CavinKare CavinKare

Competency Based HR Strategic Competency Based HR Strategic InitiativesInitiatives

Assessing Key Competencies Assessing Key Competencies

BothBoth

Behavior and Functional Behavior and Functional

Leading to performance outcomeLeading to performance outcome

Competency based HR Strategic Competency based HR Strategic InitiativeInitiative

Why this exercise?Why this exercise?

We have Ambitious plan to growWe have Ambitious plan to grow

Wanted to reduce subjectivity in people Wanted to reduce subjectivity in people processesprocesses

Progressive companies would give thrust on Progressive companies would give thrust on competency based people development competency based people development processprocess

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

BenefitsBenefits Role based competency matrix for all Role based competency matrix for all

positionspositions Present level competency can be ascertained Present level competency can be ascertained

and gap can been seen visiblyand gap can been seen visibly TNI can be designed based on the gap TNI can be designed based on the gap

identified and would be individual specific & identified and would be individual specific & more focusedmore focused

Can identify Hi-potential employees for Can identify Hi-potential employees for future rolesfuture roles

Talent Acquisition criteria would be fixed and Talent Acquisition criteria would be fixed and would pave the way for objective based hiringwould pave 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 Probing past experience

impression varyimpression 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 Steps involved in the competency mappingmapping

Step 1Step 1 * Review, finalize and accept * Review, finalize and accept company wide competency company wide competency

requirements that are requirements that are critical for critical for our company our company growthgrowth

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

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

definition for the company definition for the company as a wholeas 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 Steps involved in the competency mappingmapping

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/HoDsuperior/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 Steps involved in the competency mappingmapping

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

Management]Management]c] Learning Management c] Learning Management

System 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 - Review, finalize and accept company wide competency requirements that are wide competency requirements that are

critical for our company's growthcritical for our company's growth

CompetenciesCompetencies CommunicationCommunication LeadershipLeadership Strategic ThinkingStrategic Thinking CreativityCreativity TeamworkTeamwork Sense of OwnershipSense of Ownership Customer Customer

OrientationOrientation Consumer Consumer

OrientationOrientation

Mandatory/ Mandatory/ Non-negotiable Non-negotiable CompetenciesCompetencies

Micro planning Micro planning and Executionand Execution

DifferentiationDifferentiation Quality OrientationQuality Orientation

Step 2Step 2 – Define observable behavioral – Define observable behavioral definitions [finalize behavioral dictionary] – definitions [finalize behavioral dictionary] –

CK CompetenciesCK Competencies

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

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

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

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

44 Sense of Sense of OwnershipOwnership

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

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

11 Micro Micro planning planning and and ExecutionExecution

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

22 DifferentiatDifferentiationion

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

33 Quality Quality OrientationOrientation

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

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

S S NoNo

Role definitionRole definition SalesSales

11 Executive task Executive task under supervisionunder supervision

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

22 Executing tasks Executing tasks independentlyindependently

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

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

44 Section/ Location Section/ Location HeadHead

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

55 HOD/ Management HOD/ Management TeamTeam

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

AWARENESSAWARENESSCONTRIBUTOCONTRIBUTO

RYRYEXPEREXPER

TTLEADING LEADING

EDGEEDGE

   CRITICALCRITICAL            

                 

CRITICALITYCRITICALITY

              

              

IMPORTANIMPORTANTT            

              

              

              

              

PREFERREPREFERREDD

             

Functional/ Functional/ Technical Technical

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

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

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

Step 4 – Identify Proficiency levelStep 4 – Identify Proficiency level

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

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

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

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

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

Step 5 – Identify Behavioral skills Step 5 – Identify Behavioral skills required for the rolerequired for the role

   CAVINKARE COMPETENCY MAPPING MATRIXCAVINKARE COMPETENCY MAPPING MATRIX      

   RoleRole Sales RepresentativeSales RepresentativeSD/SD/

147/00/01.10.08147/00/01.10.08   

   FunctionFunction SalesSales   

   Equivalent Competency RoleEquivalent Competency Role Front line Front line   

   PROFICIENCY LEVELSPROFICIENCY LEVELS

   BASIC AWARENESSBASIC AWARENESS CONTIRBUTORYCONTIRBUTORY EXPERTEXPERTLEADING LEADING

EDGEEDGE

         Retail Perf StdRetail Perf Std Selling SkillsSelling Skills   

   CRITICALCRITICAL   Operational RS Operational RS ManagementManagement

Distribution Distribution ExpansionExpansion   

         Product KnowledgeProduct Knowledge Claims makingClaims making   

CriticaliCriticalityty

   DifferentiationDifferentiation consumer orientationconsumer orientation      

   PC skills PC skills Market KnowledgeMarket Knowledge      

IMPORTANIMPORTANTT

cavinkomm / RS cavinkomm / RS softwaresoftware Trade relationsTrade relations      

  Micro Micro planning/executionplanning/execution Customer orientationCustomer orientation      

   Analytical skillAnalytical skill Team workTeam work      

   Quality orientationQuality orientation CommunicationCommunication      

  PREFERREPREFERRE

DD    CreativityCreativity      

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

DistributionDistributionBusiness Business

ResponsibilityResponsibilityDivision Division

ResponsibilityResponsibilityRegion Region

ResponsibilityResponsibilityArea Area

ResponsibilityResponsibilityFront Line Front Line

SalesSales

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 RS managementmanagement

RS RS managementmanagement

Team Team managementmanagement

Marketing Marketing supportsupport

Resource Resource managementmanagement

Financial Financial commitment commitment mgtmgt

Financial Financial commitment commitment mgtmgt

New business New business developmentdevelopment

Team Team managementmanagement

Product Product knowledgeknowledge

Product Product knowledgeknowledge

Policy/process Policy/process compliancecompliance

Market Market knowledgeknowledge

Market Market knowledgeknowledge

Trade marks Trade marks protectionprotection

Trade relationsTrade relations Trade relationsTrade relations

Analytical skillAnalytical skill

Claims makingClaims making

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

LeaderLeader ManageriaManageriall

ExecutionExecution Co- Co- ordinationordination

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

Marketing Marketing strategystrategy

Profit Profit monitoring skillmonitoring skill

Profit Profit monitoringmonitoring

Marketing planMarketing plan

Brand Brand managementmanagement

Marketing planMarketing plan Consumer Consumer trackingtracking

Consumer Consumer trackingtracking

Media Media managementmanagement

Tracking Tracking competitioncompetition

Advertising Advertising and media and media promotionspromotions

Competition Competition trackingtracking

Agency Agency managementmanagement

Product launch Product launch and promotionand promotion

Research Research activitiesactivities

Trademark Trademark managementmanagement

Build brand Build brand identityidentity

Brand related Brand related activitiesactivities

Financial Financial acumenacumen

Agency Agency briefingbriefing

Knowledge of Knowledge of product and product and packingpacking

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

ResourcesResourcesLeaderLeader ManagerialManagerial ExecutionExecution Co- ordinationCo- ordination

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

Financial acumenFinancial acumen Recruitment Recruitment managementmanagement

Compensation Compensation managementmanagement

Statutory Statutory knowledgeknowledge

Labour law knowLabour law know PMSPMS HR info systemHR info system

Know of HR Know of HR concepts & processconcepts & process

Compensation Compensation managementmanagement

Payroll managementPayroll management

Business acumenBusiness acumen IR skillIR skill

HR visionHR vision HR info systemHR info system

Policies & Policies & proceduresprocedures

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   

FFuunnccttiioonnaall/ / TTeecchhnniiccaal l SSkkiillllss

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

Distribution expansionDistribution expansion Enhance coverage in a defined Enhance coverage in a defined budgetbudget   

RPSRPS    Availability and visibility - Availability and visibility - merchandisingmerchandising   

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

Financial commitment Financial commitment MgtMgt   

Handling collection issues, distributor Handling collection issues, distributor investment, RS funds managementinvestment, RS funds management

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

Market KnowledgeMarket Knowledge    Understanding of the geography and Understanding of the geography and relationship with dealersrelationship with dealers

Trade relationsTrade relations    Relations with the retailers, Relations with the retailers, leverage the salesleverage the sales   

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

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

              

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

On line display of individual On line display of individual competencycompetency

Step 8 – Assess role holder behavioral Step 8 – Assess role holder behavioral skill through Echoskill through Echo

What is an Echo ToolWhat is an Echo Tool EchoEcho Psychometric ToolPsychometric Tool Behavioral questionnaireBehavioral questionnaire 20 minutes only20 minutes only Interpersonal, activity and Interpersonal, activity and

motivationmotivation 10 Dimensions of Personality10 Dimensions of Personality

Step 8 – Ten Dimensions of Step 8 – Ten Dimensions of PersonalityPersonality

IntroversionIntroversion ExtroversionExtroversion

AnxietyAnxiety RelaxationRelaxation

AssertionAssertion QuestioningQuestioning

ReceptivityReceptivity DistanceDistance

RigidityRigidity ImprovisationImprovisation

Intellectual Intellectual DynamismDynamism

Intellectual Intellectual ConformismConformism

CombativenessCombativeness ConciliationConciliation

RealizationRealization FacilitationFacilitation

BelongingBelonging IndependenceIndependence

PowerPower PerfectionPerfection

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

By ExperienceBy Experience Would be empirically done by Would be empirically done by

superiorsuperior 360 degree Appraisal360 degree Appraisal

Step 10 – Match of role holder Vs Step 10 – Match of role holder Vs Role based competencyRole based competency

Step 10 – Match of role holder Vs Role Step 10 – Match of role holder Vs Role based competencybased competency

Step 10 – Match of role holder Vs Role Step 10 – Match of role holder Vs Role based competencybased competency

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 Change in the interview evaluation

sheetsheet Competency based Preliminary Competency based Preliminary

interview interview Administer Echo and match with Administer Echo and match with

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

procedures would be administered as is procedures would be administered as is being done by HRbeing done by HR

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 Identify hi-potential – future role

leaders 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 Gap identified would be the basis for

the individual Learning the individual Learning

Step 12 – Employee FeedbackStep 12 – Employee Feedback

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

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

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

c] 360* appraisal the superiors would c] 360* appraisal the superiors would give a feedbackgive a feedback

Step 13 – Performance Step 13 – Performance Management : Management :

A Holistic Approach A Holistic Approach THE WAY FORWARDTHE WAY FORWARD

* Existing Vs Present* Existing Vs Present

Change in PMS…. May happen in Change in PMS…. May happen in futurefuture

JC PriorityJC Priority KRAKRA Behavioral CompetencyBehavioral Competency Functional CompetencyFunctional Competency 360 degree appraisal360 degree appraisal