Internship Project Report

ANURAG CHAURASIA
PGDM-HRM 2011-12
XIMB
uh11001@stu.ximb.ac.in
Identificcation of unique roles and job analysis within ISC-
India and Standardization of Job Descriptions

By:Anurag Chaurasia
Under the Guidance of
Abhay Singh
MAnager: HR

In (Partial) Fulfillment
of the Requirements for the Degree of
PGDM-HRM

XAVIER INSTITUTE OF MANAGEMENT

JULY, 2012
Xavier Institute of Management
Xavier Square, Bhubaneswar - 751 013, India

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3
Automation and Control Solutions

Certificate

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 ACKNOWLEGEMENT

These last two months of summer training had been nothing short of a journey- a journey of
great learning experiences. I got my first glimpse of corporate culture and also how the Human
Resources department fulfils its role in an organization. My internship at Honeywell Automation
India Ltd. has been possible because of many people, who throughout my project have been
constant sources of encouragement, support and guidance.

First of all, I would like to express my earnest gratitude and sincere thanks towards my project
guide, Mr. Abhay Singh (Manager HR) for his timely and valuable guidance and support offered
to me throughout the course of this project work.

I whole heartedly thank Mr. Kaushik Mitter (Director HR), who was always ready with a helping
hand and quick tips, for providing me with imperative insights and feedback throughout the
project.

I offer my sincere gratitude to the stakeholders, Director ISC- India and Leaders of all the SBUs
as without their immense help and unfailing support in giving the necessary information of
processes, this project would not have been possible.

I would also like to express my sincere gratitude to all the members of the Honeywell
Automation India Ltd., Pune and Human Resources team for their support and guidance in the
summer internship program.

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 TABLE OF CONTENT

1. EXECUTIVE SUMMARY........................................................................................7
2. METHODOLOGY..................................................................................................8
3. HONEYWELL AND ACS OVERVIEW....................................................................10
4. HAIL ISC-INDIA AND HOS OVERVIEW................................................................16
5. UNIQUE IDENTIFIED ROLES WITHIN ISC-INDIA ACROSS ENTITIES ...................17
6. DEVELOPING JOB DESCRIPTION .......................................................................20
7. JOB DESCRIPTION TEMPLATE............................................................................22
8. DEVELOPING A SKILL INVENTORY FRAMEWORK..............................................28
9. SKILL SET............................................................................................................30
10. DEVELOPING A STANDARD COMPETENCY FRAMEWORK ................................31
11. STANDARD COMPETENCY FRAMEWORK .........................................................35
12. CONCLUSION ....................................................................................................36
13. REFERENCES .....................................................................................................37

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 EXECUTIVE SUMMARY

”Any company trying to compete … must figure out a way to engage the mind
of every employee”

Jack Welch, former CEO General Electric

One common element grounds organizations’ ability to advance through its environment:
People.

People are more than ever a source of critical skill and knowledge, as well as sustainable
competitive advantage. People want to invest their skills and knowledge on behalf of their
employers. Yet few organizations are fully tapping that source and achieving the results that
come through full investment of the workforce.

Identification of suitable roles within Integrated Supply Chain and mapping there respective
responsibility, is what this report is all about.

The project tiltle is: Identification of Unique roles within ISC-India and developing a
standardized job descriptions and Skill matrix for respective positions.

The project synopsis is: Rolling out the framework for ISC India Talent Agenda; Developing an
inventory of skill matrix (basic technical competency framework), framework forintegrating
talent across ISC India. Common norms for deployment and mobiity across SBG’s within ISC.

The project thus involved understanding the organisation structure of Honeywell and ISC, such
that various demading roles within ISC can be identified. The methodology followed included,
conducting focused group discussions with HR managers, Stakeholders (consisting of Head’s of
respective SBU’s) and Director of ISC. Another part of the project focused on the development
of job description of the respective identified roles. The responsibilties including essential and
marginal functions demanded by the unique roles where identified. A standard template for job
description was developed and the identified responsibilties, communication with internal and
external customers, accoutablity in terms of budget and revenue, Knowledge Skills and Abilities
(KSA), Key Performance Indicators (KPI), Key Resut Area (KRA), Average Performance Score
(APS), Average Competency Score(ACS) and Overall Performance Rating (OPR) were used to
develop the Job analysis. This job analysis was further documented and a standardized job
description format was developed which was futher validated by the stakeholders and ISC
Director.

Hence this project helped the organisation in developing a standardized format of job
description template and the job description for the identified unique roles within ISC- India.

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 METHODOLOGY

The project can be classified into four segments with respect to key deliverables:

Identification of Roles within ISC:

• Understanding the organization structure of HAIL: SBU’s and there line of business.

• Understanding the organization structure of ISC India.

• Understanding the organization structure of other entities across India: HTT, ED&S, HLS,
GCSC, PMT, AERO and NPI.

• Identifying ISC Roles within these entities.

Identification of the position’s key responsibilities:

• Arranging meetings and appointments with the respective position holders.

• Analyzing the job responsibilities by identifying and understanding- Key Result Areas
(KRA), Knowledge Skills and Abilities (KSA), Leadership Standardized Work (LSW), Key
Performance Indicators (KPI) which include Average Performance Score (APS), Average
Competency Score(ACS) and Overall Performance Rating (OPR) etc.

• Interviewing the respective Reporting Managers to understand the desired Job Role’s
responsibility in terms of- and Internal customer interface, People management,
business process, technical management and levels of direction being received.

• Analyzing the existing Job Descriptions of similar positions in various job portals for
example: Jobsvite, Monsterjobs, Etalent, Times Job etc.

• Analyzin the organisational charts and Job Descriptions of exsisting similar Band 4 and
Band 5 roles within Honeywell.

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Updating the existing JOB DESCRIPTION and developing new JOB
DESCRIPTIONS for the non existing roles.
• Defining the position summary for the respective roles.

• Categorizing the responsibilities in terms of Internal and External customer interface,

People management, Business and Technical process.

• Identifying the purpose/nature of communication within and outside Honeywell and

quantifying the position’s scope w.r.t. revenue/ budget accountability.

• Citing the education level, previous experience, specific knowledge, skills and abilities
required to meet minimum requirements.

Developing a inventory of skill matrix and competency framework for the

respective roles.
• Understanding the key skills that are required in day to day activities for the respective
Job positions.

• Analyzing the necessary skills set for similar position and verifying the relevancy of those
skills w.r.t. the identified positions.

• Developing a set of standard Skill inventory that can be used for reference for individual
identified positions.

• Developing a Competency framework based on the 12 behavioral traits as per

Honeywell standards.

• Standardization- Validating the Job Descriptions, required skill set and competencies, for
individual positions by there respective Reporting Managers.

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 OVERVIEW

Honeywell has 128,000 employees in more than 100 countries designing and delivering quality
products, integrated system solutions, and services that make life safer and more secure, more
comfortable and energy efficient, and more innovative and productive in every corner of our
world.

There are four strategic business groups, or SBEs:

1-Specialty Materials: maker of chemicals, nylon, electronic materials and performance

materials (polymers).

2-Aerospace: we provide systems and products for aircraft manufacturer and airlines.
Honeywell makes nearly everything on an aircraft, except the frame.

3-Transportation Systems which makes turbo technologies, friction materials for brake
applications, consumer products and car care products.

4-Automation and Control Solutions is the largest SBE and the one where I did my
summer internship, located in Pune, India.

Honeywell products touch the lives of most people every day, whether you're flying on a plane,
driving a car, heating or cooling a home, furnishing an apartment, taking medication or playing
a sport.

Looking at the global economy, there is increasing demand for Honeywell’s solutions, products
and services. It was a pleasant learning experience at Honeywell.

Vision: Be the premier growth company delivering unsurpassed value to Honeywell customers
by providing Innovative Total Solutions and Services enhancing the safety, security, comfort,
energy efficiency and productivity of the environment where they live, work and travel.

Mission: Maximize the value and impact on Honeywell businesses and customers by providing
Technology Product and Business Solutions and Services setting  standards of world class
performance.

Quality Policy: To delight our customers by providing six sigma quality total solutions,
demonstrating value and continuous improvement through competent and disciplined
professionals.

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ACS participates in the Automation and Control market, which is ~$200B. ACS is the fastest-
growing and now largest segment.

Its 65,000 employees strength is spread across seven businesses and 1,000 facility in every
corner of the world. It’s a truly global organization as more than 57% of the revenue comes
from outside US. Developed Markets such as Western Europe and Asia account for 44% and it is
steadily expanding its growth opportunities in emerging markets, which currently stands at
13%. Emerging Markets are areas such as Eastern Europe, Russia and North Africa.

ACS focuses on three main vertical markets —Homes, Buildings and Industrial. The
Macroeconomic trends that drive these markets- Safety, Security, Comfort, Convenience,
Productivity, and Energy Efficiency- are very favorable. Apart from that they also focus on
capitalizing key trends such as Energy Costs, Green Movement, Legislation, Maintenance Costs,
etc.

ACS provides customers controls for heating, ventilating, and air conditioning, security systems,
fire alarm systems, and energy management solutions. A pioneer in automation control, ACS
also monitors and controls processes to improve productivity of complex industrial plants
around the world. From home thermostats to large commercial building management systems,
Honeywell ACS is a global leader. ACS brings many strengths to the $200B industry, including
strong customer relationships, a large installed base, which means it has a large existing
customer base that already has HON products/solutions onsite. This is important because if its
products are already installed it allows them to drive future sales opportunities (service
contracts, add-on solutions, etc.) and makes it much more difficult for competitors to come in.

Other ACS strengths also include our diversified portfolio, broad distribution channels, global
brand recognition, and of course, there passion and commitment to service.

ACS is comprised of seven strategic business units and we categorize these business into
Products or Solutions businesses.So,

What is the difference between a Solutions and Products business?

A Products business sell just that—products. Now, a Solutions business also offers products but
then provides the ability to create broader end-to-end solutions that address a specific business
issue. So, it links various products together into a complete solution or provide services that
solve larger business problems, which allows customers to improve processes, increase
productivity and enhance their business performance.

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Building Solutions and Process Solutions make up Honeywell’s Solutions businesses, while its
Products businesses cover Environmental and Combustion Controls, Security Group, Scanning &
Mobility, Life Safety, and Sensing and Control.

Honeywell Building Solutions installs and maintains the systems to help keep buildings
and facilities safe, secure, comfortable and cost-efficient, and is a leading provider of energy
efficiency solutions worldwide. It specializes in service of critical building systems, including
heating, ventilation and air conditioning (HVAC), building automation, fire, security and energy
management. We’ll talk more about our energy solutions and services a bit later in the
presentation.

Key HBS customers include Johnson & Johnson, the US Government, airports and cities around
the world.

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Honeywell Process Solutions improves the productivity and profitability of industrial
facilities on every continent around the world. It offers a full range of industry-leading
automation and control solutions and advanced software applications to key vertical markets
including mining, refining, pulp & paper, power generation, chemical, and pharmaceuticals. 

Key HPS customers include ExxonMobil, ConocoPhillips, Alcoa and Boehringer Ingelheim.

Environmental and Combustion Controls provides integrated product solutions in

heating and heating processes, ventilation, cooling and refrigeration, air purification, zoning,
humidification, air conditioning, water controls and processes, electrical devices and systems,
lighting control, switches, sensors and controllers. ECC technologies are found in more than 150
million homes, 5 million buildings, and a multitude of manufacturing plants around the world.

Customers include original equipment manufacturers (OEM), commercial, homeowners,

contractors, retail, trade building managers, consulting engineers and distributors. Companies
such as Home Depot, Trane, Wolseley and Hagemeyer turn to Honeywell for their combustion
and controls needs.

Sensing and Control is one of the world's leading suppliers of sensors, switches, machine
safeguarding and other devices for a variety of OEM applications in the aerospace, medical,
transportation, industrial, information technology and consumer appliance sectors.

Key customers include Boeing, Pratt & Whitney and IBM.

Honeywell Life Safety is a global leader in commercial fire systems, smoke and gas
detection, personal protective equipment, and home healthcare monitoring products. Its
quality products, integrated system solutions, and services make life safer, more comfortable,
more secure, and more productive in every corner of our world.

Key customers include Johnson Controls (distributor), ADT (distributor), Home Depot, British
Petroleum, Brinks and city fire departments around the world.

Honeywell Security Group is one of the world’s leading suppliers and distributors of
electronic security technology protecting millions of homes, businesses and government
facilities across the globe. Products include burglar and fire alarm, access control and video
surveillance systems.  It serves customers worldwide from more than 120 offices in over 40
countries and its distribution business, ADI, has more than 200 branch locations.

Key customers include ADT, Brinks, Monitronics and Diebold.

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Honeywell Scanning & Mobility (HSM) is a leading manufacturer of high-performance
image- and laser-based data collection hardware, including rugged mobile computers and bar
code scanners. Our product portfolio is one of the broadest in the Automatic Identification and
Data Collection (AIDC) industry, providing customers with solutions for vertical markets such as
retail; healthcare; and transportation and logistics.

Honeywell Scanning and Mobility products are sold worldwide through a network of distributor
and reseller partners. HSM products are found in businesses with household names like Wal-
Mart, Target, FedEx, the US Government and hospitals around the world.

Sixty percent of the Automation and Control Solutions (ACS) business group’s products and
services are related to energy efficiency. For example, building owners can reduce their heating
and cooling demand by 15 to 20 percent by using Honeywell’s programmable thermostats and
energy management systems. Industrial site managers can decrease energy use up to 35
percent by utilizing Honeywell’s industrial solutions that reduce and monitor consumption and
emissions. We estimate the global economy could operate on 10 to 25 percent less energy by
using our existing ACS technologies…pretty impressive!

OTHER ENERGY BACKGROUND

Fluctuating oil prices, and rising costs for natural gas and electricity, have added to the hardship
for organizations with fixed budgets. At the same time, there is a growing awareness across the
country about environmental impact and the effects of global warming. And many
organizations are looking for ways to serve as models of energy conservation.

However, finding the right technologies to cut emissions and help ease economic strains can be
extremely difficult, especially with the recent inundation of “green” products. That’s where
Honeywell comes in. We have the experience and expertise to pinpoint the mix of building
retrofits, service and renewable energy that will deliver the greatest return on investment.

The history of innovation with an eye on the bottom line continues with offerings like the
Renewable Energy Scorecard. This first-of-its-kind selection tool analyzes a number of location-
specific criteria — e.g., resource availability, local utility rates, and heating and cooling loads —
to help steer our customers toward the renewable technology with the most significant
environmental and financial drivers.

ACS is also working with organizations to conserve energy, optimize building operations and
leverage renewable energy sources. We were one of four energy services companies selected
at the outset of the Clinton Climate Initiative to help the world’s largest cities reduce energy
consumption and carbon emissions.

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Intellectual Property

20,000 HON researchers and engineers in 48 R&D facilities.

33,000+ patents / pending patent applications.

ACS is the Wireless technology leader with 300 patents.

Innovation has delivered half of ACS’s growth…+$3B over seven years Huge pipeline of new
ACS products.

New products and services are the lifeblood of ACS’s growth and a major differentiator.
Environmental and Combustion Controls business launched a solar water heater and our
Security Group introduced My Keypad App, an application for the Apple iPhone® that allows
home and business owners to control security systems remotely.

The concept of Energy Savings Performance Contracting developed by ACS is now reaping the
benefits along with hundreds of cities, governments and companies across the globe.

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 HAIL ISC- INDIA AND HOS OVERVIEW

HPS – System Assembly & Integration Centre / CSC, key activities include:
 Assembly of pressure transmitters.

 Testing and calibration using highly accurate pressure controllers.

 Manufacture of Specials; Exotic material transmitters

S&C, key activities include:

 Assembly, Testing of Throttle Position Sensors , LCD Hour meters

 Functional testing of product by specially designed Functional Test Set Up integrated

with inbuilt date code stamping

 All process / procedures as per TS 16949:2002 & HOS guidelines

 Value Addition of catalog products for customer delight

 In-built process check, Poka Yoke has been implemented in most of the processes

HC-900, key activities include:

• I/O and CPU modules testing and delivery.

 4 Slot IO Rack Assembly

Enraf LC-PI, key activities include:

• PCB Testing & Calibration,

• EPROM Burning,

• Conformal Coating

• Mechanical Assembly

• EOL Testing.

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 KEY DELIVERABLES
The project can be classified into four segments
• Identification of Roles within ISC.

• Identification of the position’s key responsibilities.

• Updating the existing JOB DESCRIPTION and developing new JOB DESCRIPTIONS for the
non existing roles.

• Developing a set of skill inventory and competency framework for the respective roles.

IDENTIFIED UNIQUE LEADERSHIP ROLES WITHIN ISC-INDIA

ACROSS HONEYWELL ENTITIES

Entity Roles Band

     
HAIL ISC DIRECTOR 4
  ISC Leader: HPS 4
  ISC LEADER: S&C 4
  ISC LEADER: ECC 4
  PLANT MANAGER: ASG (HBS) 4
  ISC LEADER: FACTORY SOURCING 4
  HEAD: AME 4
  HEAD: LOGISTICS AND STORES 4
  HEAD: SYSTEM FACTORY 4
  MANUFACTURING MANAGER 4
  MATERIALS MANAGER 4
  LEADER PROJECT PROCUREMENT 4
  LEADER SIX SIGMA 4
  LEADER: QMS & CC 4
  HEAD: MANUFACTURING QUALITY AND HOS 4
ED&S ISC ISC HEAD 4
  SITE LEADER 4

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  SOURCING LEADER 4
  LEADER: LOGISTICS 3
  LEADER: QA 3
  LEADER: FACILITIES 3
LEADER: HS&E 3
HLS ISC PLANT MANAGER: HLS 4
  Sr. MANAGER: SOURCING 3
  Sr. MANAGER: MANUFACTURING 4
  Sr. MANAGER: QUALITY 4
  MANAGER: SUPPLY CHAIN 3
  MANAGER: OPERATIONS 3
HTT ISC DIRECTOR 4
  MANAGER: PRODUCTION 4
  MANAGER: SCM 4
  MANAGER: QUALITY 4
  MANAGER: NPL 4
  MANAGER: MAINTAINANCE 4
  MANAGER: ME PROCESS 3
  MANAGER: IT 3
  MANAGER: HSE 3
  MANAGER 3
HTT SUPPLY BASE LEADER SB INDIA 4
  MANAGER: C&M 4
  MANAGER: SQ&D 4
  MANAGER: NPI 4
  MANAGER: SPECIALITY 4
  LEADER SQ&D: C&M 3
  LEADER SQ&D: P&W 3
  LEADER SQ&D: SPECIALITY 3
HTS, SCM/FINANCE HEAD ISCM 3
  MANAGER: ISCM 3
  ASST. MANAGER: ISCM 3
  Sr. EXECUTIVE: ISCM  
  Sr. ENGINEER: ISCM  
AERO ISC LEADER 4
  SENIOR MANAGER: COMMODITY 4

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 ENGINEERING
  SENIOR MANAGER: COMMODITY SOURCING 4
SENIOR MANAGER: MANUFACTURING
  ENGINEERING 3
AME ACS HTS Sr. SPECIALIST: Mfg PROCESS  
  SPECIALIST: Mfg PROCESS 3
  Tech LEADER: Mfg PROCESS 3
  Sr. ENGINEER MDM 3
ACS NPI LEADER: SOURCING 3
  Tech LEAD COMMODITY SOURCING 3
PMT ISC DIRECTOR: PROCUREMENT  
  MANAGER: SOURCING 4
  Sr. BUYER 3
  Sr. PROCUREMENT SPECIALIST 3
  PROCUREMENT SPECIALIST 3
  TEAM LEADER: CUSTOMER SUPPORT 3
  COMMERCIAL MANAGER: PT&E-COM 4
  CUSTOMER SERVICE REPRESENTATIVE 2
GSC, PROCUREMENT
SERVICES DIRECTOR: IT & PROCUREMENT  
  LEADER: PROCUREMENT 4
  LEADER: PROJECTS 4
  Sr. MANAGER Ops 3
  MANAGER Ops 3

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 JOB DESCRIPTION

Job descriptions are written statements that describe the:

 duties,
 responsibilities,
 most important contributions and outcomes needed from a position,
 required qualifications of candidates, and
 reporting relationship and coworkers of a particular job.

Job descriptions are based on objective information obtained through job analysis, an
understanding of the competencies and skills required to accomplish needed tasks, and the
needs of the organization to produce work.

They clearly identify and spell out the responsibilities of a specific job. Job descriptions also
include information about working conditions, tools, equipment used, knowledge and skills
needed, and relationships with other positions.

The best job descriptions are living, breathing documents that are updated as responsibilities
change. They do not limit employees, but rather, cause them to stretch their experience, grow
their skills, and develop their ability to contribute within their organization.

Methodology followed in developing Job Descriptions

I followed the following steps to develop the Job description template.

Gathering the appropriate people (stakeholders, leaders, head and directors of

the respective SBU’s) for the task. The manager to whom the position will report takes
the lead for reviewing and validating the job description, but other employees who are
performing similar jobs can contribute to its development, too.

A job analysis was performed by collecting as much data as possible to develop a job
description. The job analysis may included:

 the job responsibilities of current employees, Internet research and sample job
descriptions online or offline highlighting similar jobs,
 an analysis of the work duties, tasks, and responsibilities that need to be accomplished
by the employee filling the position,
 research and sharing with other companies that have similar jobs, and
 articulation of the most important outcomes or contributions needed from the position.

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Writing the job description. The company had a format for job descriptions of some band
4 and band 3 emloyees with Human Resources. It was used as referance to develop the final
format congruent with other job descriptions across the company.

The normal components of the job description included:

 Overall position description with general areas of responsibility listed,

 Essential functions of the job described with a couple of examples of each,
 Required knowledge, skills, and abilities,
 Required education and experience,
 A description of the physical demands, and
 A description of the work environment.

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 JOB DESCRIPTION TEMPLATE

Job Description

Reports to Solid Line

Job Title
(Title)

Reports to Dotted
GJC
Line (Title)

SBG SBU/E

Country Location

HR Contact
Comp Contact
name
(name)
(Name)

POSITION SUMMARY

In a sentence or two, broadly describe the main purpose or function of the job. Indicate
what is done and why (outcome).

PRINCIPAL RESPONSIBILITIES

List and describe this position’s key responsibilities in concise, comprehensive

statements. Address what the position holder does to achieve the position’s main
purpose. Also check the approximate amount of time spent on each Area of
Responsibility. Time should be expressed relative to 100%.

Note: These statements are intended to describe the general nature of the job and are
not intended to be an exhaustive list of all responsibilities, skills and duties.

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Area of % Time
Responsibility Key Activities/Elements Spent

Under
20%

20% to
35%

36% to
50%

Over
50%
Under
20%

20% to
35%

36% to
50%

Over
50%
Under
20%

20% to
35%

36% to
50%

Over
50%
POSITION SCOPE

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Provide quantitative and qualitative information related to the position’s scope and job
impact. If not applicable, indicate N/A.

PROFIT & LOSS ACCOUNTABILITY

Yes – very low
(under $1 million)
Yes – low ($1 – $5 Direct
million) Accountabilit
Yes -- medium y
Position has revenue generation ( $5.1-10 million)
No
accountability?
Yes -- high (over Indirect
$10.1-100 million) Accountabilit
Yes – other y
_________

Yes -- low (under $1

million) Direct
Accountabilit
Yes -- medium ($1
y
Position has budget management – $5 million)
No
accountability? Yes -- high (over $5
Indirect
million)
Accountabilit
Yes – y
other________
Position directly/indirectly
supervises a staff? (hiring, coaching, Yes -- low (under 20 people)
scheduling /delegating work, No Yes -- medium (20 – 99 people)
conducting performance reviews, and Yes -- high (100 people or more)
determining pay/promotions)
Indicate the type and number of employees
MANAGERIAL supervised in order to be able to define the
span of accountability of the position

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 mainly
Band 4
Yes -- low (1 employees
Is position directly accountable for person) mainly
managing staff? Yes -- med (2 or Band 3
(hiring, coaching, more people) employees
scheduling/delegating work, No Yes -- high (1 mainly
determining pay/promotions, and Team Leader) Band 2
HPD/GCP ownership) Yes – very high (2 employees
Team Leader) mainly
hourly
employees
Influences
(Check all
appropriate)

Hire/Discharg
e decisions
Is position indirectly accountable Yes -- low (under Initiate/recom
for managing staff? 20 people) mend salary.
(direct report's staff, may include Yes -- medium (20 Work
dotted line responsibility, or No – 99 people) performance
influencing/coaching behaviors, i.e. Yes -- high (100 of the team
program managers) people or more) Train
Conduct
performance
appraisal
Coach for
career
development
Does position purely manages
Advance Manufacturing and Yes No
Engineering?
Highest level of organization accountability over which the position operates:
SBG SBU SBE COE LOB Work Team/Small
Group Individual Job
Geographical responsibility - (Honeywell Region =North America; Latin America;
EMEA; Asia Pac) Sub Region = Eastern
Europe; Western Europe; Middle East/Africa; North Asia; SEA; SAPAC)
1-2 Countries 3-5 Countries 6 or more Sub Region Regions
Global (min 3 regions)

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Level of Management Direction
Direct Moderate Limited
received:
Number of employees performing this
1 2 -4 5>
role
Communication
Primary internal and external (Outside Honeywell) contacts with whom position
interacts on a regular and recurring basis, and purpose/nature of the contact:
Contact Title: Purpose/ Nature/ Frequency

KNOWLEDGE, SKILLS AND ABILITIES

Indicate the education level, previous experience, specific knowledge, skills and abilities
required to meet minimum requirements for this position.

Education level and/or

relevant experience(s)
Knowledge and skills
(general and technical)
Other Requirements
(licenses, certifications,
specialized training, as
well as physical or
mental abilities
required). If position
requires personal
protective equipment,
please list in Additional
Information section
below.
ADDITIONAL INFORMATION

Date Completed

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 DEVELOPING A SKILL INVENTORY FRAMEWORK

A skill inventory is a set or collection containing information on knowledge, skills, abilities, and
experiences of current employees. It aims to identify the skills an individual is supposed to use
or could use, in the day to day activities, identify the ones they would like to acquire in the
future, and highlight patterns of skills. Skills are developed through paid and unpaid work
experiences, volunteerism, hobbies, classroom experiences, training and through everyday
living.

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Design Principles of a Skill Matrix

Threshold questions:

Initial ideas must address the following questions satisfactorily before a full
proposal is invited:

 does it address a demonstrable skills need?

 is it appropriate for financial/monetory funding?  That is, will it support the
contribution employees and stakeholders make in addressing skills needs? 
 Will it provide broad benefit – to more than one SBU/SBG and/or to a
significant proportion of the relevant provision? 
 Should costs be covered from existing resource?
 are there better options or other institutions we should discuss the
approach with?
 does it fit the areas demanded by the identified position/role? 

Full project descriptions:

Full proposals, to be developed in discussion during the focused group discussions

and face to face interview, should give at least the following items of basic
information and address the challenge questions set out below:

Basic information:

 aims
 planned activity
 timetable, Leadership Standardized Work (LSW)including key
milestones
 clear commitments from all partners, including signature(s) of Principal(s)
(Strategic Development funds applications: cover sheet.

Challenge questions:

 what are you trying to achieve and why?  What are your aims?
 what activity are you planning?  What will your outputs be?
 how will you measure progress on delivering activity and achieving aims?

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  will this address the SBU’s main objectives?  Will this deliver strategic
change?
 is this new?  Will it happen anyway?Will it add value? What impact will it
have?
 who is going to do it?  How will each of the partners be involved in the
project?  Are the industry sectors involved?  Is everyone involved who
should be? Do you have good links with them and/or a record of managing
collaboration?
 is there another, better way?  Did you consider alternative ways of
addressing this issue?  Why have you chosen this option?
 what about embedding? How will the benefits of the project continue
beyond the period of complition?
 how will you evaluate the process and outcomes at the end of the project?
 dissemination – how will you ensure that other SBU’s learn from your
experience and the outcomes of this project?
 how will you manage and deliver the project?
 how will you manage collaboration with external bodies?
 what are the main risks for your project and how will you monitor and
control these?

Skill inventory: Based on the above questioner and discussios with the
stakeholders, position holders, communication partners, internal and external
customers etc an inventory of skill was developed and it was thereby mapped
with respect to the respective identified positions.

SKILL SET
Plant management
Communication Skills
Lean Management Expert
HOS Specialist
Production Management
Techno Commercial Skills
Expertise on Indian Supplier base

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Strong ME knowledge- AME/ VPD/ NPI
Strong QUALITY background- XYZ, COPQ, BIQ
Six Sigma GREEN, Black
Certified Quality Engineering
Vendor Scheduling and management, negotiation Skills
Program Management
SAS Analytic Visioning skill
Strategic Capability
Customer Orientation
Knowledge of Advance Statistics
Knowledge of Predictive Analytics
Knowledge of Modeling in Analytics
CPM Approved Certified purchasing manager
risk management
Supplier Relationship Management
Standard transition Management
Mfg Process knowledge: Complex parts, Machining, Fabrication, Sub
Assembly
manufacturability Ananlysis, Complexity and Yeild analysis, Tooling
Application od CAD tools
Process Design, MOT preparation
product Assembly methods
AME WBE and NPD program
DFx Analysis
NPI Manufacturing Part Set up in SAP
SQE and SDE
Employee relation ER/LER

DEVELOPING A STANDARD COMPETENCY FRAMEWORK

A competency framework defines the knowledge, skills, and attributes needed for people
within an organization. Each individual role will have its own set of competencies needed to
perform the job effectively. To develop this framework, we need to have an in-depth
understanding of the roles within the organisation. To do this, I followed following different
approaches:

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  Use a pre-set list of common, standard competencies, and then customize it to the
specific needs of the organization.
 Create a general organizational framework, and use it as the basis for other frameworks
as needed.

Developing a competency framework calls for a lot of research and it shuld adress the need. it's
important to make it relevant to the people who'll be using it – and so they can take ownership
of it.

Design Principles of a Competency Framework

1. Focused Group Discussions: Involve the people doing the work – These frameworks
should not be developed solely by HR people, who don't always know what each job
actually involves. Nor should they be left to managers, who don't always understand
exactly what each member of their staff does every day. To understand a role fully, you
have to go to the source – the person doing the job – as well as getting a variety of other
inputs into what makes someone successful in that job.
2. Communicate – People tend to get nervous about performance issues. We should
communicate the purpose of developing the framework, how it will be created, and
how we'll use it.
3. Use of relevant competencies – Ensuring that the competencies included apply to all
roles covered by the framework. If irrelevant competencies are included, people will
probably have a hard time relating to the framework in general.

Developing the Framework

There were four main steps in the competency framework development process. Each steps
had key actions that encouraged people to accept and use the final product.

Step One: Preparation

 Defining the purpose – a well defined purpose ease the task of creating the framework.
How you plan to use it will impact whom you involve in preparing it, and how you
determine its scope. For example, a framework for filling a job vacancy will be very
specific, whereas a framework for evaluating compensation will need to cover a wide
range of roles.
 Create a competency framework team – Include people from all areas of your business
that will use the framework. Where possible, aim to represent the diversity of your
organization. It's also important to think about long-term needs, so that you can keep
the framework updated and relevant.

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Step Two: Collect Information

This is the main part of the framework. Generally, the better the data you collect, the more
accurate your framework will be. For this reason, it's a good idea to consider which techniques
you'll use to collect information about the roles, and the work involved in each one. You may
want to use the following:

 Observe – Watch people while they're performing their roles. This is especially useful
for jobs that involve hands-on labor that you can physically observe.
 Interview people – Talk to every person individually, choose a sample of people to
interview, or conduct a group interview. You may also want to interview the supervisor
of the job you're assessing. This helps you learn what a wide variety of people believe is
needed for the role's success.
 Create a questionnaire – A survey is an efficient way to gather data. Spend time making
sure you ask the right questions, and consider the issues of reliability and validity. If you
prefer, there are standardized job analysis questionnaires you can buy, rather than
attempting to create your own.
 Analyze the work – Which behaviors are used to perform the jobs covered by the
framework? You may want to consider the following:
 Business plans, strategies, and objectives.
 Organizational principles.
 Job descriptions.
 Regulatory or other compliance issues.
 Predictions for the future of the organization or industry.
 Customer and supplier requirements.

Job analysis that includes a variety of techniques and considerations will give you the
most comprehensive and accurate results. If you create a framework for the entire
organization, make sure you use a sample of roles from across the company. This will
help you capture the widest range of competencies that are still relevant to the whole
business.

 As you gather information about each role, record what you learn in separate behavioral
statements. For example, if you learn that Paul from accounting is involved in
bookkeeping, you might break that down into these behavioral statements: handles
petty cash, maintains floats, pays vendors according to policy, and analyzes cash books
each month. You might find that other roles also have similar tasks – and therefore
bookkeeping will be a competency within that framework.
 When you move on to Step Three, you'll be organizing the information into larger
competencies, so it helps if you can analyze and group your raw data effectively.

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Step Three: Building the Framework

This stage involved grouping all of the behaviors and skill sets into competencies.:

 Group the statements – Asking team members to read through the behavior
statements, and group them into piles. The goal was to have three or four piles at first –
for instance, manual skills, decision-making and judgment skills, and interpersonal skills.

 Create subgroups – Break down each of the larger piles into subcategories of related
behaviors. Typically, there were three or four subgroupings for each larger category.
This provided the basic structure of the competency framework.
 Refine the subgroups – For each of the larger categories, the subgroups were defined
even further. Questions like why and how the behaviors relate, or don't relate, to one
another were raised and the groupings were revised as necessary.
 Indentify and name the competencies – The team was asked to identify a specific
competency to represent each of the smaller subgroups of behaviors.
 Groupings and subgroupings for general management competencies:
 Supervising and leading teams.
 Provide ongoing direction and support to staff.
 Take initiative to provide direction.
 Communicate direction to staff.
 Monitor performance of staff.
 Motivate staff.
 Develop succession plan.
 Ensure that company standards are met.
 Recruiting and staffing.
 Prepare job descriptions and role specifications.
 Participate in selection interviews.
 Identify individuals' training needs.
 Implement disciplinary and grievance procedures.
 Ensure that legal obligations are met.
 Develop staff contracts.
 Develop salary scales and compensation packages.
 Develop personnel management procedures.
 Make sure staff resources meet organizational needs.
 Training and development.
 Deliver training to junior staff.
 Deliver training to senior staff.
 Identify training needs.
 Support personal development.
 Develop training materials and methodology.
 Managing projects/programs.

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  Prepare detailed operational plans.
 Manage financial and human resources.
 Monitor overall performance against objectives.
 Write reports, project proposals, and amendments.
 Understand external funding environment.
 Develop project/program strategy.

The main objective of the framework was to develop a compensation or performance

review system hence each competency was measured by leveling-dividing the related
behaviors into measurement scales according to complexity, responsibility, scope, or
other relevant criteria.

 Validate and revise the competencies as necessary – For each item, these questions
were raised:
 Is this behavior demonstrated by people who perform the work most effectively?
In other words, are people who don't demonstrate this behavior ineffective in
the role?
 Is this behavior relevant and necessary for effective work performance?

These questions were often asked in the form of a survey. It's important to look for
consensus among the people doing the job, as well as areas where there's little
agreement. Also, possible issues with language, or the way the competencies are
described, and refine those as well should be done effectively.

Step Four: Implementing

To help get buy-in from members of staff at all levels of the organization, it's important to
explain to them why the framework was developed, and how it will be used, how it will be
updated, and which procedures are put in place to accommodate changes.

 Link to business objectives – connection between individual competencies and

organizational goals and values should be maintained as much as possible.
 Reward the competencies – The policies and practices should support and reward the
competencies identified.
 Provide coaching and training –adequate coaching and training availablity. People need
to know that their efforts will be supported.
 Keep it simple – The framework should be as simple as possible. The document is to be
used, not filed away and forgotten.
 Communicate – The implementation should be treated as any other change initiative.
The more open and honest the process is, the better the end result – and the better the
chances of the project achieving the desired objectives.

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 STANDARD COMPETENCY FRAMEWORK
Competencies: Indicate 5 most vital competencies that are most critical for this specific Job Role.

RATINGS 1 2 3 4 5
Need Need At Goo Excellen
attention motivation par d t
Growth and Customer Focus
Leadership Impact
Gets Results
Makes People Better
Champions Change
Fosters Teamwork and
Diversity
Global Mindset
Intelligent Risk Taking
Self-Aware/Learner
Effective Communicator
Integrative Thinker
Technical or Functional
Excellence

CONCLUSION

The Job description template Skill Matrix and Competency framework can be used as a toll and
reveiwed periodically to make sure it acurately reflects what the employee is doing and your
expectations of results from the employee holding the identified positions.

The job description can be used as a basis for the employee development plan (PDP): An
employee's job description is integral in the development of his or her quarterly employee
development plan.

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An effective job description establishes a base so that an employee can clearly understand what
they need to develop personally, and contribute within your organization. Develop job
descriptions to provide employees with a compass and clear direction.

A skill inventory allows a person to take an accurate an inventory of their skills, to prioritize
skills according to level of interest, and then to assess their proficiencies. It is commonly used in
career counseling, personal marketing strategies, employee assessments.

Creating a competency framework is an effective method to assess, maintain, and monitor the
knowledge, skills, and attributes of people in your organization. The framework allows you to
measure current competency levels to make sure your staff members have the expertise
needed to add value to the business. It also helps managers make informed decisions about
talent recruitment, retention, and succession strategies. And, by identifying the specific
behaviors and skills needed for each role, it enables you to budget and plan for the training and
development your company really needs.

The process of creating a competency framework is long and complex. To ensure a successful
outcome, involve people actually doing carrying out the roles to evaluate real jobs, and
describe real behaviors. The increased level of understanding and linkage between individual
roles and organizational performance makes the effort well worth it.

REFERENCES

• http://in.honeywell.com/WorkingAtHoneywell/Pages/WorkingAtHoneyw
ell.aspx

• http://in.honeywell.com/BusinessFunction/Pages/BusinessFunctionalDir.
aspx

• http://www.naukri.com/

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• http://www.monsterindia.com/index.html

• Shared data: Organization Charts, Job Descriptions etc.

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