3x3 Performance-Potential

Matrix 2012

1. 3x3 Objectives
At AL, 3x3 is used:
- To differentiate and categorize hierarchy of talent
- Identification of talent for seeding Business Leaders pipeline
- Planning and prioritizing career progression of executives
- Input to succession pipeline
Annual Process for Selection to DLCP (2012 onwards)

Annual
Appraisal

3x3 Matrix
CG 22-29

Competency
Assessment

Competency
Assessment

Filter 1

Filter 2

DLCP

Competency
Assessment
Filter 2

Performance
Ratings

A1, A2, B1
(CG 24A 27)

Shortlisted

Shortlisted

2. Definitions

Potential

A
(High)

A3

A2

A1

B
(Med)

B3

B2

B1

C
(Low)

C3

C2

C1

3
Low

2
Med

1
High

9,10,11

12

<9

Performance (Cumulative of 3 years ratings)

Combination of Performance & Potential determines grid position.

Ex. High Potential and High Performance = A1
Performance is assessed based on cumulative of 3 years rating
Potential is assessed using AL Leadership Competency Model
1

AL Leadership Competency Model

-

The model has 10 leadership competencies that are common for all grades and roles
Each competency is measured through 5 behavioral attributes that are defined
differently for different grades
Grades are grouped into contribution bands. Potential will be assessed band-wise
Contribution Band
Manage Change
Manage Business
Manage Domain
Manage Others

Grades
CG 30, 31
CG 28, 29
CG 26, 27
CG 24A, 25

Manage Self

Up to CG 24

Leadership Model is based on:

o Visionary interviews of top leadership
o Differentiating attributes as exhibited by consistent high performers as against
hygiene Threshold attributes

Entrepreneurship
Managing Change

People Leadership
Communication
Team Work &
Collaboration

Innovation

Execution Excellence

Strategic Visioning

People Leadership

Strategic Leadership

Leadership Competencies:

Business
Excellence
Customer Focus
Problem Solving &
Decision Making

Refer Annexure for detailed competency framework

3. Work Flow
Appraiser (Min CG 25) to assess
potential. <Save> and <Execute>
Assessment
Trigger Mail to
Reviewer
Dashboard for reviewer with
performance & potential ratings

Assessment , first level moderation by

Reviewer and <Save>

ARC discussion
& moderation
Reviewer to capture ARC changes and
<Complete>

Final 3x3 rating stored in

appraisee' s record
Note:
<Save> allows any editing but updates the dashboard
<Complete> locks the rating; no editing is possible online after this
Reviewers are requested to <complete> the final rating after ARC moderation

4. Implementation

Assessment to be done annually right after the appraisal process

Assessment and Moderation to be done contribution band-wise
Eligibility:
o All executives in CG22 CG 29 will be mapped
o Assessee should have completed at least 2 performance cycles
Moderation:
o It is recommended to form clusters of appraisers to jointly assess executives
under the same reviewer. This will enable collective ownership of talent pool as
well as facilitate first level of comparison & moderation
o Moderation to be done at the level of contribution bands
o Inter-appraiser parity will be done by reviewers. Reviewers will have a
dashboard with complete spread of ratings under them
o Final moderation / forced ranking will be by ARC chaired by HoD

3x3 Recommended Distribution

Potential

A
20%

A3
(2%)

A2
(14%)

A1
(4%)

B
60%

B3
(6%)

B2
(42%)

B1
(12%)

C3
(2%)

C2
(14%)

C1
(4%)

3
10%

2
70%

1
20%

C
20%

Performance in Current Role

(Percent distribution given in brackets to be used for band-wise moderation)

5. Mapping
Performance Assessment (Horizontal Axis)

Emphasizes actual achievements in current role

Derived from 3 years cumulative performance appraisal ratings. These are predetermined at the time of 3x3 mapping
Mapping Criterion:
1 (High): when 3 years cumulative rating is 12
2 (Med): when 3 years cumulative rating is 9, 10 or 11
3 (Low): when 3 years cumulative rating is < 9
Where only 2 appraisal ratings are available, 3rd rating will be extrapolated to the higher
rating as follows:
o If 4,5 then 4,5,5
o If 3,4 then 3,4,4
o If 3,3 then 3,3,3
o If 3,2 then 3,2,3
SAP program reads appraisal rating directly from ERP

Potential Assessment (Vertical Axis)

Potential will be assessed on the basis of 10 leadership competencies; competencies

have equal weight
Each competency is defined through 5 behaviors/ attributes as given in the Annexure
Competencies will be scored based on number of behaviors displayed by assessee:
o 3 = Significantly demonstrated (displays 4-5 behaviors)
o 2 = Adequately demonstrated (displays 2-3 behaviors)
o 1 = Needs Improvement (displays 1 or less behavioral)
SAP program will calculate overall potential = average score on 10 competencies:
A (High) = 80% and above ( 24)
B (Med) = 50% - 80% (15-23)
C (Low) = Less than 50% (<15)

Attributes / Behaviors to be assessed

Coverage

Definition

Annexure Ashok Leyland Leadership Competency Framework

1. STRATEGIC VISIONING
Follows business trends globally and envisages their likely impact on the business; Develops strategies towards achievement of business vision; inspires
commitment and supports achievement of vision
Manage Self (upto CG 24)
Manage Others (CG 24A-25)
Manage Domain (CG 26-27)
Manage Business (CG 28-29)
Manage Change (CG 30-31)
Understands ALs competitive
Understands the impact of
Understands impact of
Proactively follows business
Designs and drives
landscape; Aligns to
business and competitive
industry trends on domain;
trends; Develops and aligns
organizational vision;
functional and business
scenario; Aligns team goals
Aligns domain goals to
functional/BU strategy to
Influences strategic direction;
strategy;
and plans to strategy;
overall strategy;
changing business needs;
1. Understands
organizations goals and
applies to own area of
work
2. Understands
competitors actions and
applies in own area of
work.
3. Aligns deliverables to
business priorities by
interacting with cross
functional process
owners/peers
4. Updates knowledge on
current business
environment
5. Feeds ground level
information
(customer/competitor/st
akeholders etc.) for
taking strategic decisions

1. Demonstrates good
understanding of
competitors actions and
customer aspirations
2. Works individually and
with teams to set subfunctional /work area
goals and plans in
keeping with the
strategic direction
3. Aligns work process to
present and future
requirements
4. Understands the business
goals of the organization
and ensures
implementation in area
of work
5. Communicates and
interprets the strategic
vision to employees
within area of
responsibility

1. Applies understanding of
market developments ,
competitive actions on
BU/ functional strategy
2. Contributes to shaping
functional/business
strategy through domain
knowledge and insights
3. Aligns domain focus to
functional strategy and
cascades goals to subfunction level
4. Contributes to
formulation of
function/business-level
initiatives based on
understanding of domain
needs
Develops and details
domain level
communication aligned
to business/functional
imperatives

1. Follows business &

industry trends, market
conditions and
competitive dimensions
2. Provides inputs for
developing strategy and
framework
3. Makes functional goals
that reflect strategic
business intent and vision
4. Establishes function's
direction in the short and
long term to suit
changing Business
scenarios
5. Communicates and
interprets the strategic
vision to key stakeholders

1. Provides accurate
business/functional
forecasts based on
industry insights and
experience
2. Strategizes from a global
and big picture
perspective
3. Thinks ahead to establish
the direction for
organization and function
from short and long term
perspective
4. Aligns / functional goals
to business vision and
strategy
5. Establishes inter-linkages
of cross-functional goals
to achieve the overall
business objectives

Definition
Coverage
Attributes / Behaviors to be assessed

2. ENTREPRENEURSHIP
Explores and identifies new opportunities to enhance product portfolio and business performance. Takes calculated risks to accomplish organizational
objectives; actively builds networks internally & externally to further organizations goals;
Manage Self
Manage Others
Manage Domain
Manage Business
Manage Change
Spots opportunities; Displays
Spots opportunities; Readily
Spots opportunities; Makes
Spots and evaluates
Spots business
business acumen to evaluate
accepts challenges;
convincing business case for
opportunities; Leads large
opportunities; financially
opportunities; Turns
opportunities; Takes on
scale assignments; Fosters
astute; Fosters
opportunities
into a successful
challenging assignments;
entrepreneurship;
entrepreneurship;

venture/new business; Fosters

entrepreneurship;

1. Spots opportunities and

escalates to relevant
stakeholders
2. Analyzes opportunities
from commercial &
financial stand point of
his work area)
3. Does not get affected by
setbacks and bounces
back quickly
4. Takes on challenges that
others may back away
from
5. Responds to /crisis with a
level head

1. Spots and acts on

opportunities to enhance
performance within the
work area/sub-function
2. Evaluates business
opportunities for
financial feasibility and
reward
3. Demonstrates a sense of
urgency to ensure the
opportunities are not
missed
4. Readily accepts
assignments without
precedence in the
organization
5. Develops business
contacts related to work
area/team goals

1. Identifies opportunities
to enhance domain
performance in line with
business/function needs
2. Contributes to
formulation of businessmodels to evaluate and
capture opportunities
3. Prioritizes and allocates
resources for domain
level opportunities
4. Enables team to take
calculated risks by
creating domain-level risk
mitigation mechanisms
5. Builds network of
contacts both inside and
outside the organization
for increased domainlevel effectiveness

1. Converts opportunities
for tangible business
advantage
2. Makes a compelling
business case for a new
opportunity to gain buyin of all stakeholders
3. Allocates resources and
time to explore new
opportunities
4. Drives out fear of failure
by encouraging
calculated risk taking
5. Builds networks of
contacts both inside and
outside the organization
for greater business/subfunctional effectiveness

1. Scans environment for

opportunities that can
enhance the AL business
drivers
2. Prioritizes potential
business opportunities as
per short, long term
organizational
imperatives
3. Mobilizes people,
resources and business
partners, to capitalize on
new opportunities and
reviews to keep
initiatives on course
4. Fosters an environment
of entrepreneurship by
sponsoring new ventures
5. Networks within the
organization and in
industry forum to create
viable partnerships that
benefit the organization

Definition
Coverage
Attributes / Behaviors to be assessed

3. PEOPLE LEADERSHIP
Builds organizational and individual capabilities; Leads & manages people for optimum performance; Creates empowering work culture; High achievement
orientation; high ownership of work
Manage Self
Manage Others
Manage Domain
Manage Business
Manage Change
High achievement
Drives self and team for high
Drives envisaged high
Creates environment to
Builds organizational
orientation and ownership;
performance; Provides
performance culture within
maximize performance;
capability; Grooms and
Focuses on selfongoing support;
domain; Supports
Grooms and empowers
empowers future leaders;
development;
meritocracy;
team; Promotes meritocracy;
Fosters meritocracy;
1. Works to meet goals and 1. Creates and uses his own 1. Drives high performance 1. Sets and acts to reach
1. Creates a high
standards set by
standards of excellence
within domain through
challenging goals for self
performance culture by
management. Willingly
for high performance
stretched targets and
and others
consistent and objective
takes stretch
2. Encourages people to
aligned goals
2. Uses coaching methods
differentiation &
2. Focuses on selftake up development
2. Builds domain talent
to develop potential and
recognition of
development by updating
opportunities to enhance
through competency
promote correct set of
performance
knowledge and skill base
potential
enhancement and career
behavioral changes
2. Creates environment to
and engaging in higher
3. Clearly defines roles and
planning for team
3. Attunes own leadership
develop leaders at all
order of challenges
sets SMART goals for the 3. Encourages initiative and
style to optimize
levels
3. Does things before being
team
contribution to decisionperformance of people
3. Provides opportunities to
asked or forced to by
4. Objectively analyses
making across levels
with diverse backgrounds
direct reports and
events
performance and
within the domain
and skills
coaches them to take on
4. Approaches tasks with a
development areas of
4. Monitors performance
4. Gives people latitude to
more senior or critical
can-do attitude
team
and gives objective
make decisions in their
roles /positions
5. Works independently,
5. Provides team members
feedback to ensure high
own sphere of work
4. Builds a ready succession
completes assignments
with on-the-job support
performance by team
5. Develops a strong second
pipeline by identifying
without constant
and resources to enhance 5. Provides timely coaching
line to de-risk critical
and nurturing talent for
supervision
performance
and resources to
roles
critical positions
maximize performance
5. Promotes diversity, skills
mix and different
perspectives

Definition
Coverage
Attributes /Behaviors to be assessed

4. COMMUNICATION
Leverages communication to create a buy-in and drive energies towards the achievement of organizational objectives
Manage Self
Communicates clearly and
concisely; Listens to others'
views; Keeps stakeholders
posted on critical issues;

Manage Others
Communicates positively.
Promotes two way
communication; Assertive;

1. Presents appropriate
information in a clear and
concise manner, both
orally and in writing
2. Shares ideas and
information with relevant
stakeholders while
adhering to
confidentiality directives
3. Writes impactful reports
using graphics or other
aids to clarify complex or
technical information
4. Remains open and
appreciative of other
points of view
5. Keeps his/her manager
informed about progress
and problems to avoid
surprises

1. Presents information in a
clear, concise & logical
manner
2. Listens to others' views in
a responsive and
empathetic way
3. Effectively prepares for
discussions in advance
and thinks through
possible outcomes
4. Keeps stakeholders
updated about progress
and anticipated problems
5. Does not refrain from
asserting viewpoints
related to his/her area of
work

Manage Domain
Encourages open
communication;
Communicates effectively
with multiple stakeholders;
Assertive;
1. Structures and presents
point of view as per
needs of different
audience
2. Takes others
perspectives into account
while communicating and
presenting
3. Manages discussions
effectively to ensure
desired outcomes are
achieved
4. Anticipates possible
opposition to ideas and
has prepared arguments
5. Asserts viewpoints
through relevant domainlevel facts and analysis

Manage Business
Communicates with impact and
holistically; Fosters two way
communication; Assertive;

Manage Change
Uses communication to
inspire and create ownership
and alignment;

1. Communicates complex
issues clearly and credibly
with widely varied
audiences
2. Creates shared
understanding through
extensive and timely
communication
3. Incorporates organizational
level perspectives into
account when
communicating, negotiating
or presenting arguments
4. Promotes knowledge and
information sharing
5. Asserts and holds ground on
critical issues and areas that
benefit the organization

1. Creates shared
understanding,
commitment and passion
to the vision and goals
through impactful
communication
2. Communicates
strategically to achieve
specific objectives
(delivers optimal
message considering
timing, audience,
criticality and forum of
communication)
3. Notices and accurately
interprets what others
are feeling
4. Asserts and holds ground
on critical issues and
areas that benefit the
organization
5. Makes credible and fact
based statements

Definition
Coverage
Attributes /Behaviors to be assessed

5. TEAM WORK / COLLABORATION

Collaborates with others to achieve organizational goals; Breaks down departmental silos and hierarchical barriers;
Manage Self
Participates as a team
member; Contributes to team
tasks;

Manage Others
Manages and motivates
team; Demonstrates crossfunctional collaboration;

Manage Domain
Aligns teams to business
imperatives in a spirit of
cross-functional collaboration

Manage Business
Builds strong teams; Builds a
sense of group purpose;
Promotes cross-functional
collaboration;

Manage Change
Fosters teamwork; Networks
and Collaborates within and
with external stakeholders;

1. Contributes actively to
teams work and results
2. Participates willingly and
supports teams decisions
3. Open to others' ideas
4. Shares relevant
information with team
members
5. Builds relationship and
networks with critical
others across teams

1. Treats all team members

fairly and without bias
2. Fosters a harmonious and
co-operative team
atmosphere
3. Appreciates and
recognizes the good work
of team members
4. Works collaboratively
with other groups to
achieve common goals
5. Puts aside individual
objectives for the good of
team and organization

1. Creates team spirit

through fairness and
transparency
2. Resolves areas of conflict
within teams in a timely
and effective manner
3. Publicly credits those
who have performed well
and gives them visibility
4. Shares relevant
information readily and
encourages the team to
do the same within
defined protocol
5. Promotes crossfunctional collaboration
in achievement of goals

1. Promotes a friendly climate,

good morale and
cooperation in the team
2. Recognizes and addresses
possible areas of conflict
within teams and with other
teams
3. Establishes formal
process/forum of ideas,
information and knowledge
sharing
4. Openly recognizes and
appreciates contributions of
team members
5. Promotes cross-functional
collaboration and
participation

1. Builds strong teams that

capitalize on differences
in expertise,
competencies and
background
2. Breaks down barriers
(structural, functional,
cultural) between teams,
facilitating sharing of
expertise and resources
3. Interacts in an unbiased
and transparent manner
to promote trust across
teams
4. Champions reward and
recognition mechanisms
to drive a culture of
celebrating contribution
across levels
5. Facilitates collaboration
across the organization
and with other
organizations to achieve
a common goal

Definition
Coverage
Attributes /Behaviors to be assessed

6. BUSINESS EXCELLENCE
Demonstrates relentless focus on achieving business goals (makes things happen); focuses on optimization of resources, without compromising on
quality or timelines; Institutionalizes lean & robust processes that are sustainable in a dynamic business environment
Manage Self
Manage Others
Manage Domain
Manage Business
Manage Change
Achievement orientation;
Responsible for team's
Aligns team for performance Drives culture of performance
Sets and monitors
Process, quality and cost
output; Drives processes,
and accountability; Drives
and accountability; Sets the
organizational benchmarks
consciousness;
quality standards and
process excellence, quality
bar for process and quality
of business excellence;
resource optimization at
standards and resource
excellence;
Creates the quality and
functional level;
optimization at domain level;
process architecture;
1. Maintains commitment
to goals, in the face of
obstacles
2. Anticipates and
escalates critical issues
on work schedules
3. Checks the accuracy of
own and others' work
4. Takes actions that lead
to quantifiable
improvements
5. Identifies wasteful
practices and
opportunities for
optimizing resource use

1. Develops and uses

systems to plan,
organize and monitor
work progress
2. Exceeds performance
expectations by pushing
for improved results in
own and team's
performance
3. Demands compliance
with organizational
processes and policies
4. Sets procedures to
deliver high quality of
work
5. Recommends
benchmark processes
that optimize resources

1. Develops operating plans

for domain, aligned to
business deliverables
2. Manages domain
performance through
metrics, feedback and
course correction
3. Clarifies accountabilities
to enable achievement of
targets and adherence to
processes
4. Drives adoption of
continuous improvement
techniques for process
excellence
5. Guides adoption of
internal-external
benchmarks to improve
performance

1. Develops detailed plans

with adequate
contingencies to ensure
achievement of business
goals
2. Defines metrics and
systems to monitor
functional performance
3. Holds staff accountable
for achieving targets and
defined standards of
excellence
4. Develops rigor in systems
and processes - in line
with best practices
5. Leverages resources to
enhance effectiveness

1. Demonstrates relentless
focus on execution of
planned actions
2. Resolves cost-qualitytime deadlocks
3. Skillfully balances shortterm and long-term
goals with changes in
the business
environment
4. Directs resources to
those areas where they
will effectively
contribute to business
goals
5. Promotes globally
benchmarked standards,
systems & processes

Definition
Coverage
Attributes /Behaviors to be assessed

7. PROBLEM SOLVING & DECISION MAKING

Analyses problems holistically and bases decisions on sound logic and judgment to create long term solutions for business problems
Manage Self
Analytical reasoning; Root
cause analysis; Timely
decision making;

Manage Others
Identifies important
elements of a problem;
Focuses on root cause
elimination; Sound decision
making;

1. Identifies cause of
problem/issue
2. Recommends decisions
based on available facts
and figures
3. Takes timely decisions in
work area
4. Able to reason out
solution with rationale
and logic.
5. Analyzes data in detail
and ensures all aspects
are covered

1. Responds to situations
after in-depth analysis of
all aspects of situations
2. Develops solutions that
address the root cause of
problem and prevent
recurrence
3. Makes decisions with
logical assumptions in
absence of complete
information
4. Reviews decisions if
circumstances change or
more information
becomes available
5. Involves/Informs the
right people in the
decision-making process
as needed

Manage Domain
Interprets links and analyzes
complex information; Takes
informed decisions and
enables decision making
down the line;

Manage Change
Recommends solutions in an
environment of risk and
ambiguity;

1.

1. Recommends solutions in
an environment of risk
and ambiguity
2. Generates solutions with
long-term impact and
resolves issues holistically
3. Assesses external and
internal environments to
make a well-informed
decision
4. Promotes an efficient
structure of boundaries
and authority to enable
quick decision making
across levels
5. Guides teams in taking,
implementing tough
decisions and backs them
consistently

2.

3.

4.

5.

Manage Business
Analyses complex and
ambiguous
situations/problems; Takes
sound business decisions;
Enables fast decision making
down the line;
Identifies problem by
1. Identifies multiple
seeking relevant data and
relationships and
evaluating in a logical
disconnects in information
manner
in order to reach
Takes steps to ensure
conclusions
non-occurrence of
2. Makes assumptions and
problem; thinks beyond
hypothesis using past
quick-fix
experience where data is
Thinks several steps
not available
ahead in deciding on best 3. Creates an efficient
course of action,
structure of boundaries and
anticipating likely
authority to enable quick
outcomes
decision making across
Balances requirements of
levels
different parties when
4. Takes timely decisions to
making decisions
seize critical business
Defends critical decisions
opportunities when they
with sound reasoning and
arise
rationale to all
5. Makes tough decisions and
stakeholders
stands by them

Definition
Coverage
Attributes /Behaviors to be assessed

8. INNOVATION
Fosters/contributes to a culture of innovation by being open, encouraging, participating and facilitating new ideas & approaches
Manage Self
Open to new ideas; Proposes
new ways of doing things;

Manage Others
Proposes new approaches;
Implements ideas;

1. Receptive to new ideas

2. Questions conventional
approach and seeks
alternatives
3. Tries more than one
approach to overcome a
problem
4. Develops a new/better
method or service
5. Works cooperatively with
others to produce
innovative solutions

1. Challenges status quo

and proposes new
approaches, methods or
technologies
2. Encourages others to
come up with
suggestions /solutions
3. Prototypes new ideas
without loss of time to
prove feasibility
4. Builds on suggestions of
others and facilitates
implementation
5. Ties up with relevant
stakeholders for
implementation of
innovative solutions

Manage Domain
Encourages others and
drives a culture of
innovation;

Manage Business
Values and nurtures
innovation;

Manage Change
Creates Innovation
Architecture;

1. Challenges status quo

and proposes new
approaches, methods or
technologies
2. Facilitates generation and
implementation of new
ideas for viable
domain/BU
improvements
3. Assesses cost-benefit of
new ideas/initiatives on
an ongoing basis to
enable implementation
decisions
4. Removes barriers to
adopting and
implementing new
proposed ideas
5. Takes a wider view of
new ideas rather than
own domain

1. Proposes new ideas and

encourages innovative
options over conventional
ways
2. Integrates ideas across
teams for viable
improvements/business
opportunities
3. Works towards making new
ideas successful from
outcome and
implementation standpoint
4. Sponsors experimentation
to maximize potential for
innovation
5. Uses learnings from best
practices to encourage new
ways of thinking

1. Provides organizational
support and platforms
for new ideas over triedtested solutions
2. Creates new models and
methods for the
organization,
3. Sponsors innovations for
quick adoption
4. Nurtures creative
thinking, questioning and
experimentation
5. Scans external
environment for
innovative advancements

Definition

9. CUSTOMER FOCUS
Creates positive and engaging experiences for customers by understanding their needs, challenges and delivering differentiated offerings that add value

Coverage

Manage Self
Builds rapport with
customers; Looks after
customer interests;

1.
2.

Attributes /Behaviors to be assessed

3.

4.

5.

Manage Others
Builds rapport with
customers; Anticipates and
adapts to customer needs;
Focuses on high service
standards;
Builds rapport with
1. Builds rapport with key
customers
influencers in the
Identifies customer needs
customer organization
and expectations
2. Systematically contacts
Works to meet the needs
clients or prospective
of the customer and look
clients to determine their
after their interests
needs
Takes personal
3. Encourages teams to
responsibility for
achieve a high standard
resolving customer
of service excellence
concerns
4. Takes action beyond
Keeps customers up-toexplicit customer
date with information
request within
and decisions that affect
established service
them
standards
5. Monitors services
provided to customers
and makes timely
adjustments as required

Manage Domain
Understands customers
changing needs; Drives
customer service standards
and customer satisfaction
1. Identifies and drives
domain-level action plans
to align to customer
needs
2. Ensures self and team
engage regularly with
customers over formal
and informal interactions
3. Seeks out and involves
customers to assess
services, solutions or
products to identify
improvement areas
4. Reviews performance
against customer
feedback and service
metrics, for continuous
improvement
5. Proposes differentiated
service offerings in
response to customers
changing needs

Manage Business
Deep understanding of key
customers' business and
requirements; Sets standards
of customer service; Promotes
differentiated services;
1. Deeply understands the
customer's organization, its
key business drivers and the
challenges
2. Personally keeps in touch
with key customers and
shows an understanding of
their changing needs
3. Envisages customer
challenges and suggests
actions/services to increase
readiness
4. Defines customer service
expectations from the team
and ensures these are
reflected in the functional
and key role KRAs
5. Fosters an environment of
creating and delivering
differentiated services
based on customers'
potential value

Manage Change
Fosters a client-focused
culture; Designs strategy
aligned to customer needs;

1. Treats the customer as

focal point for strategy
formulation and review
2. Engages with customers
as partners in
anticipating and
delivering their future
business needs
3. Fosters an environment
of creating and delivering
differentiated products &
services based on
customer's need
4. Continually raises the
quality bar for deliveries
made to customers
5. Creates functional /
business readiness to
cope with changing
customers needs

Definition
Coverage
Attributes /Behaviors to be assessed

10. MANAGING CHANGE

Initiates, leads, manages, enables and participates in the process of change and transition while helping others deal with the effects;
Manage Self
Responds positively to
change; Makes adjustments
aligned to change;

Manage Others
Embraces change; Identifies
actions for self and team to
deliver change;

Manage Domain
Drives Change initiatives;
Acts as a change agent;

Manage Business
Energizes and engages self and
others and mobilize actions to
embed change;

Manage Change
Initiates, sponsors and
implements
transformational changes;

1. Adapts personal
approach to align to
changed situation
2. Supports change
implementation by
feeding ground level
information on
constraints, impact etc
3. Makes necessary
modifications in work
area , as per defined
change plan
4. Deals with the ambiguity
that comes with change
5. Advocates the benefits of
change at peer level

1. Adapts to new situations

and changes at work
2. Implements and supports
change initiatives in the
organization
3. Works with the defined
change agenda to specify
what, when etc. in the
work area/sub-function
4. Redefines own and
teams goals and
deliverables to
accommodate change
5. Reassures team that
change is achievable and
that their contribution
matters

1. Takes initiative to
implement changes if
familiar methods are no
longer efficient
2. Adopts and creates a
sense of urgency around
a change agenda
3. Defines and reviews
progress against success
measures for the stated
change agenda
4. Clarifies and reinforces
expectations from the
team for implementing
change
5. Advocates change and
guides teams on handling
change management
challenges

1. Leads identification and

implementation of change
initiatives for the function
2. Details change agenda
including execution and
communication plan to
enable smooth transition
3. Establishes structures and
processes to plan and
manage the orderly
implementation of change
4. Creates a clear
understanding of
expectations from the team
for implementing change
5. Manages the anxiety
associated with significant
change through counseling
and communication

1. Initiates change aligned

to new business realities
ahead of competition
2. Leads change initiatives
from the front
3. Keeps people aligned and
spirited through the
change initiative by
sharing the intent, need
and process of change
4. Reinforces goals and
direction across teams in
times of change to help
people retain focus
5. Sustains change through
capability building,
changes in processes &
controls etc