creating organizational effectiveness using competencies

8/8/2019 Creating Organizational Effectiveness Using Competencies

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Creating Organizational Success

using CompetenciesFor HR SANGAM


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Food for Thought!

What creates Organizational Success?

What are the Indicators of an Organizational

Potential Success?

What factors ensure Organizational Success?

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Competency Vs Performance

Video

Performance is a deliberate and purposeful action orset of actions that an individual takes in order toachieve a desired result or output of some kind that has

got value to the individual whereas Competency canbe thought of as the tools that individuals use forsuccessful or exemplary (best-in-class) performance

The best performer is always called as Competentperformer and not vice versa that is, the performance

can be influenced by the organizational environmentthat includes processes and systems

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?


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Slavery

Forest as

Laborer

Evolution of Hetro

Work force

No working Hours

Human Rights

Hygiene Laws

Welfare officer

Administrator

Personnel

IR and ER

Training

People

NO HR

Competency Manager

No working Hours

Human Rights

Hygiene Laws

Welfare officer

Administrator

Personnel

IR and ER

Training

People

NO HR

Competency Manager

Family as

LaborAnimal as laborers

Noise at Birth

Novice as

Developed

Voice at Growth

Choice for CA

Rejoice as Work

Life Balance

Noise at Birth

Novice as

Developed

Voice at Growth

Choice for CA

Rejoice as Work

Life Balance

Evolution of Competency

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Who decides what competencies are

required?

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I asked for a pair of hands,unfortunately a person came

attached with it.

Knowledge

You can chose any color as

long as its is Black

Leave your brain behind and

do what I say

HENRY FORD

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Competency at best on the Street side palmist a true story

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U

U

U

Value Creation Selling (VCS) Your competency in understanding this Dynamics

courtesy Ram Charan

Customer

Customers

Customer

Competitor of

Customer and

Customers customer

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The Customer Focused Enterprise


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Impact of CBM

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EVOLUTION AND THEORETICAL

ASPECTS

Competency

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Origin and History

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Frederick Taylor

Breaking down jobs into sub-components

David McClelland-Father ofCompetency

1973 started Competencymovement

Academic exams & IQ was nogood

Competencies are the

differentiator & can be learned

Richard Boyatzis

1982 an underlyingcharacteristic of an individualwhich is causally related toeffective or superiorperformance in a job

Zemke (1982) Applying job competencies to training


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Competency

A combination of knowledge, skills and attitude,which leads to superior performance

The term competency is widely used as

A set of skills, knowledge and attitude that is requiredin an individual to perform a specific job

A blend of IQ and EQ, where each is significant tosuperior performance.

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Looking Deep Competency

Knowledge

Skills

Identify & Train

Motives

Traits

Thought

Select For

Attitude


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CEOs Experience in

Competency Mapping and Assessment Brakes India

Coromandel Fertilisers

PepsiCo India

Bajaj Auto

HPCL

Dupont Fibres

VATech Wabag

Take Solutions

Matrix Laboratories

Commtel Networks

Kobe Precision Tech (Malaysia)

Tenega Nasional (Malaysia) MLNG Petronas (Malaysia)

Busana Apparels (Indonesia)

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Assessed more than 2000 people across functions

Conducted around 50 assessment centres

Experience in both leadership as well as functional

competency domain

Adopted assessment centre and 360 feedback

method

Supported by expert research team

Initiatives led to great milestones

PCMM Certification

Japanese Quality Gold Award

South East Asias Best Practice Award

CII-EXIM Business Excellence Award


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CREATING SUCCESS

Using Competencies

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2-Factor Model

Effectiveness

Efficiency

OrganizationalSuccess

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Case

Divide into 3 teams

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EFFECTIVENESS

Organizational Success Factor

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Applications

Recruitment & Selection

Training

Competency Based Compensation

Performance Management

Succession Planning

Career Planning

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Linkages between Organization & People Competencies(by Ganesh Shermon)

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Business Strategy

Business model

ProcessesDifferentiators

HR StrategyPeople Profile

PeoplePerformance

Processes Design

TechnologyProcesses

Change drivers

Performance MetricsKP I

MilestoneTargets

Core CompetenceDefinition

SWOTCapability Profile

Organization Design

Structure & KPI'sCulture

Realization ofStrategic Clarity

Realization ofResults

Milestones

Realization of

CompetencyPlans

Realization of

Tactical Goals

Organizational Competency Building

Critical SuccessFactors

Risk Adjusted

ReturnPortfolio of

Assets

Competency Model

DevelopmentCompetency Based

HR ProcessEngineer

DevelopmentCentre

Gap AnalysisCompetencyAssessment

Consolidation

Business Competency Building

People Competency Building

Performanc e Competency Building

Career Competency Building

Potential Competency Building

Drivers

CurrentState

FutureState


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Organization Competency Grid0 Counseling required Guide Groom

Sivaramakrishnan Mohammad Ilias

Gopal RaoSujatha

PadbanabanRakesh Sukla

-1 Critical attention needed Handhold CoachRavi Naik Manju Menon

XaviarNishant Gokale

Sivakumaran

-2 Crisis Critical attention needed Accelerate learningRaghunath Reddy

-30.75 0.50 0.25 0

Fundamental & Leadership competencies-Dept Grid

Demonstration Variance (CCL Minus CPL)

DevelopmentGap

(CPLMinusRPL)

TargetedDevelopme

nt

PlannedInterv

ention

Immedia

teAttention

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HR Strategy

Role Definition &Job Profiling

Sourcing &Recruitment

Selection &

Assessment

Succession Planning

Training &Development

PerformanceManagement

New Hire

Orientation

Competency Linkage to HR Processes

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Leadership Competency Functional Competency

Critical Behaviour ApplicationKnowledge

Leadership

Proficiency

Functional

Proficiency

Overall Individual

Proficiency

Individual Development Plan

High Potential Employees

Future Leaders

Career Planning

Talent Pipeline

Vision and Values

Business Plan and Challenges

Competitive Advantage

Organization Structure and Roles

Operational

Excellence

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Competency Application to Big Picture

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Competency Assessment Individual Development Plan

Business Academy

All Participants

High Potentials

On the Job Projects

Career Development

E LearningCoaching and Mentoring

Technical Training Centre

Job Posting Applicant Evaluation Career Moves

Vacancies

Job Description

Profile Description

Past Performance

Experience in Current Org

Experience in Current Role

Supervisor Comments

ADC Inputs

Those who have notqualified for OA

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EFFICIENCY

Organizational Success Factor

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Popularly known framework

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Some of the Best Models

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PepsiCo Model removed for rights purposes


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Some of the Best Models

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Personal

EffectivenessTeamwork

SettingStandards

Resource

Management

ResultOrientation

DecisionMaking

Planning&Organizing

SystemsOrientation

Mentoring

TeamLeadership

DevelopingSelf

Impact &Influence

InterpersonalRelationship

BuildingCustomer

Relationship

CustomerSensitivity

Entrepreneurship

Business Focus

Innovation

PLAN THE

FUTURE

DOING IT

PERFECT

INVEST &

DEVELOP

Strategic

Or ientation

Customer

Or ientation

TeamBuilding

AchievementOrientation

Execution

Excellence

PersonalEffectiveness

Customer ServiceOrientation

The inner red circle refers to

the clusters;

The yellow circle denotes the

competencies belonging to

the three-clusters; and

The outer red circle refers to

the themes under each of the

six competencies.


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CEOs Model

(Integrated Approach)

Fundamental Critical for all employees

Reflections of the organization'svalues, culture and businessimperatives

Leadership Critical for managerial/

executive roles

Functional Specialized knowhow or

abilities Function/Job specific

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BRITVIC

BRITVIC operates a two-tiered graduate assessment centrerecruitment process for its young manager graduate and maturegraduate training programmes. The first assessment centre typicallyinvolves upto 24 candidates across a general talent pool and tests sixkey competency areas within the following tests and experience. Numerical Reasoning Tests

One-to-one competency-based interviews Practical problem-solving task

Two group or discussion exercises

Verbal reasoning tests

Working on exercises with employees currently on the graduateprogramme

The second assessment centre focuses on specific job types and typically

involves between 10 and 12 candidated. The format of the assessment issimilar to the first but in addition candidate must give a 15-minutepresentation on a pre-determined topic

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KPMG

KPMG operated a one-day assessment centre

as part of its graduate recruitment process.

Candidate assessments include a in-tray

exercise where candidates prioritize a largenumber of documents, as group exercise , a

presentation and a partner interview

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PHILIPS SEMICONDUCTOR

Leadership Potential Assessment: Philips Semiconductor relies on explicit leadership competencies to

provide a common language for discussing the potential of individualemployees by following the steps below : Rank Individuals by competencies

Individuals are scored , weighted, and ranked in the six core competencies

Identify Strengths and Weakness

A Core management team uses these competencies to identify strengths and weakness of keyindividuals and to map out a specific development plan

Enroll in Assessment Centers Once identified , top potential leaders may participants in a two to three-day program at the

assessment centre. Participants engage in exercise formats to provide a total picture of theirskills sets . Participants are assesses on the following parameters:

o Ability to develop self and others

o Solutions-oriented thinker

o Determination to achieve excellent results

o Exemplifies strong market focuso Inspires commitment

o Portrays as demand for top performers

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ROLLY-ROYCE

ROLLY-ROYCEs graduate assessment centres

use interviews. Psychometric tests, a case

study, and offer an opportunity to speak to

current graduate trainees at the company. Thecompany also tests applicants technical

knowledge either at the assessment centre or

in a final interview

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SMITHKLINE BEECHAM

SMITHKLINE BEECHAM CONSUMER HEALTH

CARE used assessment centers to determine

the person-position match. They used

structured interviews, case study, scenariodiscussion and portfolio presentation as a part

of the process

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Q&A

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Thank You!

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creating organizational effectiveness using competencies

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