Building Competencies Bma Presentation Chandramowly
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Transcript of Building Competencies Bma Presentation Chandramowly
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H R D DimensionsH R D Dimensions
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Overview
• Competency - Business Linkage
• Strategy - Bifocal Challenges
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• Strategy - Bifocal Challenges
• What is Competency?
• Competency Modeling / Mapping-Benefits
• Competency Based HRM
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Business Life Cycle
Growth Phase
Matured PhaseDecline
Phase
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Start Phase
Growth Phase
Renewal
Phase
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Era of strategic initiatives
Focus onCurrent Market
ReadinessRe-engg
Re-structure
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Era of strategic initiativesMarket
Create Future
Opportu-nities
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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
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Local Leverages
Customer Imperatives
QualityCost
Delivery
and drive your Key
Executives?
Do you have a frameworkto measure
Performance?
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2 challenges for Business Strategy
1. Competing with current
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1. Competing with current
market challenges.
2. Creating future markets
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Defining the critical skills, behaviors and attributes that are essential for
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that are essential for ongoing and long-term organizational success.
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David C. McClelland
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(1917-1998)
What Predicts
Success
in
Life or Job?
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Research on ‘self – concept’
Three basic motivational needs of people
1. ACHIEVMENT
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1. ACHIEVMENT
2. AFFILICATION
3. POWER
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Competency Based Culture
ContextContext Mission, Vision, Values, Strategy, Culture, Style, Structure
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ContentContent
ControlsControls
Structure
Procedure clarity, guidelines, Documentation, Performance Plan
Objective setting, alignment, feedback, perf-review, dev-opprty Counseling, coaching
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SkillSkill
KnowledgeKnowledge
AttitudeAttitude
AttributesAttributes
ValuesValues
MotivesMotives
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MotivesMotives
Surface Personality
Easy to develop
East to Assess
Core Personality
Difficult to develop
Difficult to Assess
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Competencies Behaviours
FF
TTAA
Products
ServicesResultsResults
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AA
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Competency Practices -IBM
IBM’s local middle management database track of 20 years
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database track of 20 years merged with global database with 40,000 competencies world wide
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Best Practices - UNILIVER
• Broader sweep for the past forty years creating 5 talent pools, stretching individual companies
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• 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.
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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-
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• Listen carefully and respond to verbal and non-verbal messages
• Respond appropriately to positive and negative feedback
• Debate issue without being abrasive to others
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Competency Development
1. Know, aware of, acquire
2. Apply, check relevance
1. Develop an idea, concept, insight
Levels Development Stages
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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
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Competency Enablers
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Change as opportunity
Judgment Managing uncertainty
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Competency Enablers
Bigger, broader picture
Balance of contradictions
Process
Knowledge
Conceptualisation
Managing Competition
Managing Complexity
Managing
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Process
Diverse teamwork
Change as opportunity
Openness to surprises
Flexibility
Sensitivity
Judgment
Reflection
Managing adaptability
Managing Teams
Managing uncertainty
Managing learning
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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
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• Development Center
• Assessment criteria
• Assessment templates
• Analysis of
Assmt. Data
• Assessment
Technics
competencies
• Competency
Dictionary
• C-based People
processes
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Strategy to Build Competencies
• Organisation – What knowledge? Strength?
• Vision – Be at top 2 and drop the product line
• Perspective of stake holders
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• 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
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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:
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• 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
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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
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• 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
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What does it do for Organisation?
• Unifies framework among different People Processes
• Broad overview of the capabilities required to perform successfully within an orgn.
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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
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PersonPerson PurposePurpose
5 P Competency Model ©
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PerfectionPerfection
ProcessProcessPeoplePeople
© Chandramowly
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PersonPerson PurposePurpose
5 P Dimensions
Who am I? Self knowledge -Management
My life roles and goals
Ensuring right track, 360dfb
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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
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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
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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
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9. Competency dictionary and employee dev.
10. Target hiring - selection process
11. Model provides roadmap to organl. success
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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
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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
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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
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Defining Levels of performance
1. Exposure
2. Development
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2. Development
3. Proficient
4. Master
5. Expert
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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.
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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.
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Passage 4
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Passage 1
Passage 2
Passage 3
Source: The Leadership Pipeline by Ramcharan, Stephen Drotter & James Noel
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Assessment of individuals on
key
Feedback toindividuals
Training /Development
planning
Implementationof training /Dev.plans
Feedback toindividuals
Reassessment
of
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key competencies
Analysisof training
effectiveness
Analysisof group results
Identificationof common
training needs
Developmentof trainingcurriculum
Implementation
of trainingcurriculum
of individual
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Career Map
Level 2
Section
Head
Clusters
(Manufacturing)
Competency Framework
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Organisation
Competencies
Competency
Elements
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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 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
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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
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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
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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