GMR Group

Competency Modeling Project
Presentation to GEC

Delhi, February 20, 2006

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PROFILE
FORMAL EDUCATION : Graduate in Science – PG in Literature/Anthropology
PROFESSIONAL Exposure :
- Global HR Forum – Australia/South Africa - Leadership Competencies – USA/Singapore -Basic Human Process Laboratory - ISABS -Six Sigma (Greenbelt) -Course graduation/training from Covey Leadership -Competency Management Accreditation from SMR Inc. -VOICES Certification from Lominger Inc. -’Human Values’ from IIM Calcutta -’Silva Mind control’ from Australian Business Programs

WORK EXPERIENCE > 25 YEARS OF HRM
- President - HRD Dimensions - Praxair Group in India - Corporate VP – HR.-7 years - PSI-Bull. – GM HR – 7 years - M I C O Bosch – 10 Years

OTHER ACTIVITIES - Active contribution in the area of Competency Modeling
Visiting Faculty - Bangalore University (MBA), St Joseph’s (PGDM) Leadership competency, Projects, Workshop , Coaching Publication – NHRD, AHRAD Conference Papers, Serial in ‘Deccan Herald’ Ex- Secretary HRD Network.
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Overview
• Context of Competencies • GMR Competency Dictionary Project • Defining Levels • Micro View of Competencies • Overview of an ‘implemented stage’ • Roll out and Implementation • Employee perceptions /suggestions

Mission Vision - Values

Business Strategies
Objectives - Sector Goals – Department KPI s - Individuals
Challenges, Demands, Tasks

COMPETENCIES
Knowledge Skill Behaviour Traits/Motives

Execution Results
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C - Connection
• Concept existed before PCMM intervention

• Do Academic scores predict job success?
• Can Performance be predicted? • Success is driven by how an organisation behaves • ‘Can do’ (ab) and ‘Willing to do’ (be)

• Underlying characteristics
• Pivot of people processes PCMM, TQM, ISO, EI &
HRM
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Not an additional work
• What to develop ? What to build on?
Gaps and capabilities

• C- Based Recruitment
Hire for behaviour / values – Train for capabilities

• Basis for Career Progression?
Depth / breadth of competencies

• What do we evaluate in annual appraisals?
Evaluate values and behaviours in addition to KPIs

• C- Based HRM
common language of people development, Skill match, BEI, PMP,SP…
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Skill Knowledge
Attitude Attributes Values Motives
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GMR Competency Model Overview
Business Drivers of each Sector/ Depts.
Structure

House of Quality

POWER ROADS
AIRPORTS

Depts. Depts. Depts. Depts.
Retrain Develop GMR Today

Key Positions

Competencies

AGRO SHARED
Services

Capabilities needed

GMR Tomorrow

GMR Competency Model

Recruit Retain

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Model Customisation

Discussions with Sr Mgmt Team

Behaviour Event Interviews
with

ALIGN WITH MISSION VISION VALUES And STRATEGIES

Sector / Unit Orientation Workshop

KEY PROCESS OWNERS

RESEARCHED GLOBAL LEADERSHIP COMPETENCIES OF F500 AND BENCH MARKS

G M R Competency Model
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Framing GMR success behaviours
• I work as if there is no boss above me • Will not leave anything unattended • Not to spoil the fabric I am weaving • Zeal to deal with problems • Taking extra burden

Commitment

• Own more responsibility – not pass on the buck.

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Framing GMR success behaviours
•Ability To Get Best Quality results •Balancing Between Time And Quality When They Push Us •Tenacity To Crack One After The Other

Personal
Effectiveness

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BEIs
• Experience of managing major fire accident at Factory

• Project experience of making a 17 KM road for Arjun tanks in 9 months time. Bush to Bush location identification, travel by camel, telephones are 100 KM away, surface temperature 65 degrees – Work, keep all secretes and motivate people.

Commitment

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1

2

Power Power BVN RAO Ener 10 5 20 5 10 10

3 4 Shar Power ed

5 Agro

6 Metallur

7 Power

8 Power

9 Power

10 Shared Serivices

11 Power

12 Power

13 Power Karthik AGM - C &I Vemagiri

14 Power

15 Power

16 Aviation

17 Corp Rela

18 Infrastruct ure

19 Shared Serivices

Nagar ajan

Corp Subb Narayanra Rel arao o MD Agro 5 5 10 5 2 20 5 5 8 18 8

G. Patel Metallu

IP Rao

AshisBasu

Pradeep Lenka 12 10 12

ASK Pramodku Shivakum Reddy HR mar nair ara - AVP Shared Planning Vemagiri Ser Vemagiri

Manimath Srinivasan Jose Mohan Rajgopals avan Gr HR Verghese Chella Gurunath, wam- AVP AGM Head, Hyd AGM Elec Prasanna MD New Fin&AccMECH New Vemagiri Airports Hyd Nov3 Vemagiri Airports 10 5 20 5 10 9 9 8 5 10 5 5 10 15 10 10 10 10 15 15 10 36 Shared Serivices 15 10 5 5 8 8 7 7 7 5 12 10 5 15 10 10 15 15 10 10

5 15 15 13 8 7 6 7 8 5 10

5

10 10

12 12 12 12 10 10 10

25 5 15 15 10

10 8 12

10 10 7 10 10

12 15 8

10 5

5 2 2 2 2

8 10 3 2 13 10 12 22 10 23 7 25 24 8 8 15 15 1525 15 10 15 15 15 26 15 8 10 10

8

4 5

9 8

10 10 20 15 15 3 20 21 2 10 3 4 Infrastruct Infrastruct 5 3 ure 4 ure

8 8

12 10

5 10 30 5 8 31

Aviation 8

Aviation

Aviation 5
15 12

Sharad Bruce 10 3 Barno 4 10 Anand Pradeepp Benjamin 5 Basu 4 8 12 Procurem anicker Head Proj AGM BD ent and Mgmnt Contracts 10 10 5 10 10 10 5 10 10 10 10 10 5 10 15 5 10 5 5 10

Chani Lead PlannProgmg

8

10 37 Shared Aviation Aviation Aviation Aviation Aviation Aviation Aviation Aviation 5 5 10 10 Serivices 5 KN Paparao T. Richchard KameshR Prakas BS Kiran 3 3 10 5 10 10 5 Viswanatha - 8 R.K.Singh, Philip Rajan Subbara A Haribabu - AsstMgr Shivaram, Meredith( ao Transport Jadhav 10 L. Ravi 10 5 10 15 10 15Fin 5 25 Safety AGM, BD, 10 Chacko Krishnan - VP ExCorpAcs Lead - IT Airside+La ProjMgr ation GM Quality, HIAL GM HIAL Exec VP Taxn Secretarial Oracle Systems ndside) HIAl HIAL Facilities Energy issues

27

10

28

12 29 10

1532 15

10 10 15 33 34 35 15 10 Shared Infrastruct Shared Serivices ure Serivices

5 5 5 3 5 20 5 10 10 5 15 5 5 5 5 20 10 10 10 25 10

5 5 10 15 10 10

4 15 7

15 10 15

15 15 10

15 10 10 20 10 5

5 20 15 9 8 8 10 9 15 35 10 5 10

10 15 4

10 10 10

5 5 20 5

43 44 45 46 47 48 49 50 51 52 Shared Shared Shared Shared Infrastruct Shared Infrastruct Shared Shared Power 10 2 10 5 Serivices 10 5 5 Serivices 15 Serivices Serivices Serivices 6 ure ure 15 Serivices Serivices 20 5 10 5 10 RohitLakh Chandram Shirish P Arunkuma Mohana Milind MohanRa Soundarar OB Raju- 10 Ambapras 10 20 20 15 15 15 10 15 10 Saravana 10 r Asst Mgr Kamalaka15 5 otia ouleswara AV Navlekar - Prashanth Madhu Mg - Sec Josh - GM o AVP ajan- Co. MD ad AGM Busra rao 20 10 10 20 10 8 15 10 10 5 9 Acs and 15 5 Auidit rao-AMRamaian Head Mgr Fin- 10 Terdal Serv Proj Fin Finance Secretary Roads Legal Coord yechuri (MAG) GPCL Finance Fin 5 Acc 10 5 4 8 Power 10 Power 25
10 10 10 10 7

38 5 Shared 5 Serivices

39

40 Shared 10 Serivices

41 Shared 15 Serivices

42

53 54 Shared Infrastruct 20 5 Serivices ure Navjig 10 Singh SainiMAG 9
9

Sudhi R 5 Hoshing GM 5 Bus. Dev. 15
5

15 10 10 10 3 2

10 10 3 15

5 5 10 5 30 15 5 5

7

8 12 10 10 8 12 10

10
20 10

7 8 12 12 9

15
10

15
25

10
5

15
5 10

15 25 15 5 5

8 5

14 16 12 3

8 10 14 10 10

20 10 5 5

10

10

15 5

10 10 10

10

10 105 10 10

59 9 10 25 15 5

20

10 10

5 5

8 20 15

10 8 10 10 10

5

10

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10

INTERPERSONAL INFLUENCE PERSONAL EFFECTIVENESS IMPACT AND MOTIVATION MANAGING SELF

15% 13% 12% 10%

7%

7% 8% 8% 10% 10%

COMMUNICATION TEAMWORK DEVELOPING PEOPLE INTEGRITY AND ETHICS EXECUTION AND RESULTS CUSTOMER FOCUS

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BUSINESS INSIGHT CONCEPTUAL / COGNITIVE IMPACT AND MOTIVATION MANAGING SELF COMMITMENT PERSONAL EFFECTIVENESS

13% 11%

1% 1% 2%2% 3% 3% 3% 4% 5%

MANAGING PERFORMANCE INTEGRITY AND ETHICS INTERPERSONAL INFLUENCE

9% 9% 8% 8% 8%

6% 6%

STRATEGIC ORIENTATION TECHNICAL / SPECIFIED LEADING / DIRECTING CUSTOMER FOCUS EXECUTION AND RESULTS DEVELOPING PEOPLE PROBLEM SOLVING COMMUNICATION TEAMWORK

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MANAGING SELF CONCEPTUAL / COGNITIVE PERSONAL EFFECTIVENESS SOCIAL AWARENESS MANAGING PERFORMANCE TECHNICAL / SPECIFIED GLOBAL AWARENESS DEVELOPING PEOPLE IMPACT AND MOTIVATION BUSINESS ACUMEN STRATEGIC ORIENTATION LEADING / DIRECTING INTEGRITY ETHICS CUSTOMER FOCUS COMMUNICATION PASSIONATE COMMITMENT PROBLEM SOLVING TEAMWORK EXECUTION AND RESULTS

12% 10%

1% 1%1% 2% 3% 4%

4% 4% 4% 5%

8% 8% 8% 7% 6% 6% 5%

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MANAGING SELF GLOBAL AWARENESS SOCIAL AWARENESS 1% 1% 11% 10% 2% 2% 3% 3% CONCEPTUAL / COGNITIVE BUSINESS INSIGHT PERSONAL EFFECTIVENESS 4% MANAGING PERFORMANCE 4% 4% DEVELOPING PEOPLE INTERPERSONAL INFLUENCE COMMITMENT IMPACT AND MOTIVATION 9% 8% 8% 6% 6% 5% 5% 4% 5% TECHNICAL / SPECIFIED INTEGRITY AND ETHICS LEADING / DIRECTING CUSTOMER FOCUS COMMUNICATION STRATEGIC ORIENTATION PROBLEM SOLVING EXECUTION AND RESULTS TEAMWORK

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MANAGING SELF CONCEPTUTAL / COGNITIVE
•2% •2% •2% •2% •12% •12% •1% •3% •3% •3% 4% 4%

TECHNICAL / SPECIFIED SOCIAL AWARNESS PERSONAL EFFECTIVENESS MANAGING PERFORMANCE LEADING / DIRECTING

GLOBAL AWARENESS
IMPACT AND MOTIVATION INTERPERSONAL INFLUENCE COMMITMENT

•10% •7% •7% •7% •6% •5%

4% •4%

STRATEGIC ORIENTATION

DEVELOPING PEOPLE
PROBLEM SOLVING BUSINESS INSIGHT INTEGRITY AND ETHICS COMMUNICATION TEAMWORK EXECUTION AND RESULTS CUSTOMER FOCUS

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CUSTOMER FOCUS

25%

5%

5%

PERSONAL EFFECTIVENESS

6% 8%

INTERPERSONAL INFLUENCE STRATEGIC ORIENTATION CONCEPTUAL / COGNITIVE SOCIAL AWARENESS

8% 15% 12% 8% 8%

GLOBAL AWARENESS INTEGRITY AND ETHICS DEVELOPING PEOPLE TEAMWORK

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MANAGING SELF SOCIAL AWARENESS CONCEPTUAL / COGNITIVE GLOBAL AWARENESS PERSONAL EFFECTIVENESS MANAGING PERFORMANCE
11% 10% 2% 2%2% 2% 3% 3%

IMPACT AND MOTIVATION
4% 4% 4%

BUSINESS ACUMEN INTERPERSONAL INFLUENCE TECHNICAL / SPECIFIED PASSIONATE COMMITMENT LEADING / DIRECTION STRATEGIC ORIENTATION INTEGRITY ETHICS DEVELOPING PEOPLE PROBLEM SOLVING COMMUNICATION CUSTOMER FOCUS EXECUTION AND RESULTS TEAMWORK

9% 8% 7% 6% 6% 6%

4% 4% 5%

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GMR Leadership Competencies
Integrity and Ethics Managing Self Communication Global Awareness Business Insight Empowering and Delegating Strategic Orientation Leading / Directing Interpersonal Influence Teamwork Customer Focus Execution and Results Managing Performance Personal Effectiveness Conceptual / Cognitive Problem Solving Commitment Social Awareness Developing People Impact and Motivation

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GMR Value Statement
Delivering the promise of Entrepreneurship
weaving

Teamwork and Relations,
Humility,

by Learning and with

Social Responsibility and Respect for Individual

Integrity and Ethics Managing Self Communication Global Awareness BUSINESS INSIGHT Empowering and Delegating Strategic Orientation Leading / DIRECTING Interpersonal Influence Teamwork Customer Focus Execution and Results Managing Performance Personal Effectiveness Conceptual / Cognitive Problem Solving Commitment Social Awareness Developing People Impact and Motivation
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Humility

Entrepreneurship

Teamwork and Relations

Deliver the Promise Learning

Social Responsibility Respect for Individual

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Integrity & Ethics Managing Self Communication Impact And Motivation

Business Insight Strategic Orientation Empowering and Delegating Global Awareness Entrepreneurship Team work and Relations

Humility
Developing People Respect for Individual Social Responsibility

Leading / Directing Interpersonal Influence Teamwork

GMR MISSION VISION

Social Awareness

Deliver the Promise
Learning

Customer Focus Execution And Results

Commitment

Personal Effectiveness
Conceptual / Cognitive Problem Solving

Managing Performance

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Teamwork
To productively work with others in a cooperative attitude to achieve desired objectives. Developing team members to connect and contribute effectively. Capability to develop and converge individual potential to execute team objectives.
Level 1
Supports Team

Level 2
Builds Team

Level 3
Manages Teams

Level 4
Leads and inspires team building

Key Behaviours
 Transacts and shares with team  Updates on group process and supports team decisions  Gives and receives constructive criticism  Positive in approach and flexible to accept new ideas

Key Behaviours
 Delegates responsibility to accomplish assigned tasks  Resolves team conflicts by individual feedback and skill enhancement  Inspires and builds team spirit promoting team effectiveness  Inculcates a climate of friendly environment valuing diversity

Key Behaviours
 Invites suggestions to improve team effectives and fosters a climate of trust and openness  Balances individual interests and team interests to meet objective  Objectively evaluates performance and ensures to reward the best  Resolves obstacles outside of the team’s direct influence

Key Behaviours
 Defines organisation vision in a way generating excitement, enthusiasm and commitment  Encourages results of team enthusiasm and instills confidence by articulating on the big picture  Mediates for intra team congruence to ensure organisational value generation  Ensures to communicate business updates, challenges and invites new ways to achieve objectives

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Functional / Technical Competencies
Formation of Committee for developing Technical competencies
2-3 core competencies for each sector 2-3 core competencies for each department Time Line : One month

Managing

Self People Work Business
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Managing

Managing

Managing

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Mapping Approach - Suggestions
LEVEL 4 • Global Awareness CORE • Business insight COMPETENCIES SUPERVISORY
• Strategic Orientation

• Managing Self • Customer focus • Commitment • Integrity and Ethics • Social Awareness

LEVEL 3 • Execution and Results
• Impact and Motivation

• Leading / Directing • Developing People • Managing Performance • Team work

LEVEL 2 • Interpersonal Influence
• Problem Solving

LEVEL 1 • Conceptual / Cognitive
• Personal Effectiveness • Communication

Education & Experience Technical & Functional Skills
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Factor

Level 1

Level 2

Level 3

Level 4

Competency Level Understanding of subject matter

Beginner Basic Knowledge, Skill and Attributes Reactive Does what is told to be done Response to triggers Team

Knowledgeable Applies principles or processes of work / service Active Involves facilitating solutions Solve problems

Competent In-Depth knowledge of area of operation Proactive Applies learning to create new situations Address root cause Sector

Expert Depth, breadth, comprehensive understanding of advanced concepts Catalyst/Visionary Inspires creating a new way for change

Degree of demonstrated Initiative

Purpose of job and action take Impact

Initiate strategic action

Department

Group

Scope of Influence

Task

Function
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Operation
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Organisation

Band Profiling – Criterion Choices
Beginner Skilled Expert Master

Manages Function

Manages Team

Manages Managers

Manages Business

Further Extrapolation possibilities At Dept. Level At Unit Level At Sector Level At Corporate Level

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Focused Development
• Skill Program • Experience Training Assignments

• Belief Network
• Cognitive Complexity • Emotional Involvement • Make-Up

Mentor
Compensation Counseling Substitute or
Compensator

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Overview of HRM processes on rolling out of a competency model

Position Primary Responsibilities of Position

Job Band
Band 1 VP

Leadership Competencies Essential Competencies
Command Skills Dealing with Ambiguity Global Awareness & Mgmt. Managing Vision & Purpose Sizing Up People

Functional Competencies

Educational & Technical Competencies
Education: Major: Professional Experience Function: Function: Function: Graduate Undergraduate

Length: Length: Length:

Comments

Approved By:
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Date
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CANDIDATE:

INTERVIEWER:

DATE:

COMPETENCY INTERVIEW FORM

APPROACHABILITY (3): Is easy to approach and talk to; spends the extra effort to put others at ease; can be warm, pleasant, and gracious; is sensitive to and patient with the interpersonal anxieties of others; builds rapport well; is a good listener; is an early knower getting informal and incomplete information in time to do something about it.
SAMPLE QUESTIONS  What do you do to put people at ease?  What do you do to put people as ease when they come to you with a work problem?  How do you set boundaries so major chunks of time aren't eaten away? 1. Can you give me more details? OBSERVATIONS Attracts others without any effort on their part Makes others feel at ease quickly Optimistic Protecting others' feelings, whether he/she agrees or not Revealing a lot of self Sharing information/feelings willingly

PROBES
       
2. How did you handle it?

       
3. Why did you choose that way/method/step?

       
4. What did you learn from .... ?

       
5. Could you give me a few examples of how you've used or applied your learnings?

       
RATING

1 (lower)    

2    

3 (higher)    
Player / Participant,Initiating,Candid,Comfortab le with Weaknesses,Focus on Others

Spectator / Passive Reactive, Always has Rehearsed Answer,Won't Face Weaknesses, Focus on Self H R D Dimensions cmowly@gmail.com

Training Officer
COMPETENCY UNIT REQUIRED COMPETECY LEVEL (1-5) Identifying Training Needs Designing Training CURRENT COMPETENCY LEVEL (1-5) GAP RCL -CCL

3

2

1

5
3
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3
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2
0

Programs
Facilitating Training

Planning Business Linkage PMP Rewarding Rating Developing Monitoring

Performance Vs Job Expectations

JUDGING
Development
Formal Informal Dev. Activities Training Mentoring Dev Discussions

COACHING
Career Path
Job-Person Match Discussions DevelopMental Assignments

COMPENSATION
Pay for Performance Merit Pay, Salary, Bonus

SUCCESSION PLG.
Current Vs future Job Competency needs Career Track, Promotions

POLICY ACTIONS
Behaviour Vs Policy Warnings other Actions
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Competencies Vs Present and Future Job Competency needs
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Career Management System
How to Progress in the Matrixed Organization
Band Progression
Competencies Acquisition
D e p t h

Career Bands

Job
Job

Existing

Existing
Breadth

Results • • Change in Pay Change in External and/or Internal Title

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Feedback to individuals

Training / Development planning

Implementation of training / Dev.plans Reassess ment of individual

Feedback to individuals

Assessment of individuals on key competencies Analysis of group results Identification of common training needs

Implementa tion of training curriculum

Analysis of training effectiveness

Development of training curriculum
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Competency Acquisition Process
Application/Practice using the competency
Competency Strength

Experimentation with demonstration of the competency Assessment and feedback on the competency Understanding the competency

Recognition of the competency
Time
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Focused Development
• Skill Program • Experience Training Assignments

• Belief Network
• Cognitive Complexity • Emotional Involvement • Make-Up

Mentor
Compensation Counseling Substitute or
Compensator

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Implementation
• Our profile in the Industry 2008 : PCMM /Competency driven organisations- First of the kind locally and Globally Strategy • Top management Driven • Functional Managers involved • Managers effort to develop people, prepare succession shall be key point for performance rating • Execution Methodology : Discussed with Mr Sukumaran
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RESULTS
TASKS 1 TASKS 2 TASKS….. MILESTONES

BUSINESS OBJECTIVES

KRAs of BUSINESS UNITS

INDIVIDUAL CRITICAL GOALS

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Implementation Steps
Assessment Improvement

Gap Analysis. Comp. Dev

Depts. Band profiling

Sector Application

Group Model

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Rolling out Competencies
Stages
Application

GMR Competency Model Competency Implementation Topics

PMP / SP

Acceptance

BEI

Blended Learning

Corporate / Sector Workshops Unit work shops
Awareness

Job Spec

Dictionary

Blended Learning
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GM/VP
Dealing With Paradox Learning on the Fly Interpersonal Savvy Perspective Range/Interests Strategic Agility

Sr Managers

Managers

Building Team Spirit Composure Decision Quality Innovation Management Motivating Subs. & Others

Asst Mgrs

Developing Subordinates Conflict Management Priority Setting Process Management Timely Decision making

Executive

Action Oriented Listening Peer Relationships Problem Solving Results

Functional/Technical Skills Perseverance Personal Learning Planning Total Quality Management

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Month

Month

Month

Month

Month Month Month Month

Month Month Month Month

1 Orientation to GMR's Mission, Vision, Values Orientation to all HR heads and forming competency implementation committee with business people 1 day workshop on GMR Leadership Competencies Sector-wise competency mapping Department-wise (Function based) competency mapping Band Profiling - fixing levels based on PCMM and Competencies Position-Person Matching Competency Gap Analysis Identifying training needs to develop competencies Mentoring / Coaching workshop Competency based recruitment Competency based PMP C-Based Succession Planning Developing Simplified assessment methodsPhase I

2

3

4

5

6

7

8

9

10

11

12

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