Competency @ NRB

Core Competency Dictionary

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Establishing Competency Index at NRB

Introduction: In its journey to become a world-class preferred organization in Needle Roller

Bearings business, NRB has adopted several quality improvement processes at its all locations.
Human Capital Readiness is one of the key strategic objectives that define NRBs people
capabilities. Developing a Competency Index will help NRB to monitor these capabilities.

Objectives: To establish Competency Index for the entire Organization.

Approach : The Competency Index will be developed step-by-step, as follows:

1. Defining Core Competencies for different Grade.

2. Creating Skills Dictionary for each position.
3. Mapping each staff for core competencies and skills
4. Calculating Competency Index.

In terms of coverage, the Competency Index will first develop for the Management Staff,
followed by that for the other staff.

Schedule: The Time schedule for carrying out the entire exercise will be based on business plan
once sanctioned by the Management of NRB.

Competency Model:

Base on the existing job Description, a Competency Model for NRB will be designed. This
Model would consist of Core Competencies (Leadership Attributes) and Functional Skills. The
Leadership attributes will be selected and based on the unique requirements of our type of
industry. To start with, we have defined these competencies for every level of management which
are as under:

The Core Competencies:

Effective leaders need to demonstrate behaviors that can be categorized as below:

Set Directions

Demonstrate personal character

Build Organizational capabilities

The Competencies for each of these categories have been defined as:

Set Directions: Strategic Thinking, Planning & Organizing

Customer and Market Focus
Drive for results
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Demonstrate Personal Character:

Values Driven

With stand Pressure (Conflict Management)

Takes Ownership

Communication capability

Build Organizational Capabilities:

Team Building

System Development

Problem Solving

Innovative Thinking

People Development

Functional Skills:

Apart from the Leadership attributes, each functional position is required to have basic skills
necessary for effectively doing the job. While Skills categories will remain same for different
grades in a functional family, the required skills levels will be defined separately for each Grade.

These levels will fall in the following categories:

Level 1- Require /has basic awareness of the Skill

Level 2- Require/ has working knowledge of the skill

Level 3- Require comprehensive /has comprehensive knowledge, skills do the job

Level 4- Require /has mastered the skill and can coach/ guide others

NA - Not applicable for the position

(The Skill Dictionary will be created in consultation with the Functional heads /Top Mgt. team)
 Customer and Market Focus
Grade /Level Behavioral Indicators

Engineer/ * Seeks to understand and include Customer requirements in all operational

Assistant plans & activities
Manager * Ensure effective follow-up, responsiveness and feedback to ensure
customer requirements are being met
* Ensures customer service standards are taken into account in all operational
activities
* Works with customers to identify ways to increase customer value of
products and service in use.

Manager * Probes for critical information about customer trends & needs and
incorporates into operational plans
* Ensure effective relationships with customer at all levels
* Establishes long term relationships with customers to ensure sustainability of
operations
* Integrate team and functional plans base upon new market and growth
opportunities for new and existing products

Sr. * Anticipate patterns, trends & influence in global customer thinking and
Manager/ their impact on the strategic intent of the business
GM * Develops alliances and interacts with key influences who affects global
customer trends
* Be aware of future step changes in industrial demand which will lead to the
potential, to create a new business or change the portfolio.

Vice * Understands the underlying needs of global suppliers and customers &
President incorporates these into strategic business development
/Sr Vice * Develops strategic partnerships and alliances with key customers and
President Suppliers with a view to enhancing each others business.
* Creates an organizational culture which is externally focused and ensures
appropriate interaction withy the external world.
* Identifies discontinuities in new business opportunities

The term Customer focuses on both Internal and External.

 Drive for Results

Grade/Level Behavioural Indicators

* Plans and delivers operational activities and project within agreed
Engineer/ Standards of key performance measures and committed time frame.
Assistant * Monitors output & acts forcefully to maximize value creation and
Mgr. Eliminate inefficiencies and all forms of waste from operations
* Manages effective work system which eliminate chaos and enables
energy to be focused on delivery.
* Continuously maintains and evaluates activities of self and others in order
to enable processes to be effectively controlled

Manager * Design the systems and sets the standards & measures which will
ensure that commitments are delivered within agreed time frame
* Tests al improvements plans and projects for cost benefits and their
contribution to increased value creation.
* Creates a high performer work culture within the department, in which
individual and teams are closely aligned and focused on delivery
* Ensures key projects & business plans continue to meet projected targets by
responding decisively to potential opportunities and obstacles.
 Value Driven
Grade/Level Behavioural Indicators
Engineer/Asst * Acts consistently with organizational Values
Mgr
* Confidently express own beliefs and ideas

Manager * Stands up for convictions and Values in the face of challenges

* Does not compromise on business ethics

Sr Mgr/GM * Challenges Conventional wisdom in the interest of the business

* Acts consistently with organizational values, even when these conflict
with personal interest
* Communicate organizational values to encourage appropriate external
Interactions
* Proactively identifies opportunities for discussion on values with employees
and business associates

Vice President * Takes action based on organizational values even at significant cost or risk to
Self
* Stands up for beliefs even under intense pressure to do otherwise
* Monitors Values violations and demonstrates commitment to values by
Punishing violations, as well as rewarding exemplary behaviour
Withstand Pressure ( Managing Conflict at work )
 Strategic thinking, planning and organizing
Level Behavioral Indicators

Engineer * Turns Plans into clear task outcomes

/Assistant * Translate functional strategies into goals & plans which deliver competitive advantage
Manager * Thinks ahead and prepares options which will sustain operations

* Makes accurate forecast and builds contingencies into operational plans

* Scan the environment for information which may be relevant to achievement of

operational plan
Manager *Translation the vision into a form which enables everybody involved to feel a scene of
commitment

*Create plans which deliver competitive advantage through the application of best
practice
* Bench mark functional best practice to ensure state of the art knowledge of the function
Senior * Project a Dynamic version of the vision and develops ownership
Manager/Divi * Sets objectives which create the future whilst sustaining current operations
sional * Determine the best business practices and plans which are designed to meet the
Manager competitive strategic challenges for the business
* Maintain external focus on industry trends which enables the creation of breakthrough
visions
* Maintain and applies a wide and current breadth of knowledge of political, economic,
social and technological trends to identify new business opportunities

Vice * Create new business paradigm based on forward analysis of developments and trends in
President a 5-10 years timescale.
* Seeks and assimilates knowledge about global trends and developments in Markets,
economics, societies , governments , customers and suppliers & vendors
* Define the competitive strategy and intent for global business or complex function.

* Creates a culture of performance which guides the contribution of people to the

delivery of the business vision and purpose