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(#31) TYBMS 5
Table of Contents:
Sr. no 1. 2. 3. Topic Competency Based Management (CBM): Gaining Competitive Advantage The Need for a New Perspective on Competency Analysis 4. Mapping Competencies into a Competitive Advantage in an HR Context 5. 6. 7. Competency Mapping Competency Profile or Competency Model Three Milestones In Competency Mapping Process: 8. Methods Involved In Competency Mapping, Classification Of Competencies 9. The Competency Development Process, Application of Competencies 10. Benefits of Using a Competency-based Selection System, Training and Development Page no
System 11. Benefits of a Competency-based Performance Appraisal System and Succession Planning 12. I.T.C. - Imperial Tobacco Company India Limited 13. Enabling Challenges Conclusion QUESTIONNAIRES
“Right Person For The Right Job.” This proverb is a dream for every manager of the company. The head of the company always desires to have a Mr. Right for the particular job, so that he does his task in an efficient way. But is this possible? The answer is ‗Yes‘. In today‘s competitive global business environment, complex and sensitive business processes and fast moving technology systems can compromise overall quality integrity. The solution to the problem is Competency Mapping. The rising interest in competency mapping is direct fallout of the dynamic changes that the corporate world is witnessing today. Some insights into how far the concept has traveled and the reason for its current popularity has been explained.
This project gives the complete theoretical knowledge about the subject Competency Mapping which includes detailed meaning, its origin, benefits and its importance. But only theoretical knowledge is not sufficient. Therefore to give a better understanding about the topic, light has been focused on the practicality part. The case study gives a brief idea about the mapping of competencies done in its company. This is basically done to improve the employees‘ performance, which will result in more and better productivity. In short one can say it‘s the ―RIGHT MATCH‖ of the job and the people.
Chapter 1: Competency Based Management
Competency Based Management (CBM) is the application of a set of competencies to the management of human resources to achieve both excellence in performance and results that are relevant to the organization's business strategies. It means identifying how performance links to business results and mapping out strategies to export the techniques throughout the work force. It also means giving employees a systematic approach to expanding and using their full capabilities. There are, however, many approaches to CBM and different organizations define it and use it in different ways. Competencies are measurable human capabilities that are required for effective work performance. Competency analysis and modeling is the process of identifying and documenting those capabilities. The competency approach to human resources management is based on identifying, defining and measuring individual differences in terms of the abilities that are critical to successful job performance. The concept of competency lies at the heart of human resources management, enabling a coherent approach to the management of people by integrating key HR activities such as selection and assessment, performance management, training, development, and reward management. The models created are applied to a wide range of people-management systems, such as workforce planning, selection, employee development, performance management, and compensation. Competency modeling and its application in a people-management system is a continuously evolving discipline. Thus, competency practitioners may offer diverse explanations of what competencies are and how they are identified and used. This process uses
competence in all processes linked to personnel management, such as selection, work organization and flows, training and development, working conditions, establishing salaries, evaluation, and promotions. Competence-based selection, for example, focuses on a job candidate‘s adaptability and his or her capacity for continuous learning. But a competence-based selection is only the starting point for competent performance. In order to perform, a person must know how (competence-based education and training), and must also want (motivation) and have the necessary external conditions to perform well.
4 Credibility and Influence.1 Business Knowledge.Chapter-2 Gaining Competitive Advantage 2. 2. 2.3 Change Agent Skills. acquisition of assets and usage of current assets. The strategic goals of the organization and consequently its competencies have to align with people competencies. Articulating business strategy and its drivers would also entail specifying critical success factors. 2. competencies form a crucial linking pin as it binds business objectives with that of people objectives. An organization's competencies can be broadly classified into following categories: 7 . 2.2 Deliverable HR Knowledge.5 Corporate strategy derives from competencies. Both the business and HR strategy straddle to work with one another in defining competency model and capability enhancement statement of an organization. For effective articulation or implementation of strategy.
but in order to command or influence the organization.2.4 Credibility and Influence: Perhaps. etc. what is the ROI on recruitment costs). compensation and rewards. development. financial. the market.3 Change Agent Skills: Business needs to continuously change in order to remain competitively viable.i.. In the emerging environment.2 Deliverable HR Knowledge: These are the basic competencies of HR staffing.1 Business Knowledge: If HR professionals have to be value-adding service providers to their customer within the company. understanding customer's priorities and context become imperative.. Most of the HR activities are still done without any clear measures of their effectiveness (e. the focus so far has been predominantly on what one does. most important of all. etc. would be the challenge of building professional credibility . that capacity to change will be a key competency for companies. technologies. understanding business and business process.e. and are trustworthy. the HR processes will need to be designed in such a manner that clear measures are possible.Good HR professionals are seen as people who are willing to listen. That is.g. tolerate diversity. 2. If HR has to be seen as a business partner. this would need to shift to what on delivers. etc. a professional image should also include perceptions 8 . However. Naturally. 2. this would also be a key area in which HR will need to make a significant contribution. Thus. appraisal. are essential (or HR to remain relevant) 2.
regarding the flow of financial and resources through a company's product lines and business units but is constructed on the basis assembling together capabilities required to deliver value. This is true whether the firm is a small. Through a series of cocoordinating devices. corporate strategy is also about managing various product lines and business units for its maximum value. developed in the unit to other units that need such resources. 2. Corporate strategy. In this way. however.5 Corporate strategy derives from competencies: Corporate strategy is primarily about the choice of direction based on its competencies for the firm as a whole. being consistent in meeting targets. or a large multinational corporation. In a large multibusiness company. a company transfers its skills and capabilities. includes decisions. it attempts to obtain synergies among numerous product lines and business units so that the corporate whole is greater than the sum of its individual business 9 . or a single product company. therefore.such as being accurate in delivering results. meeting commitments.
the organization rewards behaviors that already from the outset may be obsolete and constitute obstacles to strategy implementation. In dynamically changing. instead of focusing on what is needed to perform effectively in the future. Still more important is to be able to use these definitions in order to communicate and implement strategy and planning organizational change.Chapter-3 New Perspective on Competency Analysis The need for a forward-looking and proactive approach to competency analysis (Competency modeling. Competencies are defined according to the skills needed to continue doing what the organization already does. mapping and formulation of competency matrix) is driven by the increasing pace of change in the business environment. A central issue of concern is that the competencies defined most often end up as being backward-looking rather than future-oriented with respect to strategy and organizational change. In this sense. such a view of competencies seriously limits the organization‘s potential for dynamically adapting to an evolving strategy. competencies can be used for translating strategy into job-related and individual skills and behaviors that people easily can understand and therefore implement. 10 . and then define the right mix of skills and behaviors that the individuals would need to possess in order to produce and support those core competencies. As a result. competency models hardly differ from the traditional approach of selecting and retaining employees who can perform a set of well-defined tasks. or in project-oriented business environments. The challenge is not only to be able to define the organizational core competencies required for a business to compete successfully. usually focusing on technical knowledge and skills. In this context.
and competencies are structured in a way that makes it easy to delete outdated competencies. a number of issues need to be addressed with respect to the development and implementation of competency-based HRM. traditional approaches to competency modeling have been described as being poorly aligned to the key performance drivers of industries and for being expensive and time-consuming to implement. there is a need to shift towards a forwardlooking and proactive approach to competency modeling. 11 . First. processes and performance requirements. and integrate new on.Based on the limitation in current practice discussed above. They will therefore be of little use for organizations with rapidly changing structures. Second. The model we develop generates competencies based on the core capabilities of the industry leaders. The proposed model starts by grounding competencies in the current trends in the industry where the organization operates.
) Flatter. etc.Chapter-4 Mapping Competencies into a Competitive Advantage in an HR Context 4. etc.g. The recent years have seen the emergence of a new business environment.1.1. 4.2 Managing Performance.3 Managing Change.4 Managing Knowledge. which has been variously described as "New Economy". team-based structure.1. global forays. 4. 12 .1 Challenges for the HR professionals. strategic transformations/ Reorientation. More focused performance management systems. 4. "Knowledge-Based Economy". are endeavoring to become high-performance workplaces by implementing measures such as: Implementing radical changes (e. etc. Organizations.. downsizing. 4.1. for instance. "hyper-competitive environment". key factors differentiate this new paradigm from the earlier one.1 Managing Talent. Greater focus on knowledge management and intellectual capital. There is also an emerging consensus among both the academicians and Practitioners that certain.
the ability to attract.1 Managing Talent: Across industries. retain and develop skilled people was emerging as the basis of competitive edge.1 Challenges for the HR professionals: Challenges for the HR professionals can be classified under four broad heads Managing talent. its glaring inadequacies in actually improving/ managing/ monitoring performance have also been largely ignored. The issue to address would be-how to design HR systems. While the performance appraisal (PA) system has always been a tool in the HR professional's basket. The increasing pace of change is not only making many past competencies obsolete. 4. Managing knowledge. help the organizations in some tangible way to serve their customer better. in many companies. 13 .4. But managing talent is not just managing the skill scarcity .The technological and business discontinuities also increase skill obsolescence at a phenomenal rate.2 Managing Performance: Designing such performance-based HR systems will be the second emerging challenge for the HR professionals.1. and increase shareholder value. Managing performance. In fact. but is also throwing up skill requirements which are too new to be taught in the finishing professional institutes. 4. Managing change. it is still implemented as an annual ritual. processes and activities which improve performance.1.
HR does have a major role in designing and implementing many processes and systems 14 . it is/ has been in response to certain decisions or processes that have been initiated elsewhere -HR would pitch in when "change happened.3 Managing Change: The emerging business environment also places another demand on the HR professional's -that of managing change. Compensation and Rewards. absorb and utilize knowledge is becoming the key differentiator for competitive success. Moreover. Work-Systems and Processes. the PA system needs to be integrated with the other organizational systems. Career and Competency Development Systems. an organization's capacity to create. such as: Business Plan Development Process. While managing knowledge may not be entirely an HR function.without any reflection on its impact on the actual performance. in order to work as an effective performance tool.4 Managing Knowledge: In the emerging business environment. the role of HR has been more of maintaining the status quo rather than of initiating and managing change. etc. In the conventional setup.1. 4. the very focus of these change efforts has been on "incremental" changes 4." Moreover. When the HR professionals act as the change agent.1. All these new competitive requirements demand creating an organization that can effectively create process and codify its knowledge into its offerings and processes.
e. training. role or function. Competencies are characteristics which drive outstanding performance in a given job. job evaluation. What is competency mapping? Competency Mapping is a process of identify key competencies for an organization and/or a job and incorporating those competencies throughout the various processes (i. recruitment) of the organization.Competency Mapping General Overview: Introduction and meaning: What are competencies? Competencies are the human capabilities and work-related behaviors that provide a competitive advantage to an organization. Methods of conducting competency mapping: • In basket interviews • Stress Interviews • Structured Group Discussion • Psychometric Tests • Case Studies • Peer Coaching & Counseling Exercises • Focused Behavioral Event Interview • Presentation Vision / Strategy Speeches etc 15 .
self image. Employee core competencies Competency that relate to organization‘s values. It include the abilities to use the procedures. techniques and knowledge of a specialized field. Technical/Functional competency Competencies that pertains to specific bodies of knowledge and skills required. Identifying training and development needs of individuals. Identifying individuals for promotion or succession planning. 3. motives. and 4. quality orientation or some ―employee core competencies of 3M. Personal attribute Competencies that relate to inherent personal characteristics (e. 3. etc. Providing feedback through the performance management process.g. Managerial competency Competencies that relate to skills needed to perform managerial work and process. it deals with the interaction process either with individual or group of people. Types of competency 1. Specifying job and person requirements for selection processes. 2. mission and strategy. In typical organizations. these are competencies that reflect organizational core capabilities. Examples: Customer satisfaction. self concept. managerial competencies will play greater emphasis as the position progresses within the organization. 4. Google…‖.Competency Dictionary: Competency dictionary is the collection of these behaviors in a structure and format that can be used for: 1. 2. 16 .) and potentially affect work attitude and performance.
culture.e. • Support a more specific and objective assessment of their strengths and specify targeted areas for professional development. and better employee retention. organization-wide standards for career levels that enable employees to move across business boundaries. Benefits for the company • Provide a common framework and language for discussing how to implement and communicate key strategies.Benefits Of Competency Model: 1. • Identify the success criteria (i. and career related issues.. • Provide a clear foundation for dialogue to occur between the manager and employee about performance. and career-related issues. • Provide a common understanding of the scope and requirements of a specific role. behavioral standards of performance excellence) required to be successful in their role. • Provide common. Benefits for Managers / Supervisors • Clarify standards of excellence for easier communication of performance expectations to direct reports. and vision.. • Increase the effectiveness of training and professional development programs by linking them to the success criteria (i. development. • Provide the basis for a more objective dialogue with their manager or team about performance. Benefits for employees • Provide development tools and methods for enhancing their skills.e. behavioral standards of excellence). improved job satisfaction. resulting in a systematic approach to professional development. • Identify performance criteria to improve the accuracy and ease of the hiring and selection process. 3. 2. 17 . • Establish expectations for performance excellence. • Provide more objective performance standards. • Reinforce corporate strategy. development.
skills and attitudes to complete the task within the quality standards defined.Process Of Competency Mapping: Step 1: Identify customer value Activities of any organization have to result into economic value to the customer. Organizations are interested only in the products and services required by the customers. Step 2: Identify strategy and objectives • Understand business strategy and objective of organization. 18 . cost and quality standards of each task of the business process. • Find out the competencies required to perform each Job. Step 4: Identify value of business process Then companies have to define the time. • Connect the competency mapping with your any of above mentioned system. • What is objective behind doing competency mapping in organization? Step 3: Build business process Then organizations have to define their business process to enable them to deliver outcomes to customer requirements in a brief time at an economical cost with out sacrificing quality. Step 5: Job analysis We can use 18 method of job analysis to analyze jobs. Step 6: Identify competencies • Then define the competencies required for each task in terms of knowledge. • Rate the competencies according to importance to performed job. • Discuss with line managers about the project. So that organizations have to define their outcomes.
Commercial Awareness. not how. Drive and Determination. a Competence only describes what has to be done. prepare quotations and sales order processing.‘ It is about identifying preferred behaviors and personal skills which distinguish excellent and outstanding performance from the average. 5. It is about identifying preferred behaviors and personal skills which distinguish excellent and outstanding performance from the average. Identification of skills performed within each of the major job functions. A Competency is something that describes how a job might be done. excellently. It involves: Identification of major job functions. all of which might be described further by Behavioral Indicators relating specifically to that post in that organization. The broad concept might be said to be based on the frequently quoted adage:‘ people get hired for what they know but fired for how they behave. manage Key Accounts and supervise and motivate the field sales force. The Competencies which might determine excellence in this role could include Problem Solving and Judgment. So the Competences might describe the duties of a Sales Manager for example.2 Difference between Competency and Competence.Chapter-5 Competency Mapping 5. 19 . Inter-personal skills etc. such as manage the sales office and its staff.1 Concept of competencies.
skills. The chart is a twodimensional spreadsheet chart displaying the major job functions and skills. skills. which helps identification and measurement of the competency. A competency is an underlying characteristic of a person. abilities and behaviors that an employee applies in performing his/her work and that are the key employeerelated levers for achieving results that are relevant to the organization's business strategies. or investigation. Skills: Result of repeatedly applying knowledge or ability Competency profiling aims to identify all of these KAPS in order to help create a real and sustainable change in behavior. Abilities. consisting of knowledge. Development of an occupational analysis chart. 5. Ability: Innate potential to perform mental and physical actions or tasks Personal attributes: Individual traits. social role. motives and attitudes that indicate an employee's probable behavior. values. manifests itself in the form of behavior. which enables him to deliver superior performance in a given job. 20 . study. The "underlying characteristic". This characteristic may be called an "attribute bundle". Competencies are the combination of Knowledge. self-image and motive. traits. role or a situation. Generation of several drafts to be reviewed by employers and employees and modified to accurately reflect the skills performed on the job.1 Concept of competencies: "Competencies" are the knowledge. Personal Attributes and Skills that contribute to individual and organizational performance. Knowledge: Information that is organized learned and applied through experience.
1 Competency mapping aims to identify all of these KAPS in order to help create a real and sustainable change in behavior.Figure 5 . Core personality Skills Most difficult to develop Self concept Trait & Motive Attitudes and values Surface In Between Focus of development Knowledge Most easily developed 21 .
A very relevant definition of competency is: “Competencies are the characteristics of a manager that lead to the demonstration of skills and abilities. a competence of relevance to a position in the marketing department could be Market Planning. This would include the various actions that are required to be taken in market planning like 'makes pricing decisions'. In effect. These terms though quite distinct are sometimes used interchangeably. Competency also embodies the capacity to transfer skills and abilities from one area to another. For example. Competency has a huge and bewildering number of definitions. "Competencies". Competence is akin to role definitions as they specify the contents of the job.5. but a large number of these actually refer to competence. the difference between them is as follows: Competence refers to abilities based on work tasks or job responsibilities. There is. Accordingly. 22 .2 Difference between Competency and Competence: It is here that we come up against a major anomaly-the difference between competence and competency. competence concerns the job and competency concerns the person. which result in effective performance within an occupational area. Competency refers to abilities based on behavior. For example. The associated behaviors for this competency could be 'uses all available information in making decisions'. aim at linking the human resource systems of an organization to its purpose. These are the characteristics of the persons who are doing the job. however a general convention in the differences between the two. a competency that would be relevant to any managerial function in any organization could be Decision Making.
23 . the Public Service uses the term "competency profile" for a description of proficiency levels and behaviors required for a specific job or jobs. For example. competencies are viewed as being similar to "roles‖. Office of Personnel Management included "self-esteem" as a competency while self-esteem would not be included as a KAPS. competencies may be defined more broadly than our traditional KAPS. For example.Chapter-6 Competency Profile or Competency Model Competency Profile or Competency Model Competency Profiling forms a part of mapping process . First. and levels of proficiency for each behavior. a competency under this approach might be "information conduit. A stand-alone profile without any application purpose is meaningless for achieving results." Competency modeling is a systematic process of determining the competencies needed to be successful in an organization. Basically competency modeling is the process of determining what competencies are necessary for a job or job family.A "competency profile" or "competency model" is a set of competencies and includes associated behaviors that link directly to the work to be performed. Second. Although "profile" and "model" are virtually synonymous. There are two major differences between our traditional KAPS and a competency.
5. even if an organization requires the exact same competencies for all jobs. The more heterogeneous an organization or the more varied the business results. Check what is the person supposed to know to perform the task well Knowledge Component. Skill.A competency profile applies to a specific employee or population of employees. the greater the chances that a single competency profile can be applied within that organization. Define the Task. (What is the task to be performed?) 2. "how" they are translated in terms of behaviors and proficiency levels may be very different. The more homogenous the work of an organization. Check the Skills required executing the task. These can be further broken down to identifiable behaviors which can be measured to find gaps if any. Attitude and Motivation of the person to do the task. It can cover employees in a group of positions/jobs within a department.2 Features Of Good Competency Model 6. or employees belonging to a functional community.1 Essential Steps in Building a Competency Model: Competency is a composite of Knowledge. Attitude and Motivation to do a task. 4. 24 . 6. A simple model to look at is as follows: 1. 3.1 Essential Steps in Building a Competency Model 6. Still. the greater the likelihood that there will be a variety of competency profiles and applications.
observable behaviors. but to be ultimately useful. Defined Behaviorally: Competencies should be described in terms of specific. and reviewed regularly to keep pace with industry and company changes. Accessible: Competencies should be written and communicated in a way that is clear.6. understandable and useful to those outside of the HR world. not multiple. values and culture 25 . Current: Competencies should be up-to-date. clouding rather than clarifying an organization's priorities. Comprehensive: No important behaviors should be excluded. Compatible: Competencies should "fit in" with a company's vision. Independent: Important behaviors should be included in just one.2 Features Of Good Competency Model: The following checklist is not meant to be exhaustive. competencies. a set of competencies should be: Manageable: Too many competencies will become confusing and inefficient.
26 . 7.2 Definition.1 Identification.4.1 Competence-based Training. 7.Chapter-7 Three Milestones In Competency Mapping Process 7. 7. 7. 7.3 Formation of Competency Matrix.4 Competence-based Training and Competence-based Human Resources Management.4.2 Competence-based Human Resource Management.
Based on documentary analysis and interviews with industry experts. in which a typical job studied in its dynamic which is the object of analysis and is a construct built out of different related jobs. Constructivist analysis was developed and is used mostly in France. interview and also do BEI (Behavioral Even Interview). It‘s here we perform literature review. examination of work products. Occupational analysis was developed and is widely used in the United States. in which the function (defined as a meaningful set of tasks interrelated to attain an objective) is the object of analysis. This process establishes or defines the competencies needed to perform a work activity satisfactorily. modified. The process involves collection of evidence of employee performance to judge Competence against a standard and to identify performance areas that needs to be strengthened. Functional Analysis. portfolios. Functional 27 . Strategies and instruments to collect evidence include oral and written tests. 1 Identification: The initial step towards building the competency framework is concerned with identifying the major current and future trends in the industry. Three principal methods are used to identify Competencies: Occupational Analysis. Constructivist Analysis. and testimonies from third parties. in which the task is the object of analysis. or improved.Three Milestones In Competency Mapping Process 7. those trends are identified and described. and observation of performance. execution tests. simulations.
Five Forces. as well as by many other European and Latin American countries. SWOT analysis. Once major core capabilities are defined. Value Chain) and scale is developed. 7. After categorization Competency Matrix is formulated across the levels of the 28 . Functional analysis is the most widely used mainly because it is a more holistic approach than occupational analysis and is less time-consuming to develop than constructivist analysis. focus groups are again held with similar participants as in the first phase. In this phase a suitable framework for competency analysis is employed (e. after which categorization of competencies is done into essential. The process involves generalizing a competence which will be turned into a Competence standard in next phase. A standard is a competence that as a valid reference for a given group of workers and organizations. In order to develop more specific competencies framework for the particular organization. required and desired. The objective is to validate previously generated competencies and develop new ones essential for aligning to the core capabilities required in the industry. an in-depth analysis is conducted that differentiate the best from average or low performers in the industry in which the organization operates.g.analysis was developed and is used in the United Kingdom. 7.2 Definition: The industry analysis continues in a second step that is an in-depth analysis of the core capabilities. the process ends with formation of Competency cluster where each and every competency is defined and then Competency Dictionary is formed.3 Formation of Competency Matrix: Finally a Competence standard is established in this phase..
as follows: 7.department in order to standardize competencies.1 Competence-based Training: The process of designing and developing training based on a competency. which includes formal education and training.2 Competence-based Human Resource Management: This process uses competence in all processes linked to personnel management.4. for example. Here in the process of formal recognition of competence demonstrating the worker can perform a standardized labor activity. and promotions. work organization and flows. focuses on a job candidate‘s adaptability and his or her capacity for continuous learning.4 Competence-based Training and Competence-based Human Resources Management: Two other important processes are Competence-based Training and Competence-based Human Resources Management. establishing salaries. such as selection. training and development. and must also want (motivation) and have the necessary external 29 . Experts in competency judge whether mastery was attained. But a Competence-based selection is only the starting point for competent performance. 7. 7.4. It is also possible to speak of Competence-based Education. This process has progressively become an accepted strategy for curriculum development due to its clear link to real work. a person must know how (competence-based education and Training). evaluation. Competency-based training was developed to fill gaps identified during competency assessments. Competence-based selection. working conditions. In Order to perform.
competence-based human resources management encompasses all these aspects of performance. three questions may be pertinent: Does he or she know? Does he or she want? Can him or she do? In this respect. 30 . when a person does not perform up to the standard.conditions to perform well. In other words.
Examples of core competencies that are usually essential in organizations are problem solving. 8. it‘s necessary to determine the degree to which. these competencies are required in each type of position (i. 8. and communication skills. and CEO). 8.e. goals. teambuilding.3 Technical or specific competencies. 31 .1. Sales Manager.2. Steps involved in the process of competency mapping are as follows: Step 1.Chapter-8 Steps Involved In Competency Mapping and Classification of Competencies. and manner in which. Managerial competencies. Step 2 Assessing Competency Levels Required Across Positions After the leadership decides which competencies are essential. decision-making. Core or generic competencies. Steps Involved In Competency Mapping and Classification of Competencies Competency mapping is an approach that has the objective of helping an organization aligns individual development with the strategic objectives of the company. Receptionist..Development of Core Competencies In this step. and vision. the leadership of the organization meets to brainstorm which core competencies the organization requires in order to achieve its objectives.
Human Resources professional can counsel this person about current strengths and areas for improvement and point out the competency levels required for the higher level position. For example. using a Position Information Questionnaire (PIQ). Human Resources can provide coaching for individuals based on their unique developmental needs. Competency-Based Matrix For career development purposes. As career options become more complex and sophisticated.This assessment can be made through interviews with incumbents of sample positions. if a sales representative is interested in a position as Sales Manager. the core competencies are elevated in terms of sophistication as well. Then the 32 . The same competencies are included in each employee‘s performance appraisal instrument so that he/she is evaluated on the same criteria that are specified in the job description. Step 4. Developing Competency-Based Job Descriptions /competency profiling Following the interview process. A sample is attached. Step 3. Step 5. new employees (or potential employees) will be interested in career progression options available once they master different competency levels. Individual Development Planning Using the job descriptions and the performance appraisal process as a foundation. job descriptions can be developed that include not only duties and reporting relationships but the core competency descriptions that are tailored to each position.
Values HR Strategy Culture People Organization Process Technology Competency Modeling Organization Team/Process Role/Job Competency Based HR Programs Assessment Recruiting. workshops.employee and the HR person can jointly map out a plan for the employee‘s development (courses. mentoring. etc.) Table 8.1 Typical Competency Framework Business Strategy Vision. Mission. Selection. Deployment Development & Training Performance Management Reward 33 .
.g. Values and strategy What are the organizational values we stand for? What are organizational Core Competencies reflected in the strategy What is organizational Core Competencies we want to build/develop as part of our strategy? What are defined core competencies? 8. teamwork) 8. Managerial competencies (e. certification and technical certification can be used as baseline makers of knowledge and technical skills. Specific technical skill requirements particular to individual jobs must be detailed in job profiles Technical skills are typically more important differentiators at lower levels in the organization..1.3 Technical or specific competencies Specific to Roles Education.g. identify. Core or generic competencies for all staff (e. (e. 34 .. receive. register and distribute letters.Classification of Competencies Competencies are classified in three categories: 8. communication.g. empowering others. decision-making) Applicable to building institutions Organizational Vision. documents and/or other objects).2.
The choice of competencies marks the corporate environment and organizational behavior: An organization with the primary corporate competencies of Communication. and Problem-solving will have a very different corporate environment and organizational behavior than one with competencies of Planning and Organizing. what is new is how each organization chooses to prioritize certain competencies according to its mission. When seeking to create a new culture and build human resources capacity. the corporate seal. Instead. it is important to define organizational competencies—the combination of new competencies is not created in each case. Client Orientation. in a certain sense.Many organizations are identifying a set of corporate or organizational competencies that are common to all staff and which give. 35 . and Quality Orientation. The future. Team Work.
2: The 45 Competencies Result Intellectual Personal Communicatio n Information Collection Problem Analysis Adaptability Reading Written Independence communication Persuasivenes Empowerin s Numerical Interpretatio n Stress Judgment Critical Faculty Resilience Oral Presentation Detail Creativity Consciousnes s Self Planning Management Initiative Negotiating Leading Tenacity Ascendancy Tolerance Oral Expression Flexibility Motivating Others Developing Others Energy Concern for excellence Integrity Listening Sensitivity Appraising g Decisivenes s Business Sense Impact Organizing Risk Taking Interpersonal Leadership Oriented 36 .Table 8.
Unfortunately. Application of Competencies. 37 . The issue of relating managers to organizations and their performance concerns addresses the competency development process. This shows the need for practitioners to continue to be focused on how competencies can be translated into practice and what kind of competencies do managers want. This is fundamental because of a belief in one simple basic premise. The competency development processes are now quite well known and industries have begun to show considerable interest in the field. This includes what type of the developmental activities is most appropriate to a manager in the industry. This brings us to the next question of how can we reinforce competency building or capability analysis activity of an individual with that of a group of activities that can be articulated in a business context. and be responsible for events and influence actions particularly for himself and also afford learning. there a few guidelines for practitioners who wish to apply these concepts in their natural setting. That any effective system for competency development must increase the manager's capacity and willingness to take control over.Chapter-10 The Competency Development Process. and who has faced business pressure on the time and resources.
Figure 10. Stage 1 Data Gathering And Preparation Study Identified Jobs Stage 2 Data Analysis Stage 3 Validation Review the list of Probable Competencies Construct Competency Definitions Assign Proficiency Level Content Validation Session Identify Major Category of Skills Identify Probable Competencies Reinforce Proficiency of critical Competencies Refine Competency definitions if necessary 38 .1:-The Three Stages in developing an Organization Wide Competency Model.
g. if any. 39 .Stage 1: Data Gathering and Preparation. and critical success factors. Benefits Administrator. Obtain Role data in regard to such identified job families Identify job roles within each job families. Sales Force Trainer. Key responsibilities. Engineering and Maintenance. Review the job roles for its clarity in regard to Job Purpose. Accounting. Objectives. E. E. Review for inadequacies. Maintenance Mechanic. Cash Management. and improve upon the Role Profile form. Stores in Charge.g. Works Engineer. Production Management. Brand Management. to prepare it to be reviewed for competency mapping requirement. Step 1: Study Identified jobs This stage deals with the start up to a competency development process involving data gathering and preparation for an intervention. Product Manager. Obtain Role data in regard to each of the jobs. It deals essentially with the following: Identify an exhaustive set of job families in the organization. Treasury. Production Manager. Conduct a peer review exercise from one role incumbent to another.
to enable correlated understanding of the use of each skill in a job context. planning and forecasting could be supplementary skills. 40 . For example: Budgeting skills. Other dimensions which are critical for the role: Determine skills required to perform a job effectively. to establish relative c importance.. supplementary skills. Consequently. These skill requirements are determined on a functional and managerial basis and demonstrate capabilities that would enable a role incumbent to perform his or her job. It is when a role incumbent that it becomes a competency applies these skills behaviorally. Map the skills on an inter job family comparable basis. Similarly for budgeting skills.Step 2: Identify major categories of skills. Problem solving skills. Assign weights to each of the skills on a 5-point scale. to perform their roles effectively. For example. Each job has its minimum skill requirements. every job has its set of critical or major skills and a set of . transaction processing skill or business context. supplementary skills could be a sub-set of the major skill and would be essential to make the role incumbent performing the major skill.. to establish proficiency levels of the incumbents. Alternatively. Enable each job family and jobs within those job families to gain consistency in skills that have been stated as required to perform a job. problem solving could be a critical skill and fact finding information gathering could be supplementary skills.
Having identified the skills required for a particular role. would establish a boundary. Effectively. Clarify additional skills and the reason for placing those skills in relation to a particular job. 41 . assessment sets and other band matrix issues are resolved. if any competencies have already been mentioned. List the skills and evaluate which of them needs to be emphasized behaviorally. Add or to eliminate skills that appears to overlap and may cause conceptual confusion for a role incumbent when it has to be manifested behaviorally. within which competencies should be defined. attributes etc. now in particular. To study whether they have a behavioral dimension or only a skill without a behavioral expectation that has been inappropriately been stated as a competency. Relook at a role profile. Skills could be in some role profiles called as abilities. at the Role expectation section and evaluate whether adequate skills have been defined to enable the role incumbent. possible competencies that are critical for that role profile to be listed. competencies tend to be articulated from within the defined or pre determined skill sets. Evaluate the relative important scores that have been given to each skill or skill sets. to fulfill such expectations. This provides a framework within which competencies definitions. Evaluate. Differentiate those and delineate skills. Step 3: Identify Probable Competencies. Identification of such skill sets.
Have it agreed with the management teams. demands and constraints analysis for each job incumbent. The competencies are now finalized for each job role. benchmarking with similar jobs in the industry. exhaustiveness of competencies to fulfill the job objectives and purposes. Each role profile in turn would now have a detailed set Meta and sub competencies. . is now reviewed to check for any internal consistency. position evaluation matching with role demands. focus groups. 42 . Step 2: Construct competency definitions Each competency is placed in an individual and multiple boxes with both job family and competencies listed. Probable competency analysis would enable the evaluator to determine. Identify and list Meta competencies. whether all the required skills have been listed and defined. Each of the competencies is now defined in the context of the role profile.Perform workshops to communicate. It is likely that the skill emphasis may differ from one job to another. desired set of competencies that are futuristic etc. top management meetings. This acts as a checkpoint Stage II: Data Analysis Step 1: Review and finalize list of competencies. validity versus other jobs. Probable competencies that are identified from the last stage. The formalization has several processes: -namely. An appropriate matching process is conducted to identify where similar competencies tend to be necessary. although it is for the same competency. It is important to define the skill requirements for each of the said competency in each of the levels.
Define what proficiency means to the organization. Defining statements for each of the competency‘ and the sub competency as illustrated below. Step 3: Assign Proficiency Levels This is a long and an arduous process involving the top management. This is to prevent an ambitious definition for a lower level of proficiency requirement or a simple behavioral expectation where a higher level of proficiency is expected. focus groups with sample role profile holders or incumbents. proficiency levels and map for consistency. A higher level of proficiency is not a necessary condition for each of the competency. Mandate an iterative process to compare and cross-examine on definitions. Utilize the competency dictionary where required to ensure internal consistency. The work also involves defining proficiency levels. benchmark information on proficiency levels articulated by other comparable organization. Define levels and differentiate between appraisal ranking and proficiency levels. as it would become applicable to that particular organization. and what use would it be put to within the organization. 43 .
on the telephone. Whether one-on-one. in order to provide quality service and to ensure effective communication-the driving force that keeps a business running efficiently. it must receive full support and is a top priority within the workplace and endorsed by the management.For Example: COMMUNICATION The ability to communicate is simple in theory. with the customer. For a receptive communication environment to exist. This is because few people have had any formal communication training. the staff must be open and willing to really listen to one another. but is not always easy to achieve. This same philosophy for communication success must carry over into their relationship. Anyone can speak only a select few can really communicate 44 . or in a group setting.
The work also involves defining proficiency levels. Expert Is recognized thought-Leader whose contributions influence knowledge in this area. as it would become applicable to that particular organization 45 . .1:. 4.Table 10. Exposed Has some knowledge but little or no practical experience 2. Development Has some practical experience and can apply with supervision 3. Proficient Has substantial knowledge and can apply it without supervision. can apply it well in complex situations and can supervise others. 5. Mastery Has extensive knowledge.Proficiency Levels I.
Step 2: Reinforce proficiency levels of critical competencies At this stage. Reestablish the business case for implementing a competency development work process. Run pilot workshops wherever necessary. time and the process involved to roll it out through the enterprise. cross section of managers and typical role profile holders. Speak. Validate the findings from Stages I and 2 particularly in regard to the skills identified and. Evaluate whether the exercise has generated adequate data and information to progress with the competency definition and proficiency mapping exercise. Active listening-respond respectfully to all communication styles. Conduct a validation exercise to check for ease of understanding. Nonverbal communication-body language mirrors your verbal language. competencies profiled. implementation possibility. so people will listen-improve your platform excellence. Overcome daily communication barriers-improve working relationships.Define milestones for such an implementation work. . This exercise may cause a 46 .Stage III: Data Validation. Step 1: Content Validation Session Bring together an appropriate focus group consisting of top management. proficiency analysis and validation is essential to be conducted through similar cross management focus groups. Tabulate the learning process.
with brevity and to meaningfully capture the fundamental meaning and intended application of a competency. Freeze upon the definitions. Step 3: Refine. Illustrate with examples how proficiency levels have been articulated. Lower benchmarks may mean lower value of job. Run a Pilot focus group. inaccurate conceptual clarity. It should be remembered that eventually proficiency levels have to be measured in an Assessment Centre meant to assess Assesses. conveying an unintended meaning etc. Apply principles of effective writing skills in a simple way. Conduct a top management workshop and finalize the definitions. Handle insecurities and threat perceptions in the usage of proficiency levels. Refine them to absorb errors of commission or omission including those that deal inappropriate language. or a job value as is understood in a Position Evaluation exercise. Run pilot workshops where necessary. as there is likely to be a misunderstanding that proficiency levels in turn demonstrate the position value. which could be an apprehension with role profile holders. A meaningful usage of proficiency levels would enable an effective way to assess. if necessary. lack of understanding.considerable consternation. valued and how they would be used. if necessary Focus upon the competency definitions in the light of details obtained through the validation exercise. 47 . to a job. Redefine competency definitions.
skills and performance were still too early to tell for many respondents. What emerged is that the focus must be on developing competency-based processes that drive improvements. Yet improvements in competency. The role of competency is to move the employee through the organization in a cyclical fashion. What emerged is that the focus must be on developing competency-based processes that drive improvements The concept of competency applies to the full range of HR functions. skills and performance were still too early to tell for many respondents. Yet improvements in competency. Competency-based HR applications focused on behavior levels. 48 .Application of Competencies. Focus and emphasis was also increased. The respondents thought that competency-based HR applications help their organizations to focus behavior. Focus and emphasis was also increased. Competency-based HR applications focused on behavior levels. from one position to another. The early adopters were implementing competency-based HR one for a number of potential benefits.
Chapter-10 Benefits of Using a Competency-based Selection System. Training and Development System Using Competency-based selection system benefits in the following way: Provides complete picture of job requirements-A competency model provides a complete picture of what it takes to perform the work. It also provides a method to the interviewers to provide candidates with a clear and realistic picture of what will be expected of them. After interviewing a candidate for a couple of minutes or even hours depending upon the position. When such a person leaves either due to poor performance or because he was not the right fit.Hiring the wrong person has a tremendous impact on the productivity and profitability of an organization.It would be worse to hire a person for a key position who fails to perform effectively. the time and money spent in 49 . the employer should be able to determine whether the candidate has the potential to succeed in the job. it should not be based merely on how one happens to write a persuasive resume and make a good first impression. thus ensuring that interviewers look for characteristics that are needed to do the job well. Incorporating a validated competency model into the selection system addresses this problem. in addition to required skills and knowledge. identifying the competencies with a strong correlation to high levels of performance on the job Minimize investment in people who do not meet expectations. Increases the likelihood of hiring people who will succeed.
An effective training a development system must take a long-term view of organizational needs. Also.hiring and training becomes a waste. introspection experience. replacement efforts have an adverse impact on productivity. 50 . A well-structured competency model includes behaviors with a strong correlation to effectiveness on the job and also those required supporting the organization's strategic direction and developing and maintaining the culture needed to achieve its business objectives. Using a competency model as the basis of a training development system helps to avoid a short-term perspective ensures that the system focuses on the right things And also: Enables focus on relevant behaviors and skills-Identify strengths and weaknesses seems to be straightforward but methods such as feedback from others. These models can also help people better assess their current capabilities and determine the behavior they need to develop to improve their effectiveness. Competency models play an important role in keeping people and organizations focused on the ski knowledge and characteristics that affect job performance. Ensures alignment of training and development-A compete model provides focus for training and development opportunities and ensures that they are the ones that are essential the success of the organization. some kind of testing or a combination of these gives the basis of what an individual is good at and where needs to improve. and it must focus on developing the talent that currently available in the workforce in order to meet the needs.
This ensures agreement on performance criteria. specificity and concreteness in discussions about performance deficiencies and handling of large amounts of data in a structured manner. It also ensures opportunity to supervisors to observe behavior. It provides a shared picture of what is considered relevant and important to effective performance. Provides a shared understanding of what will be monitored and measured.A competency model integrated with performance appraisal ensures a balance between what gets done and how it gets done. Models aligned with the business objectives specifically outlines the performance criteria that will be used to measure effectiveness and success in that position.Chapter-11 Benefits of a Competency-based Performance Appraisal System and Succession Planning Benefits of a Competency-based Performance Appraisal System A competency model can address many of the issues related to performance appraisal. The concern is not only with results but also with the behavior and manner with which those rests are attained. collecting relevant and sufficient data. what is accomplished and what is not accomplished. 51 .
Training and ~ Development (Clarification of strengths and weaknesses. it cannot guarantee that the right decision will be made. knowledge and characteristics that are important to success are clearly described. accompanied by the person's develops needs and recommended actions to close the gap. All of them together identify and develop individuals who are believed to have the potential to fill specific and senior positions. It provides a roadmap of where to begin the discussion and what areas to focus on. development. Succession planning integrates the various systems of HRM with the model such as selection (Criteria for successful performance identification of those people who most likely to succeed). The competency model adds value to these other systems by contributing to the effectiveness of the succession planning system. agreement among the decision makers all what is required for success in each position. who is ready and v who will be ready soon.Organizations face the challenge of discussing a person behavior in a manner that is focused and useful and does put the individual on the defensive.Competency model helps to define the abilities that are necessary to fill the role and also those behaviors that are strong predictors of success. Focuses and facilitates the performance appraisal discuss. planning skill. Benefits of Using a Competency-based Succession Planning System For succession planning there is a need for a list of the posit under consideration. knowledge and characteristics. However. training and on-the-job experience). Appraisal System (Monitoring progress. coaching and evaluation). Clarifies required skills. The skills. 52 .
• Reinforce corporate strategy. resulting in a systematic approach to professional development. 1. and better employee retention. A competency model along with the 360-degree feedback process serves to create an agreed-upon list of the criteria required by the job. improved job satisfaction. Provides a method to assess candidates' readiness-Determining if and when candidates are ready for a role requires a method to assess their strengths and weakness. • Provide a common understanding of the scope and requirements of a specific role. culture. The competency model describes the competencies needed in the role and the feedback provides a method of assessing a candidate's current competencies. Benefits for the company: • Provide a common framework and language for discussing how to implement and communicate key strategies. Individual and aggregate assessment of competency levels and relevant behavior can help identify the presence and absence of key capabilities at the organizational level. Focuses training and development plans to address missing competencies-A competency model and the 360-degree feedback process create a powerful pairing to pinpoint the areas that require improvement before a candidate can advance in an organization. Allows an organization to measure its bench strength-A competency model allows an organization to assess its bench strength. organization-wide standards for career levels that enable employees to move across business boundaries. • Provide common. 53 . • Establish expectations for performance excellence. and vision.
• Provide a clear foundation for dialogue to occur between the manager and employee about performance. behavioral standards of performance excellence) required to be successful in their role. behavioral standards of excellence).. Benefits for Managers / Supervisors • Clarify standards of excellence for easier communication of performance expectations to direct reports.• Increase the effectiveness of training and professional development programs by linking them to the success criteria (i. Benefits for employees: • Provide development tools and methods for enhancing their skills. and career-related issues. development.. 3. • Provide the basis for a more objective dialogue with their manager or team about performance. • Identify performance criteria to improve the accuracy and ease of the hiring and selection process. • Support a more specific and objective assessment of their strengths and specify targeted areas for professional development. and career related issues. 54 . 2. • Provide more objective performance standards. development.e.e. • Identify the success criteria (i.
Competency Identification.Stage II Dictionary Formulation. 55 .2.Stage III.3.Chapter-12 I. For Competency Mapping.2 An overall Project Developed by I. . 12.2.T. 12.2. 12. Matrix Formation.Imperial Tobacco Company India Limited 12. 12.T.2.C.C.1.Stage I.1 Need for competency framework.
Hotels. In recognition of the Company's multi-business portfolio encompassing a wide range of businesses . AgriExports. Though the first six decades of the Company's existence were primarily devoted to the growth and consolidation of the Cigarettes and Leaf Tobacco businesses. 2001. Information Technology. Lifestyle Retailing and Greeting Gifting & Stationery . Its beginnings were humble. ITC's Packaging & Printing Business Division was set up in 1925 as a strategic backward integration for ITC's Cigarettes business. the Seventies witnessed the beginnings of a corporate transformation that would usher in momentous changes in the life of the Company. The Company now stands rechristened 'ITC Limited'. creating growing value for Indian economy and the Company‘s stakeholders” Mission Statement:“To enhance wealth generating capability of the enterprise in a globalizing environment.the full stops in the Company's name were removed effective September 18. The Company's ownership progressively Indianized. Paperboards & Specialty Papers. 56 . Packaging. delivering superior and sustainable stakeholder value” Company Background:ITC was incorporated on August 24. Foods.Vision:“Sustain ITC’s position as India‘s most valuable corporation through world class performance.T.Cigarettes & Tobacco. Limited in 1974.C. and the name of the Company was changed to I. It is today India's most sophisticated packaging house. 1910 under the name of 'Imperial Tobacco Company of India Limited'.
The objective of ITC's entry into the hotels business was rooted in the concept of creating value for the nation. ITC chose the hotels business for its potential to earn high levels of foreign exchange. Surya Tobacco became a subsidiary of ITC Limited and its name was changed to Surya Nepal Private Limited (Surya Nepal). This KOVAI Unit allows ITC to improve customer service with reduced lead time and a wider product range. create tourism infrastructure and generate large scale direct and indirect employment. 2002 and became a Division of the Company. In 1985. Tamil Nadu. in Nepal as an Indo-Nepal and British joint venture. In 1990. The merged entity was named the Tribeni Tissues Division (TTD). In 1979. British American Tobacco and various independent shareholders in Nepal. Ltd (BIPCO). TTD was merged with the Bhadrachalam Paperboards Division to form the Paperboards & Specialty Papers Division in November 2002. ITC entered the Paperboards business by promoting ITC Bhadrachalam Paperboards Limited. ITC acquired Tribeni Tissues Limited. Since inception. In August 2002. Bhadrachalam Paperboards Division. its shares have been held by ITC. a Specialty paper manufacturing company and a major supplier of tissue paper to the cigarette industry. 57 . In 2004. ITC acquired the paperboard manufacturing facility of BILT Industrial Packaging Co.In 1975 the Company launched its Hotels business with the acquisition of a hotel in Chennai which was rechristened 'ITC-Welcome group Hotel Chola'. ITC set up Surya Tobacco Co. To harness strategic and operational synergies. which today has become the market leader in India. Bhadrachalam Paperboards amalgamated with the Company effective March 13. near Coimbatore.
an exclusive line of prestige fragrance products. In December 2005. a vernacular range of greeting cards in eight languages and 'Expressions Paperkraft'. Autograph books and Slam books. ITC also initiated a foray into the popular segment with its men's wear brand. ITC introduced Essenza Di Wills. the company rolled out 'Classmates'. a range of notebooks in the school stationery segment. In 2003. christened 'Choupal Sagar' was inaugurated in August 2004 at Sehore.) In 2000. ITC's unique and now widely acknowledged e-Choupal initiative began in 2000 with soya farmers in Madhya Pradesh. Two more have commenced operations at MHOW and Vidisha (M. ITC also launched 'Expressions Matrubhasha'. to select 'Wills Lifestyle' stores 58 . Now it extends to 7 states covering over 3.P. ITC set up the International Business Division (IBD) for export of agri-commodities. the product range was enlarged with the introduction of Gift wrappers. ITC's first rural mall. a range of premium stationery products. ITC's Packaging & Printing business launched a line of high quality greeting cards under the brand name 'Expressions'. John Players. ITC also entered the Lifestyle Retailing business with the Wills Sport range of international quality relaxed wear for men and women in 2000. The Wills Lifestyle chain of exclusive stores later expanded its range to include Wills Classic formal wear (2002) and Wills Club life evening wear (2003). In the same year. The Division is today one of India's largest exporters. In 2002. in 2002. leveraging its agri-sourcing competency.5 million farmers.Also in 1990.
Staples and Snack Foods segments. ready-to-cook pastes. Madhur. ITC spun off its information technology business into a wholly owned subsidiary. during December 2005 in select markets marking its foray into the Toffees segment.In 2000. ITC's foray into the marketing of Agarbattis (incense sticks) in 2003 marked the manifestation of its partnership with the cottage sector. The range was further strengthened with the launch of a number of variants in the packaged desserts segment. The business also launched 'Cofitino'. In 2003 'Sunfeast' biscuits were launched and 'mint-o' lemon mint flavor was introduced. the 'mint-o' trademark was acquired and relaunched in orange and mint flavors. Sambrani and Nagchampa. ITC's popular agarbattis brands include Spriha and Mangaldeep across a range of fragrances like Rose. Jasmine. 59 . Mangaldeep. The 'Aashirvaad' brand now extends to ready-to-eat foods. ITC's philosophy of contributing to enhancing the competitiveness of the entire value chain found yet another expression in the Safety Matches initiative. salt and spices. In 2002. Bouquet. Delite and Aim. Sandalwood. In 2003 the 'Candyman' range was expanded to include deposited candies and éclairs. ITC made its entry into the branded & packaged Foods business in August 2001 with the launch of the Kitchens of India brand. In the same year 'Candyman' was added to the confectionery range and 'Aashirvaad' atta was rolled out. ITC InfoTech India Limited. ITC now markets popular safety matches brands like iKno. In 2004 the 'Kitchens of India' brand was extended to cooking pastes. A more broad-based entry has been made since June 2002 with brand launches in the Confectionery. to more aggressively pursue emerging opportunities in this area. VaxLit. In 2002.
cost.12. . managing and improving the overall health and success of business systems.Continue to shift from prescriptive.Translate agency vision into clear measurable outcomes that define success and that are shared throughout the agency and with customers and stakeholders. Replace existing assessment models with a consistent approach to competency management. what would they typically cover? Let us look at their priority list . involving agency headquarters and field components. And Implement efficiency. speed. 60 . customer service and employee alignment. forward-looking strategic partnership. predictive performance management system.Include measures of quality. . . consequently influencing the performance and results. motivation and skills to provide an in-depth.1 Need for competency framework:- If a leading organization like ITC seeks to create an efficient and effective competency management.Identify core capabilities in the business and in the individual to help connect work with behavior. audit and compliance-based oversight. .Provide a tool for assessing. to an ongoing.
C.T. For Competency Mapping Identification Literature Review Competency profiling Interview BEI (Behavioral Event Interview) Dictionary Formulation Competency mapping in ITC: Competency Cluster Formation Competency Definition Competency Formation Matrix Formation Scale Development & Scoring Competency Categorization Competency Matrix Preparation 61 .Figure 12.2:.An overall Project Developed by I.
Person concerned can also refer to the competency dictionary formulated by organization. The top-down approach generally involves picking. There are 17 competencies listed down and all the positions across the level are mapped on those 17 competencies.Stage I Competency Identification:First and foremost step is Competency identification which also involves Competency Profiling. The topdown process has the potential to reduce the applied face validity of the profile and. reduce employee buy-in. based on a strategic analysis of the organization's performance objectives. an array of competencies from a dictionary of competencies and assessing those for a particular position or class of positions. Step 2 Competency Profiling:Competency profile development can be handled in a number of ways. The shortcoming associated with this approach is that the competencies survey is carried out as an additional step separate from the creation of the profile. these positions are of Divisional Manager. Area Manager. area Business Manager. and Area Executive. The bottom-up approach on the other 62 . subsequently. Competency mapping in ITC is done only for 5 positions in marketing department. two of which are the top-down and bottom-up approaches. It involves following steps Step 1 Literature review:It involves reviewing entire literature about how competency mapping is done generally and how is it practiced in ITC. Regional Manager.
Q 4. How do you perceive this job? Q 2. In addition to these potential benefits. bottom-up approaches may result in employees being directly involved in the development of competency profiles that will describe behaviors that are relevant to their tasks. in such case questionnaire will include following questions: An example of type of questionnaire prepared for the interview of Area executive. What are different types of important or critical aspects or knowledge you need to know to perform the job correctly? 63 . A competency profile is generally composed of five to ten competencies but in ITC it includes 17 competencies which are required to accurately reflect performance variations in the position. Step 3 Interview:- Prior to interview the person in-charge is required to develop a questionnaire. thereby increasing the facevalidity and simultaneously developing the assessment questions to tap into them.hand involves exploratory checklist surveys and subsequent confirmatory interviews to derive the competencies from employees. What type of Technical know-how an area executive should have to carry-out the job effectively? Or what sort of marketing Knowledge is required for the area executive‘s Post? Q 3. Q1.e. An example of the interview of an area executive. What are the different concepts you need to know to perform the job effectively? What do you mean by those concepts in a fresher‘s language i. Elaborate them in few lines. In ITC Bottom-up approach is practiced.
How do you manage distribution channels and coordinate with distributors? Q 18. What is A-Z ownership means to you as an area executive? Q 9. Are you involved in sales forecast? Q 15. How do you look at the customer complaints? Q 17. How an area executive can help other Departments? Q 8. What qualities should a process engineer have for statistical control of manufacturing processes? Q 11. How do you seek a help from other departments? Q 7. What sort of Qualities an area executive should posses for Business Acumen? Once you are through with interview session we get an overall picture of the technical competencies required to perform this job.Q 5. How do you Motivate and train the sales force? Q 12. How do you work on the problem solving tools? What is 8-D? Q 13. What do you do to generate orders? Are you sometime required to participate in market forecast and formulate strategies? Q 16. How your communication skills are important to perform this job? Q 14. What is your role in improving a sales and formulating strategies? Q 10. 64 . Which are the different areas where you concentrate the most? Q 6.
Considering same example of the sales person after BEI competencies come in picture could include Problem Solving and Judgment. manage Key Accounts and supervise and motivate the field sales force. Managerial and Functional Competencies.Step 4 BEI (Behavioral Event Interview):This is the most important step in competency mapping as a process because here interviewer is required to put himself in the shoes of interviewee and judge what behavioral competencies are required for that particular position Competence profiling ad interview only describes what is expected to be done by the person holding that post. Interpersonal skills etc. Commercial Awareness. So they might describe the duties of a Sales Manager for example. these are supposed to be described by superiors e. for an area executive it will be area manager who will provide a fruitful insight in describing competency levels for area executive. In ITC Competencies are broadly classified in two i. Drive and Determination. prepare quotations and sales order processing. The broad concept might be said to be based on the frequently quoted adage:‖ people get hired for what they know but fired for how they behave‖ Stage II Dictionary Formulation Step 1 Competency definition:Here we define all listed competencies. These are:- 65 . These are not formal definitions. such as manage the sales office and its staff.e.g. While after doing BEI we will come know what is required to perform with excellence in this role.
Developing self and others Market Knowledge Competitive intelligence Sales forecast Portfolio management Wholesale distribution and finance Work process and system 66 . Innovation and continuous improvement.Managerial Competencies – Functional Competencies – Organizational and business focus. People Leadership. Result Orientation.
Thus forming clusters of competencies around the central themes.g. oral instruction. in case of above listed managerial competencies there are two clusters as shown below in figure 12.3:- Managerial Competencies Organizational and business focus Leadership Quality Innovation and continuous improveme nt People leadership Result orientation Developing self and others Figure 12.g. Communicating strategy are all counted under a common name i.writing report. Communication. E.e. listening .Step 2 Competency Cluster formation:Here competency which are common are listed under common heading e.3 Competency Cluster formation 67 .
Following is an example of dictionary formulation where competencies of Area executive are listed and dictionary is formed (refer table 12.1) 68 .Step 3 Competency Dictionary:A Competency dictionary is formed where against each competency that particular competency is defined.
anticipating Competitive intelligence competitor‘s next move and Knowledge about New Product Development as well as market demand for it is necessary. Current Product position in PLC DEFINITIONS Knowledge of the Competitors.4 COMPETENCIES Functional Skills Updated knowledge of market. Position requires the person to be able to generate. analyze and evaluate statistical data available. Entire knowledge of logistics and its application to Product market An AE is required to formulate competitive pricing strategy Logistics management Wholesale Distribution pricing 69 . complete know-how is required. Complete Knowledge about statistics of Sales Forecast market demand of the product so as to do efficient forecast.Table 12. competitors. Market Knowledge.
70 . For which he should be owner of an excellent personality with good communication skills. so he is required to be very good at people People Leadership skills. should be empathetic and approachable.Managerial skills A. should Innovation improvement. He needs to provide quality assurance. can Negotiate with Distributor through Leadership on the issue of Cost. He is required to handle customer complains wherein he drives the 8D team by taking the initiative to solve the customer complaint as he is the owner of the particular line. An AE is required to deal with customers.E. and continuous be able to formulate new strategies and implement tools like Kaizen. An AE must be efficient enough to come up with innovative ideas while dealing with customers and get business in volume.
's Approach should be result oriented. Also While solving the Customer Complaint he should target the things according to the 8D requirements to meet the final Customer Requirements AE should be a self motivating person and Developing Self and Others should be able to motivate others to achieve their targets. He should be able to set SMART targets for himself and his team. At times he is required to play the role of a mentor for his subordinates. cumulative. Stage III Matrix Formation Step 1 Scale development and scoring:In matrix formation we first of all develop a scale on which competencies are mapped. Semantic differential scale.A. and besides result oriented he should be good at problem Result Orientation solving too.E. Guttmann scale or we can 71 . Thurston scale. try to improve the sales. While looking after the process. This scale could be any attitude scale like Likert scale.
also do multi-dimensional scaling.g. in case of an operator minimum communication skills required because he is not supposed to interact a lot with client while in case of a sales representative he essentially require to have excellent communication skills in order to make sales. There are organizations which use color symbols to categorize competencies. Thus competencies are categorized. Required and desired. the process will end up with the generation of table called competency matrix.5 Scale Development 1 3 5 Essential Required Desired Step 2 Competency categorization:- Here competencies are categorized into Essential. An example of scale used for competency mapping: Figure 12. Thus a proficiency scale is developed on which competencies are mapped.6) 72 . (Refer table 12. Step 3 Competency Matrix Preparation:- In this step entire data gathered in interview and BEI will be analyzed and levels to be mapped will be judged against all the 17 competencies listed above. Competencies differ from post to post e. Thus communication skills are at ―desired‖ level for operators working in factory while it is at ―essential level‖ in case of a sales representative.
Competencies Divisional Branch Manager Managerial Organization and business focus Innovation and Continuous Improvement People Leadership Result Orientation Developing Self and others Functional Competencies Market Knowledge Competitive Intelligence Regional Area Area Ratings Manager Manager Manager Executive (1 to 5) Sales forecast Portfolio Management 73 .
trading. finance.Wholesale Distribution. pricing Work Process and System Stock Control Category Management Logistics Management Merchandizing Promotion Management Distribution Management Trade account Relationship Management 74 .
appraisals. mission. 75 . values and culture. job-relatedness and expense.4 Another challenges the job-person suitability analysis Enabling Challenges Competency Models comprise of groups of competencies. Other competency models are specifically designed for a particular organization. training and compensation to vision. communicate and clarify. negative feedback.2 The next challenge is measurement 13. measurement.3 Negative feedback 13. communicating the behaviors that are desired in the organization and clarifying the leadership focus.1 One of the major challenges is Participation 13. Some other reasons were planning to grow newer skills within the organization. These challenges can be listed as participation. The primary reason for constructing a competency model was to link the processes like interviews.Chapter-13 Enabling Challenges 13. Some models are generic lists of individual characteristics that can be used in HRSystems. There are some challenges involved with the development and installation of the model. The gist of the matter is competencies help managers and other employees to link. plan.
13. Some employee may not take a negative feedback constructively and cause harm to the organizational goals.3 Negative feedback:- Negative feedback and the way it is taken is another big challenge that any organization may face.1 One of the major challenges is Participation:Organizations need time and commitment of its management. 13. Participation becomes a huge factor in the successful implementation of the competency system. It is extremely important to have accurate performance measures when it influences compensation.4 Another challenges the job-person suitability analysis:- Individual competencies help map the characteristics of a person and therefore decide the suitability of that person for a particular job. Competencies thus become tools for direction and change. top through to the participating management to involve all drive the mapping process. 13. Therefore the organization should have the courage to face the conflict that would arise when negative feedback is given.2 The next challenge is measurement:Measurement is very crucial since the progress of project or the Performance of an employee can be tracked only when it is measured. Individual 76 . promotion and career opportunities. 13. For the model to persist in the organization there should be broader participation in terms of multiple opinions and the ability to think and argue. Assimilation of the competencies into everyday communications helps specific and explicit expression of feelings and opinions.
competencies can be used to structure specific questions that can be used in constructing the interviews that would help objectively choose the right kind of a person for the job under consideration. This task is becoming tougher and tougher by the day because in today‘s dynamic environment the job descriptions are exchanging very fast. Nonetheless. competency systems should be job-related The one other challenge that the competency system must face is that of the expense incurred in designing and implementing the system: Developing of the competency systems that may function as performance management systems and their implementations is an expensive option and should be exercise only after taking consideration 77 .
then you are on your way to optimum performance.Conclusion A competency development initiative must floe from the core business competencies and our work approach therefore cascades the identification of then people competencies from an understanding of the critical success factors that differentiate the organization from its competition. and carrying employees together. when you match a person who brings those unique talents to a specific job. Good Competency drivers are capable of identifying directions. which requires the corresponding competencies. 78 . The capacity to build up competence and get to the future first without taking undue risk is an important aspect and path breaking. Therefore. Managerial and Technical competencies then get demonstrated through the individual‘s performance of his role. choosing paths. The Collective Performance of the individuals and teams in their denned roles thus enable the intended organizational performance. Sustained performance gives the business its unique competencies. initiating actions.but an in-depth analysis of a specific position. The collective performance of his role The Competency Based Position Analysis is a not an assessment of a person . A good competency driver must have the integrity and quality of being honest with oneself.
. Designation………………………………… Department………………………………. From the organizational point of view this questionnaire is a part of development exercise to know the strength and the areas needing improvements (possible blind spots) in terms of various competencies at various levels of the Manufacturing department. executive level. A development is needed Performance on this competency fails to meet acceptable standards. (Please return the completed questionnaire to me on or before…………………) Please rate each competency using the 5-point rating scale Exercises outstanding performance on this competency far exceeds acceptable standards Exercises very good performances on this competency better than acceptable standards Exercises quite acceptable performance on this competency and meets requirements Performance on this competency is not quite up to acceptable standards.Annexure IV Questionnaire Name………………………………………. managerial level. A major development is needed 5 4 3 2 1 79 . and staff level. Objective: This is sent to you as a part of my MBA project I am undertaking in this organization on the topic ‗competency mapping‘ from Human Resource perspective. namely top level.
Commitment Widely trusted Takes ownership on the assigned responsibilities Impartial and fair in exercising the responsibilities Delivers results on commitment 5. safety and social objectives are integrated into business activities Gets results consistently 1 2 3 4 5 5 5 5 4 4 4 4 3 3 3 3 2 2 2 2 1 1 1 1 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 80 . Performance Sets and achieves ambitious goals Drives for continuous improvement Ensures that health. Values and ethics Aligns with company values Adheres to code of conduct Ensures that the standards and specifications are kept Rewards right behaviors 4. feedback and recognition Communicates effectively with people 3. Vision and Purpose Sees new possibilities to take the organization to a higher realm Optimistic.(Questionnaire used for both self and others rating) Competencies at Top Level: Please tick ‗‘ what you feel most appropriate 1. Sees everything with a positive outlook Creates and communicates compelling vision or direction Inspires and motivates others with enlightened insights 2. Developing people Assembles strong teams Empowers and trains people Provides rewards.
hard information such as figures and facts. Basic knowledge and information Command of basic facts: Understand the business and have sound knowledge of basic facts surrounding the business such as short and long term goals. product knowledge and the roles and relationships between various departments. targets and deadlines Pro-activity: Respond to the needs of the instant situation. Meta Qualities Creativity: Come up with unique ideas or solutions – either one‘s own ideas or ideas from another source 1 5 4 3 2 1 2 5 4 3 2 1 1 5 4 3 2 1 2 5 4 3 2 1 3 5 4 3 2 1 4 5 4 3 2 1 5 5 4 3 2 1 1 5 4 3 2 1 81 . Relevant professional knowledge: Know the background of management principles including planning. calling for a high level of judgment or taking appropriate decision without much delay Social skills and abilities: Develop. but while making such a response consider the long-term aims and goals and the impact of immediate decision 3. negotiate. power. Skills and attributes Continuing sensitivity to events: Aware of what is going on and is perceptive and open to information. problem solving and decisionmaking skill: Weigh the pros and cons in an uncertain and ambiguous situation. organizing controlling and directing 2. resolve conflict. use and respond to authority and power so as to get things done Emotional resilience: Deal with emotional stress and strain that arises as consequence of working situations of authority. persuade.Competencies at Managerial level” Please tick ‗‘ what you feel most appropriate 1. and soft information such as feeling of other people Analytical. leadership.
2 Mental agility: Grasp problems quickly, think about several things at once, understand the whole situation quickly and ‗think on ones feet‘ 3 Balanced learning habits and skills: Use a range of learning process including use of inputs like teaching, discovery from one‘s own personal experiences and reflection 4 Self-knowledge: Aware of one‘s own beliefs, goals, values, feeling, behavior and the part they play in influencing their actions
Competencies at Executive Level (Q. A &Q. C Division)
Please tick ‗‘ what you feel most appropriate. 1. Personal competencies 1 Assertiveness: Able to state one‘s opinion firmly 5 and positively 2 Integrity: Gain trust and confidence by 5 interacting with fairness, honesty and truthfulness 3 Self- sufficiency: Exercises the professional 5 duties without assistance 4 High emotional stamina: Relaxed & poised. 5 Maintain effectiveness even under pressure 2. Knowledge level competencies 1 Command of basic facts: Understand the 5 business holistically and have a sound knowledge of the basic facts of Millipore business 2 Quality consciousness: Work always with quality 5 awareness 3 Organizational awareness: Have wide 5 knowledge about the organization, its departments and functions 4 5 Knowledge on standards and specifications 3. Job related skills/competencies 1 Presentation skill: Able to present ideas, 5 concepts, plan and procedures clearly to the target group 2 Analytical and problem solving skill: Weigh the 5 pros and cons in an ambiguous situation and takes appropriate decision without delay 3 Concern for excellence: Work with burning 5 desire to perform outstandingly 4 Negotiation skill: Discuss and share opinions so 5 as to arrive at a constructive agreement. 4. Communication and interpersonal competencies 1 Listening skills: Listen to others views with 5 patience 2 Precision in communication: Listen to others 5
4 4 4 4
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and express the idea with clarity and precision 3 Persuasiveness: Able to move others in getting things done 4 Sensitivity: Aware of what is going on in the work place and responds in a suitable manner to situations as they arise
data and analytical tools to draw accurate and meaningful conclusion 3 Creativity: Come up with unique ideas. Job related skills/ competencies 1 Information collection: Gather relevant data from different sources that are needed to perform the job 2 Analytical skill: Use relevant facts. standards and specification 3. deadlines. insights and solutions 4 Technical expertise: Know in detail about the technology used in production 5 4 3 2 1 5 5 5 4 4 4 3 3 3 2 2 2 1 1 1 5 5 4 4 3 3 2 2 1 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 5 4 4 3 3 2 2 1 1 85 . Personal competencies 1 Stress tolerance: Cope up with work strains that arises as a consequence of working situations of targets. so as to get the exact information needed 4 High energy level: Operate and maintain fast pace and tempo at the work place 2. Knowledge level competencies 1 Operational knowledge: Know each and every details of production process 2 Numerical interpretation: Comfortable with numerical facts and exercises quantitative reasoning effectively to derive solution 3 Identifying bottlenecks and rectifying them: Recognize situations that retards wok progress and gives immediate attention and rectification to the problem 4 Knowledge on production concepts.Competencies at Engineers Level (Production Engineers) Please tick ‗‘ what you feel most appropriate 1. work load and pressure from superiors 2 Self starting and proactive: Respond to the needs of the instant situations voluntarily 3 Detail consciousness: Explore into the necessary details.
Interpersonal and leadership skills/competencies Precision in communication: Express the ideas 5 with clarity and precision Motivating: Encourage the technicians and 5 operators to work towards the organizational goal Appraising and developing: Evaluate the 5 performance of technician and operators and provide corrective steps whenever required Organizing: Arrange works systematically and 5 provides structure and order to works 4 4 4 3 3 3 2 2 2 1 1 1 4 3 2 1 86 .1 2 3 4 4.
work load and pressure from superiors 2 Self starting and proactive: Respond to the 5 4 needs of the instant situations voluntarily 3 Detail consciousness: Explore into the necessary 5 4 details. Knowledge level Competencies 1 Knowledge on accuracy: Able to check the 5 4 correctness of the drawing 2 Product knowledge: Know the physical structure 5 4 of each product and its parts 3 5 4 Knowledge on the latest design packages 4 Identifying bottlenecks and rectifying them 5 4 3. 3 Self management: Exercise the expected 5 4 professional duties without repeated guidance and monitoring 4 Creativity: Come up with unique ideas. Job related competencies/skills 1 IT Skills: Have excellent IT knowledge and able 5 4 to apply this knowledge to the work for the effective performance of the job 2 5 4 Time management: timely plan the works and complete them as scheduled.Competencies of Design Engineers Please tick ‗‘ what you feel most appropriate. Interpersonal and communication skills/competencies 1 Team spirit: Work with the spirit unity and 5 4 shares knowledge with one another 2 Flexibility: Alter and deviate individual work 5 4 plan to suite to the changing needs of the 3 2 1 3 3 3 2 2 2 1 1 1 3 3 3 3 3 2 2 2 2 2 1 1 1 1 1 3 3 2 2 1 1 3 2 1 3 3 2 2 1 1 88 . deadlines. Personal competencies 1 Stress tolerance: Cope up with work strains that 5 4 arises as a consequence of working situations of targets. so as to get the exact information needed 4 High energy level: Operate and maintain fast 5 4 pace and tempo at the work place 2. insights 5 4 and solutions 4. 1.
organization and the department 3 Precision in communication 4 Receptive to corrections: Accept corrections and advices from the superiors and experts 5 5 4 4 3 3 2 2 1 1 89 .
Knowledge level competencies 1 Detailed knowledge of materials and tools used for assembling 2 Operational knowledge of machines and tools 3 Knowledge on product standard and specification 4 Knowledge on product testing 3. Interpersonal and communication skills 1 Team oriented: Enjoy working in groups and able to contribute to and learn from the group 2 Clarity in oral expression: Communicate clearly with other 3 Receptive to corrections 4 Committed to responsibilities: Exercise the responsibilities with trust. work load and pressure from superiors 3 Self motivated: Able to work with limited supervision 4 Honesty: Honest and sincere towards the work and responsibility 2. Job related skills/competencies 1 Technical skills 2 Learning oriented: Work with an attitude to learn new things 3 Concern for excellence: Always work with positive attitude to produce qualitative result 4 Initiative: Take voluntary steps to address existing and potential problems at the work place 4. 1.Competencies of Technicians and Operators Please tick ‗‘ what you feel most appropriate. sincerity and commitment 5 5 4 4 3 3 2 2 1 1 5 5 4 4 3 3 2 2 1 1 5 5 5 5 5 5 5 5 4 4 4 4 4 4 4 4 3 3 3 3 3 3 3 3 2 2 2 2 2 2 2 2 1 1 1 1 1 1 1 1 5 5 5 5 4 4 4 4 3 3 3 3 2 2 2 2 1 1 1 1 90 . Personal competencies 1 Adaptability: Conform and adjust to changing circumstances and work environments 2 Stress tolerance: Cope up with work strains that arises as a consequence of working situations of targets. deadlines.
Commitment 1 Widely trusted 5 5 5 5 4 4 4 4 3 3 3 3 2 2 2 2 1 1 1 1 5 5 5 5 5 5 5 5 5 4 4 4 4 4 4 4 4 4 3 3 3 3 3 3 3 3 3 2 2 2 2 2 2 2 2 2 1 1 1 1 1 1 1 1 1 91 .Questionnaire to assess the importance of each competency in the overall performance of the job at Top Level Please rate the importance of each competency using the 5-point rating scale This competency is of vital importance to a successful performance 5 of my job This competency is definitely important to the successful 4 performance of my job This competency is relevant but not important to the successful 3 performance of my job This competency is of highly marginal relevance to the successful 2 performance of my job This competency is not relevant to the successful performance of my 1 job Please tick ‗‘ what you feel most appropriate 6. Sees everything with a positive outlook 3 Creates and communicates compelling vision or direction 4 Inspires and motivates others with enlightened insights 7. Developing people 1 Assembles strong teams 2 Empowers and trains people 3 Provides rewards. Vision and Purpose 1 Sees new possibilities to take the organization to a higher realm 2 Optimistic. Values and ethics 1 Aligns with company values 2 Adheres to code of conduct 3 Ensures that the standards and specifications are kept 4 Rewards right behaviors 9. feedback and recognition 4 Communicates effectively with people 8.
Performance 1 Sets and achieves ambitious goals 2 Drives for continuous improvement 3 Ensures that health.2 Takes ownership on the assigned responsibilities 3 Impartial and fair in exercising the responsibilities 4 Delivers results on commitment 10. safety and social objectives are integrated into business activities 4 Gets results consistently 5 5 5 5 5 5 5 4 4 4 4 4 4 4 3 3 3 3 3 3 3 2 2 2 2 2 2 2 1 1 1 1 1 1 1 92 .
and soft information such as feeling of other people 2 Analytical. use and respond to 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 93 . problem solving and decisionmaking skill: Weigh the pros and cons in an uncertain and ambiguous situation. calling for a high level of judgment or taking appropriate decision without much delay 3 Social skills and abilities: Develop. persuade. organizing controlling and directing 2. negotiate. 2 Relevant professional knowledge: Know the background of management principles including planning. Skills and attributes 1 Continuing sensitivity to events: Aware of what is going on and is perceptive and open to information. product knowledge and the roles and relationships between various departments. hard information such as figures and facts. Basic knowledge and information 1 Command of basic facts: Understand the business and have sound knowledge of basic facts surrounding the business such as short and long term goals. resolve conflict.Questionnaire to assess the importance of each competency in the overall performance of the job at Managerial level Please rate the importance of each competency using the 5-point rating scale This competency is of vital importance to a successful performance 5 of my job This competency is definitely important to the successful 4 performance of my job This competency is relevant but not important to the successful 3 performance of my job This competency is of highly marginal relevance to the successful 2 performance of my job This competency is not relevant to the successful performance of my 1 job Please tick ‗‘ what you feel most appropriate 1.
Meta Qualities 1 Creativity: Come up with unique ideas or solutions – either one‘s own ideas or ideas from another source 2 Mental agility: Grasp problems quickly. think about several things at once. feeling. goals. targets and deadlines 5 Pro-activity: Respond to the needs of the instant situation. understand the whole situation quickly and ‗think on ones feet‘ 3 Balanced learning habits and skills: Use a range of learning process including use of inputs like teaching. but while making such a response consider the long-term aims and goals and the impact of immediate decision 3. values. leadership. behavior and the part they play in influencing their actions 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 94 .authority and power so as to get things done 4 Emotional resilience: Deal with emotional stress and strain that arises as consequence of working situations of authority. power. discovery from one‘s own personal experiences and reflection 4 Self-knowledge: Aware of one‘s own beliefs.
honesty and truthfulness 3 Self. Maintain effectiveness even under pressure 5.sufficiency: Exercises the professional duties without assistance 4 High emotional stamina: Relaxed & poised. 5 5 5 5 4 4 4 4 3 3 3 3 2 2 2 2 1 1 1 1 5 4 3 2 1 5 5 4 4 3 3 2 2 1 1 5 5 4 4 3 3 2 2 1 1 95 . Personal competencies 1 Assertiveness: Able to state one‘s opinion firmly and positively 2 Integrity: Gain trust and confidence by interacting with fairness. Knowledge level competencies 1 Command of basic facts: Understand the business holistically and have a sound knowledge of the basic facts of Millipore business 2 Quality consciousness: Work always with quality awareness 3 Organizational awareness: Have wide knowledge about the organization. Job related skills/competencies 1 Presentation skill: Able to present ideas.Questionnaire to assess the importance of each competency in the overall performance of the job Executive level Please rate the importance of each competency using the 5-point rating scale This competency is of vital importance to a successful performance 5 of my job This competency is definitely important to the successful 4 performance of my job This competency is relevant but not important to the successful 3 performance of my job This competency is of highly marginal relevance to the successful 2 performance of my job This competency is not relevant to the successful performance of my 1 job Please tick ‗‘ what you feel most appropriate 1. its departments and functions 4 Knowledge on standards and specifications 6.
2 3 4 1 2 3 4 concepts. Communication and interpersonal competencies Listening skills: Listen to others views with 5 patience Precision in communication: Listen to others 5 and express the idea with clarity and precision Persuasiveness: Able to move others in getting 5 things done Sensitivity: Aware of what is going on in the 5 work place and responds in a suitable manner to situations as they arise 4 3 2 1 4 4 3 3 2 2 1 1 4 4 4 4 3 3 3 3 2 2 2 2 1 1 1 1 96 . plan and procedures clearly to the target group Analytical and problem solving skill: Weigh the 5 pros and cons in an ambiguous situation and takes appropriate decision without delay Concern for excellence: Work with burning 5 desire to perform outstandingly Negotiation skill: Discuss and share opinions so 5 as to arrive at a constructive agreement. 7.
deadlines. Personal competencies 1 Stress tolerance: Cope up with work strains that arises as a consequence of working situations of targets. work load and pressure from superiors 2 Self starting and proactive: Respond to the needs of the instant situations voluntarily 3 Detail consciousness: Explore into the necessary details. Knowledge level competencies 1 Operational knowledge: Know each and every details of production process 2 Numerical interpretation: Comfortable with numerical facts and exercises quantitative reasoning effectively to derive solution 3 Identifying bottlenecks and rectifying them: Recognize situations that retards wok progress and gives immediate attention and rectification to 5 4 3 2 1 5 4 3 2 1 5 5 5 4 4 4 3 3 3 2 2 2 1 1 1 5 5 4 4 3 3 2 2 1 1 5 4 3 2 1 97 .Questionnaire to assess the importance of each competency in the overall performance of the job at the Engineers level Please rate the importance of each competency using the 5-point rating scale This competency is of vital importance to a successful performance of my job This competency is definitely important to the successful performance of my job This competency is relevant but not important to the successful performance of my job This competency is of highly marginal relevance to the successful performance of my job This competency is not relevant to the successful performance of my job Please tick ‗‘ what you feel most appropriate 1. so as to get the exact information needed 4 High energy level: Operate and maintain fast pace and tempo at the work place 2.
the problem 4 5 Knowledge on production concepts. Interpersonal and leadership skills/competencies 1 Precision in communication: Express the ideas 5 with clarity and precision 2 Motivating: Encourage the technicians and 5 operators to work towards the organizational goal 3 Appraising and developing: Evaluate the 5 performance of technician and operators and provide corrective steps whenever required 4 Organizing: Arrange works systematically and 5 provides structure and order to works 4 3 2 1 4 3 2 1 4 3 2 1 4 4 3 3 2 2 1 1 4 4 4 3 3 3 2 2 2 1 1 1 4 3 2 1 98 . Job related skills/ competencies 1 Information collection: Gather relevant data 5 from different sources that are needed to perform the job 2 Analytical skill: Use relevant facts. data and 5 analytical tools to draw accurate and meaningful conclusion 3 Creativity: Come up with unique ideas. insights 5 and solutions 4 Technical expertise: Know in detail about the 5 technology used in production 8. standards and specification 3.
so as to get the exact information needed 4 High energy level: Operate and maintain fast pace and tempo at the work place 2. deadlines. work load and pressure from superiors 2 Self starting and proactive: Respond to the needs of the instant situations voluntarily 3 Detail consciousness: Explore into the necessary details. Personal competencies 1 Stress tolerance: Cope up with work strains that arises as a consequence of working situations of targets. Job related competencies/skills 5 4 3 2 1 5 4 3 2 1 5 5 5 4 4 4 3 3 3 2 2 2 1 1 1 5 5 5 5 4 4 4 4 3 3 3 3 2 2 2 2 1 1 1 1 99 . Knowledge level Competencies 1 Knowledge on accuracy: Able to check the correctness of the drawing 2 Product knowledge: Know the physical structure of each product and its parts 3 Knowledge on the latest design packages 4 Identifying bottlenecks and rectifying them 3.Questionnaire to assess the importance of each competency in the overall performance of the job at Design Engineers level Please rate the importance of each competency using the 5-point rating scale This competency is of vital importance to a successful performance of my job This competency is definitely important to the successful performance of my job This competency is relevant but not important to the successful performance of my job This competency is of highly marginal relevance to the successful performance of my job This competency is not relevant to the successful performance of my job Please tick ‗‘ what you feel most appropriate 1.
3 Self management: Exercise the expected 5 4 professional duties without repeated guidance and monitoring 4 Creativity: Come up with unique ideas.1 IT Skills: Have excellent IT knowledge and able 5 4 to apply this knowledge to the work for the effective performance of the job 2 5 4 Time management: timely plan the works and complete them as scheduled. insights 5 4 and solutions 5. Interpersonal and communication skills/competencies 1 Team spirit: Work with the spirit of unity and 5 4 shares knowledge with one another 2 Flexibility: Alter and deviate individual work 5 4 plan to suite to the changing needs of the organization and the department 3 5 4 Precision in communication 4 Receptive to corrections: Accept corrections and 5 4 advices from the superiors and experts 3 2 1 3 3 2 2 1 1 3 2 1 3 3 2 2 1 1 3 3 2 2 1 1 100 .
Job related skills/competencies 1 Technical skills 2 Learning oriented: Work with an attitude to learn new things 5 4 3 2 1 5 5 4 4 3 3 2 2 1 1 5 5 4 4 3 3 2 2 1 1 5 5 5 5 5 5 4 4 4 4 4 4 3 3 3 3 3 3 2 2 2 2 2 2 1 1 1 1 1 1 101 . deadlines.Questionnaire to assess the importance of each competency in the overall performance of the job at technicians and operators level Please rate the importance of each competency using the 5-point rating scale This competency is of vital importance to a successful performance of my job This competency is definitely important to the successful performance of my job This competency is relevant but not important to the successful performance of my job This competency is of highly marginal relevance to the successful performance of my job This competency is not relevant to the successful performance of my job Please tick ‗‘ what you feel most appropriate 1. Personal competencies 1 Adaptability: Conform and adjust to changing circumstances and work environments 2 Stress tolerance: Cope up with work strains that arises as a consequence of working situations of targets. work load and pressure from superiors 3 Self motivated: Able to work with limited supervision 4 Honesty and sincerity 2. Knowledge level competencies 1 Detailed knowledge of materials and tools used for assembling 2 Operational knowledge of machines and tools 3 Knowledge on product standard and specification 4 Knowledge on product testing 3.
3 Concern for excellence: Always work with positive attitude to produce qualitative result 4 Initiative: Take voluntary steps to address existing and potential problems at the work place 5. sincerity and commitment 5 5 4 4 3 3 2 2 1 1 5 5 5 5 4 4 4 4 3 3 3 3 2 2 2 2 1 1 1 1 102 . Interpersonal and communication skills 1 Team oriented: Enjoy working in groups and able to contribute to and learn from the group 2 Clarity in oral expression: Communicate clearly with other 3 Receptive to corrections 4 Committed to responsibilities: Exercise the responsibilities with trust.