Competency Mapping Ireda SJVN

Chief Patron
Secretary COMPETENCY MAPPING-

(Ministry of Power)
Govt. of India
EXPERIENCE of
Patrons
CEO's of
• IREDA
Organization
Members • SJVN
Governing
Body
Heads of HR-
Member
Organizations
Organization
Members
• BBMB
• DVC
• NEEPCO
• NHPC
• NTPC
• PFC
• POWERGRID
• REC
• SJVN
• THDCIL
Associate
Members
• DTL
• IREDA
• NPCIL
• NSPCL
• OPTCL Brought by:
• PTCUL
• UPCL
Power HR Forum Sectt.
Power Management Institute
Plot No. 5-14, Sector-16A
NOIDA - 201301
Message from Honorary Secretary
We are glad to present the second volume of compendium on “Competency

Mapping”. The first volume was brought out in Feb 1, 2014 and it had the
competency mapping information of THDC, NHPC, NTPC and POWERGRID.
The present volume has information pertaining to IREDA and SJVN.
The first volume is available in pdf format in FORUM website, www.powerhrforum.

org. This volume shall also be hosted in forum website for wider dissemination and
we hope this compendium shall serve as a reference by member organizations in
developing/improving their own “Competency Mapping” framework.
We are thankful to IREDA and SJVN for sharing details on the practices of
‘Competency Mapping’ being followed by them at their respective organizations
and also providing valuable inputs, without whose support it would not have been
possible to bring out this the details and their valuable support, without which it
would not have been possible to bring out this Compendium.
Best Wishes!
Avinash Kumar
General Manager (HR)-NHPC &
Sept 29, 2016 Honorary Secretary-Power HR Forum
CONTENTS
A. Competancy Mapping at IREDA 2 – 13
1.0 IREDA – The organization 2
2.0 Background 2
2.1 Need 2
2.2 Objectives 2
3.0 Approach & Methodology 2
3.1 Secondary Research 3
3.2 Primary Research 3
4.0 Competency Identification 3

4.1 Competency Bouquet 3
4.2 Deptt.-wise Competency Framework 7
4.3 Level-wise Competency Famework 7
5.0 Finding the development need 10
6.0 Task ahead 11
7.0 Conclusion 13
8.0 Annexures - Competency Assesement Formats
B. Competancy Mapping at SJVN 54 – 72

1.0 Introduction to SJVN and the Context 54
2.0 Work Stages 54
3.0 Methodology Adopted 54

3.1 Developing competency Framework 54
3.1.1 Behavioural Competency 54
3.1.2 Functional Competency
3.2 Skill Gap Analysis 55
3.3 Formulating IDP 55
4.0 Competency Identification 55
4.1 Behavioural 55
4.2 Functional 56
5.0 Analysing Skill Gap and formulating IDP 58
5.1 Skill Gap 58
5.2 IDP 58
6.0 Conclusion 58
8.0 Annexures 59
• Annexure – I: Details of functional competencies of P&A 60
• Annexure – II: Sample Competency Questionnaire (Part A, B & C) 68
• Annexure – III: Sample Analysis for Competency Gap 71
• Annexure – IV: Sample IDP 72
1.0 IREDA: The Organisation IREDA held a strong view that the future leadership
Indian Renewable Energy Development Agency has to come from within the organization and Compe-
(IREDA) was established in the year 1987 as a special- tency is an important issue for a service institution, as
ized public financial institution under the administra- timely deliveryand quality output is most essential for
tive control of Ministry of New and Renewable Energy them.With the rapid changes in technology and competi-
(MNRE), with an objective to promote, develop and ex- tive business environment, organizations are required to
tend financial support to Renewable Energy and Energy be more technology driven and managerial effective. The
Efficiency / Conservation Projects in India. The technol- jobs of strategic significance and the role of a generalists
ogies supported by IREDA include Solar Energy, Wind and specialists are getting redefined. To keep pace with
Energy, Hydro Power, Biomass Power & Cogeneration, such change, we need to raise beyond the traditional job
Waste to Energy and Energy Efficiency/ Conservation. description and undertake periodical studies and align
Till the end of Financial Year 2014-15, IREDA has sanc- and reposition jobs with the right plans of functional,
tioned more than 2200 clean energy projects with loan cross functional, inter personnel, social, financial, lead-
commitment of Rs. 30,818 crores, making it the single ership, IT competencies with a global perspective.
largest “Green Financier” in the country. This has sup- Therefore it was decided to carry out a thorough ‘Com-
ported the growth of Renewable Energy sector in India, petency Gap Analysis’ study with following Objectives.
which currently contributes more than 12% in terms of
the total installed power capacity of India. 2.2 Objectives:
IREDA has been awarded “Mini Ratna” • Finding out new organizational capabilities, new skill
base required for IREDA to become world class.
(Category -I) status in 2015 by Ministry of New and Re-
newable Energy (MNRE).IREDA has been notified as a • Identifying the jobs and skills of strategic significance.
“Public Financial Institution” under section 4 ‘A’ of the • Assessing the gap in the competencies in role specific
Companies Act, 1956 and registered as Non-Banking Fi- and organizational competencies.
nancial Company (NFBC) with Reserve Bank of India • Providing measures for filling up the competency gap-
(RBI). sas enabling process.
IREDA is a leading institution in renewable energy 3.0 Approach & Methodology
financing. It has facilitated entry of private sector to re- Administrative Staff College of India (ASCI), Hyder-
newable energy sector. It has helped in building sector abadwas assigned the task of developing competency
capability by helping create manufacturing, design, en- model for IREDA aspart of the study on ‘Organizational
gineering, operation and maintenance facilities. Restructuring and Manpower Planning’. The objective
2.0 Background of the competency model exercise was to arrive at de-
partment-wise competencies required for superior per-
2.1 Need formance of IREDA considering its strategic plans.
Renewable energy has acquired a greater challenging The first exercise that was taken up along with ASCI
role in India due to its ability to provide energy security was to identify the competency needed forleadership po-
and last mile energy access. The strong focus of Govern- sition.It was based on the explorative, descriptive and
ment of India on tapping renewable resources, particu- analytical approach to study the objectives in-depth with
larly solar and wind power shall provide huge business regard to the specific target respondents.
opportunities for IREDA in future. IREDA being a lead-
ing player in financing renewable energy in India, will The details of methodology adopted in this study are
witness exciting business growth. given below:
a) The competency required for specific levels were
To meet the emerging opportunities, IREDA will re-
identified through administration ofstructured
quire highly competent human resource that will steer questionnaire
the growth of company’s business in future. Tremendous b) Based on the job/task analysis, specific skill re-
opportunities bring with it enormous challenges which quirements to perform the job wereIdentified.
are unique to this emerging sector. IREDA’s human re- c) The top 3 performers were identified by examin-
source needsto acquire new and critical skills in sync ing the performance records of previousyears.This
with the emerging business prospects.
2
was followed with intense behavior event inter- 2) Quantitative research for listing present functional
view (BEI) conducted on each of thetop perform- and behavioural skills.
ers based on the skills identified through job/task
Through a rigorous application of research methodol-
analysis.
ogy through literature survey, structured questionnaires,
d) The competency thus identified was revalidated
through exhaustive discussions in a panel compris- sampling plan, Focus Group Discussions (FGD), be-
ing the job incumbent, key executives and subject havioural event interview (BEI) of top performers and
matter experts. further validation, desired Competency identification
and Gap Analysis was obtained. This finally gave rise to
Thus behavioral competencies identified for job/depart-
theCompetency Model along with the definitions of each
ment were grouped into two clusters;organizational
competency. Level wise application was also identified
competency and the role specific behavioral competen-
to aid further developmental effort from the employee
cy. The organizational competencies are important to the
and more importantly, the organisation.
organization irrespective of the role the person perform-
Information was obtained from the individual employees
er in the department or job. The role specific competen-
as well as their reporting officers. Besides the feedback
cies have been worked out for the employees in specific was taken from peers (internal customers) and juniors in
roles that they are expected to possess. respect of senior executives (E-7 and E-8 level).
The approach needed both secondary and primary re-
Keeping in view the nature of study, all targeted employ-
search to generate required information.
ees were covered for administration of structured ques-
tionnaires.
3.1 Secondary Research
The Secondary Research was undertaken to gain insights
through developmental goals of country, funds generated 4.0 Competency Identification
for which data sources such as industry reports, websites A list of 30 competencies which include managerial,
of IREDA and relevant ministries, development fund- technical, professional skills and human attributes that
ing organizations etc.to capture business landscape and are necessary for employees to work effectively in the
reviewed thoroughly. organization, were identified. Identification was done
through ‘BEI’ and through ‘resource panel’ comprising
3.2 Primary Research subject matter experts (SME). The model thus devel-
Under the primary research, two different modules were oped, has been validated by thorough examination of the
employed, i.e. job specifications ofvarious departments of IREDA. The
1) Qualitative Research for capturing the soft/ intan- validated models have then been shared with a teamof
gible areas and to validate the competencies al- officials from IREDA for revalidation. The definition for
ready identified by ASCI each competency is listed in Table 1 below.
4.1 Competency Bouquet
S.No. Type of Skill Total No.
I Managerial Skill 19
II Human attribute 8
III Technical/Professional Skill 3
3
Sl. No. Competency Competency Definition
Type
I.1 Managerial Leadership Identifies issue, continuously shares expertise with
team members; supports individual development and
improvement; provides performance feedback and
reinforces strength; provides opportunities and motivates
others for development through challenging assignments,
mentoring and coaching; promotes a continuous learning
and development environment; provides guidance to juniors
for attainment of professional and personal goals.
I.2 Managerial Planning and Establishes a systematic course of action for self to ensure
Organizing accomplishment of specific objectives.Sets priorities, goals,
tracking systems and timetables to achieve maximum
productivity.
I.3 Managerial Strategic Thinking Assesses the gap between the present state and desired
and Vision future direction; able to formulate plans keeping in mind
long term consequences and risks; Provides direction &
communicates the vision to encourage alignment within the
organization; encourages others to contribute to the vision of
the organization to achieve desired goals.
I.4 Managerial Relationship Interacts frequently with other departments as well as with
Management other parties, shares relevant information, understands and
helps resolving issues, works effectively in cross functional
teams, establishes good rapport with external agencies,
creates and acts on opportunities of interaction and facilitating
achievement of goals.
I.5 Managerial Achievement Consistently delivers required business results; sets and
Orientation achieves achievable, yet aggressive goals; consistently
complies with quality standards and meets deadlines;
maintains focus on the firm’s goals.
I.6 Managerial Delegation Allocating decision making authority and/or task

responsibility to appropriate persons to maximize the
organization’s and individual’s effectiveness.
I.7 Managerial Decision Making Identifying and understanding issues, problems,and

opportunities; comparing data from different sources to draw
conclusions; using effective approaches for choosing a course
of action or developing appropriate solutions; taking action
that is consistent with available facts, constraints, and probable
consequences.
I.8 Managerial Initiative Identifies what needs to be done and takes action to achieve
standard of excellence beyond job expectations.
4
Type
I.9 Managerial Networking Working to build and maintain friendly, trustworthy, open
internal and external relationships or networks of contacts
with people who are or might become important actors in
achieving strategy related goals.
I.10 Managerial Resilience Has ability to adapt to and work with a variety of situations,
individuals and groups; being able to think on own feet, and
not being disconcerted or stopped by the unexpected.
I.11 Managerial Influencing Skill Asserts own ideas and persuades others, gaining support
and commitment from others; mobilizes people to take
action, using creative approaches to motivate others to meet
organizational goals.
I.12 Managerial Change Initiates and /or manages the change process and energizes
Management it on an ongoing basis, taking steps to remove barriers or
accelerate its pace.
I.13 Managerial Risk Taking Initiating action that tries to achieve a recognized benefit
or advantage when potential negative consequences are
understood.
I.14 Managerial Problem Solving Builds a logical approach to address problems or

opportunities or manage the situation at hand by drawing
on own knowledge and experience base and calling on other
references and resources as necessary.
I.15 Managerial Presentation Skill Presenting ideas effectively to individuals or groups when
given time to prepare; delivering presentations suited to the
characteristics and needs of the audience.
I.16 Managerial Analytical Bringing disciplined analysis to data and situations, to see
Thinking cause and effect and to use this to make effective decisions.
I.17 Managerial Customer Focus Making customers and their needs a primary focus
of one’s actions; developing and sustaining productive
customer relationships.
I.18 Managerial Coordination Developing and using collaborative relationships to facilitate

the accomplishment of work goals.
5
Type
I.19 Managerial Prioritizing Able to manage self and/or others, and resources including
time and surrounding circumstances to reach a specific goal.
II.1 Human Team Work Actively participating as a member of a team to move the team
Attribute toward the completion of goals.
II.2 Human At- Communication Clearly conveying information and ideas through avariety of
tribute media to individuals or groups in amanner that engages the
audience and helps them understand and retain the message.
II.3 Human At- Stress Tolerance Maintaining stable performance under pressure; handling
tribute stress in a manner that is acceptable to others and to the
organization.
II.4 Human At- Building Trust Interacting with others in a way that gives them confidence in
tribute one’s intentions and those of the organization.
II.5 Human Ethics and Integ- Has concern for the degree of trustworthiness and ethical
Attri- rity behaviors with consideration for the knowledge one has of the
bute impact and consequences when making a decision or taking
action.
II.6 Human At- Attention to De- Thoroughness in accomplishing a task through concern for all
tribute tails the areas involved. Monitors and checks work or information
and plans efficiently.
II.7 Human At- Interpersonal Seeks to understand others’ perspectives while dealing with
tribute Skills a conflicting situation; responds fairly to others, maintain
confidentiality while dealing with sensitive matters; handles
conflict situation objectively and provide timely and
constructive feedback.
II.8 Human At- Adaptability Maintaining effectiveness when experiencing major changes
tribute in work tasks or the work environment; adjusting effectively
to work within new work structures, processes, requirements,
or cultures.
III.1 Technical / Report Writing Ability to communicate respectfully ideas and information in
Professional writing to ensure that information and messages are understood
skill and have the desired impact.
III.2 Technical / Organizational Understands the workings, structure, and culture of the
Professional Awareness organization as well as the political, social, and economic
skill issues affecting the organization.
6
Type
III.3 Technical / Professional Acquires and uses technical and professional
Professional Knowledge / knowledge, skills and judgment to accomplish results and
skill Leveraging serve internal and external customers effectively; Applies
Technology IT skills in job and aware of current trend on professional
and technical matters relating to job.
4.2 Department-wise Competency Framework

IREDA identified defined competencies for each department which is given as below:
Technical Finance Human

Legal Vigilance
Services &Accounts Resources
• Planning & • Delegation • Planning • Analytical • Planning &

Organizing &Organizing thinking Organizing
• Achievement • Teamwork • Problem solving • Decision • Achievement
Orientation making Orientation
• Adaptability • Decision making • Influencing skills • Team work • Decision making
• Initiative • Communication • Professional • Result oriented • Problem solving
knowledge
• Networking • Ethics & Integrity • Attention to • Professional • Resilience
detail knowledge
• Technical/ • Prioritizing • Initiative • Customer focus • Communication
Financial/Legal Risk taking Stress Communication skills
Knowledge Tolerance
• Presentation skills • Building trust • Communication • Presentation • Compliance

skills
• Report writing • Professional • Organizational • Ethics & • Attention to
knowledge. awareness Integrity details
• Analytical thinking • Flexibility • Flexibility
• Prioritizing • Change • Achievement
management Orientation
• Customers focus
• Coordination
4.3 Level-wise Competency Framework

Two focus group discussions were conducted involving key executives and heads of department to iden-
tify competencies of various levels of employees. Based on the consensus emerged, the following compe-
tency model was prepared:
7
Competency Framework for E-8 & E-7: (GM & Dy.GM)
Competency Framework for E-5 & E-6: (Asst GM & Senior Manager)
8
Competency Framework for E-0to E-4 (Manager & Below)
Competency Framework for Workmen and Supervisors
9
5.0 Finding the Development Need
Based on the above competencies, strengths and development needs were identified through a detailed study through
aquestionnaire. The questionnaire for various labels is at is reproduced at the end (AS-1, AS-1A, AS-1B & AS-1B):
Individual assessment, Peer assessment & Reporting officer assessment facilitated to find out the gaps.
Level Strength Development Needs
General Manager • Leveraging Technology. • Leadership

& Dy. General
Manager Demonstrate fair level of Display control orientation, limited ability to inspite
knowledge, skill and judgment for confidence and trust, least interest to lead by ex-
(E7-E8) ample and to listen and understand people.
accomplishment of jobs.
(AS-1, AS-1A,
• Relationship Management • Strategic Thinking and Vision.
AS-1B & AS-1C)
Regular interaction with team and Do not take interest to create a vision for team,
external agencies to resolve issues find it difficult to develop short term and long
and accomplish organizational goals. term strategy to meet the organization goals and
objectives.
• Delegation
• Achievement Orientation
Allocate decision making authority
and/or task responsibility to Find it difficult to set high performance standards for
appropriate persons. self and team and hesitate to take additional targets.
Asst. General • Team Work • Risk Taking

Manager & Senior
Manager Participate as a member of a team to Initiate action that tries to achieve a recognized
move the team towards the comple- benefit or advantage when potential negative conse-
(E5-E6) tion of goals. quences are understood.
(AS-2&AS-2A) • Planning and Organizing • Delegation
Focus on setting priorities, goals, Allocate decision making authority and/or task
tracking, systems and timetables to responsibility to team members.
achieve maximum productivity.
• Resilience
• Leadership
Demonstrates ability to adapt to and work with vari-
Provides opportunities and motivates ety of situations, individuals and groups.
others for development through
challenging assignment, maintaining
and coaching.
Manager & below • Coordination • Influencing Skill

(AS-3&AS-3A) Develop and use collaborative rela- Not very competent to persuade others to accept rec-
tionships to facilitate the accomplish- ommendations, cooperate, or change their behavior;
ment of work goals. works with others towards an agreement.
• Team work • Presentation Skill

Participate as a member of a team to Present ideas to individuals or groups when given
move the team towards the comple- time to prepare.
tion of goals.
• Leveraging Technology • Problem Solving

Demonstrate fair level of knowledge, Builds a logical approach to address problems or op-
skill and judgment for accomplish- portunities or manage the situation at hand.
ment of jobs and apply IT skills in
their functions.
10
Level Strength Development Needs
Supervisors & • Professional Knowledge • Organization Awareness
Workmen
Demonstrate fair level of knowledge Not thorough about the organization’s mission and
(AS-3&AS-3A) and skill for accomplishment of lobs. functions to work effectively within them; this
includes the policies, rules, and regulations of the
• Attention of Details organization.
Fairly thorough when performing • Communication
work and concerned about attending
to details. Do not effectively expresses information (for
example, ideas and facts) to individuals or groups
• Initiative effectively, taking into account the audience and
Identify what needs to be done and nature of the information.
takes action to perform the job. • Adaptability
Unable to maintain effectiveness when experiencing

changes in work tasks or the work environment.
6.0 Task Ahead To meet the emerging opportunities, IREDA will

require highly competent human resource thatwill steer
At IREDA, the daunting task of developing its
the growth of company’s business in future. Tremendous
employees based on the Competency Frameworks
opportunities bring with it enormous challenges which
and Gap Analysis has already begun. The
are unique to this emerging sector. IREDA’s human
continuous activities of mapping competency, resource needsto acquire new and critical skills in sync
analysis of competency gaps and facilitating with the emerging business prospects.
appropriateorganizational development (OD)
interventions like training, re-training, coaching, In this scenario, mapping competency,
mentoring,counseling etc. has to be the prime analysis of competency gaps and facilitating
agenda of Human Resource Department. As a first appropriateorganizational development (OD)
step, theorganization has initiated steps to strengthen interventions like training, re-training, coaching,
the competencies of E-8 and E-7 level andtaking a mentoring,counseling etc. has to be the prime agenda
top down approach, it will address the competency of Human Resource Department. As a first step,
theorganization should initiate steps to strengthen the
improvement for all levels ofemployees.
competencies of E-8 and E-7 level andtaking a top down
approach, it should address the competency improvement
7.0 Conclusion
for other levels of employees.
Renewable energy has acquired a greater challenging
role in India due to its ability to provideenergy security Based on this competency gap analysis, the company
and last mile energy access. The strong focus of initiate steps to conduct trainingneed analysis and draw
Government of India on tappingrenewable resources, an annual training plan to develop the knowledge, skills
particularly solar and wind power shall provide huge and humanattributes of its employees. Multiple OD
businessopportunities for IREDA in future. IREDA interventions being undertaken to keeppace with the
being a leading player in financing renewable energy business opportunities and meet the emerging challenges
inIndia, will witness exciting business growth. effectively.
11
Annexures
13
AS-1
Assessment of Competency of E-7- E8 executives: (Reporting Officer)
This is an instrument to assess the competency of the aspects of the report. Kindly give your ratings in a five
executives at E-7 and E-8 level who are reporting to you. point scale by marking the appropriate box.
There is nothing in this which would reflect on personal
Very Low Pres- Low Presence Moderate Pres- High Presence Very High Presence of
ence of Compe- of Competency ence of Compe- of Competency Competency (5)
tency (1) (2) tency (3) (4)
Does not Does not Display both Clear display Clear display with ap-
display any display most of positive and with good pro- propriate proficiency with
behavior the behaviors negative be- ficiency with insignificant negative
havior some negative behavior
behavior
Name of the employee who is reporting:
Designation: (E7 /E8)
Department Code:
TS F&A Legal HR Vigilance Corporate Affairs Company Sect. Others
1 2 3 4 5 6 7 8
Employee No:
Behavioral Indicators
S.No. Competency Parameters Kindly mark the appropriate box as you assess
yourself (Low to High)
Identifies issue and continuously shares

1 expertise with team members on how to
handle them.
Supports individual development and

2 improvement, provide performance
feedback and reinforce strength.
Provides opportunities and motivate

3
challenging assignments, mentoring and
coaching
Promotes a continuous learning and

4 development environment for team
members.
14
Provides guidance to juniors for

5 attainment of professional and personal
goals.
Assesses the gap between the current

6
state and desired future direction.
7 Formulates plans keeping in mind the

long term consequences and risks.
8 Provides direction and communicates the

vision to encourage alignment within the
organization.
9 Encourages others to contribute to the
vision of the organization to achieve
desired results.
10 Undertakes cost benefit analysis
and develop a business case for the
envisaged strategic direction.
11 Interacts frequently with different
departments and shares relevant
information.
12 Understands and helps others in
resolving issues.
13 Establishes good rapport with external

agencies to meet organizational needs.
14 Creates and acts on opportunities for

interaction and facilitates achievement of
organization goals.
15 Develops clear, achievable and
challenging goals for meetings and
projects.
16 Maintains commitment to set goals on
the face of obstacles and frustration and
seek to understand reasons of obstacles
and explore ways to overcome.
17 Has a strong sense of urgency about
solving problems and accomplishing
work.
18 Sets and maintains high performance
standard for self and others that support
organization’s strategic plan.
19 Takes responsibility and stay focused on
problems until an effective solution can
be found.
15
20 Seeks ways to improve overall
performance levels to give higher level of
satisfaction to clients.
21 Delegates assignments to the appropriate
individuals based on their skills, roles
and interests
(such as special projects or assignments).
22 Provides guidance and instructions when
delegating.
23 Gives each direct reportee as much

responsibility as they can handle.
24 Expands areas of responsibility of

those reportees who demonstrate good
performance.
25 Updates self on the technical and
professional aspects of your job.
26 Goes through the current research in your

professional field.
27 Uses basic IT skills in day today work.
28 Undertakes net browsing to explore

contemporary development to enhance
professional and technical knowledge.
29 Ensures a clear understanding of
the desired end result and asks for
clarification.
30 Works independently; takes
responsibility of work flow and the
management of it.
31 Anticipates and prepares for upcoming
events ensuring adequate resources are
available.
32 Considers the impact of something
before it happens and makes necessary
preparations and changes needed.
33 Sets priorities with an appropriate sense
of what is most important.
(Signature)
Name:
Designation:
16
AS-1A
Assessment of Competency of E7-E8 executive (by Pear)
This is an instrument to map the competency of the executive. Kindly give your ratings in a five point
executives at E-7 and E-8 level who are working with scale by marking the appropriate box and hand over
you. There is nothing in this which would reflect on to the representative of HR department in a closed
personal aspects or performance of the concerned envelope. This will be treated as confidential.
tency (1) (2) tency (3) (4)
behavior

Department Code:
1 2 3 4 5 6 7 8
Employee No:
Identifies issue and continuously

1 shares expertise with team members
on how to handle them.


3
challenging assignments, mentoring
and coaching

members.
17

5 attainment of professional and personal
goals.

6

8 Provides direction and communicates

the vision to encourage alignment
within the organization.
desired results.
information.
resolving issues.


interaction and facilitates achievement
of organization goals.
projects.
the face of obstacles and frustration
and seek to understand reasons
of obstacles and explore ways to
overcome.
work.
standard for self and others that
support organization’s strategic plan.
19 Takes responsibility and stay focused
on problems until an effective solution
can be found.
18
performance levels to give higher level
of satisfaction to clients.
21 Delegates assignments to the
appropriate individuals based on their
skills, roles and interests (such as
special projects or assignments).
22 Provides guidance and instructions
when delegating.


performance.
26 Goes through the current research in

your professional field.

clarification.
management of it.
available.
33 Sets priorities with an appropriate
sense of what is most important.
(Signature)
Name:
Designation:
19
AS-1B
Assessment -1 Competency of E7- E8 executive (by Sub-ordinate)
tency (1) (2) tency (3) (4)
behavior

Department Code:
1 2 3 4 5 6 7 8
Employee No:
Identifies issue and continuously

1 shares expertise with team members
on how to handle them.


3
challenging assignments, mentoring
and coaching

members.
20

5 attainment of professional and
personal goals.

6

8 Provides direction and communicates

the vision to encourage alignment
within the organization.
desired results.
information.
resolving issues.


interaction and facilitates achievement
of organization goals.
projects.
the face of obstacles and frustration
and seek to understand reasons
of obstacles and explore ways to
overcome.
work.
standard for self and others that
support organization’s strategic plan.
19 Takes responsibility and stay focused
on problems until an effective solution
can be found.
21
of satisfaction to clients.
21 Delegates assignments to the
special projects or assignments).
22 Provides guidance and instructions
when delegating.


performance.
26 Goes through the current research in

your professional field.

clarification.
management of it.
available.
33 Sets priorities with an appropriate
sense of what is most important.
(Signature)
Name:
Designation:
22
AS-1C
Assessment of competency of E7-E8 executive (by Self)
Name :
Department Code:
1 2 3 4 5 6 7 8
Date of Joining in the Department:

Domicile:
Gender: Male / Female
Age (in Years):
Qualification:
Institute last attended:
This questionnaire is made to map the competency of employees at various levels in groups. There is no
right or wrong answer.
1- Very Rarely 2- Rarely 3- Sometimes 4- Very Often 5- Always

1
Do you identify issue and
continuously share expertise with team
members on how to handle them?
2 Do you support individual

development and improvement,
provide performance feedback and
reinforce strength?
3 Do you provide opportunities and

motivate others for development
through challenging assignments,
mentoring and coaching?
23
4 Do you ensure a clear understanding
of the desired end result and ask for
clarification?
5 Do you work independently; take

management of it?
6 Do you define tasks and milestones

to achieve objectives while ensuring
optimal use of resources to meet these
objectives?
reinforce strength?
management of it?
9 Do you formulate plans keeping in
mind the long term consequences and
risks?
10 Do you understand and help others in
resolving issues?
11 Do you maintain commitment to set

goals on the face of obstacles and
frustration and seek to understand
reasons of obstacles and explore ways
to overcome?
12 Do you provide guidance and
instructions when delegating?
13 Do you go through the current research

in your professional field?

objectives?
16 Do you provide direction and
communicate the vision to encourage
alignment within the organization?
24
17 Do you work effectively in cross
functional teams?
18 Do you find or create ways to measure

performance against goals?
19 Do you assign a direct report to resolve

problems that typically would be
beyond that person’s authority?
20 Do you recognize the trends in theory
and practice in your professional or
technical field and prepare yourself for
anticipated changes?
21 Do you promote a continuous learning
and development environment for your
team members?
22 Do you anticipate and prepare for
upcoming events ensuring adequate
resources are available?
23 Do you encourage others to contribute
to the vision of the organization to
achieve desired results?
24 Do you establish good rapport
with external agencies to meet
organizational needs?
25 Do you have a strong sense of
urgency about solving problems and
accomplishing work?
26 Do you give each direct report as much
responsibility as they can handle?
27 Do you use basic IT skills in your day

today work?
28 Do you provide guidance to juniors

for attainment of professional and
personal goals?
29 Do you consider the impact of
something before it happens and make
necessary preparations and changes
needed?
30 Do you undertake cost benefit analysis
envisaged strategic direction?
31 Do you create and act on opportunities
for interaction and facilitate
achievement of organization goals?
25
32 Do you set and maintain high
performance standard for self and
others that support organization’s
strategic plan?
33 Do you expand areas of responsibility
of those reports who demonstrate good
performance?
34 Do you undertake net browsing to

explore contemporary development
to enhance professional and technical
knowledge?
35 Do you take responsibility and stay
focused on problems until an effective
solution can be found?
36 Do you set priorities with an
appropriate sense of what is most
important?
37 Do you seek ways to improve overall
of satisfaction to clients?
(Signature)
26
AS-2
Assessment of competency of E5-E6 executives (by Reporting Officer)
This is an instrument to assess the competency of the on personal aspects of the report. Kindly give
executives at E-5 and E-6 level who are reporting to your ratings in a five point scale by marking the
you. There is nothing in this which would reflect appropriate box.
Very Low Low Presence of Moderate High Presence of Very High Presence of
Presence of Competency (2) Presence of Competency (4) Competency (5)
Competency (1) Competency (3)
Does not display Does not display Display both Clear display Clear display with
any behavior most of the positive and with good appropriate proficiency
behaviors negative behavior proficiency with with insignificant negative
some negative behavior
behavior

Department Code:
1 2 3 4 5 6 7 8
1- Very Rarely 2- Rarely3- Sometimes 4- Very Often5- Always

1 Identifies issue, continuously shares expertise

with team members; supports individual
development and improvement; provides
performance feedback and reinforces
strength; provides opportunities and
motivates others for development through
challenging assignments, mentoring and
coaching; promotes a continuous learning and
development environment; provides guidance
to juniors for attainment of professional and
personal goals
27
2 Establishes a systematic course of action for

self to ensure accomplishment of specific
objectives. Sets priorities, goals, tracking
systems and timetables to achieve maximum
productivity.
3 Consistently delivers required business results;

sets and achieves achievable, yet aggressive,
goals; consistently complies with quality
standards and meets deadlines; maintains
focus on the firm’s goals.
4 Actively participating as a member of a team

to move the team toward the completion of
goals.
5 Identifying and understanding issues,

problems, and opportunities; comparing data
from different sources to draw conclusions;
using effective approaches for choosing a
course of action or developing appropriate
solutions; taking action that is consistent
with available facts, constraints, and probable
consequences.
6 Clearly conveying information and ideas

through a variety of media to individuals or
groups in a manner that engages the audience
and helps them understand and retain the
message.
7 Identifies what needs to be done and takes

action to achieve standard of excellence
beyond job expectations.
28
8 Working to build and maintain friendly,
trustworthy, open internal and external
relationships or networks of contacts with
people who are or might become important
actors in achieving strategic related goals.
9 Has ability to adapt to and work with a variety

of situations, individuals and groups; being
able to think on own feet, and not being
disconcerted or stopped by the unexpected.
10 Asserts o w n i d e a s a n d persuades others,

gaining support and commitment from
others; mobilizes people to take action, using
creative approaches to motivate others to meet
11 Initiates and/or manages the change process

and energizes it on an ongoing basis, taking
steps to remove barriers or accelerate its pace.
12 Allocating decision making authority and/or

task responsibility to appropriate persons to
maximize the organization’s and individuals’
effectiveness.
13 Acquires and uses technical and professional

knowledge, skills and judgment to accomplish
results and serve internal and external
customers effectively; Applies IT skills in job
and aware of current trend on professional and
technical matters relating to job.
14 Initiating action that tries to achieve a
recognized benefit or advantage when
potential negative consequences are
understood; risk taking ability.
15 Maintaining stable performance under
pressure; handling stress in a manner that is
acceptable to others and to the organization.
29
16 Interacting with others in a way that gives
them confidence in one’s intentions and those
of the organization; building Trust.
17 Builds a logical approach to address problems
or opportunities or manage the situation
at hand by drawing on own knowledge
and experience base and calling on other
references and resources as necessary;
problem solving skills.
18 Presenting ideas effectively to individuals or
groups when given time to prepare; delivering
presentations suited to the characteristics and
needs of the audience; presentation skills.
19 Ability to communicate respectfully ideas
and information in writing to ensure that
information and messages are understood and
have the desired impact.
20 Bringing disciplined analysis to data and
situations, to see cause and effect and to use
this to make effective decisions; analytical
thinking.
21 Making customers and their needs a primary
focus of one’s actions; developing and
sustaining productive customer relationships.
22 Developing and using collaborative

relationships to facilitate the accomplishment
of work goals; coordination ability.
23 Has concern for the degree of trustworthiness
and ethical behaviors with consideration for
the knowledge one has of the impact and
consequences when making a decision or
taking action; ethics and integrity.
24 Able to manage self and/or others, and

resources including time and surrounding
circumstances to reach a specific goal;
Prioritizing
(Signature)
30
AS-2A
Name :
Department Code:
1 2 3 4 5 6 7 8

Domicile:
Age (in Years):
Qualification:

1 Do you identify issue and


reinforce strength?


clarification?
31
management of it?

objectives?
7 Do you develop clear, achievable and
projects?
to overcome?
10 Do you demonstrate a personal

commitment to the team and help the
team keep roles and responsibilities
clear?
11 Do you make procedural or process
suggestions to perform team functions
and achieve team goals?
12 Do you provide resources or help
remove obstacles to help team
accomplish team goals?
13 Do you anticipate the consequences of
decision?
14 Do you take action to generate

alternative solutions to resolve
problems?
15 Do you consider multiple factors (e.g.
customers’ needs, feasibility, due dates,
costs etc) when making decisions?
16 Do you ask clear questions using
oral and/or other methods of
communication?
17 Do you provide clear instructions or
information to peers/ team members/
others orally or other methods of
communication?
18 Do you convey complex ideas in
a logical sequence that others can
understand?
32
19 Do you contribute new ideas and
look for ways to add value to the
department as a self starter?
20 Do you assume responsibility for
results of own actions and their impact
on the department?
21 Do you complete assignment without
prompting from your senior or any
colleague?
22 Do you manage relationships among
key outside organizations and
government entities to create long
range opportunities?
23 Do you utilize established network
of relationships to seek information
of strategic importance and to seek a
position of influence in key forums?
24 Do you actively and continuously
expand own network to meet strategic
goals and seek information from others
to resolve issues?
25 Do you consider alternative
approaches according to needs of
situations?
26 Do you weigh up costs and benefits
impartially?
27 Do you investigate options in depth

even when they are the ideas of others?
28 Do you develop and use suitable

strategies to persuade others?
29 Do you effectively articulate the

position of others and help them
understand the underlying issues and
concerns?
30 Do you communicate complex issues
clearly and credibly with widely varied
audiences?
31 Do you communicate a compelling
vision that generates excitement,
enthusiasm and commitment?
32 Do you communicate the need for
change and inspire commitment to the
process?
33 Do you obtain and provide resources
to enable implementation of change
initiatives?
33
34 Do you delegate assignments to the
special projects or assignments)?

37 Do you update yourself on the

technical and professional aspects of
your job?
today work?

knowledge?
40 Do you make decisions when
probability of success is unclear?
41 Do you make decisions that involve

risk?
42 Do you try new but unproved

approaches to solving problems?
43 Do you effectively handle a heavy

workload and remain flexible, open
and positive in the face of changing
needs and customer demands?
44 Do you cope appropriately with
conflicting work demands?
45 Do you effectively handle distractions

or interruptions to work or rush
situations?
46 Do you accurately communicate the
strengths and limitations of a product/
service and of the organization?
47 Do you treat individuals fairly and
equally and keep promises and
commitments?
48 Do you undertake a complex task by
breaking it down into manageable
parts in a systematic and detailed way?
34
situations and think several possible
explanations or alternatives for a
situation?
50 Do you identify the information
needed to solve a problem effectively
and get input from internal and
external contacts that are closest to the
problem?
51 Do you present problem analysis and
recommend solution to others rather
than just identifying or describing the
problem itself?
52 Do you make formal presentations to
peers, team members, or others?

senior managers in the organization?
54 Do you make formal presentations

using IT skills?
55 Do you organize written work in

a manner that is clear and easy to
follow?
56 Do you keep written material concise
and relevant?
57 Do you use proper grammar, spelling

and punctuation and paragraph
structure?
58 Do you make a systematic comparison
of two or more alternatives and notice
discrepancies and inconsistencies in
available information?
59 Do you identify many possible causes
for a problem, weigh the costs,
benefits, risks, implications, and
chances for success, when making a
decision?
60 Do you recognize key actions and
underlying issues and problems?
61 Do you clarify the exact nature of

customers’ problems or requests and
make recommendations?
62 Do you take responsibility to solve
customers’ problems?
35
63 Do you involve the help of others to
solve customers’ problems?
64 Do you build effective working

relationships with other departments?
65 Do you share information, ideas and

effective approaches to issues with
other regions and departments?
66 Do you work collaboratively with
others to meet organizational goals?
67 Do you hold self and others

accountable for making principled
decisions; address unethical behaviors
head-on?
68 68 Do you display honesty and are
forthright with people?
69 Do you take responsibility for own

mistakes and not blame others?
70 Do you accurately estimate time and

effort required to complete a task?
71 Do you identify and arrange critical

tasks in a logical order?
72 Do you establish priorities

systematically, differentiating between
urgent, important, and unimportant
tasks?
1 Do you identify issue and


reinforce strength?

36
clarification?

management of it?

objectives?
7 Do you develop clear, achievable and
projects?
to overcome?

clear?
decision?
14 Do you take action to generate

alternative solutions to resolve
problems?
15 Do you consider multiple factors (e.g.
customers’ needs, feasibility, due dates,
costs etc) when making decisions?
communication?
communication?
37
understand?
on the department?
colleague?
to resolve issues?
25 Do you consider alternative
approaches according to needs of
situations?
26 Do you weigh up costs and benefits
impartially?
27 Do you investigate options in depth

even when they are the ideas of others?


concerns?
audiences?
31 Do you communicate a compelling
vision that generates excitement,
enthusiasm and commitment?
32 Do you communicate the need for
change and inspire commitment to the
process?
38
33 Do you obtain and provide resources
to enable implementation of change
initiatives?
34 Do you delegate assignments to the
special projects or assignments)?


your job?
today work?

knowledge?
40 Do you make decisions when
probability of success is unclear?
41 Do you make decisions that involve

risk?
42 Do you try new but unproved

approaches to solving problems?


situations?
46 Do you accurately communicate the
strengths and limitations of a product/
service and of the organization?
47 Do you treat individuals fairly and
equally and keep promises and
commitments?
39
48 Do you undertake a complex task by
breaking it down into manageable
parts in a systematic and detailed way?
situation?
problem?
problem itself?


using IT skills?
55 Do you organize written work in

a manner that is clear and easy to
follow?
56 Do you keep written material concise
and relevant?
57 Do you use proper grammar, spelling

and punctuation and paragraph
structure?
58 Do you make a systematic comparison
of two or more alternatives and notice
discrepancies and inconsistencies in
available information?
59 Do you identify many possible causes
for a problem, weigh the costs,
benefits, risks, implications, and
chances for success, when making a
decision?
60 Do you recognize key actions and
underlying issues and problems?

40



67 Do you hold self and others

accountable for making principled
decisions; address unethical behaviors
head-on?
68 68 Do you display honesty and are
forthright with people?
69 Do you take responsibility for own

mistakes and not blame others?



tasks?
(Signature)
41
AS-3
This is an instrument to assess the competency of on personal aspects of the reportee. Kindly give
the executives at E-0 to E-6 level who are reporting your ratings in a five point scale by marking the
to you. There is nothing in this which would reflect appropriate box.
Very Low Low Presence of Moderate High Presence of Very High Presence of
Presence of Competency (2) Presence of Competency (4) Competency (5)
Competency (1) Competency (3)
Does not display Does not display Display both Clear display Clear display with
any behavior most of the positive and with good appropriate proficiency
behaviors negative behavior proficiency with with insignificant negative
some negative behavior
behavior
Designation: (E0 /E1/ E3/ E4)
Department Code:
1 2 3 4 5 6 7 8
Employee No:
Understands the workings, structure,
1
and culture of the organization as well
as the political, social, and economic
issues affecting the organization.
Thoroughness in accomplishing a
2
task through concern for all the areas
involved. Monitors and checks work
or information and plans efficiently.
Seeks to understand others’

3
perspectives while dealing with a
conflicting situation; responds fairly
to others, maintain confidentiality
while dealing with sensitive matters;
handles conflict situation objectively
and provide timely and constructive
feedback
4 Actively participating as a member of
a team to move the team toward the
completion of goals.
42
5 Maintaining effectiveness when

experiencing major changes in work
tasks or the work environment;
adjusting effectively to work within
new work structures, processes,
requirements, or cultures.
6 Clearly conveying information and

ideas through a variety of media to
individuals or groups in a manner that
engages the audience and helps them
understand and retain the message.
7 Identifies what needs to be done and

takes action to achieve standard of
excellence beyond job expectations.
8 Working to build and maintain

friendly, trustworthy, open internal and
external relationships or networks of
contacts with people who are or might
become important actors in achieving
strategic related goals.
9 Asserts own ideas and persuades

others, gaining support and
commitment from others; mobilizes
people to take action, using creative
approaches to motivate others to meet
10 Acquires and uses technical and

professional knowledge, skills and
judgment to accomplish results and
serve internal and external customers
effectively; Applies IT skills in job and
aware of current trend on professional
and technical matters relating to job
11 Maintaining stable performance under

pressure; handling stress in a manner
that is acceptable to others and to the
organization.
12 Builds a logical approach to address

problems or opportunities or manage
the situation at hand by drawing
on own knowledge and experience
base and calling on other references
and resources as necessary; problem
solving skills.
43
13 Presenting ideas effectively to

individuals or groups when given time
to prepare; delivering presentations
suited to the characteristics and needs
of the audience; presentation skills.
14 Making customers and their needs

a primary focus of one’s actions;
developing and sustaining productive
customer relationships
15 Developing and using collaborative

relationships to facilitate the
accomplishment of work goals;
coordination ability.
16 Able to manage self and/or others,

and resources including time and
surrounding circumstances to reach a
specific goal; prioritizing.
(Signature)
Name:
Designation:
44
AS-3A
Self
Name :
Department Code:
1 2 3 4 5 6 7 8

Domicile:
Age (in Years):
Qualification:

1 Do you demonstrate awareness of

goals of other departments and of the
organization?
2 Do you identify key decision makers

on issues of concern?
3 Do you work to build a sense of

common purpose across all work
groups, avoiding a "we versus them"
attitude?
4
Do you double check the information
before submitting a proposal?
5
Do you carefully monitor the details
and quality of other’s work?
6
Do you complete all work according to
procedures and standards?
45
7 Do you seek to understand others’
perspectives while dealing with a
conflicting situation?
8 Do you respond fairly to others,
maintain confidentiality while dealing
with sensitive matters?
9 Do you handle conflict situation
objectively and provide timely and
constructive feedback?
clear?
13 Do you demonstrate willingness to
change ideas or perceptions based on
new information or contrary evidence
and adjust schedules, tasks, and
priorities when necessary?
Do you provide opportunities and
14 Are you open to new ideas and listens
to other people’s points of view?
15 Do you apply rules or procedures

flexibly, depending on the individual
situation to accomplish tasks or
activities more effectively?
communication?
communication?
understand?
Do you promote a continuous learning
and development environment for your
team members?
46
Do you encourage others to contribute
to the vision of the organization to
achieve desired results?
on the department?
colleague?
to resolve issues?

concerns?
audiences?
your job?
today work?

knowledge?
47

situations?

situation?

problem?
problem itself?



using IT skills?



48





tasks?
(Signature)
49
51
1.0 Introduction to SJVN and the Context respectively. SJVN is presently operating country’s
SJVN Limited is a Schedule A, Miniratna Company, largest 1500 MW Nathpa Jhakri Hydro Power Station
augmented its approach towards capability development (NJHPS) on river Satluj in Distt. Kinnaur. SJVN has
of senior employees (E6-E8) by having a competency also commissioned the 412 MW Rampur Hydro Electric
framework for behavioral and functional domain. Based Project and 47.6 MW Khirvire Wind Power Project during
on this, identification of competency gap was also done the year 2014. The corporation is entrusted with the
for earmarked level of executives. Corporate office, responsibility of carrying out Survey and Investigation,
Delhi office, major plant locations had been chosen to Construction of other hydroelectric projects in the Satluj
be covered by this initiative. river basin in HP and in other states of India and abroad
in Nepal / Bhutan also.
SJVN is a joint venture of Govt. of India (GoI) and
Govt. of HP under the administrative control of Ministry This initiative was launched by SJVN in 2015-16 as
of Power, GoI. At present, equity shareholding of Gol, part of its commitment to adapt best HR practices, with
GoHP and Public is 64.46%, 25.51% and 10.03% help of Power HR Forum.
2.0 Work Stages

The assignment had been carried out in following stages:
Stage-1: Developing a competency framework for behavioral and functional domain.
Stage-2: Based on the Competency framework, undertaking skill gap analysis for identified and agreed set of
employees at E6-E8 level.
Stage-3: Preparing IDP (Individual Development Plan) for the executives for whom skill-gap has been identi-
fied.
3.0 Methodology Adopted • Issues and Concerns of SJVN

The methodology adopted for the above stages of work Top management at board level of SJVN chose the best-
is as given below: fit competencies at above mentioned three levels, that
shall aid SJVN to reach their vision and growth plan.
3.1 Developing Competency Framework
For ease of execution and manageable action from
The competency framework is at two domains:
employees, total number of competencies are limited to
Behavioral and Functional. The Behavioral competency
eight and maximum number of competencies in each viz
takes care of the need of SJVN in terms of expected skill
Leading self, Leading others and Leading Business, are
level in day to day behavior from targeted employees
three.
(E6-E8) and is same irrespective of department/
function to which the employees belong. The Functional The work pertaining to Behavioral competency consists
competency is unique to particular function/role that of the following:
the individuals are performing, e.g. P&A or Corporate • Listing of Behavioral competencies
Planning or Civil construction. • Components of these competencies
3.1.1 Behavioural competency • Behaviour at three levels i.e Basic. Proficient and
These are identified at three levels eg Individual, Team Expert
and Organisation level. Abouquet of competencies are 3.1.2 Functional competency
derived from the following sources: Functional competency are worked out for given set of
• Similar Indian PSUs like THDC, NHPC, NTPC etc departments that are agreed by SJVN. These are as given
• Best practices from private power utilities like below:
Tata, Reliance etc and non-power organizations 1. Personnel & Administration
• International best practices 2. IT & Communication
54
3. Corporate Planning • Desired level of skill in a 1-5 point likert scale (to
be done alone by employee her/himself).
4. Corporate Monitoring & Coordination
• Existing level of skill and expected level of
5. Corporate Environment proficiency for concerned employees (to be done
6. Quality Assurance & Inspection by reporting officer, after seeing the self rating
report); this ratings are utilized for further analysis.
7. Power plant Electrical Design
• Also, each employee to write the ‘activities
8. Commercial & System Operation performed’ by him in his present role, in following
9. Electrical Contracts categories:
10. Civil oo Routine [Daily / Weekly/ Fortnightly]
11. Contract & Procurement oo Periodical [monthly/Quarterly / Half yearly]

12. O&M oo Infrequent [Yearly/ Unscheduled, emergent]
13. New Projects (for HoPs-Head of Projects) • Also, the employee need to mention his personal
profile eg age, department, location, which shall be
The work pertaining to Functional competency shall considered for analysis.
consists of the following: An analysis of above four enable identification and
• Listing of functional competencies, as per role formulation of his skill gap.
• Components of these competencies 3.3 Formulating IDP
• Behaviour at three levels i.e Basic, Proficient and
‘Triple E ’ approach is adopted for developing individual
Expert
development plan. 3E stands for Education, Experience
3.2 Skill Gap Analysis and Exposure.
Based on listing of displayed behavior for each 1E: EDUCATION: Reading, Training, Higher
competencies (behavioral and functional) at mentioned Education, e-Learning
three levels, Basic, Proficient and Expert, identified
employees together with their reporting officer are to 2E: EXPERIENCE: Job rotation, Action learning
projects
identify the following:
3E: EXPOSURE: Cross functional assignment, Mentoring, Coaching

4.0 Competencies Identified
4.1 Behavioural
Below table describes the eight competencies along with behavioral indicators were chosen after discussion with
senior management.
Broad Categories Behavioral Competencies Behavioral Indicators
• Demonstrate personal work alignment

1 Leading Business • Vision & Strategic
• Promotes personal work alignment
Orientation
• Influences strategic directions
• Understanding the business
• Business Acumen • Acting on business levers to maximize profits
• Comprehensive strength
• Seek opportunities and clarifies current situation
• Develops other’s and own ideas; Priority on organizational
• Collaboration & goals
Networking
• Facilitates agreements, effective interpersonal skills
55
Broad Categories Behavioral Competencies Behavioral Indicators
• Team and people oriented

Team and People • Inspires team and people for goal accomplishment
Leadership
• Promotes and empowers teams and people
• Makes other aware of change
Adaptability & Change
• Manage change process and aligns change initiatives
Leading Others management
2 • Champions change
• Follow systems and strive for system improvement
• Develops systems and align system parameters with
System orientation organizational objectives
• Champions system orientation by leading effective
implementation and audits
• Proactive and enthusiastic
Achievement Orientations • Significant contributor
• Persuades excellence
3 Leading Self5959
• Initiate and Sustain (basic)
Communication &
• Empathetic (proficient)
Interpersonal Skills
• Consensus build-up (expert)
4.2 Functional
Appropriate competency framework was developed and validated after interactions with senior functionaries and analysis of
work being done by the executives. The departments and sub sections are illustrated below. As a sample, the details of P&A
functions were given for 18 sub sections at three proficiency level. Annexure-I gives the details.
Departments and sub-sections under study
Departments Sub sections
1 Personnel & Administration 1. Policy

2. Wages/ Incentives
3. Training (HRD)
4. Organisational Development (HRD)
5. Career Development (HRD)
6. Employee relations
7. Employee welfare
8. Manpower planning & Recruitment
9. Pensions
10. Establishments
11. Promotions
12. Estate & HR Admn
13. Production /Publication of Communication material (PR)
14. Press and Media Relations, VIP Visits (PR)
15. PR events, Publication of Annual reports (PR)
16. Law
17. R&R
18. CSR & Sustainability
56
Departments Sub sections
2 IT & Communication 1. IT Infrastructure Establishment & Procurement
2. IT Infrastructure Management
3. IT Security Management
4. Software development & Maintenance Enhancement
5. User IT Support
6. Communication
3 Quality Assurance & 1. Quality Advisory
Inspection
2. Inspection & Testing
4 Power Plant Electrical • Power Plant Electrical Design

Design
5 Commercial & System 1. Customer requirement Estimation

Operation
2. Commercial compliance
3. Revenue Assurance & Recovery
4. System Operation
6 Electrical Contracts • Contract Services

7 Corporate Planning 1. Strategic Planning, MoU (Internal & external
2. Fund and Investment Planning
3. Project Approval Processing
4. MoP / Parliament & Parliament Committee
8 Corporate Monitoring • Corporate Monitoring & Coordination

& Coordination
9 Corporate Environment • Corporate Environment
10 Civil Engineering 1. Civil Engineering design

2. Cost Engineering
3. Civil Contracts
4. Civil Construction
5. Geology
11 O&M 1. Operation
2. Mechanical Maint
3. Electrical Maint
4. Civil Maint
5. Geological Monitoring of plant areas
57
12 Contracts & 1. Contracts
Procurement
2. Procurement
3. Stores Management
4. Vendor Manageme
13 HoP- New projects • HoP- New Projects
5.0 Analysing Skill Gap & Formulating IDP • Long Term Development: Behavioral component
5.1 Skill Gap in “Leading Organisation” and “Functional”.
A sample copy of the analysis for skill-gap/ IDP is also
Based on the framework developed, both for behavioral
enclosed as Annexure-III. The IDP for the employee has
and functional competency, questionnaire were
been shown in Annexure-IV. As indicated in the section
developed, validated by HRD and senior functionaries
‘tool for development’, following three ways were
and administered to identified executives. The
suggested:
questionnaire for one of the behavioral competencies and
sample functional competencies for Corporate Planning 1. Books to be read
(CP) is attached at Annexure-II. 2. Training programmes to be attended
The questionnaire were collected, analysed together with 3. Movies to be watched
their job responsibilities, as explained in Methodology
section, to ascertain the skill gap. 6.0 Conclusion
The formulation of competency framework and the skill
5.2 IDP
gap analysis shall go a long way in augmenting capability
All the IDPs have following broad sections: of senior executives. The methodology adopted could
• Short term development : For Behavioral be repeated after elapse of few years to ascertain fresh
improvement in “Leading Self and others” requirements of SJVN.
58
Annexures
59
Annexure I
Details of Functional competencies of Personnel & Administration
Sub Domain Basic Proficient Expert
Policy
• Demonstrates the ability to • Demonstrates thorough • Demonstrates in-depth
coordinate with the various understanding of understanding of the
departments in collecting data departmental plan and business objectives and key
for identifying their HR needs translates strategic drivers to formulate the HR
and provide factual inputs for directions of the Strategy.
developing HR Strategies. function into action • Participants in the
• Demonstrates an appreciation plans. conceptualization of the
of the critical people issues • Has the ability to liaise organization and business
facing SJVN and how they are with the function heads plan by providing relevant
addressed through the current to identify and analyze HR inputs.
action plan of P&A. the requirements for • Integrates the contemporary
• Demonstrates the ability to the business. HR Interventions with
ensure that the laid down • Applies knowledge of business Strategies to create
norms are followed by all the latest developments viable HR Policies and
concerned employees. in the field of HR plans.
• Manage documentation and and evaluates various • Formulates the HR
record keeping for all policy alternatives to strategies, policies and
determine what can be norms for the organization
implemented. and leads initiatives to
• Coordinate with create and sustain the
employee associations organization culture.
for matter pertaining to • Liaison with DPE and other
HR policies public sectors
• Provide clarifications • Develop and amend policies
to all employees on in line with HR goals and
various HR policies strategies of SJVN, from
• Development/updation time to time
of manuals/employee • Critical analysis of issues
hand book etc; keeps relating to employees and
compilation ready for recommending alternatives
publication
Training/ HRD • Compiles the training • Consolidation of • Formulation and updation
database by collating training need for of training strategy of for
information on training in different categories into SJVN.
following categories: training events • Ensuring identification of
• Individual • Formulation and operational and strategic
• Group regular updation of training need of SJVN at
training plan for SJVN. individual/group levels
• Organisation
• Conduct training • Factor in changes in the
• Skills in training
evaluation for programmes, based on
administration
importance training effectiveness
• Working knowledge of programmes • Training metrics
competency mapping,
• Oversee the induction formulation and presenting
Instructions design
process for all to top management
• Manage the induction process
for all new recruits
60
Organizational • Describe Knowledge • Deployment of KM • Collection and analysis of

Development/ management (KM) as system metrics regarding KM
HRD applicable for SJVN • Regularly monitors • Continuously upgrade the
Development/
HRDw
• Explain Competency parameters of KM technology and capability of
mapping and kind of learning system KM system
that results in competency • Formulation of • Integration of competency
formation competency maps for maps into all HR systems
• Knowledge of climate survey SJVN related to position, person
and service effectiveness • Design of survey or performance
survey for employees in objectives, analysis and • Reporting and facilitation
various groups synthesis of data of action plan on basis of
• Describe components of • Rolling out of mentor- organizational surveys
mentoring system and mentee programmes, being done
maturity levels collect feedback and • Analysis of metrics related
• Knowledge of Employer improve the system to Mentoring and employer
Branding system and practices • Identification of branding system, reporting
parameters for and improving the system
enhancing employer
branding and
incorporation of
systems/practices to
improve the same
Career • Knowledge of : • Operationalise various • Assess the organizational

Development/ • Talent management career development requirement vis-à-vis
HRD systems, tools available for Career
• AC/DC (Assessment &
• Collect metrics to development , indentifying
Development Centre) system
know the effectiveness the best ways to do the
• PMS and 3600 system same, monitoring the
• Coaching and counseling. results, reporting to
• Parameters of various top management and
Career development enhancing for greater
practices needed to know the effectiveness
effectiveness
61
Employee • Demonstrates an • Exhibits keen • Determines the Employee

Relations understanding of the knowledge of all acts Relations strategies
applicable provisions, and laws to ensure for SJVN and provides
government directives that compliance is met guidance in designing
and guidelines (including and identifies where policies and frameworks
labour and contract laws), discrepancies exists. • Supports leadership in
SJVN policies/ agreements • Ensure timely fostering an environment of
and effectively works with processing of all open communication.
the different functions employee requests and • Develops a communication
in implementing and redressal of any policy plan for employees,
communicating them. related queries. to build a supportive
• Routinely circulates policy • Manage relation with work environment that
information to be shared with executive association encourages information
employees/deptts ; and unions sharing.
• Assists employee with queries • Liaison with external • Manage liaison activities
on policies and procedures. agencies like provident with external agencies
• Liaison with external fund commissioner, like provident fund
agencies like provident labour commissioner commissioner, labour
fund commissioner, labour etc commissioner etc
commissioner etc
• Handles routine grievances
and passes on critical issues
bottlenecks to superiors.
• Coordination with legal deptt
Employee Coordinate with Procurement, Develop and maintain Provide input for framing
Welfare administration and construction various employee of policies related to Welfare
deptt for welfare activities, participative mechanisms activities
like safety committee,
Looks after Canteen, sports events canteen management Projects and control welfare costs
etc. committee, sports council,
Carry out welfare activities deptt councils, etc.
as planned/directed by senior
management
62
Manpower • Demonstrates the ability • Manages the interface • Develops the Manpower
Planning & to gather and analyze data with corporate Planning and Recruitment
Recruitment accurately to present the planning, operation strategies in line with
manpower requirements for & maintenance, and the overall business and
all the locations. other functions in personnel management
• Applies laid down identifying manpower strategy.
methodology for calculating requirements • Drives the manpower
manpower requirement and and facilitates in rationalization initiative
perform demand forecasting. developing recruitment across SJVN and forecasts
strategies. the demand requirements.
• Demonstrates the ability to
handle all administrative • Ensures that manpower • Leverages in-depth
formalities with regard to the planning in done as per understanding of
recruitment process including manpower norms and competency requirements
that of adhoc appointments. policies. and conducts a qualitative
• Provides support for carrying • Provides overall analysis to identify
out the recruitment process support for carrying out requirements and achieve
and ensures timely completion recruitment process and proper fitment
of all recruitment sub- coordinates with other • Monitors and allocates
activities. departments for any resources to drive
required support. recruitment process seeking
• Compliance to GoI guideline
for maintenance of roasters, • Demonstrates the assistance as required
apprenticeships. ability to drive the from local/ regional
implementation of establishments.
specific selection • Manage the HRMIS
tools and techniques
• Manage transfer of
to assess and select
executive and non-executive
suitable candidate.
• Oversee the
compliance of roasters,
apprenticeships
• Keep track of changes
in the industry, modify
job specifications and
eligible criteria
Pensions • Coordinate pension related • Ensure maintenance of • Discharge responsibilities of

activities database of all pension process owner for Pension
cases and provide & Gratuity Trust
information support
during court cases etc.
• Coordinate with LIC as
necessary
63
Establishment • Manages the day to day • Defines administrative • Provide input to framing
processing of the HR process flow for of policy, related to
employee services including employee related establishment matters
benefits claims and processes like transfer, • Maintaining record of
settlements. leave, attendance etc. seniority list and reporting
• Manage payment of loans and to senior management
advances
• Manage reimbursement of
various benefits and facilities
• Manage functioning of time
office (hard copy of bio metric
or card reader type) and
associated system
• Timely settlement of claims
and application for employee
benefits
Promotions • Knowledge of promotion • Manage promotion • Provide information support

policy and PMS policy of process for executives to top management on
SJVN and non-executives promotion related issues
• Knowledge of SJVN vigilance • Manage the process of and give analytics regarding
policies and procedures appointment orders for future man power structure
• Knowledge about grievance executives promoted
procedure of SJVN to top management
positions
• Provide relevant and
accurate information to top • Manage all court
management to facilitate cases and employee
decision on promotions and grievances related to
appointments promotions
• Manage the issue, collection • Take care of pay
and maintenance of fixation on promotion
performance appraisal report • Compliance of GoI
guideline for roaster
maintenance
64
Estate & HR • Knowledge of travel • Carry out all protocol • Ensure smooth operations
Admin procedures and regulations related activities • Manage relationships with
including customs laws • Coordinate VIP visits external entities like local/
• Manage transport and travel and manage protocol state/central govt agencies,
related activities of SJVN related work (at airport/ electricity boards etc
• Make arrangement for station, guest house • Coordinate all protocol
foreign and domestic travel of etc) related activities – VIP
employees – booking tickets, • Manage AMC for a/ visits to station/Corp Centre
arranging passport/visas, cs, hiring of cars, • Coordinate administrative
foreign exchange etc pest services, civil/ procurement and stores
• Liaison with various external electrical/mechanical management
agencies for seamless works, horticulture,
• Coordinate maintenance
arrangement of transport at • Manage tender process of Corp Centre/local
corp centre and locations of and invitation of bids establishments
SJVN for various contracts/
• Recommend/upgrade
• Manage security of procurement related
changes in Building
establishment and liaison with to employee services
Management System
CISF including furniture,
• Manage Auto-base and staff • Manage inventory and
cars stores for items related
to employee services
• Manage house keeping
• Manage acquisition,
• Manage commercial and
maintenance and
residential lease
disposal of company
• Manage recruitment of owned vehicles,
temp-workers, support staff, manage contracts for
security staff etc as required hired vehicles
from time to time
65
Publication of • Knowledge of editing, • Routinely circulates • Conceive and develop

Communication printing, journalism, strategic information communication initiatives
Material / PR photography to be shared with for SJVN,
• Plan /as directed by sr employee ; • Projects and Control
management the following • Implements expenditure on PR
activities: communication activities
• Manage timely and quality initiatives that promote
publication of in-house information sharing
journals among employees
and works towards
• Manage timely and quality
developing an
publication of corporate
environment which
brochures
openly communicates
• Manage production of leadership`s
films, audio –visual shows, commitment &
organizing road shows, video initiatives towards
magazine employees
• Manage all corporate • Creative skills in
advertisement writing and visuals
• Print manuals/employee
hand book etc for various
departments
Press and Media • Knowledge of corporate • Interact with press, • Conceive and develop
relations, VIP communication, mass media and manage communication initiatives
visits/PR communication and relations for SJVN,
journalism • Manage logistics and • Projects and Control
• Manage all photographic coordination of VIP expenditure on PR
requirements visits as and when activities
• Carry out daily scanning of required
news papers, compilation of
clippings and submission to
management
• Carry out collection,
compilation and dissemination
of news
• Responsible for publication of
SJVN diary
PR Events, • Coordinate reporting and • Corp PR events of • Conceive and develop

Publication of coverage of all significant SJVN and on behalf of communication initiatives
Annual report/ events and developments in MoP as when required for SJVN,
PR SJVN and power sector to the • Projects and Control
press and media expenditure on PR
• Ensure quality and timely activities
publication of annual reports,
and other print and publicity
jobs
66
Law • Knowledge of labour laws, • Monitor steps required • Empanel advocates /

industrial laws, arbitration, in defending court arbitrators and appointment
land acquisition, contracts and cases pending at of Estate officers
other laws different levels • Provide legal advice on
• Knowledge of company rules • Advise SJVN deptts on matters affecting whole of
and policy legal issues SJVN
• Experience in handling court • Ensure timely feedback • Provide inputs on Critical
cases /comments to be filled legal issues
• Knowledge of contract as reply in courts • Keeps abreast of all court
management • Ensure timely legal decisions likely to affect
• Manage court cases, legal vetting of bank SJVN
opinions and arbitration guarantees, contracts, • Projects and monitor cost
matters related to SJVN HBA, company lease
self lease and bond
• Take steps required in
transmission cases
defending court cases pending
at different levels • Provide support to
SJVN deptts on legal
• Provide timely feedback /
issues
comments to be filled as reply
in courts • Provide support/advice
to legal executives at
other sites
R&R • Knowledgeable on R&R • Knowledgeable • Responsible for Planning,
policy and regulations of socio economic implementation, Monitoring
• Knowledgeable of executing impacts of power and Evaluation of R&R
RAPs plants projects in a structured way
• Formulate and update R&R • Knowledge of global • Frames R&R policies and
policy trends in R&R practices
• Conduct socio economic • Oversee preparation • Responsible for R&R
studies for project sites and execution of budget and Cost
Rehabilitation action
• Manage the process of
plan (RAP)s
responding to VIP references
on matters relating to R&R • Manage the preparation
activities of internal and external
MoUs relating to R&R
activities and monitor
performance against
MoU targets
CSR and • Knowledgeable on CSR • Knowledge of Indian • Responsible for Planning,

Sustainability policy and regulations and and global trends in implementation, Monitoring
SJVN practices CSR and Evaluation of CSR
• Knowledgeable of role and • Formulate and update projects in a structured way
responsibilities of CSR CSR strategy/policy of • Frames CSR policies and
Committee SJVN practices
• Knowledgeable of CSR • Identifies CSR projects • Responsible for CSR budget
projects, CSR expenditure for SJVN CSR and Cost
reporting and CSR annual Committee approval
reporting as per specified
guidelines
67
Annexure II
Sample Competency Questionnaire
• Managerial Behaviour
This has two parts: Self Data and work Data.
oo Self-data part :
In Part A, given particulars along with that of reporting officer are to be entered. In Part B, the broad activities of the
job one is responsible for are to be noted.
oo Work data part :
The work data (Part C) reflects on competencies desired to discharge the responsibilities listed in Part B. Each
page of Part C (8 pages) contains a table which contains name of competency, Components thereof and Behaviour
exhibited for a specific competency. The behaviours exhibited under the three heads are to be studied first before
filling up. Just below this reference table, another small one appears that needs to be rated form 1-5 (low to high) in
each page against desired row. The cells needs to be filled up with the ratings are shown with arrows.
• Technical/Functional Skills
The reporting officer to ensure necessary completion.
PART A
DETAILS OF SELF : DETAILS OF REPORTING OFFICER :
Name :- Name :-
Designation: Designation:
Grade: Grade:
Department: Department:
Location: Location:
Age as on Jan 1, 2016:
PART B
Activities Performed (Broad groups)
Routine
[Daily/
Weekly/
Fortnightly]
Periodical
[Monthly/ Quarterly/
Half-yearly
I Infrequent
[Yearly/
Unscheduled Emergent]
68
Sample Behavioral Competency (one of 8 competencies is only shown)
SL Sample Components Proficiency Levels

NO. Behavioural Demonstrates Promotes team & Influences Strategic
Competency Personal Work operational goals direction
Alignment Alignment
1/8 Vision & strategic Holistic View Holistic view of Conceptualise, Leverage strategic
Orientation business beyond develop and articulate opportunities to gain
Information functional boundaries innovative, insight based competitive advantage.
hungry in line with companys’ and well thought out
strategies that consider Select suitable
Scans Scan Environment, strategies, modify
Environment long term opportunities
to keep abreast of and challenges activities in his/her
Scenario External Environment function or teams to
Building Evaluate information achieve newer goals/
Gather & organise and generates options in objectives.
Identify and information various scenario
leverage Define and set standards
Provide continuous Monitor and align all of excellence and guides
strategic useful feedback to top
opportunity. processes with best implementation to
management practices. achieve them.
Build strategy
from vision Display the ability to Big picture perspective;
evaluate and provide translate SJVN’s
Risk inputs to build strategy vision into strategy by
Assessment at the work unit/team balancing short term
level needs with long term
priorities and assessing
potential risks and
opportunities
Desired
(Self Rating)
Reporting Officer Rating (Presennt/Desired)
69
PART C (Contd...)
Sample Functional /Technical Competency for CORPORATE PLANNING
Sub Basic Proficient Expert
Domain
Strategic • Demonstrates an • Develop long term business • Facilitate formulation
Planning, understanding of the goals, plans for the organization in of business plans and
MoU objectives of the business as line with the 5 year plan of strategies by understanding
(Internal & well as Govt’s long term plan. Govt in coordination with goals and objectives of the
external) • Demonstrates the ability internal departments as well organization, interpreting
to identify and collate as external bodies (eg CEA, Govt 5 year plans and
relevant information/data MoP, Planning Commission, continuously interacting
from different departments/ MoF, Central Power PSUs with the external and
functions which will facilitate etc) internal stake holders (env
in preparing long term • Facilitate effective target scanning) and understanding
business plans of SJVN. setting in internal MoU with their inputs.
• Working out Corporate plan close consultation with the • Monitors implementation of
and implementation details internal departments and corp plan of SJVN
reviewing past performance • Manages activities
• Work out the internal/external
of various departments. pertaining to finalization
MoU issues for and for report
to the superiors • Facilitate effective target and monitoring internal
setting in internal and MoU targets
• Facilitates activities related
external MoU with close • Liaison with different
to participation in Public
consultation with the internal functions and
Enterprises Survey and
internal departments and ensure the terms of MoU
various Excellence Awards.
reviewing past performance are aligned with the
of various departments. organisation’s policies,
• Prepares issues to be taken strategies and plans.
up for policy advocacy, • Timely signing of internal
study and comment on MoU
external policies related to
• Timely evaluation of
SJVN and Indian power
internal MoU
sector
• Manages activities
• Facilitates CAPEX budget
pertaining to finalization
preparation and obtain
and monitoring external
approval from Ministry.
MoU targets
• Prepares outcome budget
• Finalise external MoU
for monitoring physical
targets for concerned areas
performance with CAPEX
budget. • Ensure timely submission
and subsequent signing of
external MoU
• Assist management for
review and monitoring of
external MoU targets
• Evaluate external MoU and
get approval of DPE
Desired
(Self Rating)
Reporting Officer
Rating
(Present/Desired
70
Annexure III
Sample Analysis for Competency Gap
Competency
Name XXX Rating Gap
Data
Individual
Desired (self) Desired
Grade XXX Behavioural by RO A-C B-C
[A] (RO) [B]
[C]
Communication & Interpersonal Skills
Basic 5 5 5 2 1
Proficient 4 5 5 0 1
Expert 5 5 5 -1 1
Achievement Orientation
Proactive
and 4 5 5 0 2
Enthusiastic
Significant
4 5 5 -1 1
Contributor
Persuades
5 5 5 -1 1
Excellence
Functional
Individual
Desired (self) Desired (RO)
by RO A-C B-C
[A] [B]
[C]
Strategic Planning, MoU (Internal & External)
Basic 5 5 5 0 0
Proficient 4 5 5 -1 0
Expert 4 5 5 -1 0
Fund & Investment Planning
Basic 3 5 5 -2 0
Expert 4 5 5 -1 0
Project Approval processing
Basic 3 5 5 -2 0
Proficient 4 5 5 -2 0
Expert 4 5 5 -1 0
MoP/Parliament and Parliament Committee
Basic 5 5 5 0 0
Expert NA
71
Annexure IV
Sample IDP (Individual Development Plan)

Name : XXX
Designation : XXX Location: XXX
Department : Corporate Planning
A Development Needs
• Managerial/Behavioral (Short Term)

oo Self None
oo Team: Team & People Leadership
Managerial/Behavioral (Long Term)

Organizational:Vision & Strategic Planning
B Tools for Development
Book 1. HBR’s 10 Must Reads on Strategy, Publisher: Harvard University Press

2. HBR’s 10 Must Reads on Managing People
Training 1. Strategies for Growth, IIMA

2. Transformational leadership, IIMA, XLRI
Movies The Great Escape by John Sturges
72

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Competency Mapping Ireda SJVN

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Chief Patron

Secretary COMPETENCY MAPPING-

We are glad to present the second volume of compendium on “Competency

The first volume is available in pdf format in FORUM website, www.powerhrforum.

4.0 Competency Identification 3

B. Competancy Mapping at SJVN 54 – 72

2.0 Work Stages 54

3.0 Methodology Adopted 54

4.1 Competency Bouquet

S.No. Type of Skill Total No.

III Technical/Professional Skill 3

I.6 Managerial Delegation Allocating decision making authority and/or task

I.7 Managerial Decision Making Identifying and understanding issues, problems,and

I.14 Managerial Problem Solving Builds a logical approach to address problems or

I.18 Managerial Coordination Developing and using collaborative relationships to facilitate

4.2 Department-wise Competency Framework

Technical Finance Human

• Planning & • Delegation • Planning • Analytical • Planning &

• Presentation skills • Building trust • Communication • Presentation • Compliance

4.3 Level-wise Competency Framework

Competency Framework for Workmen and Supervisors

Level Strength Development Needs

General Manager • Leveraging Technology. • Leadership

Asst. General • Team Work • Risk Taking

Manager & below • Coordination • Influencing Skill

• Team work • Presentation Skill

• Leveraging Technology • Problem Solving

Unable to maintain effectiveness when experiencing

6.0 Task Ahead To meet the emerging opportunities, IREDA will

Identifies issue and continuously shares

Supports individual development and

Provides opportunities and motivate

Promotes a continuous learning and

Provides guidance to juniors for

Assesses the gap between the current

7 Formulates plans keeping in mind the

8 Provides direction and communicates the

13 Establishes good rapport with external

14 Creates and acts on opportunities for

23 Gives each direct reportee as much

24 Expands areas of responsibility of

26 Goes through the current research in your

27 Uses basic IT skills in day today work.

28 Undertakes net browsing to explore

Name of the employee who is reporting:

Identifies issue and continuously

Supports individual development and

Provides opportunities and motivate

Promotes a continuous learning and

Provides guidance to juniors for

Assesses the gap between the current

7 Formulates plans keeping in mind the

8 Provides direction and communicates

13 Establishes good rapport with external

14 Creates and acts on opportunities for

23 Gives each direct reportee as much

24 Expands areas of responsibility of

26 Goes through the current research in

27 Uses basic IT skills in day today work.

28 Undertakes net browsing to explore

Name of the employee who is reporting:

Identifies issue and continuously

Supports individual development and