competency modelling projects overview - chandramowly

8/14/2019 Competency Modelling Projects Overview - Chandramowly

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COMPETENCY MODELLINGCOMPETENCY MODELLING

PROJECTSPROJECTS

H R DH R D DimensionsDimensions [email protected]@gmail.com

BY CHANDRAMOWLYBY CHANDRAMOWLY

-- AN OVERVIEWAN OVERVIEW


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PerfectionPerfection PurposePurpose

5 P Business Dimensions


PersonPerson

ProcessProcessPeoplePeople

Chandramowly


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Self

People

Commitment

Execution

Results



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Performance

Prediction


Academic

Tests? Thoughts

Behaviours?


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KNOWLEDGEDKNOWLEDGEDRESOURCESRESOURCES


PEOPLE OF DIFFERENTSKILLS AND LEVELS


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ProcessesProcesses

Operational Quality


System Related

Financial and Accounting

Organisational People related


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Mission

Vision - Values

Business Strategies

Objectives - Sector

Goals Department


Execution

Results

KPI s - Individuals

Challenges, Demands, Tasks

COMPETENCIESKnowledge Skill Behaviour Traits/Motives


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SkillSkill

KnowledgeKnowledgeAttitudeAttitude


AttributesAttributes

ValuesValues

MotivesMotives


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Competencies encompassCompetencies encompass

What is Competency?


that promote higher performance inindividuals and organizations


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CompetencyCompetency

BasedBased

PerformancePerformance

ManagementManagement

ProcessProcess

EmployeeEmployee

DevelopmentDevelopment

PlansPlans

RecruitmentRecruitment


`IntegratedIntegratedHRSHRS

DevelopmentDevelopmentstrategiesstrategies

SuccessionSuccession

PlanningPlanning

CompensationCompensationandand

BenefitsBenefits

PromotionPromotion


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Competency Project includes..

Modeling

Dictionary


Mapping

Development

Assessment


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Model Customisation

DiscussionsRESEARCHEDRESEARCHED

GLOBALGLOBALALIGNALIGN


Competency ModelCompetency Model

BehaviourBehaviourEvent InterviewsEvent Interviewswithwith

KEYKEYPROCESSPROCESS

OWNERSOWNERS

w t

Sr Mgmt Team

Sector / UnitOrientation

Workshop

LEADERSHIPLEADERSHIPCOMPECOMPE--TENCIESTENCIES

OFOFF500F500ANDAND

BENCHBENCH

MARKSMARKS

MISSIONMISSIONVISIONVISIONVALUESVALUES

AndAndSTRASTRA--

TEGIESTEGIES


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Not an additional work What to develop ? What to build on?

Gaps and capabilities C- Based Recruitment

Hire for behaviour / values Train for capabilities


as s or areer rogress onDepth / 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


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Competency DictionaryCompetency Dictionary



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MERCHANDISINGPRODUCT DEVELOPMENT

PLANNING

PROJECT ENGINEERINGQUALITY

LABORATORY

INDUSTRIAL ENGINEERINGSAMPLING

PURCHASEMATERIALS

FABRIC SOURCING

. Ltd.. Ltd.

MISSION-VISION-VALUES


DESIGN

FABARIC STORESCUTTINGSEWING

FABRIC AUDITSYSTEMS

BUSINESSS INTELLIGENCE

BUSINESS GOALS


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Accountabil ity

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 takecorrective actions. Encouraging others to take ownership and responsibility for tasks,

processes, products, services or results.

Aware of

responsibilities

Inculcates

Accountabilityacross

Leads for

continuousimprovement

A visionary

drivingorganisationalaccountabilit

Fully aware ofresponsibilitiesand tasks

Takes steps to

Quicklyrecognizes andresponds toopportunities

Plans and

implementsprograms

Band 5 Band 4 Band 3 Band 2 Band1

Key Behaviours Key Behaviours Key Behaviours Key BehavioursKey Behaviours

Takes feedback toimproveproductivityand customer

Goes beyondwhat isexpected of therole

Ensures toencourageothers to takeownership ofroducts

Each

Competency

is defined

Providedwith Level

Indicators


overcome oimpediments

Displays abilityand confidenceto achieve

Remainspositive aboutwork withpride in job

eso ves worissues within

span of control

Implementsprocess stepsand assesses

well-match ofneeds andresults

Preparesfunctionalplans of short

and long termwithmeasurableobjectives

satisfaction

Ensureseffectivenessoforganisationalcontrols

Seizesopportunitiesthat arise andtakes actionwithout beingtold

Challengesstagnation andresponds

xamnesissues and

challenges frommultiple angleand developlogical viewsand strategies

Usesexperience toweigh pros andcons ofalternativecourses of

action

Strives forcontinuousimprovementand quality

processes and

results. Ensures

effectivecontrols aredeveloped andmaintained

Uses resultorientedperformancemeasures

Exercisesexceptionaljudgment insituations ofhigh risk andambiguity

Behavioural

Indicators are

given for eachlevel

.


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EmployeeEmployees Guide tos Guide to

CompetencyCompetency


eve opmeneve opmenWith competentWith competentincompetentincompetentoverdriven indicatorsoverdriven indicators.covering Competency.covering Competency

ModelModel


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ContentsContents

Flow of the Model Winning behaviours of Organisation

How to identify Competencies for Development ?


W at is t e 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


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Competency Title

What this Competency

means?

What is the Concept behind?

Competency Definition

Incompetence Definition


ver r ve ompetence

Definition

Tips to Develop the

Competency

Compensatory Competencies

Reading Reference

.


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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 MConceptual / 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


Leading / Collaboration L H L H L LManaging 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

DelegatingH H H M L L


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TemplatesTemplates Performance appraisal form

Individual TAP, Departmental TAP, corporate TAP Succession planning system and template.

Employee indent.

Interview assessment


xit 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

..


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Contents of ManualContents 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.


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A ManagerA Managers Guide tos Guide to

Competency BasedCompetency Based


With behavioural questions, probes andWith behavioural questions, probes andthemes covering SEPL Competency Modelthemes covering SEPL Competency Model


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ContentsContents

Competency Based Interview Process Using Band Profile and Position Description

Preparation and Conducing Interview


Interpreting Be aviour

S T A R Method

4 Dimensions Method

Competency Questions and Behavioural Probes


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Competency Title

Definition

Domains to Explore

Things to look for

Competency based


uest ons

Probes

Rating the

CompetencyRating Scale

Definition


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H

I

G

H

80-100

A

VE

RA

GE

60-79

CRITI

CAL

G

High Results Low Behaviour

Av. Results Low Behaviour Av.Results High BehaviourAv. Results Av Behaviour

High Results Av.Behaviour High ResultsHigh Behaviour


TC Threshold Competency C Competent HC Highly Competent

T

HRE

SH

OL

D

0-59

SCORE 0 - 59 60 - 79 80 - 100THRESHOLD AVERAGE HIGH

O

ALS

RA

TING SEPL VALUE Competency RATING -

Low Results Low Behaviour Low Results Av. Behaviour Low ResultsHigh behaviour


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Or anisationalOr anisational IndividualIndividual

Performance assessments made easy.

It take less time to complete and document total assessment of direct

reports


ValuesValues CompetenciesCompetencies GoalsGoals

We develop a customised tool for managers toWe develop a customised tool for managers toassess total employee performance with a bellassess total employee performance with a bell--

curve indexingcurve indexingFeatures..

E t Sl N


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3

Name: Tarun

Department: Kensri Date: 25 12 2006

Evaluated by: Priya

Score

Critical Goals Weight 1 2 3 4 5

1 15

2 . 15

3 .. 10

4 5

5 5

69Displayed Level in Performance

Designation: Stu

Job Band: 5

Enter Sl No.


6 .. 10

7 10

8 . 10

9 .. 10

10 . 10

5 Excellent

4 Good

3 Fair

2 Poor1 Unable to rate

Needs improvement in meeting expectations,No knowledge of this ability

You can change the weightage of Individual Critical Goals. Please ensure retaining total score of 100.

Consistently exceeds expectations, exception

Frequently exceeds expectations, above aver

Meets expectations, average performance

Press if you

have done


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Name: Tarun

Department: HR Date: 25 12 2006

Evaluated by: Priya

Total ScoreSEPL Values Weight 1 2 3 4 5

1 . 15

2 Integrity and Ethics 15

3 Customer focus 10

4 0 5

5 Continuous Im rovement 5

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Designation:

Job Band:

Manager

5

Displayed Level of Performance

Press if you


Leadership Competencies1 10

2 10

3 . 10

Technical Competencies1 .. 10

2 . 10

5 Excellent4 Good3 Fair

2 Poor1 Unable to rate

Needs improvement in meeting expectations,No knowledge of this ability

Consistently exceeds expectations, exceptionFrequently exceeds expectations, above averMeets expectations, average performance

Name: Tarun


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Name: Tarun

Department: HR Date: 25 12 2006

Evaluated by: Priya

MaxScore

PointsScored

Critical Goal Performance 100 69

SEPL Values and Competencies 100 52 Final Score

200 121 60.5

Job Band: 5

Designation: Manager

Department: Kensri

Evaluated by: Priya

TC

HC - HIGHLY COMPET C - COMPETENT TC - THRESHOLD COMPETENCE

High Results Low Behaviour

Av. Results Low Behaviour

Low Results Low Behaviour Low Results Av. Behaviour Low ResultsHigh behaviour

Av.Results High BehaviourAv. Results Av Behaviour

High Results Av.Behaviour High ResultsHigh Behaviour


Critical Goals for Next Financial year ..

Indicate the competencies (behavioural and technical) mutually agreed for development

FD Critical Goal

FDD Critical Goal

FDDD Critical Goal

Critical Goal

Critical Goal

Critical Goal

Tarun

Development Plan :

Press if youhave done

Name Dept Mana ger Designation Band Date Mont h Ye arGoal

Score

VCES

core

Final

ScoreBC Index Dev 1 Dev 2

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

Tarun Kensri Priya Stu 5 25 12 2006 69 52 60 C 0 0

Ram HR Thripti Associate 5 23 12 2006 59 54 0 AchieveName of

selected

Saday Kensri Priya Stu 5 25 12 2006 74 60 0 AchieveName of

selected

Tarun Kensri Priya Stu 5 25 12 2006 56 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0

Type the nameType the name of

the Dept

Type name of the

evaluater

Type employees

designation2 23 12 2006 51 0 0 Achieve uii

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

Type the nameType the name of

the Dept

Type name of the

evaluater

Type employees

designation2 23 12 2006 100 0 0 0 0


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Competency ModelsDeveloped

GMR Group


Quasar Innovations

ACE Group of Companies

TUV


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Concept paper for National Conference, National

HRD Network, Mumbai, India Title: Building HRCompetencies 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 IndianNewspapers. Currently a serial on Leadershipcompetencies is being published in Deccan

Herald Avenuesfrom 2002


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S f T i i M d l


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Some of our Training Modules

ExecutionGetting 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


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Building Mission, Vision, Values

Competency Based InterviewingExecution Converting Vision in to Reality

Managing Results

C Based Performance ManagementCompetency Modeling Projects

Multi Point Feedback System


Emotional IntelligenceCompetency Gap Assessment

Business Process Re-engineering

Learning and Living 7 HabitsSelf Development

Team Leadership

Coaching & Consultation

Other Services Offered


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Other Services Offered

Facilitate building Mission, Vision and BusinessFacilitate building Mission, Vision and BusinessEthicsEthics

ReRe--engineering Human Capital alignment withengineering Human Capital alignment with

World Class best PracticesWorld Class best PracticesIndividual Coaching for Emerging LeadersIndividual Coaching for Emerging Leaders

Develo in HR Processes ManualDevelo in HR Processes Manual


Developing Business Integrity systems andDeveloping Business Integrity systems andprocessesprocesses

Competency Assessment for Senior PositionsCompetency Assessment for Senior Positions

Developing Organisational Competency ModelDeveloping Organisational Competency Modelandand

Developing Competency Based JobDeveloping Competency Based JobSpecificationsSpecifications

competency modelling projects overview - chandramowly

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