The Five Parts of EI

Empathy Managing Relationships
5 4

Self Motivation
3

1

2

Know what you are feeling

Manage your feeling

Self Awareness

Self Regulation

Person
Dimensions of Competencies

Managing Results

Leadership Excellence

Managing Emotions

The Excellence Model

Purpose People Process Perfection

Building Mission and Vision

Values Workshop

Setting SMART Goals

Building Execution Competencies

Behavioral Interviewing

Coaching And Mentoring

CommuniCation Excellence

Change Leadership

Competency Modeling

Competency Mapping

Business Ethics

HR Policies & Systems

Developing Competencies

Personal Excellence

Performance Excellence

Competency Based HR Practices

People developme nt, training, coaching and mentoring Delegation and Empower ment

1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5

Handled people issues inappropriately resulting in employee turnover and low morale Did not handle people development issues properly to realize business results Handled the people development issues properly in some cases but not in all Identified potential people and developed them by training, coaching and mentoring to improve efficiency Aligned people development needs with business goals resulting in outstanding performance. Controlled the subordinates by reducing their autonomy Maintained status quo without delegating power to employees Delegated responsibilities (duties)to subordinates without delegating authority(official power) Delegated responsibilities and authority to subordinates without developing them Identified potential people from among the subordinates and delegated responsibility and authority after developing their capabilities Did not take any initiative to develop subordinates for higher positions Encouraged people development in some cases but not in all cases People are not developed in accordance with succession plan/ company vision People development initiatives were not sufficient to meet succession plan Aligned people development efforts with succession plan resulting in effective second line leadership Avoided working in teams Worked in teams to achieve his individual goals Worked in teams in some situations but not in all Participated as a member of team to work for team goals Brought people together and led them to work as a team resulting in enhanced results Handled people issues inappropriately resulting in employee turnover and low morale Did not handle people development issues properly to realize business results Handled the people development issues properly in some cases but not in all Identified potential people and developed them by training, coaching and mentoring to improve efficiency Aligned people development needs with business goals resulting in outstanding performance.

PEOPLE EXCELLENCE

PEOPLE

Managing Succession Planning

Team playing and Team Building People developme nt, training, coaching and mentoring

Ability to continuously identify and meet the needs of internal and external customers by gaining their trust and respect through listening and understanding customer’s base objectives and its interlink with own actions of organisation and being sensitive to create best value to organisation in terms of quality, cost and delivery that makes a difference.

Ability to continuously identify and meet the needs of internal and external customers by gaining their trust and respect through listening and understanding customer’s base objectives and its interlink with own actions of organisation and being sensitive to create best value to organisation in terms of quality, cost and delivery that makes a difference. difference. Skill Knowledge Attitude Attribute Values Motives

DEFINITION
The ability to notice, interpret, and anticipate others’ concerns and feelings, and to communicate this awareness empathetically to others.
a) Understands the interests and important concerns of others. b) Notices and accurately interprets what others are feeling, based on their choice of words, tone of voice, expressions, and other nonverbal behavior. c) Anticipates how others will react to a situation. d) Listens attentively to people’s ideas and concerns. e) Understands both the strengths and weaknesses of others. f) Understands the unspoken meaning in a situation. g) Says or does things to address others’ concerns. h) Finds non-threatening ways to approach others about sensitive issues.

BEHAVIOURAL INDICATORS

Beginner Maintains effective relations Follows through on requirement s, requests and complaints

Associate Owns responsibility to deal with customer issues / expectation Understands principles of business

Executive Looks out for underlying needs of others Continuousl y strives for efficient services by minimizing procedures

Manager Makes business judgments considering impact on customers Develops innovative solutions thinking beyond customer needs

HOD Links organisational performance evaluation with customer trust and delight Looks out for long term benefits and directs organisation accordingly

VALUE BASED COMPETENCIES
Eliciting commitment

• Research* shows that the prime factor for increasing commitment to work is awareness of personal values, not awareness of organization values
* by Barry Posner, Dean Santa Clara University Business School USA

High

4.9/7.0
CLARITY OF COMPANY VALUES Low Low
from research by Barry Posner

6.3/7.0 6.1/7.0
High

4.9/7.0

CLARITY OF PERSONAL VALUES

(Numbers refer to “level of commitment to work” based on a 7-point scale)

Values Developed for an overseas Company

CARING

HONEST

ENTHUSIASTIC

TRUSTWORTHY

Enthusiastic
Being enthusiastic is a visible demonstration of energy in every responsibility undertaken. In displaying this value, an enthusiastic employee - ‘is energetic and eager about every task undertaken’, ‘has the drive to complete the task against all odds’ , ‘is perseverant till the goal is accomplished’ and ‘inspires others to make things happen’ Energetic Takes on responsibility with zeal and fervor
• Reflects zeal and avid interest in undertaking any responsibility • Shows an urgency in completing tasks as committed • Has a penchant for quality and perfection in all aspects in completing tasks undertaken • Enjoys what one does , is dedicated • Communicates and transmits the zest with concern, empathy and a positive energy •Aware of how ones energy and enthusiasm would impact the environment and generates a positive force in the community. •Retains the focus on the task at hand and steers the stakeholders towards achievement of the goals

Drive Propels with a positive energy and force Perseverant Determined and consistently tries all options

•Pushes forward alternatives when encountered with challenges •Demonstrates a sense of responsibility

• Does not give up under pressure and committed to see the end through • Resolves to finding a solution when encountered with challenges or problems • Explores and works with alternatives when met with challenges • Demonstrates determination in the face of odds and does not let the stress of the situation get the better of him/her • Enlists support and help of others when in a crisis • Arouses a sense of interest and enthusiasm in the activities undertaken • Creates and communicates the sense purpose • Encourages divergent views, alternatives and explores the feasibility of the same • Motivates and provides guidance to the stakeholders in achieving the goals • Effectively creates a positive environment for all to function

Inspires Is a source of motivation to others

HR Scorecard
David Ulrich, Mark and Brian Based on Workforce Scorecard

Balanced Scorecard
Kaplan and Norton

Customer
desires to be met

Financial
commitments to be met

Are Behaviours of Leaders

What specific Have Employees executed and accomplished strategic objectives?

and Employees
consistent to achieve Strategic Objectives? Is there a

Internal Processes
to be optimized?

HR Systems
of aligning, integrating and differentiating

Mind-set and Culture
to embrace the strategy supporting execution?

Do employees have required

Competencies
to execute strategic objectives?

HR Competences
for its roles of Strategic partner, Change agent, Employee advocate and Administrative expert

HR Practices
(Work design, Staffing, Development, PMS, Rewards and Communication)

GM/VP
Dealing With Paradox Strategic Agility

Sr Managers
Building Team Spirit Decision Quality

Managers
Conflict Management Priority Setting

Asst Mgrs

Action Oriented Peer Relationships

Executive
Personal Learning Total Quality Management

Mapping – Flow Chart
Job Description Role Clarification Competencies needed for Job Competencies job holder has Competency Mapping Bridging Competency Gap

C – Based Performance Evaluation
1. Performance Results: outcome Goals 2. Competencies: aspects of performance 3. Vision / Values: Principles Displayed Quantitative
What? What

Score

Reward

Overall Score

Qualitative
How?

Score

Development Plan Career Movement

Operating
Why?

Score

Performance Targets : Aligned , reviewed and Documented

SMART, Stretched ,

Competencies : Levels: Basic, Intermediate, Advanced, Expert New Competencies Learnt, Displayed Behaviours? Dev. Plan Vision / Values : Degree Feed back on Organisational Values Out of 360

Competency Assessment
Assessment Center Characteristics:
• • • •
In-Basket Exercise Role Simulation
Dealing with other role player for a certain task

A standardized evaluation of behavior based on multiple inputs. Multiple trained observers and techniques. Judgments on behaviors are made from assessment simulations. Judgments are pooled in using statistical integration process
to deal with in-tray and make decisions, balancing the volume of work against a tight schedule. Reach a decision from partial information and decide additional information required...

Fact-Finding Exercise Presentation

Group Discussion
Tackle a work-related problem - sometimes with a role within a team. Assessors doesn’t look right or wrong answers, but for behavior of interaction

Present a given case, interpret and analyse to support a decision.

Thanks
Chandramowly Competency Architect, HRD Dimensions cmowly@gmail.com 9 00 8989 046