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Primary Objectives

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Create a culture that inspires and empowers every individual to contribute his best in building business and organization through self development. Review current work performance and plan for the future improvements. Provide an opportunity for post-appraisal discussions and guidance to promote self development. Provide an objective basis to recognize and reward meritorious and outstanding performance. Provide an objective basis to identify substandard performance and reasons for it. Meet the need of each person to know how well he is performing. Support coaching, mentoring, training and development activities. Support internal mobility like growth paths, transfers, job rotation etc.

Definitions of Some Related Terms That Often Confuse Many The terms given below are alphabetically arranged. Ability: An individual's capability either developed or not developed (undiscovered, unrealized and untapped). An accountant may be able to sell but has not done so. Attitude: An individual's tendency to act in predictable ways. A manager may have humanistic attitude and therefore, he may be compassionate towards people. Behavior: What an individual performs or does is his behavior and that is observable. It is based on his thinking which is not observable. Competency: It is the developed ability of an individual. One competency may be a good integration of several allied skills related to the competency. Conducting an effective meeting is a competency that calls for many allied skills like making a meeting agenda, promoting healthy group process, resolving conflicts, managing time etc. Competencies are observable and ratable/measurable. Knowledge: What an individual knows and comprehends is knowledge. Knowledge may be obtained from formal education, observations, training and experience. Management: It consists of planning, organizing, staffing, directing (also leading) and controlling. Potential: It is the predicted future performance of an individual. Performance: Actual work output/results given by an individual against the expected results or goals/objectives is his performance. It is normally the basis for appraisals and rewards. Practice: An individual acting as per his or organizational strategies and policies is putting the policies into practice.

A person with humanistic values will have particular sets of behavior towards people and that defines his style. It is micro competency. Therefore. to resolve conflicts. . Traits: They are personal characteristics. If competencies are improved. they may not be observable or ratable/measurable. in this case the required competency is the combination of skills to make an agenda. a characteristic or an ability with knowledge and skills that results in an effective performance. every verb in a dictionary is a skill.Skill: It is the work behavior. Style: Patterns of behavior is style. one needs required competency. These identified competencies then should be classified and grouped together accordingly. just. mission. objectives and strategies. to promote a healthy group process. further improve and practice to improve their job performance towards achieving it's goals. 2. aggressive or some other person may be polite. Competencies for interpersonal relations. There could be other alternate ways for classifying competencies as given below: y y Competencies for individual excellence or for managing self. an individual can be harsh. Managerial competencies Technical competencies/hard competencies Some examples of the competencies under these classifications are given later in this write-up. An organization should develop an inventory of all the competencies it will need from it's people in order to run it's business as per it's vision. For example: conducting the meetings is a task. Inventory of Competencies and Developing Competency Matrix 1. For example. Skills are observable and ratable/measurable. Competency is Not a Task Statement y y Competency is a combination of an underlying capability. Many a time. In a sense. listening is another skill that is essential for conducting effective meetings. Why Competencies in an Organization? In order to carry out an organization's business in a superior manner. they will give still more effective or superior performance. it needs to identify the competencies it's managers and all other employees should possess. The following classifications can be made: y y y Behavioral or soft competencies. In order to do so. Allied skills make a competency. Competencies are knowledge and skills statements and not task statements. to manage time etc. assertive etc. arrogant. In earlier example of conducting meeting.

Some examples are given below: y y y In one organization. good and great. Each competency. the job incumbent's current competencies are evaluated against the desired competencies and their level of proficiency. the gap analysis is carried out. HR department and the organization will do to improve them? Excellence in Competencies/Skills You will be able to achieve the excellence in any skill or competency only if you rehearse or practice the learned skill a large number of times. These levels are given different labels by different organizations as per their needs. they are termed as: baseline. the reasons for the gaps are found out objectively and further course of action to remove these gaps is decided and implemented. Post Competency Matrix/Mapping Once the gaps in competencies and proficiency levels are known. Clear explanations of each level of each competency should be written down. 4. This entire process can be done collaboratively by the job holder himself and his superior(s). What job holder will do to to improve them? What the job holder's superior(s). Also. People related. The gaps in desired and actual competencies are identified. collaborative productivity. Knowledge alone is no guarantee for achieving . In other organization. Functional or technical competencies. Information related competencies.y y y Managerial competencies which can be further classified as: 1. In another organization. Answers to where to improve and how to improve are worked out: y y y Competencies the job holder need to improve. they simply put them as: level 1. Role related and 3. so-so. level 3 and level 4. Therefore. 2. Organizational. They should be identified. This is mapping the competencies of a job holder against the desired competency matrix for that job. 5. for each job or each position which competencies of which proficiency level are required should be determined. in turn. managing complexity and expert. will have it's levels of proficiencies. The analysis focuses on the further development of the job holder rather than trying to pin him down for his lacunae in competencies. this is called developing a "competency matrix". these proficiency levels for each competency are graded as: oh-oh. Competency Mapping Having created competency matrix for every job/position. 3. ownership. level 2.

it is of no use to you. start writing. start acting. And use your knowledge to write even better. Great Knowledge + Great Implementation = Great Effectiveness. Only if you start swimming. we give below some examples: Some Examples of Behavioral and Managerial Competencies . Consciously competent: Gaining the knowledge about the skill to be mastered and begin practicing the knowledge gained (example: gaining knowledge on how to swim using proper styles of swimming and start swimming using the right styles of swimming). personal. No results. 3. Knowledge surely helps and is a must but without doing. knowledge alone does not. you should try to reach the unconsciously competent level in the skills required by you for your professional. Unconsciously competent: Keep practicing the knowledge gained till you gain mastery in the skill (example: you have now become an expert swimmer since you have been swimming using the proper styles of swimming over number of hours and you can now give yourself 9 on 10 or even 10 on 10). Some Knowledge + Some implementation = Some Effectiveness. Some Examples of Behavioral and Functional Competencies As mentioned earlier. If you want to become an actor. Seek roles in movies or dramas or TV shows and keep refining your acting by doing it and also applying your knowledge in doing it better. Doing is what makes you what you wish to become. start teaching the subject you know well. For greater success in life. 2. Write something every day. Great Results. Wisdom is in knowing what to do and how to do but the virtue is doing it. 4. If you wish to become a good teacher. Great Knowledge + Zero Implementation = No effectiveness. Consciously incompetent: Acceptance of incompetence and creating a desire to learn (example: you accept that you do not swim properly and you will like to learn the correct styles of swimming). Some Results. Some Success. Implementation of knowledge is the name of the game. There are 4 levels of competencies or skills (also refer points 3 and 4 of the paragraph titled "Inventory of Competencies and developing Competency Matrix" above): 1.great levels in skills or competencies. No success. you will become a swimmer. mere knowledge of swimming or great theories of swimming will not automatically make you even an ordinary swimmer. If your desire is to become an author. Great Success. family and social activities/tasks/projects. Unconsciously incompetent: Ignorance (example: you are not even aware that there are some proper styles of swimming).

Each person may have his or her unique requirements. Then. Soft Skills Earlier. Once having identified them. We have emphasized earlier that there is no short-cut to master the skills. You will have to acquire the right kind of knowledge about those skills and then keep on practicing.the . efficient and successful in your life and your professions. evaluate and monitor vendor performance · Ability to use CAD/CAM tools · Ability to perform manufacturing capacity planning · Ability to assimilate new technologies.Individual: · Self Development · Self Confidence · Intellectual Strength Results: · Decision Making · Focus on Results Team Work: · Team Building · Communication Skills Passion for Products and Technology: · Passion and Drive for Technology Some Examples of Functional Competencies · Ability to set accounting policies · Ability to perform financial analysis · Ability to select. architectures and techniques related to production · Ability to use Microsoft Word Software · Ability to use JIT principles and practices · Competency in recruiting the people Soft Skills and Hard Skills You will need to sharpen your soft skills as well as your hard skills in order to become effective. family and social life. You should first identify as to which soft skills and hard skills you need to develop. you are there to win the world. we have emphasized the importance of acquiring and mastering both types of skills. Both types of skills are required for carrying our your professional activities effectively and efficiently. methods. Hard skills are to do with the technical skills and soft skills are the behavioral skills. you will need to feel motivated about developing those skills. They are also required to be successful in your personal.

Delegation. empathy. 5. Self confidence. 21. Soft skills make you more cultured. Openness and flexibility (paradigm shifting). listening. 18. Integrity. Assertiveness. Dealing with ambiguity. 15. 25. Coordinating. Trustworthiness. Know yourself (introspection). Intellectual horsepower and learning. understanding. 2. Decision making. 16. 28. For example. yet. Dependability and reliability. manners and etiquette). 8. professional. 14. 11. 7. . Conviction. 19. Negotiation. empathic. Problem solving and process orientation. Hard skills are important and you should never undermine them. family and social life. writing).hard skills and the soft skills. Conflict management. 10. Goal setting and result orientation. you can refer to the respective weblinks (URLs) given below later in the paragraph titled "Other Topics of Interest". drive and self initiation. creativity etc. 23. 9. Moral courage. 12. 3. Action orientation. They are your bread and butter skills. You must try to find out what soft skills you should choose to acquire and develop for success in your personal. 17. body language. Self development. To know the details on each one of the competencies given below. Composure and self presentation (appearance. Time management. a tourist guide has to know the technical aspects of his job like showing his tourists the right places in a proper sequence with authentic commentary on them. Interpersonal skills. 1. Creativity and innovation. Internal motivation and passion. Organizing. Observation. 4. he will be more in demand and earn more if he also has the necessary soft skills for the job like manners and etiquette. 20. humor. 13. the legalities of his job. We are giving below a fairly comprehensive list of soft skills for your guidance. Communication (speaking. 26. 27. the safety aspect of his tourists etc. 22. Hard skills are more rational types and soft skills improve your emotional intelligence. caring and also. 6. 24. more sophisticated and reformed. interpersonal relations with tourists.

the SOP) of building that skill. Mentoring. How Much Value My Competency Can Add? The More the Value Addition Due to Your Competencies. Controlling. Stress management. Extent of value derived by the usage of your competency is decided by the user or the customer. 34. 36. Presentation. it seems that high value adding competencies alone can earn more money for you. Go through the above list very carefully and tick out the soft skills where you need to pull up yourself. If the perception of the customer allows your competency to be seen as a high value adding competency. Convincing. You will generally see that a specialist doctor say. . 40. a surgeon will end up earning lots more that the best or most proficient waiter in a restaurant. Conducting meetings. 41. Counseling. 37. practicing it and practicing it till you get the mastery over that skill.29. 42. 39. Safety. Yet a chief chef in the same restaurant. 31. 32. Consensus building. it is not necessary that you will end up earning more particularly when the customers does not see it delivering high value to him. 30. Then. practicing that skill following the process (SOP). 35. you have to go through the cycle of gaining authentic knowledge of that skill. Team work. practicing it. On the other hand even if you reach the highest level of expertise in a particular competency. the customer will pay you that much. The much needed rare competencies may get paid more since at that point of time they are seen to be delivering high value to its customers in their perception. if he is worth his salt (as far as proficiency or expertise in cooking is concerned) may also end up earning as much as the doctor or an engineer. Leading. understanding the process (the standard operating procedure. Motivating others. it becomes your habit. Big picture thinking and strategic thinking. Coaching and developing people. 33. An example will illustrate the point brought out in this paragraph. Team building. the More You Can Earn The money you can earn as a professional by using your competency depends squarely on the value it can add. 38. till that skills gets internalized in you. So. It is also a matter of supply and demand. 43. you can claim more money for providing that competency to your customer and more often than not.

He may also be pretty divorced with the human element. He may become too rigid and structured and less tolerant to continuous and quick changes or unavoidable chaotic situations many times prevalent in real life situations. he may not be comfortable associating with people who are otherwise good and efficient but little less organized in his opinion. . The moment he starts overdoing it. Mastery over skills is OK but obsession with it and therefore. too much indulgence in it or overdoing that competency can prove to be harmful to self and others. particularly your associates. An example: An over organized person or a person who is really great in planning things can be a very competent person till he starts overdoing it. With this lopsided weight on planning and organizing he loses his overall balance and becomes overall less competent. overdoing it can mean difficulties. he may lose sight of other things. overdoing it can prove to be counterproductive. Excess of anything is bad. Whether it is a hard skill or a soft skill.Overdoing a Competency y y y While having highest level of proficiency in a competency is always desirable.