Recommended HR Initiatives – Emami Paper Mills Ltd.

Preamble
EMPL is on a growth path with the aim of achieving around Rs. 1000-1200 Crores turnover and has
ambitious plans for capacity expansion and augmentation.
The EPML leadership is apparently aware of the importance of talent management and has taken the
following steps already:
 Putting in place the Balanced Scorecard based performance management system with defined and
measurable goals.
 Carrying out a 360* Feedback survey to understand the leadership capacity of the select senior
management group as perceived by an individual’s supervisor, peers and subordinates.
But the above initiatives are not sufficient enablers for ensuring that the management role holders have
the matching desired competencies needed to lead and manage the future large EMPL with complexity of
processes, markets etc. Therefore it would be essential to create the talent pipeline that will have the
desired competencies. We recommend a well-defined talent management process for EPML which would
focus on identifying desired competencies required by the leadership roles, assessing the presence of
those competencies and recommending a talent development plan to build the competencies or bridge
competency gaps – as detailed below:

Competency Models
A Competency is a combination of the knowledge, skill or personal attribute which enables a person to
deliver successful performance. In other words, competencies are a way to identify what it means to be a
superior performer within an organization.
A Competency Model is a set of key behaviours required for excellent performance in a particular role.
These behaviours are demonstrated by excellent performers on-the-job much more consistently than
average or poor performers. Therefore organizations develop competency models for unique positions
across the hierarchy so that predictors of performance can be defined and developed.
Competency Models are the most effective means of aligning people with business strategy. They clarify
how people need to perform in order to achieve business objectives. They are the substratum upon which
HR systems are integrated and organizational performance achieved. Competency Models are used for
recruitment, manpower positioning, capability building all directed at developing and maintaining a
workforce that has the capacity to achieve business results.
Wherever ‘people’ are a key success factor and for organizations that take a strategic view of their future
– Competency Models are essential. It is the practice of organizations to have Competency Models for
management staff only.
The Competency Model created by us would define levels of behaviours for unique positions according to
the existing hierarchical management structure of EPML.
Our Approach
 Examine key business processes and study key functions of EPML
 Understand the jobs and roles expectations
 Identify superior performers within the organization, study their activities and derive inputs
from them through one-on-one interviews
 Develop levels for the identified behavioural and functional competencies based on
organisational level, expertise level and impact of the job
 Seek validation from expert panels and top management
 Complete first draft of the Competency Framework and present to management
 Finalize Competency Framework and submit

Assessment (Development) Centres

After identifying competencies for unique positions/roles, it is necessary to know what level of
competency the role occupant has – there needs to be a system for assessing competencies, so that the
“best fit” can be ascertained and strategies for “bridging the competency gap” can be made and
implemented.
An Assessment Development Centre conducts a standardized evaluation of competency based on multiple
inputs.
Trained Assessors and techniques are used. Judgments/ observations about behaviours are made, in major
part, from specifically developed assessment simulations. These judgments/ observations are assimilated
in a meeting among the assessors or by a statistical integration process.
Most organizations have Assessment Centres conducted for senior management staff and use external
Assessors considering the sensitivity of the process and the target population.

Our Approach
 Identify the set of tools and assessment techniques to be used to elicit the required behaviours and information
relevant to the selected competencies / dimensions.
 Draw up the Assessment Centre schedule
 Carry out Assessment Centres
 Collate and assimilate shared data from the assessors
 Prepare Assessment Report with recommendations
 Provide feedback to the concerned individuals which will include recommended Individual Development Plans
 Summary of Findings and Recommendations submitted to Management.