcomes – Support Services…

ADMINISTRATION• Effective management of internal and external

interfaces

HR• Organisation Development (OD)• Implementation of best HR practices & systems

Example

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Competencies Identified – Support Services

1. Decisive Judgment2. Adapting to Change3. Planning & Organizing4. Continuous Improvement5. Resilience6. Team Work & Collaboration7. Managing Others8. Coaching & Developing Others

Example