UIL - ion Competencies (2)
-
Upload
apurva-ansh -
Category
Documents
-
view
221 -
download
0
Transcript of UIL - ion Competencies (2)
-
8/2/2019 UIL - ion Competencies (2)
1/16
USHA InternationalUSHA InternationalUSHA InternationalUSHA International
LtdLtdLtdLtd....
CompetencyCompetencyCompetencyCompetency
FrameworkFrameworkFrameworkFramework
-
8/2/2019 UIL - ion Competencies (2)
2/16
Overview of The Competency Framework
Competency is understood as a set of behaviors which facilitate a person to perform a job
successfully or effectively. This idea was developed by McBer and he used it to identify specific
personal characteristics/ behaviors which resulted in effective and superior performance. He
established that every job required a specific set of competencies and job holders were
expected to have these to successfully perform it.
A Competency can be defined as:
A set of individual performance behaviors which are observable, measurable and
critical to successful individual and company performance
Individual characteristics of a person which result in an effective and superior
performance in a job
A Competency includes the following elements:
Knowledge
Skill
Attributes
Motive
Values
Traits
Self concept
Attitude
Competencies are contextual i.e. they relate to a context given by the organization, function
-
8/2/2019 UIL - ion Competencies (2)
3/16
Competency Ice Berg Model
Self Image
How people see/view themselves; identity; worth
- e.g. an expert, a learner, leader, manager,
- change agent, innovator
Skill
Ability to do something well; most easily trained on
- e.g. technical skills to use knowledge
Knowledge
Content knowledge/information in field of work,
- from education and experience
Traits
Habitual / enduring characteristics
- e.g. Flexibility, self-control, good listener, builds trust, engages &
inspires, mindset
A
T
TR
I
B
U
T
E
Motives
What drives someone's behavior in a particular area?
(An underlying need for achievement, affiliation or power,
improvement)
-
8/2/2019 UIL - ion Competencies (2)
4/16
Leadership Competency Framework
for
Junior Management Level
-
8/2/2019 UIL - ion Competencies (2)
5/16
Competency : Customer Focus (Internal / External Customers)
Definition: Understand current and future requirements of external and / or internal customers , and respond withappropriate solutions ensuring quality service.
Behaviours Performance Standards
Needs Development Fairly Effective Effective Highly Effective Role Model
Identifies and maintains contact with
customers
Has difficulty in
indentifying customers.
Identifies few existing
customers and
maintains contact with
them on need basis.
Identifies all existing
customers and
maintains regular
contact with them.
Identifies and maintains
regular contact with all
existing customers and
some potential
customers.
Procatively explores all
opportunities to
maintain contacts with
all existing and
potential customers.
Understands customer's requirements Has difficulty in
identifying customer
requirements.
Makes some efforts to
identify current
requirements of
existing customers.
Consistantly tries to
identify current
requirements of all
existing customers.
Makes efforts to
identify current
requirements of
existing and potential
customers.
Identifies and
anticipates current and
future requirements of
existing and potential
customers.
Responds to customer requirements,
queries and issues
Has difficulty in
understanding and
responding to customerrequirements, queries
and issues.
Makes efforts to build
agreement on and
respond to customerrequirements, queries
and issues.
Prioritizes and responds
to agreed customer
requirements, queriesand issues within
company policies and
available resources.
Takes extra efforts to
respond to agreed
customerrequirements, queries
and issues with
additional resources.
Proactively responds to
agreed customer
requirements, queriesand issues beyond their
expectations.
Seeks feedback to improve customer service Rarely seeks feedback
from the customers on
the services offered to
them.
Seeks feedback from
the customers to
develop a clear
understanding of the
quality of services
offered, but fails torespond to them.
Seeks and responds to
feedback from the
customers on the
quality of services
offered.
Discusses and tries to
align own and customer
processes to improve
services.
Seeks customer
feedback, analyses it
and makes suggestions
on policy and process
improvements based
on past experience,competitor information
and best practices in
the industry.
-
8/2/2019 UIL - ion Competencies (2)
6/16
Competency : Team workingDefinition: Collaborates with others within and outside own team to achieve desired results.
Behaviours Performance Standards
Needs Development Fairly Effective Effective Highly Effective Role Model
Interacts and builds networks with
people from different functions
Relates only with few
likeminded people
within the team and
organisation.
Relates to all people
at the same level
within the
organisation across
functions (i.e. has
difficulty in relatingto seniors openly)
Relates to all people
within the
organisation
irrespective of levels
and functions.
Relates to all the
people irrespective of
levels and functions
within and outside
the organization.
Utilises opportunities
to develop new
alliances and formal
networks.
Understands and aligns own role to the
common team objective
Shows little
understanding of
own role and team
objective.
Understands own
role but is unable to
link it to team
objective.
Has clear
understanding of
both his individual
role and the team
objective.
Works to make
significant
contribution to
achieve team
objective.
Makes efforts to align
others to common
team objective.
Supports team members by sharing
relevant information and resources
Works alone neither
seeking nor sharing
relevent information
and resources to
others.
Shares information
and resources to
team members only
when asked for.
Anticipates and
responds to the
information and
resource
requirements of own
team members.
Shares information
and resources based
on urgency and
criticality, both
within and outside
own team.
Identifies and
suggests new and
better technology /
processes to enable
sharing of
information and
resources across all
functions for
optimum utilisation.
Shares ideas / opinions with team
members
Rarely shares
ideas/opinions.
Interacts with few
team members to
share and seek
ideas/opinions.
Openly shares
ideas/opinions with
all team members
and invites others'
ideas and opinions.
Clarifies
ideas/opinions from
others.
Builds on the
ideas/opinions of
others.
-
8/2/2019 UIL - ion Competencies (2)
7/16
Leadership Competency Framework
for
Middle Management Level
-
8/2/2019 UIL - ion Competencies (2)
8/16
Competency : Customer Focus (Internal / External Customers)Definition: Understand current and future requirements of external and / or internal customers, and respond with appropriate
solutions ensuring quality service.
Behaviours Performance Standards
Needs Development Fairly Effective Effective Highly Effective Role Model
Identifies and develops relationships withkey customers
Has difficulty inidentifying his key
customers.
Is able to identifyexisting key customers.
Identifies existing keycustomers and
develops relations with
them on need basis.
Develops relationshipwith only existing key
customers.
Proactively buildsrelationship with
potential customers,
apart from the existing
ones.
Understands key customers requirements
and responds to them
Is able to understand
only the expressed
customer
requirements.
Prioritizes customer
requirements within
company policies and
available resources.
Highlights the gaps in
the current policies and
procedures while
responding to customer
requirements.
Analyses the current
customer requirement
and finds adhoc
solutions within the
existing policies.
Anticipates future
customer expectations
and suggests necessary
changes in policies and
procedures in order to
meet .
Coordinates with other departments to
meet customer requirements
Avoids taking support
from other
departments to meet
customer
requirements.
Seeks support from the
appropriate
departments on need
basis.
Creates common
understanding of
customer objective
with other
departments.
Coordinates with key
people across
departments to meet
customer
requirements.
Involves all the
concerned departments
to improve processes to
meet customer
requirements.
Reviews response to customer issues and
feedback
Rarely reviews status
on customer issues and
feedback.
Reviews status on
customer issues and
feedback on regular
basis.
Takes short term
measures to ensure
closure of customer
issues and action on
feedback.
Analyses and bridges
the gaps in customer
service to identify long
term measures.
Proactively pursues
process improvements
based on best practices
from the industry and
the feedback data.
-
8/2/2019 UIL - ion Competencies (2)
9/16
Competency : Team workingDefinition: Build and lead a cohesive team to work in collaboration with other teams to achieve desired results.
Behaviours Performance Standards
Needs Development Fairly Effective Effective Highly Effective Role Model
Treats all team members fairly and
respectfully
Relies on personal likes
and dislikes to
determine behavior
towards people.
Displays respect and
fairness towards a
chosen group of
people.
Consistently treats all
people with respect
and fairness.
Supports a culture that
makes people treat
each other failrly and
respectfully.
Foster a culture of
respect, fairness and
equality for all.
Encourages open discussion by involving all
team members for plans and decisions that
affect them
Informs the team of
plans and decisions
taken.
Ignores ideas and
suggestions from team
members for planning
and decision making.
Invites views and
opinions from team
members regarding
plans and decisions.
Encourages
participation from all
team members, duly
considering feasible
suggestions and
opinions.
Creates opportunities
for regular interactions
to encourage open
sharing of views and
knowledge.
Supports team with necessary information
and resources required to meet team
objectives
Shares available
information which may
or may not meet team
objectives.
Provides the relevant
information for meeting
the team objectives.
Anticipates team
requirements and
provides necessary
information and
resources required.
Encourages team
members to share
relevent information
and resources with
each other.
Develops processes and
systems for free flow of
information and sharing
of resources among
team members.
Sets clear expectations and aligns all team
members to achieve team objective
Fails to set the
expectations from the
team.
Sets ambiguous
expectations from the
team without defining
the roles and the action
plan.
Sets clear expectations
from the team without
defining the roles and
the action plan.
Sets clear expectations
from the team and
defines the roles and
the action plan to
achieve them.
Sets clear expectations
from the team and
facilitates the team to
define the roles and the
action plan to achieve
them.
Recognises and celebrates achievements of
team members
Misses out on
acknowledging
achievements.
Acknowledges
achievements but fails
to celebrate them.
Celebrates significant
achievements with
fairness.
Acknowledges and
appreciates every small
achievement to
encourage team
members.
Celebrates team
successes.
-
8/2/2019 UIL - ion Competencies (2)
10/16
Competency : Developing JuniorsDefinition: Plan and support initiatives to ensure the development of juniors to meet current and future organization goals.
Behaviours Performance Standards
Needs Development Fairly Effective Effective Highly Effective Role Model
Motivates and develops juniors by sharing
(personal or real life) examples, knowledge
and success stories
Shares irrelevent
personal examples,
success stories at
inappropriate times.
Shares examples that
are relevent to the
needs of the
subordinates.
Shares knowledge and
personal examples only
when subordinates get
stuck in a tough
situation.
Shares examples and
success stories on a
continuous basis, does
not wait for a formal
platform.
Shares personal success
stories with examples
highlighting specific
learning and take
aways.
Delegates tasks to build skills Has difficulty inidentifying the tasks to
be delegated to juniors.
Delegates only routinetasks to juniors.
Assesses currentcapabilities of juniors to
delegate tasks.
Puts in personal effortto build required
capabilites of juniors
before delegating tasks.
Provides opportunitiesto juniors to develop
skills for handling
higher responsibilites.
Coaches and gives feedback to juniors to
enhance skills
Spends limited time
with juniors in coaching
and giving feedback.
Focuses only on
weaknesses of juniors
ignoring their strengths.
Coaches juniors to
enhance skills in "On
The Job" situations.
Connects at both
personal and
professional level with
juniors to understand
issues and coaches
accordingly.
Evaluates the
effectiveness of
coaching on juniors by
observing on the job
performance and gives
them feedback.
Identifies individual development needs and
recommends actions
Has difficulty in
identifying individual
development needs.
Identifies individual
development needs
and actions but does
not pursue
implementation.
Involves juniors in
identifying their
developmental needs
and plans its
implementation.
Partners with, supports
and handholds juniors
in their development
journey.
Proactively assesses
potential of juniors and
creates opportunities to
enhance the same.
Encourages and provides support to
new ideas and initiatives.
Rarely encourages
new ideas and
initiatives.
Shows caution and
resistance to
accepting new ideas.
Shows acceptance
and build on new
ideas and initiatives.
Supports juniors in
implementing new
ideas and intitiativesby removing barriers.
Encourages juniors to
challenge
conventionalapproaches and take
new initiatives.
-
8/2/2019 UIL - ion Competencies (2)
11/16
Leadership Competency Framework
for
Senior Management Level
-
8/2/2019 UIL - ion Competencies (2)
12/16
Competency : Customer Focus (Internal / External Customers)Definition: Understand current and future requirements of external and / or internal customers , and respond with appropriate solutions ensuring
quality service.
Behaviours Performance Standards
Needs Development Fairly Effective Effective Highly Effective Role Model
Interacts with key customers to
proactively identify their
requirements.
Takes limited stepstointeract with
customers to identifytheir requirements.
Interacts sometimes
with the existing
customers to identifytheir current
requirements.
Interacts constantly
with the existing
customersto identify their
current
requirements.
Interacts constantly
with the existing and
potential customersto identify their
current requirements.
Interacts constantly with the
existing and potential
customersto identify and anticipate
their current and future
requirements.
Uses new and innovative
solutions to meet customer
requirements
Uses few of the existing
solutions to meet the
agreed customer
requirements.
Uses existing
solutions to meet all
the agreed customer
requirements.
Uses new solutions
to meet all the
agreed customer
requirements.
Uses new solutions to
meet the customer
requirements beyond
their expectation.
Uses best practices to
establish service standards
and develop strategies to
meet the customer
requirements beyond theirexpectation.
Seeks customer feedback to
improve internal processes
Rarely seeks feedback
from the customers on
the services offered to
them.
Seeks feedback from
the customers to
develop a clear
understanding of the
quality of services
offered, but fails to
respond to them.
Seeks and responds
to all customer
feedbacks on the
quality of services
offered.
Analyzes customer
feedback within the
internal team to
improve the internal
processes.
Analyzes customer feedback
involving all the
stakeholders to improve the
policies and processes.
Cultivates relationships with
customers both within and
outside the organization with a
long term perspective.
Takes few steps to
maintain relationship
with customers.
Maintains periodic
contact with the
customers.
Maintains regular
and informal contact
with the customers.
Uses all the available
opportunities to
cultivate relationship
with the customers.
Strategically and
systematically evaluates
new opportunities to
develop long term
relationships with the
customers.
-
8/2/2019 UIL - ion Competencies (2)
13/16
Competency : Team workingDefinition: Builds and leads a cohesive team to work in collaboration with other teams to achieve desired results.
Behaviours Performance Standards
Needs Development Fairly Effective Effective Highly Effective Role Model
Relates well to people across levels and
functions
Relates to certain
people on the basis
of levels and
functions.
Relates to most
people irrespective of
levels and functions.
Relates to all the
people irrespective of
levels and functions
within the
organization.
Relates to all the
people irrespective of
levels and functions
within and outside
the organization.
Creates and
facilitates forums to
develop new
alliances and formal
networks.
Establishes and drives shared values andnorms in the team
Takes little initiativeto establish shared
values and norms in
the team and /or
doesnot adhere to
them personally.
Helps the team toestablish shared
values and norms in
the team , but rarely
adheres to them
personally.
Mostly adheres toshared values and
norms personally in
the team
Consistently adheresto shared values and
norms personally in
the team.
Ensures that sharedvalues and norms are
adhered to by self
and each of the team
members.
Provides direction to the team by
setting clear expectations
Fails to set the
expectations from
the team.
Sets ambiguous
expectations from
the team withoutdefining the roles and
the action plan.
Sets clear
expectations from
the team withoutdefining the roles and
the action plan.
Sets clear
expectations from
the team and definesthe roles and the
action plan to achieve
them.
Sets clear
expectations from
the team andfacilitates the team
to define the roles
and the action plan
to achieve them.
Involves people (from own and different
teams) to achieve work group objectives
Makes plans and
takes decisions
without involving the
concerned people(who may contribute
in meeting the work
group objectives).
Involves concerned
people from within
the function in
getting the inputs butmakes plans and
takes decisions
independently.
Involves concerned
people from within
the function in
getting inputs,making plans and
taking decisions.
Involves concerned
people from within
the organization in
getting inputs,making plans and
taking decisions.
Involves concerned
people from within
and outside the
organization ingetting inputs,
making plans and
taking decisions.
-
8/2/2019 UIL - ion Competencies (2)
14/16
Takes steps to remove organizational
barriers to collaboration and teamwork
Avoids or ignores
organizational
barriers to
collaboration andteamwork.
Sometimes takes
steps to remove
existing
organizationalbarriers to
collaboration and
teamwork.
Always takes steps to
remove existing
organizational
barriers tocollaboration and
teamwork.
Breaks down barriers
(structural,
functional, cultural)
to collaboration andteamwork.
Proactively identifies
potential
organizational
barriers tocollaboration and
teamwork and works
towards removing
them.
Acknowledges and recognizes team
achievements
Misses opportunity to
acknowledge team
achievements.
Acknowledges
significant team
achievements.
Recognizes and
praises team for its
significant
achievements andefforts.
Publicly celebrates
significant team
achievements as well
as efforts.
Helps in instituting
processes and
systems to identify
significant teamachievements and
recognize them.
-
8/2/2019 UIL - ion Competencies (2)
15/16
Competency : Developing JuniorsDefinition: Plan and support initiatives to ensure the availability and development of the talent needed to meet current and future organizationgoals.
Behaviours Performance Standards
Needs Development Fairly Effective Effective Highly Effective Role Model
Understands and motivates key talent in
order to retain them
Has limited
understanding of
motivational needs ofkey talent.
Understands the
motivational needs of
key talent but isunable to meet these
needs.
Makes personal
efforts to meet the
motivational needs ofkey talent in order to
retain them.
Plans resources to
meet motivational
needs of key talent toretain them.
Helps in instituting
organization-wide
systems andprocesses to retain
key talent.
Uses structured approach to evaluate
capabilities, fitment and developmental
needs of juniors
Selects juniors with
minimal or
inadequate abilities
and assigns tasks to
them without
considering their
abilities.
Selects juniors and
assigns tasks to them
as per their abilities.
Uses structured
approach to assess
abilities and fitment
of juniors and
facilitates
preparation of their
development plans.
Puts in personal time
and effort to meet
the development
needs of juniors.
Implements
comprehensive staff-
development
strategies.
Employs tracking
mechanisms to
assure attainment of
overall people
development goals.
Guides and coaches juniors to enhance
skills
Spends little time in
guiding and coaching
juniors.
Regularly shares
expertise with juniors
to enhance skills.
Shares experiences
and discusses how to
handle current or
anticipated jobsituations.
Keenly observes the
performance of
juniors and provides
specific feedback tothem to enhance
their skills.
Coaches the
application of skills in
"On The Job"
situations.
-
8/2/2019 UIL - ion Competencies (2)
16/16
Promotes a culture of continuous
learning and development in the team
Provides little
support to
help others identify
andwork on their
development
objectives.
Ensures that
resources and time
are available for
developmentactivities.
Engages in
development and
career planning
dialogues withjuniors.
Provides long-term
direction for meeting
learning needs of
juniors.
Helps in formulating
organization-wide
policies and
processes to promoteand support
continuous learning
and improvement.
Encourages new ideas, initiatives and
provides support
Shows caution and
resistance to
accepting new ideas
and provides little
encouragement tonew initiatives.
Shows acceptance to
new ideas and
initiatives.
Encourages juniors to
challenge
conventional
approaches and take
new initiatives.
Sponsors
experimentation of
new ideas and
initiatives.
Develops an
environment that
nurtures creative
thinking, questioning
and experimentation.