competency model presentation after creating the model

7/28/2019 COMPETENCY MODEL PRESENTATION AFTER CREATING THE MODEL

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H R D Dimensions [email protected]

GMR GroupCompetency

Modeling Project

Presentation to GEC

Delhi, February 20, 2006
http://www.wipro.com/index.htm


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P R O F I L E

FORMAL EDUCATION : Graduate in Science PG in Literature/AnthropologyPROFESSIONAL Exposure :

- Global HR ForumAustralia/South Africa

- Leadership CompetenciesUSA/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 VPHR.-7 years

- PSI-Bull. GM HR7 years

- M I C O Bosch10 Years

OTHER ACTIVITIES-Active contribution in the area of Competency Modeling- Visiting Faculty - Bangalore University (MBA), StJosephs(PGDM)

- Leadership competency, Projects, Workshop , Coaching

- Publication NHRD, AHRAD Conference Papers, Serial in DeccanHerald

- Ex- Secretary HRD Network.


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Context of Competencies

GMR Competency Dictionary Project

Defining Levels

Overview of an implemented stage Roll out and Implementation

Employee perceptions /suggestions

Micro View of Competencies

Overview


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Mission

Vision - Values

Business Strategies

Execution

Results

Objectives - Sector

GoalsDepartment

KPI s - Individuals

Challenges, Demands, Tasks

COMPETENCIESKnowledge Skill Behaviour Traits/Motives
http://www.wipro.com/index.htmhttp://www.wipro.com/index.htm


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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


7/48 H R D Dimensions [email protected]

Skill

Knowledge

Attitude

Attributes

Values

Motives



GMR Competency Model Overview

KeyPositions Competencies

Structure

GMRCompetency

Model

RecruitRetain

RetrainDevelop

Capabilities

needed

G M RTomorrow

G M R

Today

Depts.

Depts.

Depts.

Depts.

Depts.

AIRPORTS

SHAREDServices

POWER

ROADS

AGRO

BusinessDrivers of each

Sector/

House of

Quality



Model Customisation

G M R Competency Model

Behaviour

Event Interviewswith

KEY

PROCESS

OWNERS

Discussionswith

Sr Mgmt Team

Sector / Unit

OrientationWorkshop

RESEARCHEDGLOBAL

LEADERSHIP

COMPE-

TENCIES

OF

F500

AND

BENCHMARKS

ALIGNWITH

MISSION

VISION

VALUES

And

STRA-

TEGIES



Framing GMR success

behaviours

I work as if there is no bossabove me

Will not leave anythingunattended

Not to spoil the fabric I amweaving

Zeal to deal with problems

Taking extra burden

Own more responsibility notpass on the buck.

Commitment



Framing GMR success

behaviours

Ability To Get Best Qualityresults

Balancing Between TimeAnd Quality When They PushUs

Tenacity To Crack One AfterThe Other

Personal

Effectiveness



B E I s

Experience of managing major fireaccident at Factory

Project experience of making a 17KM road for Arjun tanks in 9 monthstime. Bush to Bush locationidentification, travel by camel,telephones are 100 KM away, surface

temperature 65 degrees Work,keep all secretes and motivatepeople.

Commitment

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19



Power PowerShar

edPower Agro Metallur Power Power Power

Shared

SerivicesPower Power Power Power Power Aviation Corp Rela

Infrastruct

ure

Shared

Serivices

Nagar

ajan

BVN

RAO

Ener

Corp

Rel

Subb

arao

Narayanra

o MD Agro

G. Patel

MetalluIP Rao AshisBasu

Pradeep

Lenka

ASK

Reddy HR

Shared

Ser

Pramodku

mar nair

Planning

Vemagiri

Shivakum

ara - AVP

Vemagiri

Karthik -

AGM - C

&I

Vemagiri

Manimath

avan -

AGM

MECH

Vemagiri

Jose

Verghese

AGM Elec

Vemagiri

Srinivasan

Gr HR

Head, Hyd

New

Airports

Chella

Prasanna

Mohan

Gurunath,

MD New

Airports

Rajgopals

wam- AVP

Fin&Acc-

Hyd Nov3

10 5 5 5 12

10 5 5 15 8 10 12 25 10 10 12 5 10

10 20 10 15 5 12 12 5 8 5 5 10 15 15 10

5 18 13 10 10 12 12 15 12 20 10 15 10

5 2 8 8 10 10 10 15 5 9

10 20 7 6 7 7 10 10 10 9

10 5 10 12 8

105 5 8 10 15 5 15 10 5 8

5 2 8 8 4 8

2 10 10 5 9 10 5 8

2 3 8 5 7

2 2 13 8 8 5 7

10 10 20 10 15 15 8 12 5 10 15 10 10 15 7

15 15 15 8 8 10 10 10 15

15 3 2 12 10 25 15 15 10 10 12 10 8 15 10 10 15 10 10

10 3 4 10 15 15 10 5 15 15 10

5 3 4 8 7 5 5 5 10 10

8 5

10 3 4 10 15 3 3 8 10 5 10 10 5

5 4 8 12 12 10 10 10 5 10 15 10 15 5 25

20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37Infrastruct

ure

Infrastruct

ureAviation Aviation Aviation Aviation Aviation Aviation Aviation Aviation Aviation Aviation Aviation

Shared

Serivices

Infrastruct

ure

Shared

Serivices

Shared

Serivices

Shared

Serivices

Pradeepp

anicker

Barno

Basu

AGM BD

Bruce

Benjamin -

Head Proj

Mgmnt

Sharad

Anand -

Procurem

ent and

Contracts

Chani -

Lead

Plann-

Progmg

T.

Shivaram,

Lead - IT

Systems

KN

Viswanatha -

Safety

Quality,

Energy

L. Ravi

R.K.Singh,

AGM, BD,

HIAL

Philip

Chacko

GM HIAL

Richchard

Meredith(

Airside+La

ndside)

KameshR

ao -

ProjMgr

HIAl

Prakas BS

Transport

ation -

HIAL

Kiran

Jadhav

GM

Facilities

Rajan

Krishnan -

Exec VP

Subbara A

VP Fin

Taxn

Haribabu -

Ex-

Secretarial

Paparao -

AsstMgr

CorpAcs

Oracle

issues

10 15

10 5 5 4 15 15 10 5

5 5 5 10 25 5 10 15 10 20 9 15

10 10 10 10 10 10 10 10 15 15 10 20 15 8 35

5 5 10 8 10

10 3 5 5 15 7 5

10 5 5 10 5 10 5 10 9 10

10 10 10 5 20 10 5 10 10 10 5

10

10 15 5 5 5 20 15 10 5 20 5

15 4 10

5

5 10 10 15 25 10 15 2 10 6 5 10 15 5 5 20 5

20 5 10 5 10

10 20 20 15 15 15 10 15 10 10 10 15 5 10 5

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

5 10 5 4 8 9

10 10 9

10 5 7 20 10 10 25 5 5 8 5 9

10 5 10 10 10 5 10 10 9 5

38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54

SharedSerivices

Power SharedSerivices

SharedSerivices


SharedSerivices

SharedSerivices

SharedSerivices

Infrastructure

SharedSerivices

Infrastructure


SharedSerivices

SharedSerivices

Infrastructure

RohitLakh

otia -

Auidit

(MAG)

Chandram

ouleswara

rao-AM-

GPCL

A V

Ramaian

Shirish

Navlekar -

Head

Finance

P

Prashanth

Mgr Fin-

Acc

Mohana

Mg - Sec

Serv

Milind

Josh - GM

Proj Fin

MohanRa

o AVP -

Finance

Soundarar

ajan- Co.

Secretary

OB Raju-

MD -

Roads

Ambapras

ad AGM

Legal

Saravana

Bus-

Coord

Arunkuma

r Asst Mgr

Acs and

Fin

Kamalaka-

ra rao

yechuri

Madhu

Terdal

Navjig

Singh

Saini-

MAG

Sudhi R

Hoshing -

GM Bus.

Dev.

15 5 8 10 7 15 15 10 15 8 10 15

10 10 12 8 15 14 10 10 5

10 7 10 30 20 12 10 15 10 25 16 14 10

10 20 10 15 10 10 12 5 10 10 15 12 10 10 25 5

3 3 10 5 10 10 5 3 15 5

15 2 5 8 5 9 5

8 12 5 105 10 5 10 8 10 10 10

20 15 10

15 5 10



7% 7%

8%

8%

10%

10%

10%

12%

13%

15%

INTERPERSONAL INFLUENCE

PERSONAL EFFECTIVENESS

IMPACT AND MOTIVATION

MANAGING SELF

COMMUNICATION

TEAMWORK

DEVELOPING PEOPLE

INTEGRITY AND ETHICS

EXECUTION AND RESULTS

CUSTOMER FOCUS



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

5%

6%

6%8%

8%8%9%

9%

11%

13%

BUSINESS INSIGHT

CONCEPTUAL / COGNITIVE


MANAGING SELF

COMMITMENT


MANAGING PERFORMANCE



STRATEGIC ORIENTATION

TECHNICAL / SPECIFIED

LEADING / DIRECTING

CUSTOMER FOCUS


DEVELOPING PEOPLE

PROBLEM SOLVING

COMMUNICATION

TEAMWORK



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

4%

4%

4%

5%

5%

6%6%7%8%

8%

8%

10%

12%

MANAGING SELF



SOCIAL AWARENESS



GLOBAL AWARENESSDEVELOPING PEOPLE


BUSINESS ACUMEN


LEADING / DIRECTING

INTEGRITY ETHICS

CUSTOMER FOCUS

COMMUNICATIONPASSIONATE COMMITMENT

PROBLEM SOLVING

TEAMWORK




1%

1%

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

4%

4%

5%5%

5%6%6%

8%

8%

9%

10%

11%

MANAGING SELFGLOBAL AWARENESS

SOCIAL AWARENESS


BUSINESS INSIGHT



DEVELOPING PEOPLE


COMMITMENT




LEADING / DIRECTING

CUSTOMER FOCUS

COMMUNICATION


PROBLEM SOLVING


TEAMWORK



1%

2%

2%

2%

2%

3%

3%

3%

4%

4%

4%

4%5%6%7%7%

7%

10%

12%

12%

MANAGING SELF

CONCEPTUTAL / COGNITIVE


SOCIAL AWARNESS



LEADING / DIRECTING

GLOBAL AWARENESS



COMMITMENT


DEVELOPING PEOPLE

PROBLEM SOLVING

BUSINESS INSIGHTINTEGRITY AND ETHICS

COMMUNICATION

TEAMWORK


CUSTOMER FOCUS



5% 5%6%

8%

8%

8%8%12%

15%

25%

CUSTOMER FOCUS



STRATEGIC ORIENTATIONCONCEPTUAL / COGNITIVE

SOCIAL AWARENESS

GLOBAL AWARENESS


DEVELOPING PEOPLE

TEAMWORK



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

4%

4%

4%

4%

5%6%6%6%7%

8%

9%

10%

11%

MANAGING SELF

SOCIAL AWARENESS

CONCEPTUAL / COGNITIVEGLOBAL AWARENESS




BUSINESS ACUMEN



PASSIONATE COMMITMENT

LEADING / DIRECTION


INTEGRITY ETHICS

DEVELOPING PEOPLE

PROBLEM SOLVING

COMMUNICATION

CUSTOMER FOCUS




Integrity and Ethics

Managing Self

Communication

Global AwarenessBusiness Insight

Empowering and Delegating

Strategic Orientation

Leading / Directing

Interpersonal InfluenceTeamwork

Customer Focus

Execution and Results

Managing Performance

Personal EffectivenessConceptual / Cognitive

Problem Solving

Commitment

Social Awareness

Developing PeopleImpact and Motivation

GMR LeadershipCompetencies


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GMR Value StatementDelivering the promiseo f

Entrepreneurship

weavingTeamwork and Relations,

byLearningandHumility,

withSocial Responsibility andRespect for Individual



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Managing Self

Communication

Global Awareness

BUSINESS INSIGHT



Leading / DIRECTING

Interpersonal Influence

Teamwork

Customer Focus

Execution and Results

Managing Performance

Personal Effectiveness

Conceptual / CognitiveProblem Solving

Commitment

Social Awareness

Developing People

Impact and Motivation

Humility

Entrepreneurship

Teamwork and Relations

Deliver the Promise

Learning

Social Responsibility

Respect for Individual


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HumilityEntrepre-neurship

Teamwork andRelations

Learning

Deliver thePromise

Respectfor

Individual

SocialResponsi-

bility

Managing Self

Social

Awareness

Conceptual

/ Cognitive

Global Awareness

Personal

EffectivenessManaging

Performance

Impact And

Motivation

Business Insight

Interpersonal

Influence


Commitment

Leading / Directing


Integrity &

Ethics

Developing

People

Teamwork

Problem

Solving

Communication

Customer

Focus

Execution

And Results

GMR

MISSIONVISION

T k


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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

Delegatesresponsibility toaccomplish assignedtasks

Resolves teamconflicts by individualfeedback and skillenhancement

Inspires and buildsteam spirit promotingteam effectiveness

Inculcates a climateof friendly environmentvaluing diversity

Invites suggestions toimprove team effectives andfosters a climate of trust andopenness

Balances individualinterests and team intereststo meet objective

Objectively evaluatesperformance and ensures toreward the best

Resolves obstacles outsideof the teams direct influence

Defines organisation vision ina way generating excitement,enthusiasm and commitment

Encourages results of teamenthusiasm and instillsconfidence by articulating on thebig picture

Mediates for intra teamcongruence to ensureorganisational value generation

Ensures to communicatebusiness updates, challengesand invites new ways to achieveobjectives

To productively work with others in a cooperative attitude to achieve desiredobjectives. Developing team members to connect and contribute effectively.Capability to develop and converge individual potential to execute team objectives.

Teamwork

Supports Team Builds Team Manages Teams Leads and inspiresteam building

Key Behaviours Key Behaviours Key Behaviours Key Behaviours

Level 1 Level 2 Level 3 Level 4


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Functional / TechnicalCompetencies

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


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People

Work

Self

Business

Managing

Managing

Managing

Managing


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CORECOMPETENCIES

Managing Self

Customer focusCommitment

Integrity andEthics

SocialAwareness

LEVEL 2 Interpersonal InfluenceProblem Solving

LEVEL 3 Execution and ResultsImpact and Motivation

LEVEL 1 Conceptual / CognitivePersonal Effectiveness

Communication

LEVEL 4 Global AwarenessBusiness insightStrategic Orientation

Technical & Functional Skills

Education & Experience

SUPERVISORY

Leading / Directing

Developing People

ManagingPerformance

Team work

Mapping Approach - Suggestions


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Factor Level 1 Level 2 Level 3 Level 4

Competency

Level

Beginner Knowledgeable Competent Expert

Understanding

of subject

matter

Basic

Knowledge,

Skill and

Attributes

Applies

principles or

processes of

work / service

In-Depth

knowledge of

area of

operation

Depth, breadth,

comprehensive

understanding of

advanced concepts

Degree ofdemonstrated

Initiative

Reactive

Does what

is told to be

done

Active

Involves

facilitating

solutions

Proactive

Applies

learning to

create new

situations

Catalyst/Visionary

Inspires creating a new

way for change

Purpose of job

and action take

Response

to triggers

Solve problems Address root

cause

Initiate strategic action

Impact Team Department Sector Group

Scope of

Influence

Task Function Operation Organisation


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Band Profiling Criterion Choices

ExpertSkilled MasterBeginner

Manages

Managers

Manages

Team

Manages

Business

Manages

Function

Further Extrapolation possibilities

At Dept.

Level

At Unit

Level

At Sector

Level

At Corporate

Level


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Focused Development

Skill Program Training

Experience Assignments Belief Network Mentor

Cognitive Complexity Compensation

Emotional Involvement Counseling

Make-Up Substitute orCompensator


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Overview of

HRM processes on rollingout of a competency model


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Position Job Band

Band 1 VP

Primary Responsibilities of Position

Leadership Competencies

Essen tial Comp eten cies Fu nction al Comp eten cies Command Skills

Dealing with Ambiguity

Global Awareness & Mgmt.

Managing Vision & Purpose

Sizing Up People

Educational & Technical CompetenciesEducation: Graduate

Undergraduate

Major:

Professional ExperienceFunction: Length:

Function: Length:

Function: Length:

Comments

Approved By: Date

CANDIDATE: INTERVIEWER: DATE:

APPROACHABILI TY (3)
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APPROACHABILI TY (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 OBSERVATIONS

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'teaten away?

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

PROBES1. Can you give me more details?

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)Spectator / Passive Reactive,

Always has Rehearsed

Answer,Won't Face Weaknesses,Focus on Self

Player /

Participant,Initiating,Candid,Comfortab

le with Weaknesses,Focus on Others

COMPETENCY

INTERVIEW

FORM
http://www.wipro.com/index.htmhttp://www.wipro.com/index.htmhttp://www.wipro.com/index.htmhttp://www.wipro.com/index.htm


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COMPETENCY

UNIT

REQUIRED

COMPETECY

LEVEL

(1-5)

CURRENT

COMPETE-

NCY LEVEL

(1-5)

GAP

RCL -CCL

Identifying

Training Needs

3 2 1

Designing Training

Programs5 3 2

Facilitating Training 3 3 0

Training Officer


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P M P

BusinessLinkage

Monitoring

Developing

Rating

Rewarding

PlanningPerformance Vs

Job Expectations

JUDGING COACHING

COMPENSATION

POLICY ACTIONS

SUCCESSION PLG.

Pay for Performance

Merit Pay, Salary,

Bonus

Current Vs future Job

Competency needs

Career Track, Promotions

Behaviour Vs Policy

Warnings other Actions

Development Career Path

Formal

Informal

Dev.

Activities

Training

Mentoring

Dev Dis-

cussions

Job-Person

Match

Discussions

Develop-

MentalAssign-

ments

Competencies Vs Present and

Future Job Competency needs


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Career Management SystemHow to Prog ress in the Matr ixed OrganizationBand Progress ion

Results

Change in Pay

Change in External and/or

Internal Title

Job Job

Career BandsCompetencies

Acquisition

ExistingExisting

D

e

pt

h

Breadth


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Assessment of

individuals on

key

competencies

Feedback to

individuals

Analysis

of training

effectiveness

Training /Development

planning

Implementationof training /

Dev.plans

Feedback toindividuals

Analysis

of group

results

Identification

of common

training needs

Development

of training

curriculum

Implementa

tion

of trainingcurriculum

Reassess

ment

of

individual


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Competency Acquisition

Process

Recognition of the competency

Understanding the competency

Assessment and feedback on the competency

Experimentation with demonstrationof the competency

Application/Practice using thecompetency

Competency

Strength

Time


42/48


Focused Development

Skill Program Training

Experience Assignments

Belief Network Mentor

Cognitive Complexity Compensation

Emotional Involvement Counseling

Make-Up Substitute orCompensator

I l t ti


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Implementation

Our profile in the Industry 2008 : PCMM/Competency driven organisations- First of thekind locally and Globally

Strategy

Top management Driven

Functional Managers involved

Managers effort to develop people, preparesuccession shall be key point for performancerating

Execution Methodology : Discussed with Mr

Sukumaran


44/48


BUSINESS

OBJECTIVES

KRAs of

BUSINESS

UNITS

INDIVIDUAL

CRITICAL

GOALS

TASKS 1

TASKS 2

TASKS..

MILESTONES

RESULTS


45/48


Implementation Steps

Group Model

SectorApplication

Depts. Bandprofiling

Gap Analysis.Comp. Dev

AssessmentImprovement

Rolling out Competencies


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Unit workshops

Corporate /

Sector

Workshops

StagesGMR Competency Model

ImplementationCompetency

Topics

BlendedLearning

Blended Learning

Awareness

Acceptance

Application

Rolling out Competencies

Dictionary

Job Spec

BEI

PMP / SP


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Asst Mgrs

Managers

Sr Managers

Executive

GM/VP

Building Team Spirit

Composure

Decision Quality

Innovation Management

Motivating Subs. & Others

Dealing With Paradox

Learning on the Fly

Interpersonal SavvyPerspective Range/Interests

Strategic Agility

Functional/Technical Skills

Perseverance

Personal Learning

Planning

Total Quality Management

Action Oriented

Listening

Peer Relationships

Problem SolvingResults

Developing Subordinates

Conflict Management

Priority Setting

Process Management

Timely Decision making

Month Month Month Month Month Month Month Month Month Month Month Month

1 2 3 4 5 6 7 8 9 10 11 12


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1 2 3 4 5 6 7 8 9 10 11 12

Orientation to GMR's Mission, Vision, Values

Orientation to all HR heads and forming

competency implementation committee with

business eo le

1 day workshop on GMR LeadershipCompetencies

Sector-wise competency mapping

Department-wise (Function based) competency

mapping

Band Profiling - fixing levels based on PCMM

and Com etencies

Position-Person Matching

Competency Gap Analysis

Identifying training needs to develop

com etencies

Mentoring / Coaching workshop

Competency based recruitment

Competency based PMP

C-Based Succession Planning

competency model presentation after creating the model

Documents