hr competency model

HR Competency ModelHR Competency ModelA presentation to MBA A presentation to MBA

(HR)students (HR)students BangaloreBangalore

by Dr Pallab Bandyopadhyayby Dr Pallab BandyopadhyayChief people OfficerChief people Officer

SMSM

HR CHALLENGES FOR THE MILLENNIUM

• Globalization

• All pervasive Technology

• The pangs of mergers & acquisitions

• Leveraging human capital

• Diversity/managing people paradoxes

WHAT HAS CHANGED?

The 90’s : Shifts in strategy, markets, structureand the workforce have reshaped the businesslandscape and in turn, compensation

• Linkage with the business strategy

• Redefinition of jobs … more (global) assignments and roles, fewer prescribed jobs

• Growing performance orientation

• A greatly reduced focus on internal equity

PERCEIVED NEED FOR HR COMP MODEL

The constant dilemmaThe constant dilemma

• Cost effectiveness or value creation• Denominator or Numerator • At the Table or on the Table • Do-ables or Deliverables• Reactive or Proactive?• Results thro’ people or People thro’

results

ORGANIZATION MODELS

• CMM

• P-CMM

• European Foundation for Quality Movement

• Malcolm Balridge

• JRD Tata

• CII – EXIM Award for Biz Excellence

• Golden Peacock

Experience

HR Compt.

L’ship Compt.

World class HR Competencies

CONTEXT OF COMPETENCIES

+

+

=

TASKFORCE

• Ranjan Acharya, C Mahalingam, Pallab

Bandyopadhyay,R Vidyasagar (1st Phase)

and Arvind Agarwal (2nd Phase)

• 15 months

• Mandate

• Early thinking in terms of association with

NHRD

APPROACH• Review of Literature• Study of best practices• Consultation with academia/CEO-s/Line

managers/HR professionals – old and new economy

• Presentation to CII regional subcommittees• Initial framework-competencies, levels,

behaviours• Validation process/HR workshop• Birth of Version 1.0

APPROACH

HR COMPETENCY MODEL

LEADERSHIP COMPETENCY

Busin

ess

Know

ledge

Perso

nal

Cre

dib

ility

HR

Pro

cess

Expertise

Change

Managem

ent

Div

ersity

M

anagem

ent

Rela

tionsh

ip

Managem

ent

Fin

ancia

l Persp

ectiv

e

Stra

tegic

Thin

kin

g &

A

lignm

ent

HR FUNCTIONAL COMPETENCY

Serv

ice

Orie

nta

tion

Execu

tion

Exce

llence

Em

plo

yee

Rela

tionsh

ip

OVERARCHING COMPETENCY

SMSM

OPERATIONAL DEFINITIONS

1. Business Knowledge: Ability to understand business including customers and markets.

2. Personal Credibility: Ability to demonstrate high integrity in personal & professional transactions.

3. HR Process Expertise: Ability to apply current technologies/tools for designing & deploying the latest HR systems and processes.

4. Change Management: Ability to diagnose, design and deliver change processes for organizational culture transformation and individual development

OPERATIONAL DEFINITIONS. . . . . CONTD

5 Diversity Management: Ability to leverage differences in thinking styles, gender, race, culture, orientation etc for greater organizational performance.

6 Relationship Management: Ability to develop effective relationships with internal and external forums and bodies on an ongoing basis.

7 Financial Perspective: Ability to understand & demonstrate financial acumen in all HR and business transactions.

OPERATIONAL DEFINITIONS. . . . . CONTD

8. Strategic Thinking & Alignment: Ability to make directional choices and balance between present & the future - takes a long term perspective into account

9. Service Orientation: Ability to imbibe, demonstrate and role model readiness to respond with empathy

10. Execution Excellence: Ability to consistently deliver on time on commitments to internal and external customers.

11. Employee Relationship: Ability to harmonize conflicting interests for organizational effectiveness.

Expert (E) :Expert (E) : Role model and a thought leader for identified competencies and has ability to develop innovative practices & applications

Advanced (A) :Advanced (A) : Demonstrates in-depth mastery of identified competencies and wide level of implementation experience

Competent (C) :Competent (C) : Develops and implements advanced level of identified competencies with some implementation experience

COMPETENCY LEVELS

Basic (B)Basic (B) : : Exhibits appreciation of identified competencies; limited or no implementation experience

Competencies 1 2 3 4 5 6 7 8 9 10 11

HR Exe 0 - 2 Yrs

-- B B -- C -- -- -- B C --

Senior H R Exe/Manager

2 - 5 YrsB C C B C B -- -- C C C

Sr. HR Mgr 6 - 10 Yrs

C A A C A C C C E A A

Head of Dept > 10 Yrs

A E E A/E A A A A E E E

ILLUSTRATIVE MAPPING OF COMPETENCIES AT VARIOUS

EXPERIENCE LEVELS

ASSESSMENT TOOLS – MULTI-RATER APPROACH

Personal Credibility

MeasureCompetency

Business Knowledge

HR Process Expertise

Change Management

Diversity Management

Financial Perspective

Relationship Management

Strategic Thinking & Alignment

Service Orientation

Execution Effectiveness

Employee Relationship

In-Basket

CaseStudy

RolePlay

GroupDiscussion

Presenta- tion Quiz Instru-

ments

Dictionary of Behaviours

WHY DICTIONARY?

• Three options – Bespoke, Instrument and Tailored

• Chose tailored option – best of both worlds

• Dictionary advantage– Internally consistent across levels– Easy to update and change– Mapped more closely to actual roles– Easier to customize

Assumptions:

• This dictionary of competencies is about HR Functional Competencies

• Basic behavioral competencies that underlie some of the functional competencies are embedded into them

• These competencies do not talk of leadership competencies, as they are more organizational defined. However, some of these functional competencies may lead to developing leadership in the HR function.

COMPETENCIES

BASIC BEHAVIORAL COMPETENCIES

• Communication• Initiative• Drive• Creativity• Self Confidence

• Team Work • Influencing skills• Problem Solving• Interpersonal skills

List of 9 generic behavioral competencies that we have embedded into HR competencies

List of generic behavioral competencies that we have embedded into HR competencies

Functional Competencies

Communi cation

Initiative Drive Creativitiy Self-Confidence

Team Work

Influence Problem Solving

Interpersonal Skills

Business Knowledge√

Change Management√ √ √ √ √ √ √ √

Diversity Management

√ √ √ √ √

Employee Relationship

√ √ √ √ √ √

Execution Excellence√ √ √ √ √ √ √ √

Financial Perspective√ √ √ √

HR Process Expertise√ √ √ √ √ √ √

Personal Credibility√ √ √ √

Relationship Management

√ √ √ √ √ √ √

Strategic Thinking√ √ √

LIST OF EMBEDDED COMPETENCIES

1. BUSINESS KNOWLEDGEAbility to understand business including customers , markets and business models

Basic Competent Advanced Expert

•Understands markets catered by business•Shows an overview knowledge of products & services•Names a handful of key customers serviced by the firm•Demonstrates a limited or no understanding of the business model

•Articulates the markets and rationale behind•Understands the business logic behind the choice of products & service portfolio•Recognizes the complete customer base being serviced by the firm•Understands the business model adopted by the firm

•Understands the competitive pressures operating in the market•Differentiates the value proposition behind the products & services portfolio vis-à-vis what competition offers•Understands business needs of customers as relevant to firm’s business•Supports business model effectively

•Helps create competitive advantage for the firm•Facilitates understanding of firm’s strategic intent behind product portfolio.•Participates in customer-related business reviews•Influences moving up the value chain along the business model

Ability to demonstrate high integrity in personal and professional transactions


• Meets deadlines•Demonstrates emotional control •Accepts mistakes•Avoids exaggeration •Prepares well before communication

•Meets team targets•Accepts responsibility for team’s mistakes•Avoids bringing personal bias•Represents both sides of a conflict

•Ability to withstand pressure from supervisor / peer group•Balances employee advocacy with organizational needs•Demonstrates mastery over functional knowledge•Demonstrates ….. Flexibility

•Creates a culture of openness•Role model for organizational values•Willing to advocate and push unpopular initiatives

2. PERSONAL CREDIBILITY

Ability to apply current technologies/tools for designing & deploying the latest HR systems and processes.


• Demonstrates understanding of basic HR theories and concepts

–Motivation models–Compensation fundamentals–Recruitment and selection

• Utilizes generic software for HR processes- such as spreadsheets, power point•Continuously updates himself/herself on HR process Knowledge

•Demonstrates understanding of implementation of HR knowledge to a sub-system such :•Compensation•Recruitment•Performance Management

•Able to utilize specific HR process application packages such as compensation, performance management etc•Creates team learning forums for HR expertise updation

• Demonstrates understanding of interdependence of all HR sub-processes with each other

•Provides valuable inputs for the design of new HR IT applications and processes

•Constantly benchmarks with best HR processes in the industry

•Demonstrates understanding of HR processes and their impact on business processes

•Continuously innovates people practices to introduce new E-HR applications

•Introduces HR processes and frameworks for measurement against world class standards

3. HR PROCESS EXPERTISE

Ability to diagnose, design and deliver change processes for organization culture transformation and individual development


•Understands the core business processes and need for change•Demonstrates familiarity with change management principles and concepts•Demonstrates willingness to change at a personal level •Re-orients self quickly to new situations

• Leads change initiatives at the departmental level•Questions status quo for team processes•Encourages teams to proactively identify issues•Equips teams with problem solving tools and techniques •Exhibits tolerance for errors in new endeavors

•Enlists support for new initiatives from top management•Effectively manages resistance to change•Encourages out-of –box creative thinking through instituting forums for brainstorming etc•Nurtures new ideas and steers them from vested interests to prevent infantile mortality

•Creates blue print for organization change management

•Constantly tracks inflection points in the environment like sudden dip or upsurge in people demand, legal requirements etc

•Creates self-aligning and quick correcting HR systems and processes

4. CHANGE MANAGEMENT

5. DIVERSITY MANAGEMENTAbility to leverage differences in thinking styles, gender, race, culture, orientation,etc., for greater organizational performance


•Fulfills legal requirements •Appreciates diversity •Recognizes need for cross-cultural skills•Appreciates & assimilates differences in points of view

•Encourages diversity initiatives•Understands business benefits from diversity•Practices inclusiveness•Take diversity goals for achievement

•Redefines outlook towards diversity•Creates processes and forums for facilitating diversity•Rewards diversity practitioners•Makes diversity part of business planning

•Champions diversity and inclusiveness• Creates best practices •Demonstrates business results from diversity•Integrates diversity in the organizational fabric

Ability to make directional choices and balance between present and future - takes a long term perspective into account


•Understands organizational Vision and Values•Demonstrates sufficient domain knowledge for catering to immediate business needs•Invests time in building expertise for future business needs

•Appreciates the wider business context of the present and future•Invests in building future competencies needed in the team•Ignores short terms gains that can have consequences in the long terms, like recruiting numbers at the cost of quality

•Able to discriminate between strategic investment and discretionary expenses•Participates actively in development initiatives as a trainer/ advisor•Measures and tracks people competencies at an organizational level

•Articulates key building block initiatives for the future with action plans•Willing to take calculated risks for future gains•Tracks environmental trends to take urgent immediate survival measures and long term sustenance.

6. STRATEGIC THINKING

7. FINANCIAL PERSPECTIVE

Ability to understand and demonstrate financial acumen in all HR and business transactions


•Has a feel for numbers•Spends within budget •Understands financial terms used in business

•Participates in budget exercises for HR.•Has good understanding of financial parameters•Does cost-benefit analysis for discussions

•Focuses on value creation•Translates HR policies as value drivers.•Compares industry benchmarks for employee costs

•Participates in organizational scorecard exercise•Creates top line impact through HR policies•Sets industry benchmarks in employee costs

8. SERVICE ORIENTATIONAbility to imbibe, demonstrate and role models readiness to respond with empathy


•Participates willingly in problem-solving•Uses standard Operating procedures•Takes feedback for improvement•Fixes problems when approached.

• Offers to be part of the solution when problem surfaces•Continuously improves procedures and processes•Invites feedback and makes corrections•Takes ownership for delivering value

•Leverages technology to expedite processes•Inculcates a service-mindset in people •Continually researches for process improvement•Rewards and reinforces service mindset

•Reengineers processes to add value.•Institutionalizes the “moments of truth”• Sets and improves benchmark for service excellence•Creates many customer champions

9. RELATIONSHIP MANAGEMENTAbility to develop effective relationships with internal and external forums and bodies


•Expresses views openly•Demonstrates sensitivity to others by listening without interrupting, acknowledging etc•Discusses to resolve issues •Networks with peers and team•Does not defend/attack in meetings

•Interacts with other functions/ teams•Harmonizes relationships within own team by surfacing and resolving conflicts •Leverages partnerships in increasing HR effectiveness• Participates in cross functional projects

•Utilizes business relationships for new opportunities advantage• Leads initiatives for breaking organizational silos•Creates teaming awareness and role clarity across the organization•Establishes contacts and relationships at industry/functional forums

• Creates a culture of collaboration through specific reward mechanisms•Leads integration activities in mergers/acquisitions• Creates “early warning” systems and mechanisms like regular surveys and company wide indexes to spot relationship breakdowns•Able to influence policy decisions by leading industry forums

Ability to consistently deliver on time on commitments to internal and external customers


Demonstrates ability to effectively track routine jobs•Able to prioritize multiple jobs•Clarity on objectives•Shows attention to detail•Constantly works on cost reduction •Participates in Quality projects improving execution

•Comprehensively prepares project plan•Sets up / implements review mechanism•Deals firmly with underperformance•Rewards / motivates team members •Leads Quality projects on improving HR execution

•Balances multiple projects•Optimizes between resources and gains•Benchmarks with the best on execution parameters like recruitment cycle times, cost of recruitment, response times for employee queries•Selects and champions areas within HR processes that need Quality projects

• Creates an organization culture of execution excellence by emphasizing importance in all internal forums•Focuses on few key initiatives. •Innovates new HR service delivery processes and mechanisms that crash cycle times•Reviews and guides Quality initiatives in improving execution at all levels

10. EXECUTION EXCELLENCE

Ability to harmonize conflicting interests for organizational effectiveness


•Has theoretical knowledge of the legal framework including Industrial Disputes Act, Shops and Establishment Act, Law of Contracts etc•Demonstrates concern for other people’s feelings•Awareness of group dynamics•Demonstrates high emotional control in the face of criticism

•Practical knowledge of collective bargaining and negotiated settlements•Appreciation of case laws and precedents

•Ability to see both sides of the issues

• Ability to carry team through tough situations

•Builds synergies among various groups

•Creates processes and forums for escalation of employee issues and their redressal

•Builds worker participation

•Ensures actions on employee satisfaction surveys

•Pro-actively creates a positive industrial climate for productivity• Introduces practices such as Kaizen to utilize knowledge repository with workers•Builds a sense of pride of belonging to the organizations

•Sets and achieves high standards of safety, productivity and retention.

11. EMPLOYEE RELATIONSHIP

IMPLEMENTATION PLAN

EEvaluate & Review

eVVangelize

AAssess

LLeverage

UUniversalize

HR COMPETENCY MODEL DEVELOPMENT

By

XLRI, Jamshedpur

FINAL STAGE OF HR COMPETENCY MODEL

• Focus– The range of competencies required to play the

multiple roles of HR– Changing nature of HR profession– Technology that will help to shape the work of

HR professionals in their new roles– To define excellence and value they bring to

organizations

COMPETENCY TYPOLOGY

GENERIC FUNCTIONAL

BEHAVIORAL

Generic Behavioral – Generic behavioral competencies (more

essential at senior levels)

Functional Behavioral – Behavioral competencies

(More critical to Hr professionals)

TECHNICAL Generic Technical – Generic competencies that

are technical in nature

Functional Technical – Specific functional

knowledge and skills(for delivering results)

HR COMPETENCIES

• Earlier– Business Knowledge

– Personal Credibility

– HR Process Expertise

– Change Management

– Diversity Management

– Relationship Management

– Financial Perspective

– Strategic Thinking and Alignment

– Service Orientation

– Execution Excellence

– Employee Relationship

• Now

– Functional Behavioral

• Service Orientation

• Personal Credibility

• Execution Excellence

– Generic Behavioral

• Strategic Thinking and Alignment

• Change Orientation

• Networking Management

– Generic Technical

• Business Knowledge

• Financial Perspective

HR COMPETENCIES - ADDITION

• Functional Technical– HR Planning and Staffing– Performance Management– Training and Development– Talent Management– Compensation and Benefit– Managing Culture, Design and Change– ER and Labor Laws– Building HR Strategy– International HRM

PHASES OF DEVELOPMENT

CONCEPT DEVELOPMENTPHASE 2004-06

2006

FUNCTIONAL TECHNICAL FUNCTIONAL BEHAVIOURAL

GENERIC TECHNICALGENERIC BEHAVIOURAL

HR Planning & StaffingPerformance ManagementTraining & DevelopmentTalent ManagementCompensation & BenefitManaging Culture, Design & ChangeER & Labour LawsBuilding HR StrategyInternational HRM

Service OrientationPersonal CredibilityExecution Excellence

Business KnowledgeFinancial Perspective

Strategic Thinking & AlignmentChange OrientationNetworking Management

Classified HR Competencies

Thank You

hr competency model

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