competency abcd

7/27/2019 Competency ABCD

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Rules of the Game (KALE)

o Each competency has four levels. These levels are defined as A, B, C and D

and are listed at the top of each page above the competency definitions.

Level A is the lowest level of capability, and level D is the highest. Pleaserefer to the competency dictionary that is provided below.

o Four roles have been defined across organisation as - ENTRY LEVEL / JUNIOR

MANAGEMENT, MIDDLE MANAGEMENT, SENIOR MANAGEMENT, HEAD OF THE

DEPATMENT.

o Each role in the organisation will require a particular combination of

competence with varying levels (A, B, C, D) of capability.

o In the Flip chart, roles are listed against various competencies, you have to

mark appropriate competency with the level required against each role.

o Every role should have a minimum of 5 and a maximum of 7 top

competencies.

o Please use the round stickers provided to you to indicate the competencies for

that particular role and write the level that you think is required for that role,on the sticker.

o For example for the role of head, leadership is required at say level

D, so put the sticker against leadership in the column provided for

head and write D on it.


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1.1.Organisation and Business Awareness

Definition: Understanding and utilizing economic, financial, and industry data to accurately diagnosebusiness strengths and weaknesses, identifying key issues, and developing strategies and plans.

LEVEL A LEVEL B LEVEL C LEVEL D

Understands the broadbusiness direction andlinks this to dailyactivities.

Understands the broadbusiness direction andlinks this to dailyactivities.Has some understandingof the factors impactingthe business and wherethe business is heading.

Understands the keyeconomic driversaffecting the business.Remains alert topolitical, economic,technological and otherdevelopments that mayimpact the business.Pushes for changes inthe business to takeadvantage of opportunities.Understands where the

business is heading andhow it is positioned.

Understands the economicdrivers in industry and howvalue is created at all levelsin the organization.Pro-actively scans themarket place for informationon political, economic, andtechnological and otherdevelopments outside thenormal boundaries of thebusiness.Understands how theorganization is positioned for

the future relative to itsenvironment.

Drives to take advantage ofopportunities.

1.2.Communication

Definition: Clearly conveying information and ideas through a variety of media to individuals or groups ina manner that engages the audience and helps them understand and retain the message.


Listens whenapproached by others.Picks up signals toothers' thoughts,concerns, and feelings.Asks questions to clarifyand understand others'views. Creates a goodfirst impression throughcareful attention to

appearance andgrooming.Is capable of developingletters and reports andhandling customerqueries efficiently.

Understands the reasonsbehind other peoplesthoughts and concerns.Uses this understandingto predict and prepare forothers' reactions. Has an'open door', goes out ofthe way to inviteconversations and expressinterest in the ideas of

others. Has the ability tomake a grouppresentation to peersand/or superiors.Is able to communicateeffectively in-group and

individual work situations.

Responds to peoples'concerns by altering ownbehavior in a helpful,responsive manner.Works with others toresolve their difficulties.Is capable of givingeffective feedback tosubordinates andsuperiors. Able to

successfully negotiatemutually agreeable andchallenging workobjectives withsubordinates andsuperiors.

Ensures effective channelsof communication betweenand across businessboundaries.Is capable of communicating to seniorindustry leaders in apersuasive and committedmanner. Tailors ownlanguage to the level of

the audience.

Teamwork

Definition: Actively participating as a member of a team to move the team toward the completion of goals.


Participates willingly with

the team by doinghis/her share of theteams' work. Works wellwithin the teamenvironment to establishconstructive ideas or

solutions that meet

Communicates

information about thebusiness tomanagement andemployees. Activelyorganizes activitiesaimed at building team

spirit. Encourages

Takes action outside daily

work routine to buildcommitment to the teamas a focus. Modelsteamwork in ownbehavior. Facilitates abeneficial resolution of

conflicts. Promotes the

Uses strategies to promote

team effectiveness acrossthe business such asproviding information toother areas of theorganization to help makedecisions collaboratively and

sharing resources to solve


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organizational objectives.Assists in establishing astrong commitmentamongst work groupmembers.Makes positive commentsabout the abilities andpotential of individual

team members.

others to seethemselves as part ofthe team. Genuinelyvalues others' inputand expertise. Selfdirected and takes theinitiative in achievingteam goals.

Identifies theinformation andoperational resources

required for the teamto work effectively.

team's achievement in thelarger organization.

mutual problems.

1.3.Planning and Organising

Definition: Establishing courses of action for self and others to ensure that work is completed efficiently.


Diaries appointments

and keeps to them ontime. Can prioritize

tasks and recognizethe difference betweenurgent and importanttasks.Tackles the highpriority tasks beforethe low priority tasks.Able to analyses owntime use, identifycommon timestealers and act toreduce these

Plans for interruptions,allowing forcontingencies.

Meets deadlines, delivers

work on time withoutsacrificing quality.

Is a positive influence onthe use of time in-groupmeetings - helps maintainfocus.Able to contribute todepartmental plans byformulating clear, SMARTgoals and objectives andappropriate performancemeasures.Sets realistic butchallenging timeframes

and deadlines.Able to take the longerterm view in planning own

work rather than justplanning day-to-dayactivities

Able to assist other team

members where necessary toformulate objectives.

Remains focused on own andteam goals and objectives,regularly reviewing theseagainst agreed performancemeasures and amending plansas necessary.Accountable for preparationand delivery of plans for anactivity or project undertakenby a work group or team.Recognizes the importance ofconsidering plans of other

departments and involves allstakeholders in the planningprocess.

Understands and canincorporate scenario buildinginto the planning process.

Can organize activities

and allocate resourcescost-effectively, and

take into account theskills mix within thework group or team. Iseffective in planning thebest balance of resources includinghuman, financial andtechnological to meetgoals.Monitors and makesdecisions to achieveoperational goals.

Able to identify andanticipate futureopportunities and

potential problems andincorporate contingency(what if) plans into the

planning process

1.4.Interpersonal Skills

Definition: Develop effective relationships with others


Demonstrates trust inteam colleagues. Helpsother team members to

achieve targets. Supportsteam decisions. Builds

open and honestrelationships with others.Understands impacts oftheir actions on othersand on organization anddisplays a positive

approach. Gives openand constructivefeedback to others in

Adopts an openparticipativecommunication style.

Coaches individualsand teams to meet

organizational andpersonal objectives.Provides opportunitiesfor individuals to learnand develop. Providesand seeks constructive

and consistentfeedback and givespeople the freedom to

Demonstrates leadershipcredibility by being visibleand living the values.

Facilitates individuallearning and development

within the process area.Actively seeks and givesfeedback. Builds effectiverelationships with othersand presents ideaspersuasively and

confidently

Acts in a manner consistentwith the values of theorganization and influences

others to adopt them.Demonstrates

approachability at all times.Seeks feedback from andgives feedback to others.Actively facilitates theacquisition and sharing ofknowledge and skills

throughout the organization.Builds effective relationshipswith others and presents


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team and managers.Takes ownership of andfind ways to meetpersonal developmentneeds and takesresponsibility for ownactions

do their work ideas persuasively andconfidently

1.5.Health, Safety and Environment

Definition: Continually strives for excellence ensuring that all work is completed to agreed standards andenhances the image of the organization without compromising safety.


Has a high awareness ofthe importance of qualityand safety. Complies withquality and safety

standards. Takespersonal responsibility forthe quality of and thesafe execution of

assigned work. Is awareof personal and teamperformance and takesaction to improve quality

of team work and isaware of personaldevelopment needs andworks with manager toaddress these

Implements safety andquality standards.Reinforces andcommunicates the

quality and safetymessage. Drivesquality within theirwork area through

personal example andby encouraging others.Implements qualityprograms including

assessing trainingneeds of team andaddressing gaps andseeks continuousimprovements inquality

Understands and is able toset performance, qualityand safety standards fortheir process area.

Communicates andreinforces theperformance, quality andsafety message across the

process area. Takesresponsibility for themanagement of quality.Ensures that development

needs of all staff in theprocess area are identifiedand addressed andpromotes continuousimprovement in the areasof quality.

Sets vision and overallobjectives for quality andsafety. Takes ultimateresponsibility for quality and

safety standards.Benchmarks againstcompetitors. Drives qualitythrough personal example

and by encouraging others.Understands andcommunicates the strategicimportance of quality

including costs and benefitsand ensures thatdevelopment needs of theorganization are addressed topromote excellence

1.6.Results Orientation

Definition: Commits to delivering results on time and to the agreed standards through effective objectivesetting and monitoring and by taking personal responsibility for achieving them


Works to meet standardsset by others(management orcustomers). Asksquestions to clarifyimmediate requirementsof a situation.Acts responsively toensure desired resultsare achieved whilstensuring they are ofquality nature.

Demonstrates a firm focus onresults and the pursuit ofexcellence by identifyingopportunities for specificimprovement. Goes beyondimmediate or at hand sourcesand taps own network ofcontacts to gather additionalinformation which willenhance the provision ofservice or will resolve aproblem more satisfactorily.Able to delegate tasks in orderto maximize the utilization of

resources.

Sets challenging goals (forself and team), which aredemanding, realistic andattainable. Addressesperformance problems in atimely manner by assessingperformance againststandards, providinghonest, constructivefeedback andcommunicating expectationsfor performanceimprovement. Empowersown team

Makes strategicdecisions, whichcommit significantresources to enablethe achievement ofresults. Maintains afocus on results andthe pursuit of excellence acrossdiverse and complextasks. Develops anempowering culture

1.7.Change and Innovation

Definition: Is willing to try new ways of working and turn ideas into action so that the organization iscapable of adapting to the changing business environment


Seeks opportunitiesto achieve better

Creates opportunitiesand minimizes

Actively encouragesemployee innovations,

Breaks new ground, creates newconcepts that are not obvious to


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outcomes. Usescommon sense tocreate solutions.Makesimprovements inown area

potential problems byintroducingsomething new ordifferent. Appliesknown solutions andconcepts in novelways.Has a continuous

improvement focus

improvement initiatives andvalue-added activities.Publicly acclaims successfulinnovations. Anticipatesand prepares for a specificopportunity that is notobvious to others.Advocates and supports a

continuous improvementculture.

others so as to explain situationsor resolve problems. Takescalculated entrepreneurial risksand exploits challengingopportunities, includinganticipating situations 2 to 5years ahead so as to createopportunities and avoid

problems.Develops a continuousimprovement culture.

1.8.Customer Focus

Definition: Focuses efforts on understanding and meeting internal and external customer needs.


Follows through on

customer queries,requests and complaints.Collaborates to reachagreement. Able to

identify current andpotential customers andensures quality customerservice at all times.

Works to understand and

anticipate the customerscurrent and futurerequirements. Ensuresmutual benefit. Takes

personal responsibilityfor maintaining regularand clear communicationwith customers, for

correcting customerservice problems andfollowing up to ensurethe customer is satisfied.

Works with a long-term

perspective in addressingcustomer needs. Takes apartnership approach.Looks for long-term

benefits to the customer.Becomes intimatelyinvolved in and 'expert' onthe customers business.

Seeks mutual gainpartnership with keycustomers.Reviews activities toensure that thinking andactions are focused on

customer needs.

Negotiates critical business

interests with significantinternal and externalstakeholders and buildspartnerships with them.

Fully familiar withcustomer research so thatstrategies meet customerneeds. Actively analyses

and reviews marketplaceso as to take advantage ofpotential growthopportunities.

1.10 Leadership

Def: Leadership is an interpersonal influence directed towards the achievement of a goal or goals.

Level A Level B Level C Level D

Recognizes conflictsand acts accordingly.Senses the need toassign duties topeople anddelegating.Takes advantage of

most opportunities,could do more toleverage themthrough others.Encourages aparticipative

approach andinitiative

In case of conflict,remains calm and thinksof logical ways to solvethe problemClear about who shouldbe given which tasksCoaches people when

required and open to giveadvice when asked.Inspires trust andcredibility among others

Finds the root cause of theproblem and informs his superiorsof the same and generatesalternativesAssigns responsibility to differentpeople according to their capabilityand sets deadlines for the same

Recognizes the areas that requireimprovement in subordinates,gives them suggestions, whichthey implement.Maximizes self and other'scontribution for the organization

by creating value

Foresee the conflicts and triesto minimize the same before itarises, thus takes necessarystepsGives them freedom to workwithin the framework.Monitors that correct decisions

are made and time lines areadheredCan spot talent in individuals.Gives excellent feedback.Highly sought after as amentor

One of the most proactive atrecognizing businessopportunities and creating avision that excites andmotivates others.


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1.11 Problem Solving and Decision making

Definition: Processes problems into solutions and new opportunities.


Reacts to situations, fire fighting with short-

term solutions.

Identifies problems,Secures relevant

information from allsources and seekspotential solutions

Identifies and educatesothers to focus on causes,

not symptoms, ofproblems and works cooperatively to seeksolutions. Comes up withcreative alternatives to

arrive at optimal solution

Uses a systematic approachto anticipate problems.

Generates creative solutions,ensures there are appropriatecontingency plans in place.Combines reason, logic andintuition in taking prompt

decisions

1.12 Critical Thinking

Definition: It is used to describe thinking that is purposeful, reasoned, and goal directed-the kind ofthinking involved in solving problems


Is aware of the simplecause and effectrelationships, butunaware of larger,complex and multi dependency systems

Probes for deeperunderstanding of non obvious issues,relationships. Challengesand uses other teammembers for input to seeprocesses in new ways.Tries to think forward ina series of ifs/ thensscenarios.

Personal vision, focus,energy, patience andcommitment to creativedevelopment of newsolutions/ processes buildupon thorough multidependency systemanalysis

Can identify and recognizepatterns in the surroundingenvironment. Utilizes solutionfrom traditional frames ofreference in providing leadershipand action for the patternsobserved.

competency abcd

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