CavinKare CavinKare

Competency Based HR Strategic InitiativesCompetency Based HR Strategic Initiatives

Assessing Key Competencies Assessing Key Competencies

BothBoth

Behavior and Functional Behavior and Functional

Leading to performance outcomeLeading to performance outcome

Competency based HR Strategic InitiativeCompetency based HR Strategic Initiative

Why this exercise?Why this exercise?

We have Ambitious plan to growWe have Ambitious plan to grow

Wanted to reduce subjectivity in people processesWanted to reduce subjectivity in people processes

Progressive companies would give thrust on Progressive companies would give thrust on competency based people development processcompetency based people development process

Helps clarifying expectation, define future Helps clarifying expectation, define future development needs, more focused hiring and people development needs, more focused hiring and people development planningdevelopment planning

BenefitsBenefits

Role based competency matrix for all positionsRole based competency matrix for all positions Present level competency can be ascertained and gap Present level competency can be ascertained and gap

can been seen visiblycan been seen visibly TNI can be designed based on the gap identified TNI can be designed based on the gap identified

and would be individual specific & more focusedand would be individual specific & more focused Can identify Hi-potential employees for future rolesCan identify Hi-potential employees for future roles Talent Acquisition criteria would be fixed and would Talent Acquisition criteria would be fixed and would

pave the way for objective based hiringpave the way for objective based hiring

What is Competency?What is Competency?

The key success factor for the job…The key success factor for the job…

““ASK”ASK” AAttitudettitude SSkillkill KKnowledgenowledge

What is ASKWhat is ASK AttitudeAttitude Probing past experience impression vary Probing past experience impression vary Cannot be assessed in interviewCannot be assessed in interview

Can be assessed through Can be assessed through Psychometric tool Psychometric tool

SkillSkill Past experiencePast experienceCan be tested empiricallyCan be tested empiricallyCan be assessedCan be assessed

KnowledgeKnowledge Education record Education record Past experiencePast experience

Can be Seen Can be Seen Can be assessedCan be assessed

Steps involved in the competency mappingSteps involved in the competency mapping

Step 1Step 1 * Review, finalize and accept * Review, finalize and accept company wide competency company wide competency requirements that are critical for requirements that are critical for our company growth our company growth

Step 2Step 2 * Define observable behavioral * Define observable behavioral definitions [finalize behavioral definitions [finalize behavioral

dictionary] dictionary] Step 3Step 3 * Define generic roles with * Define generic roles with

definition for the company as a whole definition for the company as a whole Step 4Step 4 * Create Role competency matrix* Create Role competency matrix

* Identify Criticality required* Identify Criticality required* Identify Proficiency level* Identify Proficiency level

Steps involved in the competency mappingSteps involved in the competency mapping

Step 5 Step 5 * Identify behavioral & Functional * Identify behavioral & Functional skills required for the role skills required for the role

Step 6Step 6 * Define Functional skills * Define Functional skills Step 7 Step 7 * Identify role holder for each role* Identify role holder for each role Step 8 Step 8 * Assess role holder behavioral * Assess role holder behavioral

skill through Echo skill through Echo Step 9Step 9 * Assess Functional skill with * Assess Functional skill with

superior/HoD superior/HoD Step 10Step 10 * Match Role holder competency Vs * Match Role holder competency Vs

Role based competency Role based competency

Steps involved in the competency mappingSteps involved in the competency mapping

Step 11Step 11 * Action Plan* Action Plana] Talent Acquisitiona] Talent Acquisitionb] Performance Management b] Performance Management System [Talent Management] System [Talent Management]c] Learning Management System c] Learning Management System

[Talent Development] [Talent Development] Step 12Step 12 * Employee Feedback* Employee Feedback Step 13Step 13 * Performance Management : * Performance Management :

A Holistic Approach A Holistic Approach – The Way Forward – The Way Forward

Step 1Step 1 - Review, finalize and accept company wide - Review, finalize and accept company wide competency requirements that are critical for our company's competency requirements that are critical for our company's

growthgrowth

CompetenciesCompetencies CommunicationCommunication LeadershipLeadership Strategic ThinkingStrategic Thinking CreativityCreativity TeamworkTeamwork Sense of OwnershipSense of Ownership Customer OrientationCustomer Orientation Consumer OrientationConsumer Orientation

Mandatory/ Non-Mandatory/ Non-negotiable negotiable CompetenciesCompetencies

Micro planning and Micro planning and ExecutionExecution

DifferentiationDifferentiation Quality OrientationQuality Orientation

Step 2Step 2 – Define observable behavioral definitions [finalize – Define observable behavioral definitions [finalize behavioral dictionary] – CK Competenciesbehavioral dictionary] – CK Competencies

11 LeadershipLeadership DecisivenessDecisiveness – Makes timely decisions, takes risks using data, – Makes timely decisions, takes risks using data, facts and futuristic outlookfacts and futuristic outlook

Change managementChange management – Understand what change requires, – Understand what change requires, work with stakeholders to influence change proactivelywork with stakeholders to influence change proactively

22 CreativityCreativity InnovationInnovation – Think out of the box, veer away from run of the – Think out of the box, veer away from run of the mill solutions, come up with non-traditional solutionsmill solutions, come up with non-traditional solutions

33 Strategic ThinkingStrategic Thinking Strategic thought leadershipStrategic thought leadership – Show ability to look at the big – Show ability to look at the big picture, draw global or local trends, build scenarios, put picture, draw global or local trends, build scenarios, put together small pictures to make the big picturetogether small pictures to make the big picture

44 Sense of OwnershipSense of Ownership InitiativeInitiative – Delivering results with commitment and – Delivering results with commitment and perseverance, sharing information, building long lasting and perseverance, sharing information, building long lasting and transparent relationships, doing the job with attitude (taking transparent relationships, doing the job with attitude (taking appropriate risks, providing candid observations, influencing appropriate risks, providing candid observations, influencing stakeholders), helps share the company’s culturestakeholders), helps share the company’s culture

Step 2 Step 2 – Define observable behavioral definitions [finalize – Define observable behavioral definitions [finalize behavioral dictionary] – Mandatory/ Non-negotiable behavioral dictionary] – Mandatory/ Non-negotiable

CompetenciesCompetencies

11 Micro planning Micro planning and Executionand Execution

Process orientation and DetailingProcess orientation and Detailing - translating organizational - translating organizational vision to action, building knowledge base, creating knowledge vision to action, building knowledge base, creating knowledge platform, formulating strategies and designing action plans, platform, formulating strategies and designing action plans, formulating measurement and monitoring mechanisms for formulating measurement and monitoring mechanisms for executing action plans. Working with speed and timeliness, executing action plans. Working with speed and timeliness, opportunistic, acting fast wit accuracy, taking action on both own opportunistic, acting fast wit accuracy, taking action on both own initiative and implementing others initiatives.initiative and implementing others initiatives.

22 DifferentiationDifferentiation Competitive AdvantageCompetitive Advantage - Contributing to the success of the - Contributing to the success of the business by serving the value chain, interpreting socio-economic business by serving the value chain, interpreting socio-economic context, articulating the value proposition, leveraging business context, articulating the value proposition, leveraging business drivers.drivers.

33 Quality Quality OrientationOrientation

Adherence to norms, efficiency, and deliver excellenceAdherence to norms, efficiency, and deliver excellence - - provide the highest level of internal and external customer service, provide the highest level of internal and external customer service, translate customer critical feedback to quality characteristics which translate customer critical feedback to quality characteristics which then determines process improvements and process efficiencies, then determines process improvements and process efficiencies, transfer learning across teams and business for continuous transfer learning across teams and business for continuous improvement.improvement.

Step 3Step 3 – Define generic roles with definition for the company – Define generic roles with definition for the company as a wholeas a whole

S NoS No Role definitionRole definition SalesSales

11 Executive task under Executive task under supervisionsupervision

Frontline salesFrontline sales – Direct sales, collection & distribution responsibility for – Direct sales, collection & distribution responsibility for assigned territory, feet on street, field job (Sales Reps, Sales Coordinator)assigned territory, feet on street, field job (Sales Reps, Sales Coordinator)

22 Executing tasks Executing tasks independentlyindependently

Area ResponsibilityArea Responsibility – Direct sales, collection & distribution feet on street, – Direct sales, collection & distribution feet on street, field & supervisory possibility for a large area (Sales/ Sr. Sales specialists field & supervisory possibility for a large area (Sales/ Sr. Sales specialists without direct people responsibility)without direct people responsibility)

33 Executing LeadersExecuting Leaders Regional ResponsibilityRegional Responsibility – Direct sales, collection & distribution – Direct sales, collection & distribution responsibility, supervisory responsibility for targets in Region (more than 1 responsibility, supervisory responsibility for targets in Region (more than 1 state) (Sales/ Sr. sales specialist with people and region (more than 1 state)state) (Sales/ Sr. sales specialist with people and region (more than 1 state)

44 Section/ Location HeadSection/ Location Head Division ResponsibilityDivision Responsibility – Responsibility for division profitability at a – Responsibility for division profitability at a national level, larger supervisory role, responsibility for sales & marketing national level, larger supervisory role, responsibility for sales & marketing (Section chief/ Manager with national responsibility for division)(Section chief/ Manager with national responsibility for division)

55 HOD/ Management HOD/ Management TeamTeam

Business ResponsibilityBusiness Responsibility – Responsibility for profitability of all Divisions – Responsibility for profitability of all Divisions in the group for CKPL, High focused supervisory role, Responsible for in the group for CKPL, High focused supervisory role, Responsible for contribution to top and bottom line of CKPL (Business Group Heads)contribution to top and bottom line of CKPL (Business Group Heads)

Step 4Step 4 – Create Role competency matrix – Create Role competency matrix

   RoleRole         

   FunctionFunction      

   Equivalent Competency RoleEquivalent Competency Role      

   PROFICIENCY LEVELSPROFICIENCY LEVELS

   BASIC AWARENESSBASIC AWARENESS CONTRIBUTORYCONTRIBUTORY EXPERTEXPERT LEADING EDGELEADING EDGE

   CRITICALCRITICAL            

                 

CRITICALITYCRITICALITY

              

              

IMPORTANTIMPORTANT            

              

              

              

              

PREFERREDPREFERRED

             

Functional/ Functional/ Technical SkillsTechnical Skills Functional/Technical skillFunctional/Technical skill DefinitionsDefinitions

     

Step 4 – Identify Criticality requiredStep 4 – Identify Criticality required

Detail how critical the competencies areDetail how critical the competencies are

  CRITICAL - CRITICAL - An absolute must / essential without which An absolute must / essential without which success on the job is difficult.success on the job is difficult.

  IMPORTANT - IMPORTANT - Need to have, but a lack of it for the Need to have, but a lack of it for the current conditions may not be a deterrent and can be trained.current conditions may not be a deterrent and can be trained.

  PREFERRED - PREFERRED - Nice to have, one that adds that extra Nice to have, one that adds that extra value, but absence of it for the current conditions not a value, but absence of it for the current conditions not a deterrent to successful accomplishment of the jobdeterrent to successful accomplishment of the job

Step 4 – Identify Proficiency levelStep 4 – Identify Proficiency level

LEVELS OF COMPETENCIES - LEVELS OF COMPETENCIES - A measure of relative A measure of relative comparison to identify “How much” of a specific comparison to identify “How much” of a specific competence. competence.

BASIC AWARENESS - BASIC AWARENESS - Understanding at a macro level, Understanding at a macro level, sufficient to know “How to do it?” - “Competence to sufficient to know “How to do it?” - “Competence to understand the book”understand the book”

CONTRIBUTORY - CONTRIBUTORY - Understanding at a macro level and Understanding at a macro level and able to pass on the “How to do?” - “Competence to able to pass on the “How to do?” - “Competence to understand and teach the book”understand and teach the book”

  EXPERT COACH - EXPERT COACH - Understanding at the detailed level, Understanding at the detailed level, contribute, analyze and teach the “How to do ?” contribute, analyze and teach the “How to do ?” “Competence to understand, teach, and criticize the book”“Competence to understand, teach, and criticize the book”

  LEADING EDGE - LEADING EDGE - Understand at the Micro level, Understand at the Micro level, contribute, analyze, teach ,and recreate the “How to do ?” contribute, analyze, teach ,and recreate the “How to do ?” “Competence to understand, teach, criticize and write the “Competence to understand, teach, criticize and write the book.”book.”

Step 5 – Identify Behavioral skills required for the Step 5 – Identify Behavioral skills required for the rolerole

   CAVINKARE COMPETENCY MAPPING MATRIXCAVINKARE COMPETENCY MAPPING MATRIX      

   RoleRole Sales RepresentativeSales Representative SD/147/00/01.10.08SD/147/00/01.10.08   

   FunctionFunction SalesSales   

   Equivalent Competency RoleEquivalent Competency Role Front line Front line   

   PROFICIENCY LEVELSPROFICIENCY LEVELS

   BASIC AWARENESSBASIC AWARENESS CONTIRBUTORYCONTIRBUTORY EXPERTEXPERT LEADING EDGELEADING EDGE

         Retail Perf StdRetail Perf Std Selling SkillsSelling Skills   

   CRITICALCRITICAL    Operational RS ManagementOperational RS Management Distribution ExpansionDistribution Expansion   

         Product KnowledgeProduct Knowledge Claims makingClaims making   

CriticalityCriticality

   DifferentiationDifferentiation consumer orientationconsumer orientation      

   PC skills PC skills Market KnowledgeMarket Knowledge      

IMPORTANTIMPORTANT cavinkomm / RS softwarecavinkomm / RS software Trade relationsTrade relations      

   Micro planning/executionMicro planning/execution Customer orientationCustomer orientation      

   Analytical skillAnalytical skill Team workTeam work      

   Quality orientationQuality orientation CommunicationCommunication      

   PREFERREDPREFERRED    CreativityCreativity      

Step 5 – Identify Functional skills required for Step 5 – Identify Functional skills required for the role: Sales & Distributionthe role: Sales & Distribution

Business Business ResponsibilityResponsibility

Division Division ResponsibilityResponsibility

Region Region ResponsibilityResponsibility

Area Area ResponsibilityResponsibility

Front Line SalesFront Line Sales

Business PlanBusiness Plan Sales planningSales planning Sales targetsSales targets Selling skillsSelling skills Selling skillsSelling skills

Relationship Relationship managementmanagement

Relationship Relationship managementmanagement

Expanding Expanding distributiondistribution

Distribution Distribution expansionexpansion

Distribution Distribution expansionexpansion

BenchmarkingBenchmarking Supply chain Supply chain managementmanagement

CollectionsCollections RPSRPS RPSRPS

Supply chain Supply chain managementmanagement

Customer Customer satisfactionsatisfaction

Inventory Inventory monitoringmonitoring

RS managementRS management RS managementRS management

Team managementTeam management Marketing supportMarketing support Resource Resource managementmanagement

Financial Financial commitment mgtcommitment mgt

Financial Financial commitment mgtcommitment mgt

New business New business developmentdevelopment

Team managementTeam management Product knowledgeProduct knowledge Product knowledgeProduct knowledge

Policy/process Policy/process compliancecompliance

Market knowledgeMarket knowledge Market knowledgeMarket knowledge

Trade marks Trade marks protectionprotection

Trade relationsTrade relations Trade relationsTrade relations

Analytical skillAnalytical skill

Claims makingClaims making

Step 5 – Identify Functional skills required for Step 5 – Identify Functional skills required for the role: Marketingthe role: Marketing

LeaderLeader ManagerialManagerial ExecutionExecution Co- ordinationCo- ordination

PC skillsPC skills PC skillsPC skills PC skillsPC skills PC skillsPC skills

Marketing strategyMarketing strategy Profit monitoring Profit monitoring skillskill

Profit monitoringProfit monitoring Marketing planMarketing plan

Brand managementBrand management Marketing planMarketing plan Consumer trackingConsumer tracking Consumer trackingConsumer tracking

Media managementMedia management Tracking Tracking competitioncompetition

Advertising and Advertising and media promotionsmedia promotions

Competition Competition trackingtracking

Agency Agency managementmanagement

Product launch and Product launch and promotionpromotion

Research activitiesResearch activities

Trademark Trademark managementmanagement

Build brand identityBuild brand identity Brand related Brand related activitiesactivities

Financial acumenFinancial acumen Agency briefingAgency briefing Knowledge of Knowledge of product and product and packingpacking

Step 5 – Identify Functional skills required for Step 5 – Identify Functional skills required for the role: Human Resourcesthe role: Human Resources

LeaderLeader ManagerialManagerial ExecutionExecution Co- ordinationCo- ordination

Global HR trendsGlobal HR trends PC skillsPC skills PC skillsPC skills PC skillsPC skills

Financial acumenFinancial acumen Recruitment managementRecruitment management Compensation Compensation managementmanagement

Statutory knowledgeStatutory knowledge

Labour law knowLabour law know PMSPMS HR info systemHR info system

Know of HR concepts & Know of HR concepts & processprocess

Compensation Compensation managementmanagement

Payroll managementPayroll management

Business acumenBusiness acumen IR skillIR skill

HR visionHR vision HR info systemHR info system

Policies & proceduresPolicies & procedures Payroll managementPayroll management

RAG analysisRAG analysis

Comp & rewardsComp & rewards

Talent managementTalent management

HR info systemHR info system

Group HR operationGroup HR operation

Step 6 – Define Functional skillsStep 6 – Define Functional skillsSR RoleSR Role

   Functional competenciesFunctional competencies    DefinitionsDefinitions   

FFuunncctitioonnaall/ / TTeecchhnniiccaal l SSkkilillsls

Selling SkillsSelling Skills    Steps of sales calls ….expandSteps of sales calls ….expand   

Distribution expansionDistribution expansion Enhance coverage in a defined budgetEnhance coverage in a defined budget   

RPSRPS    Availability and visibility - merchandisingAvailability and visibility - merchandising   

RS ManagementRS Management    Stock norms, ROI, Mkt Service, Infrastructure, Mkt Credit Stock norms, ROI, Mkt Service, Infrastructure, Mkt Credit

Financial commitment MgtFinancial commitment Mgt    Handling collection issues, distributor investment, RS Handling collection issues, distributor investment, RS funds managementfunds management

Product KnowledgeProduct Knowledge Basic understanding of categories and products vis-à-vis Basic understanding of categories and products vis-à-vis the competitionthe competition

Market KnowledgeMarket Knowledge    Understanding of the geography and relationship with Understanding of the geography and relationship with dealersdealers

Trade relationsTrade relations    Relations with the retailers, leverage the Relations with the retailers, leverage the salessales   

Analytical skillAnalytical skill    Analysis of territory alignment [coverage and routing]Analysis of territory alignment [coverage and routing]

Claims makingClaims making    Product returns, subsidy, schemes rejections handlingProduct returns, subsidy, schemes rejections handling

              

Step 7 – Identify Role Holder for each roleStep 7 – Identify Role Holder for each role

On line display of individual competencyOn line display of individual competency

Step 8 – Assess role holder behavioral skill through Step 8 – Assess role holder behavioral skill through EchoEcho

What is an Echo ToolWhat is an Echo Tool EchoEcho Psychometric ToolPsychometric Tool Behavioral questionnaireBehavioral questionnaire 20 minutes only20 minutes only Interpersonal, activity and motivationInterpersonal, activity and motivation 10 Dimensions of Personality10 Dimensions of Personality

Step 8 – Ten Dimensions of PersonalityStep 8 – Ten Dimensions of Personality

IntroversionIntroversion ExtroversionExtroversion

AnxietyAnxiety RelaxationRelaxation

AssertionAssertion QuestioningQuestioning

ReceptivityReceptivity DistanceDistance

RigidityRigidity ImprovisationImprovisation

Intellectual DynamismIntellectual Dynamism Intellectual ConformismIntellectual Conformism

CombativenessCombativeness ConciliationConciliation

RealizationRealization FacilitationFacilitation

BelongingBelonging IndependenceIndependence

PowerPower PerfectionPerfection

Step 9 – Assess Functional skill with Step 9 – Assess Functional skill with superior/HoDsuperior/HoD

By ExperienceBy Experience Would be empirically done by superiorWould be empirically done by superior 360 degree Appraisal360 degree Appraisal

Step 10 – Match of role holder Vs Role based Step 10 – Match of role holder Vs Role based competencycompetency

Step 10 – Match of role holder Vs Role based Step 10 – Match of role holder Vs Role based competencycompetency

Step 10 – Match of role holder Vs Role based Step 10 – Match of role holder Vs Role based competencycompetency

Step 11 – Action PlanStep 11 – Action Plan [a] Talent Acquisition [a] Talent Acquisition

Fixing a norm for selectionFixing a norm for selection Change in the interview evaluation sheetChange in the interview evaluation sheet Competency based Preliminary interview Competency based Preliminary interview Administer Echo and match with Administer Echo and match with

competency matrixcompetency matrix Hiring – Other post selection procedures Hiring – Other post selection procedures

would be administered as is being done by would be administered as is being done by HRHR

Step 11 – Action PlanStep 11 – Action Plan [b] Performance Management System [b] Performance Management System

[Talent Management][Talent Management]

Administer at the time of appraisal Administer at the time of appraisal Identify hi-potential – future role leaders Identify hi-potential – future role leaders Link it with the promotion policiesLink it with the promotion policies Succession planningSuccession planning Career PlanningCareer Planning Under- utilization Under- utilization

Step 11 – Action PlanStep 11 – Action Plan [c] Learning Management System [c] Learning Management System

[Talent Development][Talent Development]

Input for the CK universityInput for the CK university Gap identified would be the basis for the Gap identified would be the basis for the

individual Learning individual Learning

Step 12 – Employee FeedbackStep 12 – Employee Feedback

On line system would be made available wherein On line system would be made available wherein employees can see – employees can see –

a] what is the competency expected for the rolea] what is the competency expected for the role

b] where they are against itb] where they are against it

c] 360* appraisal the superiors would give a c] 360* appraisal the superiors would give a feedbackfeedback

Step 13 – Performance Management : Step 13 – Performance Management : A Holistic Approach A Holistic Approach

THE WAY FORWARDTHE WAY FORWARD

* Existing Vs Present* Existing Vs Present

Change in PMS…. May happen in futureChange in PMS…. May happen in future JC PriorityJC Priority KRAKRA Behavioral CompetencyBehavioral Competency Functional CompetencyFunctional Competency 360 degree appraisal360 degree appraisal