HP PATH S/G A to F

Cluster Competency Definition Thread Behavioural indicators

Emotional
Personal Self - Concern for constant self self- Aware of own emotions and feelings
Excellence Development improvement awareness and takes time to reflect
and control
Motivates team by driving positivity
Personal Self - Concern for constant self Emotional
and removing roadblocks to help them
Excellence Development improvement maturity
see the bright side
Is curious to understand things outside
Personal Self - Concern for constant self Eagerness to
own role/area of work/topic outside of
Excellence Development improvement learn
expertise
Emotional Acts on own emotions to suit different
Personal Self - Concern for constant self self- situations when working with
Excellence Development improvement awareness stakeholders (both internal and
and control external)
Emotional Navigates through negative emotions
Personal Self - Concern for constant self self- to have minimum impact on
Excellence Development improvement awareness performance, especially when dealing
and control with team members/stakeholders
Shows resilience by wearing a learner
Personal Self - Concern for constant self Emotional
hat and responding positively when
Excellence Development improvement maturity
things don’t go smoothly
Actively identifies learning needs for
self and develops a plan of action;
Personal Self - Concern for constant self Eagerness to
Asks for feedback for self
Excellence Development improvement learn
improvement; Actively looks out for
ways to build capability
Creates own standards of excellence
and uses own methods of measuring
Concern for working well or outcomes against a standard of
Personal Achievement Execution
competing with a standard of excellence (not set by someone else)
Excellence Orientation excellence
excellence This could include a focus on new,
more precise or better ways of meeting
the targets set
Makes specific changes (calculated
Concern for working well or risks) in the system or in own work
Personal Achievement Improves
competing with a standard of methods to improve performance while
Excellence Orientation performance
excellence using the overall Governance
Framework as a guide
Concern for working well or Displays ownership of her/his work
Personal Achievement Execution
competing with a standard of and checks own work to ensure
Excellence Orientation excellence
excellence accuracy
Sets and works on reaching stretch
Concern for working well or goals for self as well as team
Personal Achievement Execution
competing with a standard of The goal is stretch if it is set to surpass
Excellence Orientation excellence
excellence past performance benchmarks; is
difficult but not impossible
 Cluster Competency Definition Thread Behavioural indicators
Looks for ways to improve
Concern for working well or performance and monitors progress in
Personal Achievement Improves
competing with a standard of own work and proactively seeks to
Excellence Orientation performance
excellence overcome weaknesses or missing
information
Acts with a sense of urgency when the
Concern for working well or norm is to wait, study the situation, and
Personal Achievement
competing with a standard of Initiative hope the problem will resolve itself.
Excellence Orientation
excellence (looking ahead within relatively short-
time frame (less than a year)
Addresses concerns/apprehensions
Personal Ability to work effectively Change
Adaptability during the change process to help
Excellence within a variety of situations Management
others align to the proposed changes
Demonstrates willingness to change
ideas or perceptions based on new
Personal Ability to work effectively Change
Adaptability information or contrary evidence; Has
Excellence within a variety of situations Management
a can-do attitude and is ready to try
new things
Personal Ability to work effectively Change Identifies change agents to drive
Adaptability
Excellence within a variety of situations Management agenda to a larger population
Ability to build, maintain and Identifies key influencers in customer
use respectful, professional and organizations, statutory bodies etc. and
Altro- Impact &
reciprocal relationships with Networking builds personal level relationships with
centricity Influence
networks of people outside one’s key stakeholders within and outside the
organization organization
Ability to build, maintain and
Considers what is important to the
use respectful, professional and
Altro- Impact & Stakeholder stakeholder audience and tailors the
reciprocal relationships with
centricity Influence influencing message to adapts approach
networks of people outside one’s
accordingly
organization
Ability to build, maintain and
Gets buy-in from important
use respectful, professional and
Altro- Impact & Stakeholder stakeholders before presenting an idea
reciprocal relationships with
centricity Influence influencing and leverages 3rd party to influence
networks of people outside one’s
agenda
organization
Ability to build, maintain and
use respectful, professional and
Altro- Impact & Uses network to obtain perspectives,
reciprocal relationships with Networking
centricity Influence viewpoints and insights
networks of people outside one’s
organization
Ability to build, maintain and
use respectful, professional and Uses logic to persuade and points out
Altro- Impact & Stakeholder
reciprocal relationships with the pros and cons of a decision to
centricity Influence influencing
networks of people outside one’s persuade stakeholders
organization
 Cluster Competency Definition
Ability to recognize
interdependencies across
Altro-
Collaboration different parts of the
centricity
organization and enabling each
other towards collective success
Ability to recognize
interdependencies across
Altro-
Collaboration different parts of the
centricity
organization and enabling each
other towards collective success
Ability to recognize
interdependencies across
Altro-
Collaboration different parts of the
centricity
organization and enabling each
other towards collective success
Ability to recognize
interdependencies across
Altro-
Collaboration different parts of the
centricity
organization and enabling each
other towards collective success
Ability to recognize
interdependencies across
Altro-
Collaboration different parts of the
centricity
organization and enabling each
other towards collective success
Ability to recognize
interdependencies across
Altro-
Collaboration different parts of the
centricity
organization and enabling each
other towards collective success
Ability to recognize
interdependencies across
Altro-
Collaboration different parts of the
centricity
organization and enabling each
other towards collective success
Ability to recognize
interdependencies across
Altro-
Collaboration different parts of the
centricity
organization and enabling each
other towards collective success
Thread Behavioural indicators
Treats others with respect and sees
positivity in others more often than
Empathy he/she sees faults or shortcomings.
Encourages team to imbibe the same
behaviour.
Pays attention to diverse view points;
Actively seeks and integrates diverse
Respect for
thoughts and perspectives in order to
diversity
develop more robust plans and
solutions
Identifies who will benefit from
information and takes action to
Team work communicate; Eg.Proactively shares
knowledge/information with cross-
functional teams
Understands BOTH emotion (by
reading body language, facial
expression, and/or tone of voice) AND
Empathy what the other person says about a
business or other issue (the other
person’s explicit content that goes
beyond labelling their emotions)
Respects diversity in all forms (gender,
cultural etc.) and ensures own
Respect for
behaviour is free from bias and
diversity
discrimination
Willingly participates in team activities
within own area, supports team
Team work
decisions; Does her/his share of work
within the team
Clearly understands how own
job/department  and those of others are 
Team work interdependent and extends full
support in cross-department /cross-
functional initiatives
Shares useful knowledge with the
group and keeps other team members
Team work
informed and up-to-date about what is
happening in the group
 Cluster Competency Definition Thread Behavioural indicators
Ability to navigate through
Listens actively to facilitate
emotional or tense situations,
Altro- Conflict Conflict understanding and prevent conflict
tactfully bringing disagreements
centricity Management resolution within the team as well as with
into the open and finding
external stakeholders
solutions all can endorse
Ability to navigate through
emotional or tense situations, Brings conflicts in the open and
Altro- Conflict Conflict
tactfully bringing disagreements encourages/facilitates a beneficial
centricity Management resolution
into the open and finding resolution
solutions all can endorse
Ability to navigate through
Builds an understanding of how
emotional or tense situations,
Altro- Conflict Conflict conflicts and disagreements may
tactfully bringing disagreements
centricity Management resolution hamper work and reflects on how to
into the open and finding
navigate them
solutions all can endorse
Taking on the role of a leader
Enables superior performance by
Altro- Inspirational who shows the long term
Leadership fostering team spirit, boosting morale
centricity Leadership direction and constantly answers
and generating enthusiasm for the team
the “why” to the team
Taking on the role of a leader
Altro- Inspirational who shows the long term Understands purpose of own role and
Leadership
centricity Leadership direction and constantly answers team in relation to the team’s direction
the “why” to the team
Taking on the role of a leader
Communicates a clear sense of purpose
Altro- Inspirational who shows the long term
Leadership for the team and motivates the team to
centricity Leadership direction and constantly answers
get there
the “why” to the team
Provides continuous
Taking on the role of a leader
feedback/mentorship that fosters
Altro- Inspirational who shows the long term People
ongoing development for team
centricity Leadership direction and constantly answers Development
members and provides opportunities
the “why” to the team
for others to succeed
Ability to deliver service to
customers leading to a high Builds new relationships and
Altro- Service Customer
degree of customer delight, strengthens existing relationships with
centricity Excellence relationship
customer loyalty, referrals and key customers
an overall growth in account size

Ability to deliver service to

customers leading to a high
Altro- Service Takes personal responsibility for
degree of customer delight, Ownership
centricity Excellence correcting customer-service problems
customer loyalty, referrals and
an overall growth in account size
 Cluster Competency Definition Thread Behavioural indicators

Ability to deliver service to Asks for customer feedback /

customers leading to a high proactively anticipates roadblocks to
Altro- Service Customer
degree of customer delight, customer satisfaction and adapts to
centricity Excellence relationship
customer loyalty, referrals and their requirement in the short-term and
an overall growth in account size encourages team to do the same

Sees how ideas, best practices or

Involves the thought process
technology from one place or industry
Thought Strategic behind issue resolutions/ Breadth of
can be moved, adapted or applied to
Leadership Thinking decisions/ innovations and thinking
address problems or opportunities in
identification of opportunities
own area
Involves the thought process Understands the organisation's internal
Thought Strategic behind issue resolutions/ Business operations and the business/sector as
Leadership Thinking decisions/ innovations and Acumen well as commercial implications of
identification of opportunities own action
Understands practical implications of
Involves the thought process long-term strategy for the
Thought Strategic behind issue resolutions/ Business Terminal/Depot/ Section(Refinery) in
Leadership Thinking decisions/ innovations and Acumen terms of the expectations; Identifies
identification of opportunities several likely consequences of an
action to the business
Involves the thought process
Breaks down work into simple lists of
Thought Strategic behind issue resolutions/ Depth of
routine tasks or activities and
Leadership Thinking decisions/ innovations and thinking
prioritizes
identification of opportunities
Involves the thought process
Understands economic, social, and
Thought Strategic behind issue resolutions/ Sustainabilit
ecological factors critical for long-term
Leadership Thinking decisions/ innovations and y
sustenance of the HPCL
identification of opportunities
Involves the thought process
Applies tried and Tested approach
Thought Strategic behind issue resolutions/ Breadth of
from the past which is practical and
Leadership Thinking decisions/ innovations and thinking
will work on the ground
identification of opportunities
Analyses relationships among several
parts of a problem or situation and
Involves the thought process
considers long-term impact (e.g.,
Thought Strategic behind issue resolutions/ Depth of
anticipates obstacles and thinks ahead
Leadership Thinking decisions/ innovations and thinking
about next steps, in detail, with
identification of opportunities
multiple steps); Takes evidence backed
/ data driven decisions
Involves the thought process Utilizes knowledge of community
Thought Strategic behind issue resolutions/ Sustainabilit concerns or environmental issues to
Leadership Thinking decisions/ innovations and y build business case for sustainability
identification of opportunities and educate different stakeholders