Presentation by : Rahul Jain

Trends in Managing People at Workplace

Practicing Competencies for Motivating and Maintenance Functions

Accurate Institute of Management and Technology, Greater Noida

31st October 2015

HR Conclave 2015

About Presenter

Presentation by : Rahul Jain

Rahul Jain•#Top100hrsontwitter as per MyRefers’ list of top 100 HRs on Twitter in India

•Social Media Enthusiast HR Professional with diversified industry experience of 15 Years in APAC Region.

•Presently with Uflex Ltd. working as AGM – Corporate HR. Worked in HR at all the rungs with different companies (Dainik Bhaskar Group, Philips India, SIVA Group, Cargill India, Coca-Cola and Hindustan Heavy Chemicals) at different location in India and Singapore.

•An In House Certified / Trainer on Leading Compensation Conversation, Talent Management, Train the Trainer, Performance Management , Business Process Modelling, Effective Team building and Social Media Skills.

•Masters in HR & Administration, Commerce Graduate with Diploma in International Business and also in Software Engineering.

•Campus Association with MDI, Gurgaon, Sri SIIM, New Delhi, IMI, New Delhi, NIAM, Jaipur, MS University Baroda, Rai University, Ahmadabad, People’s University, Bhopal, Accurate Institute of Management and Technology, Greater Noida, G.L.Bajaj Institute, Greater Noida and CMS Jabalpur.

•Hobbies and Interests include Reiki Healing (Certified Master Trainer and Healer), Reading, Drawing Cartoons, Wall Graffiti, Wisdom Quotes, Travelling, Exploring New Places, News, Movies and Music.

Presentation by : Rahul Jain

• Evolution and Defining Competency

• Competency Model and Types of Competencies

• Competency Based People Strategy

• Competency Identification Process

• Example of Competency, Profile, Assessment and Uses

• Using Competency Framework for PMS and Career Planning

• Implementing Competencies Model for Employee Motivation

• Key Characteristics of Successful Implementation

• Q&A

Presentation Coverage

Pre 1970s –

Success is considered dependent on Technical Skills and Cognitive abilities

Evolution of Concept

Post 1970s- In 1973, David McClelland introduced concept of “Competences” in his work “Testing for Competence rather than intelligence”

Competency is a combination of Knowledge, skills, attitude which contributes to enhanced employee performance that can be observed on the job, measured and evaluated.

Definition of Competency

KnowledgeSkill

Attitude

Observable Behavior,Coachable

Job Performance

• A set of competencies (Knowledge, Skills and Attitude) that help an organization be more successful

• Specific on the basis of an organization's sector, values, strengths, weaknesses, opportunities, threats, goals and business/ market realities

• Has competencies, proficiency scale describes required level on a scale with behavioral indicators for Hierarchy and functions.

• Common thread running across all People Processes- Recruitment and Selection, Learning and Development, Reward and Recognition and Career Planning.

• A Competency Model provides a foundation for Organizational growth and professional development for an individual employee.

Competency Model

Its categorized with different names viz Technical, Functional, Behavioral, Managerial or Leadership competencies, but broadly its -

Managerial competency (soft competency)Relates to the ability to manage job and develop an interaction with other persons.

Example : Problem solving, leadership, communication, etc. Technical or Functional competency (hard competency)This type of competency relates to the functional capacity of work. It mainly deals with the technical aspect of the job.

Example : Influencing People, Market research, Financial analysis etc.

Types of Competencies

Recruitment &Selection

Training & Development

PerformanceManagement

RewardManagement

CareerManagement,Assessment

COMPETENCYFRAMEWORK

BUSINESSSTRATEGY

BUSINESSRESULTS

The competency framework is the basis for all HR functions and serve as the "linkage" between individual performance and business results

Competency based People Strategy

Competency Identification Process

Organizational Strategy,

Functional Requirements

and Context

Competency Identification

• Analyze Work Role, Functions and Process

• Information gathering using Interviews and Focus Group

• Refer /Conduct Benchmark Study

Generate Competency

Models

Define, Validate,

Implement,Refine

An ExampleHR Competency

Competency Performance Management

Description Facilitates creation of a culture of High performance. Enables businesses to use Performance Management process to build alignment, accountability for job expectations and bring objective evaluation of individual performance.

Level 1 / Practitioner Level 2/Seasoned Practitioner Level 3/Expert

1. Understand definition and LM linked Performance management process2. Administer PMS 3. Provide support to Managers on process compliance4. Provide support to employees in informal and formal groups on do’s and don’ts of performance process

1. Coach managers on performance management process.

2. Enhance manager’s ability to provide continuous feedback to their teams.

3. Help develop skill development plan, coaching and Performance Improvement Plan

4. Facilitate review of individual and collective performance discussions in consonance with changes in environment and customer situations

5. Ensures High Performance and PIP discussions are held, tracked and facilitated where appropriate

1. Facilitate creation of individual, team and unit level alignment in performance objectives

2. Analyze Large team capability and Performance gaps

3. Business performance objectives involving interface between various functions are analyzed and appropriate measures are implemented to monitor overall business performance

4. Coach leaders on measurable performance objectives to be set for the business. Demonstrate understanding of business environment.

Development Plan Level 1 Development Plan Level 2 Development Plan Level 3

Usages Training of Leadership Competency Model

Performance Management Training 1.Championing Business excellence process 2.Knowledge and skill development in Factor Analysis, statistical tools usage

Related Competencies to Develop 1. Compensation Management 2. Talent Management

Competency Profile Competency Profile Per PositionPer Position

1 2 3 4 5Communication Skills

Public Speaking

LeadershipTraining Need Analysis

Material DevelopmentTraining Evaluation

Communication Skills

Interview Skills

Analytical ThinkingUnderstand Selection Tools

TeamworkCustomer Orientation

Recruitment Supervisor

Required LevelRequired CompetencyPosition

Training & Development

Manager

Position

Competency Requirements

Relevant Training Modules

Leadership

Leadership I

Communication Skills I

The Art of Motivating Employees

Providing Effective Feedback

SUPERVISOR

Achievement Orientation

Goal Setting Technique

Work Motivation

Planning & Organizing

Continuous Self Improevement

Managerial competency 1 2 3 4Leadership Required Level

Actual Level

Achievement Orientation

Teamwork

Planning & Organizing

Functional competency 1 2 3 4Mechanical Engineering

Mechanical Equipment Maintenance

Competency Competency AssessmentAssessment

Communication Skills V

Leadership V

Teamwork V

Achievement Orientation V

Customer Focus V

Job Functional Skills V

Communication Skills V

Leadership V

Teamwork V

Achievement Orientation V

Customer Focus V

Strategic Thinking V

Problem Solving & Decision Making V

Job Functional Skills V

Position Managerial Competency

Supervisor

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V = compulsory training

Training Title

Competency based Competency based Training and DevelopmentTraining and Development

Competency based PMS

Required competency

level for certain position

Performance Gap

Competency Assessment

Current Performance level of the employee

1.1. Revised KRAsRevised KRAs2.2. Improvement Improvement

Areas / Areas / Developmental Developmental needsneeds

Competency based Career Planning

Required competency

level for next role

Talent Review Discussions,Assessment

centers

Competency Assessment

Career Planning for

HiPot

1. IDPs2. Short and

Long team Career Plan

Competency Model and Employee Motivation

Advantage for Advantage for Organization and ManagersOrganization and Managers

• ROI on Competency Framework is significant (Source : DDI)

50% of organization see an improved performance within a year

86% of organization seen an improved performance in 10 Years

• Identify structured performance criteria to improve the accuracy and ease of the hiring and selection process.

• Clarify standards of excellence for easier communication of performance expectations to direct reports.

• Clear foundation for dialogue between the manager and employee about Performance, Development and career-related discussions.

• Common understanding of competencies that most contribute to success improves the likelihood that those behaviors will occur. Competencies also tie decision making to bigger-picture organizational values.

Competency Model and Employee Motivation

Advantage for Advantage for EmployeesEmployees

• Identify the success criteria (i.e., behavioral standards of performance excellence) required to be successful in their role.

• Support a more specific and objective assessment of their strengths and specify targeted areas for professional development.

• Provide development tools and methods for enhancing their skills.

• Competencies make employment, promotion and pay decisions more transparent.

• Employee speak a common language

Key Characteristics of Successful Implementation

1. Alignment: Competencies impact systems that actively support the organization’s vision, strategy, and key capabilities.

2. Integration: Competency initiatives that produce the most significant change are applied systemically across a range of HR development processes.

3. Uniform Distribution: Competency standards alone produce little effect. They must be actively and relentlessly communicated and installed with users.

4. Self-Directed Application: Competency systems frequently fail because they are too complex or require an unsustainable level of sponsorship or program support. Implementations that work best focus on the development of “tools” that can produce results for users with relatively little ongoing support.

5. Acculturation: In competency systems that work, It become part of the culture and the mindset of leaders, employees through repeated use, refinement over a significant period of time.

Questions and Answers

Presentation by : Rahul Jain

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Presentation by : Rahul Jain

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