competency model
DESCRIPTION
CompetencyTRANSCRIPT
1
COMPETENCY MODEL
A competency can be defined as the underlying sets of skills, knowledge, personal characteristics and abilities needed to effectively perform a role in the organization and help the business to meet its strategic objective.
The roots of competency modeling date as far back as the early 1900’s but these models have become widely popular these days.
2
Skills + Knowledge + Ability
=Competency
=Observable Behavior
=Effective Outcomes [Performance on Job]
=Strategic Success Modeling – A Competency Model
WHAT IS COMPETENCY MODEL
3
WHAT IS COMPETENCY MODEL
4
• ASSESS is a state-of –art windows, internet based
expert system that produces psychological evaluations for
use in the business environment.
• These judgments have been developed by Bigby, Havis &
Associates’ (BHA) experience in assessing over 35,000
managerial and professional candidates• The ASSESS Personality Battery contains 350 items
measuring more than 20 personality attributes
Base of Simbhaoli Competency Model - ASSESS
5
• The ASSESS Personality Survey measures a number of personality traits and characteristics which can impact a person's job performance.
• Provides description on 3 characteristics of a candidates :– Thinking Style– Working Style– Relating Style
(Refer – SSM Competency Library on next page)
• Keep in mind that for personality characteristics low scores are not necessarily bad and high scores are not necessarily good. The significance of the score depends on what is needed in the job.
THE ASSESS PERSONALITY SURVEY
6
The ASSESS SSM Competency Library
The ASSESS Strategic Success Model Builder uses 38 competencies grouped into three general areas: Thinking, Working and Relating. Company-specific success models or success models tailored to a job or job class are usually constructed from 5-10 of these competencies with some drawn from each general area.
Thinking Working Relating
Visioning orInnovation*In-Depth Problem Solving And AnalysisorDecisive Judgment*Championing Change or Adapting to Change*
Planning And OrganizingDriving For Results OrDelivering Results*Quality Focus or Continuous Improvement OrPolicies, Processes and Procedures*SafetyCustomer Focus OrCustomer Service*Resilience
Teamwork and CollaborationInfluencing And Persuading OrPersuading to Buy*Managing Others or Team Leadership*Coaching And Developing OthersMotivating OthersOrganizational Savvy or Relationship Management*Negotiation or Conflict Management*Interpersonal Communication
7
•They are observable or measurable skills, knowledge, and abilities.
•These SKAs (skills, knowledge, attitude) must distinguish between superior/high and other performers.
MAJOR COMPONENTS
8
It sends a strong message about the - specific knowledge, - skills, - capabilities, - attitudes and behaviors that are important.
Such an organization recognizes that building intellectual capital and maintaining core competencies are key to achieving sustained success, and it is willing to make the investment required to support continuous learning and development as a business strategy
FOR AN ORGANISATION
9
WHAT COMPETENCIES CAN DO
• Translate strategic direction into action
• Clarify behaviors that support important values and principles
• Establish standards of excellence that are shared across functions and boundaries
• Focus learning and development on the achievement of business outcomes
• Provide a basis for ongoing performance feedback and development
• Identify emerging vs. declining skill sets to help facilitate organizational transitions
• Accelerate development of a learning culture
• Facilitate self-directed learning and career development for enhanced employability
• Identify and leverage high performers or "competency carriers"
10
WHAT COMPETENCIES CAN'T DO
• Describe every technical skill in detail
• Reduce performance feedback to numbers
• Replace the need for performance feedback and coaching
• Serve as a job description
11
SIMBHAOLI SUGARS COMPETENCY MODEL
• A two day workshop on “Strategic Success Modeling” from 25th – 26th April 2005 was conducted. The participants of the workshop were the Senior & Middle Level Managers from the two Sugar units – Simbhaoli and Chilwaria and from the Simbhaoli Distillery unit. In all
28 executives participated during the two days. • M/s Lakshya HRITSS Pvt, Ltd Chennai along with their Strategic
Partners M/s CareersIndia Pvt Ltd, Chennai, facilitated the workshop. • Cluster of jobs in the organization were identified
12
JOB CLUSTERS & GROUP PARTICPANTS
Engineering
K Suresh BabuUS MishraHK DubeyPritpal Singh
Finance & Sales AK AgarwalSM ShastriSanjay KulshresthaKN SinghVed Prakash
Process AK SrivastavaP.RangaRaoNK JhaDK ChaturvediGopalkrishnan Iyer
Support Services SN MishraA.K. DuaIS BhaitaSudhir KumarPN SinghParminder SinghVK TeotiaKK Tyagi
Distillery SM TomarPS ChauhanRajesh KumarNeeraj Mehrish
Senior Management Dr GSC RaoSanjay Tapariya
13
SIMBHAOLI SUGARS COMPETENCY MODEL
• Job Outcomes for the various jobs in the Organization were identified – these were identified through an open house process.
This approach was adopted to involve participation of all executives, healthy debates, and arriving at mutual consensus. The final job outcomes were displayed across the boardroom.
• Formation of job groups to identify the behavioral competencies
• Sorting Exercise – Based on the 38 competencies a minimum of 6 and a maximum 8 competencies were identified for each Job group by group consensus.
• Revalidation of the identified 8 competencies by the cross functional team.
14
SIMBHAOLI SUGARS COMPETENCY MODEL
• Simbhaoli Competency Development Model defined. The competency model was created and uploaded by M/s Lakshya HRITSS and M/s Careers India.
• Current incumbent were assesses against the Simbhaoli Competency Development Model. All the participants took the online ASSESS test.
• Following the two-day workshop M/s Lakshya HRITSS representatives generated the report for each participant. Following this the report was interpreted for each participant.
• Area of executive development were identified.
• Individual development action plan drawn up.
15
• Attitudinal and behavioral programs initiated.
• Followed up on the individual progress as per the development plan
• Workshop again conducted next year (March 2006) for Middle
Level Managers. In all 24 executives participated in this workshop.
• The session main focus was to brief the potential middle level managers on “The Simbhaoli Competency Model’ which was framed during 2005 by the senior managers of the group.
SIMBHAOLI SUGARS COMPETENCY MODEL
16
Engineering – First Cut The Simbhaoli Competency Success Model
1. Minimize the stoppages/ downtime2. Smooth functioning of equipments- Best maintenance by optimizing
cost and minimum inventory3. Capacity utilization4. Minimize Losses/ wastages 5. Optimize inputs – energy conservation, fuel economy6. Manpower utilization (productivity)7. Safety of equipment8. Quality – steam, fly ash9. Adoption of new technology/ systems/ automation10. Expansion of plant – Engg11. Safety, Environment & Housekeeping
Example
17
• Minimize the stoppage / down time• Optimum maintenance with minimum cost & inventory• Best (maximize / optimum) capacity utilization (incl: resources,
manpower, etc) with minimum losses / wastages• Adoption of new Technology / systems / automation• SHE – safety, housekeeping & environment
Back
Engineering – Final The Simbhaoli Competency Success Model
Example
18
1. Adapting to Change2. Planning & Organizing3. Resilience4. Teamwork & Collaboration5. Motivating Others6. Safety7. Functional Acumen8. Interpersonal Communication
6- 8 cannot be measurable in the test
Engineering – Final Competencies The Simbhaoli Competency Success Model
Example
19
Outcomes - Process First Cut
1. Quality of final product2. Maximizing the output3. Minimizing losses4. Optimizing input5. Converting sugar into value added products / product development6. Adding new technology to the process7. Expanding the scale of operations8. Optimizing/ minimizing the energy requirements9. Final products double to the market requirement – flexibility as per
market requirements10. R&D related to process technical11. Housekeeping (Hygiene) & Safety12. Customer satisfaction13. Scaling up operations
Example
20
Outcomes - Process
• Quality of Final Product with value addition (incl: R&D and Technology)
• Maximize the output• Optimizing the input• Customer Satisfaction• SHE – safety, housekeeping & environment
Example
21
Competencies Identified - Process
1. Innovation2. In-depth problem solving and analysis3. Planning & Organizing4. Driving for Results5. Continuous Improvement6. Customer Service7. Team Work & Collaboration8. Motivating Others
Example
22
Outcomes – DistilleryFirst Cut
1. Maximum Recovery2. Quality & cost3. Input/ output4. Minimum utilization of fuel/ losses5. Hygiene, Safety, Environment – Pollution / waste6. New Technology / upgradations7. Market Reach8. Expanding9. Customer Satisfaction
Example
23
Outcomes - Distillery
• Plant Efficiency (incl: production parameters, input / output and recovery)
• Quality of products / new products / product development
• Market Expansion• SHE – safety, housekeeping & environment
Example
24
Competencies Identified - Distillery
1. Innovation2. Decisive Judgment3. Adapting to Change4. Planning & Organizing5. Continuous Improvement6. Persuading to Buy7. Motivating Others 8. Safety
8 – cannot be measurable in the test
Example
25
Outcomes – Finance & SalesFirst Cut
FINANCE • Fund management• Book keeping• MIS / Statutory
Compliance/ Asset Management
• Budgetary Control• Cost Control• Management Accounting
SALES • Specific product focus• Bulk Markets• Maximizing realization
Example
26
Outcomes – Finance & Sales
FINANCE• Fund Management• Management Accounting• Statutory / MIS / Asset Management• Cost Control
SALES• Sales (Market Realization, etc)• Market (Research / Expansion / Positioning / New Markets, etc)
Example
27
Competencies Identified – Finance & Sales
1. Visioning2. Decisive Judgment3. Customer Focus4. Planning & Organizing5. Negotiation6. Relationship Management7. Interpersonal Communication8. Integrity
8 – cannot be measurable in the test
Example
28
- Materials- Cane
- IT- Legal
- Administration- Human Resources
Support Services
29
Outcomes – Support ServicesFirst Cut
MATERIALS
1. On time good quality material with minimum cost
2. Material procurement at the right time and right cost
3. Internal customer satisfaction
CANE
1. Quality / Variety/ Quantity of raw material
2. Supplier relationship (farmers)
3. Cost of procurement – transport, labour, cut to crush
4. Timely Supply / arrival
Example
30
Outcomes – Support ServicesFirst Cut
IT
1. Integrated system – ERP
2. Networking / PC Mgt
LEGAL
1. Standardization of legal formats
2. Interface of legal experts
3. Sound legal practices within the organisation
4. Continuous pursuance of legal issues
Example
31
Outcomes – Support Services- First Cut
ADMINSTRATION
1. Effective Mgt of Internal / External interfaces
HR
1. Align people to business strategy
2. Organisation Development
3. Implementation of best HR practices & systems
Example
32
Outcomes – Support Services
MATERIALS• Timely procurement of material (incl: internal customer satisfaction)
CANE• Cost procurement (i.e. all types of costs – transport, labour, etc
incurred)• Quantity / Quality - Cane Management System (Computerization
payment to farmers)• Relationships• Cane Development Strategy
Example
33
Outcomes – Support Services…
IT• Integrated system – ERP solution• Networking / PC Management
LEGAL• Sound legal practices within the organisation• Continuous pursuance of Legal Issues
Example
34
Outcomes – Support Services…
ADMINISTRATION• Effective management of internal and external
interfaces
HR• Organisation Development (OD)• Implementation of best HR practices & systems
Example
35
Competencies Identified – Support Services
1. Decisive Judgment2. Adapting to Change3. Planning & Organizing4. Continuous Improvement5. Resilience6. Team Work & Collaboration7. Managing Others8. Coaching & Developing Others
Example