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A DIAGNOSTIC MODEL TO DEFINE COMPETENCIES

Existing Behavior
CUSTOMER FOCUS "Sold to" Adversary Financial measures Talked to Company needs primary, not customer needs Short-term perspective Consulted with Partner Financial, quality and customer satisfaction measures Listened to Balance company and customer needs Long-term perspective

Targeted Behavior

COMMUNICATION Top-down Limited sharing People "told" Emphasis only on communication tool Limitations on information Multidirectional Extensive sharing People "involved," listening to people Emphasis on message and communication tool Share information needed to perform

TEAM ORIENTATION Principle of cooperation Accountability rests elsewhere Principally individual Teamwork Principle of collaboration Accountability and shared fate rests with team Team-based Team information

TECHNICAL EXPERTISE "I am my job" Specialist only Technology prevails Role flexibility Multiskilled Technology and strategy balanced

Existing Behavior
RESULTS ORIENTATION Wait for others to act Study to death Top down only Apply practical skill base Avoid conclusions Use historic standards Avoid risk taking Individual only

Targeted Behavior

Make things happen Take action Everyone makes a difference Apply entire skill base Move to end product/result Use stretch goals and higher standards Take prudent risk Shared fate

Financial measures LEADERSHIP Command and control Manage and supervise Individual performance "Do what I say" Unilateral action Techniques ADAPTABILITY "This is the way we've always done it" Focus on tasks/duties Mass production, system certainty Rigidity Clarity required INNOVATION Function "in charge" of innovation Status quo Ration resources Routine problem solving

Financial and strategic measures Inspire goal achievement Coach and role model Team plus individual performance "Follow my example" Decisive consensus Strategies Promote and initiate useful change Ready to change Uncertainty is opportunity Flexibility Tolerate and be effective with ambiguity Everyone innovates Create and foster changes Pyramid with others Creative problem

Leadership Competency Models


The use of competencies is typically accomplished by the design of a competency model that is considered unique to the culture of an organization and aligned with the organizations business goals and strategy. These models normally typically segment the individual competencies into type-alike groups and consist of a list of competencies with the corresponding descriptions or behavior anchors. Research suggests that the optimum number of competencies in a model, from a validity and reliability standpoint, is between six and ten. The following are a couple of models that have been used by some well-known organizations. I have not included the behavioral anchors in these models as it would make for a really long blog. IBMs COMPETENCY MODEL CATEGORY ONE: FOCUS TO WIN

Customer Insight Breakthrough Thinking

Drive to Achieve

CATEGORY TWO: MOBILIZE TO EXECUTE


Team Leadership Straight Talk Teamwork Decisiveness

CATEGORY THREE: SUSTAIN MOMENTUM


Building Organizational Capability Coaching Personal Dedication

CATEGORY FOUR: THE CORE

Passion for the Business

COMMON STEPS IN COMPETENCY MAPPING

First: A job analysis is carried out by asking employees to fill in a questionnaire that asks them to describe what they are doing, and what skills, attitudes and abilities they need to have to perform it well. There would be a bit that requests them to list down attributes needed to make it up to the next level, thus making it behavioural as well as skillbased. Second: Having discovered the similarities in the questionnaires, a competencybased job description is crafted and presented to the personnel department for their agreement and additions if any. Third: Having agreed on the job requirements and the skills and attitudes needed to progress within it and become more productive, one starts mapping the capability of the employees to the benchmarks. There are several index points within the responsibility

3 level. An almost (but not quite) arbitrary level of attainment is noted against each benchmark indicating the areas where the assessee is in terms of personal development and achievement. These give an adept HR manager a fairly good picture of the employee to see whether he (or she) needs to perform better or to move up a notch on the scale. Once the employee `tops' every indicator at his level, he moves on to the next and begins there at the bottom in short, he is promoted. This reasonably simple though initially (the first year only) tedious method helps everybody to know what the real state of preparedness of an organization to handle new business (or its old one) because it has a clear picture of every incumbent in the organization. It helps in determining the training and development needs and importantly it helps to encourage the best and develop the rest. A win-win situation for everyone. EXAMPLE: L & T INFOTECH Introduction: Larsen & Toubro Infotech Limited (L&T Infotech), a 100% subsidiary of the US$ 3.5 billion Forbes Global 2000 and BusinessWeek Asia Top 50 technologydriven engineering and construction major, Larsen & Toubro Limited, offers comprehensive, endtoend software solutions and services. Leveraging the heritage and domain expertise of the parent company, its services encompass a broad technology spectrum, catering to leading international companies across the globe. L&T Infotech, a PCMM Level 5 company, has a successful competency-based HR system. Recruitment, training, job rotation, succession planning and promotions-all are defined by competency mapping. Nearly all HR interventions are linked to competency. Competencies are enhanced through training and job rotation. All people who have gone through job rotation undergo a transformation and get a broader perspective of the