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COMPETENCY MODEL

A competency can be defined as the underlying sets of skills, knowledge, personal characteristics and abilities needed to effectively perform a role in the organization and help the business to meet its strategic objective. The roots of competency modeling date as far back as the early 1900s but these models have become widely popular these days.

WHAT IS COMPETENCY MODEL


Skills + Knowledge + Ability = Competency
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Observable Behavior
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Effective Outcomes [Performance on Job]


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Strategic Success Modeling A Competency Model


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WHAT IS COMPETENCY MODEL

Base of Simbhaoli Competency Model - ASSESS


ASSESS is a state-of art windows, internet based

expert system that produces psychological evaluations for


use in the business environment. These judgments have been developed by Bigby, Havis & Associates (BHA) experience in assessing over 35,000 managerial and professional candidates

The ASSESS Personality Battery contains 350 items measuring more than 20 personality attributes
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THE ASSESS PERSONALITY SURVEY


The ASSESS Personality Survey measures a number of personality traits and characteristics which can impact a person's job performance. Provides description on 3 characteristics of a candidates : Thinking Style Working Style Relating Style (Refer SSM Competency Library on next page) Keep in mind that for personality characteristics low scores are not necessarily bad and high scores are not necessarily good. The significance of the score depends on what is needed in the job.
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The ASSESS SSM Competency Library


The ASSESS Strategic Success Model Builder uses 38 competencies grouped into three general areas: Thinking, Working and Relating. Company-specific success models or success models tailored to a job or job class are usually constructed from 5-10 of these competencies with some drawn from each general area.
Thinking Visioning or Innovation* In-Depth Problem Solving And Analysis or Decisive Judgment* Championing Change or Adapting to Change* Working Planning And Organizing Driving For Results Or Delivering Results* Quality Focus or Continuous Improvement Or Policies, Processes and Procedures* Safety Customer Focus Or Customer Service* Resilience Relating Teamwork and Collaboration Influencing And Persuading Or Persuading to Buy* Managing Others or Team Leadership* Coaching And Developing Others Motivating Others Organizational Savvy or Relationship Management* Negotiation or Conflict Management* Interpersonal Communication
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MAJOR COMPONENTS

They are observable or measurable skills, knowledge, and abilities. These SKAs (skills, knowledge, attitude) must distinguish between superior/high and other performers.

FOR AN ORGANISATION
It sends a strong message about the - specific knowledge, - skills, - capabilities, - attitudes and behaviors that are important. Such an organization recognizes that building intellectual capital and maintaining core competencies are key to achieving sustained success, and it is willing to make the investment required to support continuous learning and development as a business strategy

WHAT COMPETENCIES CAN DO


Translate strategic direction into action Clarify behaviors that support important values and principles Establish standards of excellence that are shared across functions and boundaries Focus learning and development on the achievement of business outcomes Provide a basis for ongoing performance feedback and development Identify emerging vs. declining skill sets to help facilitate organizational transitions Accelerate development of a learning culture Facilitate self-directed learning and career development for enhanced employability Identify and leverage high performers or "competency carriers"

WHAT COMPETENCIES CAN'T DO


Describe every technical skill in detail Reduce performance feedback to numbers

Replace the need for performance feedback and coaching Serve as a job description

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SIMBHAOLI SUGARS COMPETENCY MODEL

A two day workshop on Strategic Success Modeling from 25th 26th April 2005 was conducted. The participants of the workshop were the Senior & Middle Level Managers from the two Sugar units Simbhaoli and Chilwaria and from the Simbhaoli Distillery unit. In all 28 executives participated during the two days. M/s Lakshya HRITSS Pvt, Ltd Chennai along with their Strategic Partners M/s CareersIndia Pvt Ltd, Chennai, facilitated the workshop. Cluster of jobs in the organization were identified

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JOB CLUSTERS & GROUP PARTICPANTS


Engineering K Suresh Babu US Mishra HK Dubey Pritpal Singh Finance & Sales AK Agarwal SM Shastri Sanjay Kulshrestha KN Singh Ved Prakash Support Services

Process

AK Srivastava P.RangaRao NK Jha DK Chaturvedi Gopalkrishnan Iyer

SN Mishra A.K. Dua IS Bhaita Sudhir Kumar PN Singh Parminder Singh VK Teotia KK Tyagi
Senior Management Dr GSC Rao Sanjay Tapariya

Distillery SM Tomar PS Chauhan Rajesh Kumar Neeraj Mehrish

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SIMBHAOLI SUGARS COMPETENCY MODEL


Job Outcomes for the various jobs in the Organization were identified these were identified through an open house process. This approach was adopted to involve participation of all executives, healthy debates, and arriving at mutual consensus. The final job outcomes were displayed across the boardroom. Formation of job groups to identify the behavioral competencies Sorting Exercise Based on the 38 competencies a minimum of 6 and a maximum 8 competencies were identified for each Job group by group consensus. Revalidation of the identified 8 competencies by the cross functional team.
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SIMBHAOLI SUGARS COMPETENCY MODEL


Simbhaoli Competency Development Model defined. The competency model was created and uploaded by M/s Lakshya HRITSS and M/s Careers India. Current incumbent were assesses against the Simbhaoli Competency Development Model. All the participants took the online ASSESS test. Following the two-day workshop M/s Lakshya HRITSS representatives generated the report for each participant. Following this the report was interpreted for each participant. Area of executive development were identified. Individual development action plan drawn up.
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SIMBHAOLI SUGARS COMPETENCY MODEL

Attitudinal and behavioral programs initiated. Followed up on the individual progress as per the development plan Workshop again conducted next year (March 2006) for Middle Level Managers. In all 24 executives participated in this workshop. The session main focus was to brief the potential middle level managers on The Simbhaoli Competency Model which was framed during 2005 by the senior managers of the group.

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Example

Engineering First Cut


The Simbhaoli Competency Success Model
Minimize the stoppages/ downtime Smooth functioning of equipments- Best maintenance by optimizing cost and minimum inventory Capacity utilization Minimize Losses/ wastages Optimize inputs energy conservation, fuel economy Manpower utilization (productivity) Safety of equipment Quality steam, fly ash Adoption of new technology/ systems/ automation Expansion of plant Engg Safety, Environment & Housekeeping
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1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11.

Example

Engineering Final
The Simbhaoli Competency Success Model

Minimize the stoppage / down time Optimum maintenance with minimum cost & inventory Best (maximize / optimum) capacity utilization (incl: resources, manpower, etc) with minimum losses / wastages Adoption of new Technology / systems / automation SHE safety, housekeeping & environment

Back
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Example Engineering Final Competencies


The Simbhaoli Competency Success Model
1. 2. 3. 4. 5. 6. 7. 8. Adapting to Change Planning & Organizing Resilience Teamwork & Collaboration Motivating Others Safety Functional Acumen Interpersonal Communication

6- 8 cannot be measurable in the test 18

Example

Outcomes - Process First Cut

1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13.

Quality of final product Maximizing the output Minimizing losses Optimizing input Converting sugar into value added products / product development Adding new technology to the process Expanding the scale of operations Optimizing/ minimizing the energy requirements Final products double to the market requirement flexibility as per market requirements R&D related to process technical Housekeeping (Hygiene) & Safety Customer satisfaction Scaling up operations
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Example

Outcomes - Process

Quality of Final Product with value addition (incl: R&D and Technology) Maximize the output Optimizing the input Customer Satisfaction SHE safety, housekeeping & environment

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Example

Competencies Identified - Process


1. 2. 3. 4. 5. 6. 7. 8. Innovation In-depth problem solving and analysis Planning & Organizing Driving for Results Continuous Improvement Customer Service Team Work & Collaboration Motivating Others
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Example

Outcomes Distillery First Cut


Maximum Recovery Quality & cost Input/ output Minimum utilization of fuel/ losses Hygiene, Safety, Environment Pollution / waste New Technology / upgradations Market Reach Expanding Customer Satisfaction
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1. 2. 3. 4. 5. 6. 7. 8. 9.

Example

Outcomes - Distillery
Plant Efficiency (incl: production parameters, input / output and recovery) Quality of products / new products / product development Market Expansion SHE safety, housekeeping & environment

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Example
Competencies Identified - Distillery
1. 2. 3. 4. 5. 6. 7. 8. Innovation Decisive Judgment Adapting to Change Planning & Organizing Continuous Improvement Persuading to Buy Motivating Others Safety
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8 cannot be measurable in the test

Example Outcomes Finance & Sales

First Cut
FINANCE Fund management Book keeping MIS / Statutory Compliance/ Asset Management Budgetary Control Cost Control Management Accounting SALES Specific product focus Bulk Markets Maximizing realization

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Example

Outcomes Finance & Sales


FINANCE Fund Management Management Accounting Statutory / MIS / Asset Management Cost Control SALES Sales (Market Realization, etc) Market (Research / Expansion / Positioning / New Markets, etc)
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Example
Competencies Identified Finance & Sales
1. 2. 3. 4. 5. 6. 7. 8. Visioning Decisive Judgment Customer Focus Planning & Organizing Negotiation Relationship Management Interpersonal Communication Integrity
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8 cannot be measurable in the test

Support Services
- Materials - Cane - IT - Legal - Administration - Human Resources

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Example

Outcomes Support Services First Cut


CANE 1. Quality / Variety/ Quantity of raw material 2. Supplier relationship (farmers) 3. Cost of procurement transport, labour, cut to crush 4. Timely Supply / arrival

MATERIALS 1. On time good quality material with minimum cost 2. Material procurement at the right time and right cost 3. Internal customer satisfaction

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Example

Outcomes Support Services First Cut


LEGAL 1. Standardization of legal formats 2. Interface of legal experts 3. Sound legal practices within the organisation 4. Continuous pursuance of legal issues

IT 1. 2.

Integrated system ERP Networking / PC Mgt

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Example

Outcomes Support Services - First Cut


HR 1.
2. 3.

ADMINSTRATION 1. Effective Mgt of Internal / External interfaces

Align people to business strategy Organisation Development Implementation of best HR practices & systems

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Example
Outcomes Support Services
MATERIALS Timely procurement of material (incl: internal customer satisfaction) CANE Cost procurement (i.e. all types of costs transport, labour, etc incurred) Quantity / Quality - Cane Management System (Computerization payment to farmers) Relationships Cane Development Strategy

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Example
Outcomes Support Services
IT Integrated system ERP solution Networking / PC Management LEGAL Sound legal practices within the organisation Continuous pursuance of Legal Issues

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Example
Outcomes Support Services
ADMINISTRATION Effective management of internal and external interfaces
HR Organisation Development (OD) Implementation of best HR practices & systems

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Example
Competencies Identified Support Services
1. 2. 3. 4. 5. 6. 7. 8. Decisive Judgment Adapting to Change Planning & Organizing Continuous Improvement Resilience Team Work & Collaboration Managing Others Coaching & Developing Others
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