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Creating Organizational Success

using Competencies
For HR SANGAM
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 or
set of actions that an individual takes in order to
achieve a desired result or output of some kind that has
got value to the individual whereas “Competency” can
be thought of as the tools that individuals use for
successful or exemplary (best-in-class) performance
 The “best performer” is always called as ‘Competent
performer’ and not vice versa that is, the performance
can be influenced by the organizational environment
that includes processes and systems

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?

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Evolution of Competency

Animal as laborers Family as


Forest as Labor
Laborer  No working Hours
 Noise at Birth  Human Rights
 Novice as  Hygiene Laws
Developed  Welfare officer
 Voice at Growth  Administrator
 Choice for CA  Personnel
 Rejoice as Work  IR and ER
Life Balance
 Training
Slavery  People
Evolution of Hetro
Work force  NO HR
Competency Manager
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Who decides what competencies are
required?

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Knowledge
I asked for a pair of hands,
unfortunately a person came
attached with it.

HENRY FORD

You can chose any color as


long as its is Black

Leave your brain behind and


do what I say

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Competency at best on the Street side palmist – a true story

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The Customer Focused Enterprise

Competitor of
Customer and
Customer
U Customers customer

Customers
Customer U

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


– courtesy Ram Charan
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Impact of CBM

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Competency

EVOLUTION AND THEORETICAL


ASPECTS
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Origin and History

Frederick Taylor David McClelland-Father of Richard Boyatzis


• Breaking down jobs into sub- Competency • 1982 “an underlying
components • 1973 started Competency characteristic of an individual
movement which is causally related to
• Academic exams & IQ was no effective or superior
good performance in a job
• Competencies are the
differentiator & can be learned

 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 required


in an individual to perform a specific job

 A blend of IQ and EQ, where each is significant to


superior performance.

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Looking Deep – Competency

Identify & Train

Knowledge
Skills

Select For

Motives
Traits
Attitude
Thought

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CEO’s Experience in
Competency Mapping and Assessment
 Brakes India Assessed more than 2000 people across functions

 Coromandel Fertilisers Conducted around 50 assessment centres


 PepsiCo India Experience in both leadership as well as functional
 Bajaj Auto competency domain
 HPCL
Adopted assessment centre and 360 feedback
 Dupont Fibres method
 VATech Wabag
Supported by expert research team
 Take Solutions
 Matrix Laboratories Initiatives led to great milestones

 Commtel Networks  PCMM Certification


 Kobe Precision Tech (Malaysia)  Japanese Quality Gold Award
 Tenega Nasional (Malaysia)
 South East Asia’s Best Practice Award
 MLNG Petronas (Malaysia)
 Busana Apparels (Indonesia)  CII-EXIM Business Excellence Award

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Using Competencies

CREATING SUCCESS

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2-Factor Model

Effectiveness

Organizational
Success

Efficiency

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Case
 Divide into 3 teams

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Organizational Success Factor

EFFECTIVENESS

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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)
Current
Future
State
Organizational Competency Building State

Drivers
Critical Success Portfolio of Risk Adjusted
Factors Assets Return
Business Strategy
Business model
Processes
Differentiators
Realization of
Strategic Clarity
Organization Design
Structure & KPI's
Competency Model Competency Based
Culture Engineer
Development HR Process

Realization of
Core Competence Tactical Goals
Competency Development
Definition Gap Analysis
Assessment Centre
SWOT
Capability Profile
Consolidation

Performance Metrics Realization of


KPI Competency
Milestone Plans
Targets
Business Competency Building

Processes Design
People Competency Building
Technology
Realization of
Processes
Results
Change drivers Performance Competency Building Milestones

HR Strategy Career Competency Building


People Profile
People
Performance Potential Competency Building

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Organization Competency Grid Fundamental & Leadership competencies- Dept Grid
0 Counseling required Guide Groom
Sivaramakrishnan Mohammad Ilias

Targeted Development
Gopal Rao
Sujatha
Padbanaban
Rakesh Sukla
Development Gap (CPL Minus RPL)

-1 Critical attention needed Handhold Coach


Ravi Naik Manju Menon

Planned Intervention
Xaviar
Nishant Gokale
Sivakumaran

-2 Crisis Critical attention needed Accelerate learning


Raghunath Reddy

Immediate Attention
-3
0.75 0.50 0.25 0
Demonstration Variance (CCL Minus CPL)
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Competency Linkage to HR Processes Vision and Values
Operational Business Plan and Challenges
Excellence Competitive Advantage
Organization Structure and Roles
Leadership Competency Functional Competency

Critical Behaviour Knowledge Application

Leadership Functional
Proficiency Proficiency
Succession Planning
HR Strategy
Overall Individual
Proficiency Role Definition & Training &
Job Profiling Development

Individual Development Plan Sourcing & Performance


High Potential Employees Recruitment Management
Future Leaders
Career Planning Selection & New Hire
Assessment Orientation
Talent Pipeline

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Competency Application to Big Picture
All Participants Career Development
E Learning
Coaching and Mentoring
Competency Assessment Individual Development Plan Technical Training Centre

High Potentials
Those who have not
qualified for OA

Business Academy On the Job Projects

Job Posting Applicant Evaluation Career Moves

Vacancies Past Performance


Job Description Experience in Current Org
Profile Description Experience in Current Role
Supervisor Comments
ADC Inputs

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Organizational Success Factor

EFFICIENCY

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Popularly known framework

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Some of the Best Models

PepsiCo Model removed for rights purposes

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Some of the Best Models
Setting
Innovation
Standards

Resource
The inner red circle refers to
Management Business Focus
the clusters;
Result
Orientation Entrepreneurship

Achievement Strategic
Orientation Or ientation
The yellow circle denotes the
Decision competencies belonging to
Making Customer Service
Orientation the three-clusters; and

DOING IT PLAN THE


PERFECT FUTURE
Planning& Execution
Organizing Excellence
Customer Customer The outer red circle refers to
Or ientation Sensitivity
the themes under each of the
INVEST & six competencies.
Systems DEVELOP Building
Orientation Customer
Relationship

Team Personal
Personal
Building Effectiveness
Effectiveness Teamwork
Mentoring

Interpersonal
Team
Relationship
Leadership

Developing Impact &


Self Influence

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CEO’s Model
(Integrated Approach)
 Fundamental
 Critical for all employees
 Reflections of the organization's
values, culture and business
imperatives

 Leadership
 Critical for managerial/
executive roles

 Functional
 Specialized know–how or
abilities
 Function/Job specific

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BRITVIC
 BRITVIC operates a two-tiered graduate assessment centre
recruitment process for its young manager graduate and mature
graduate training programmes. The first assessment centre typically
involves upto 24 candidates across a general talent pool and tests six
key 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 graduate
programme
 The second assessment centre focuses on specific job types and typically
involves between 10 and 12 candidated. The format of the assessment is
similar to the first but in addition candidate must give a 15-minute
presentation 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 large
number 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 individual
employees 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 key
individuals 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 their
skills 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 focus
o Inspires commitment
o Portrays as demand for top performers

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ROLLY-ROYCE
 ROLLY-ROYCE’s graduate assessment centres
use interviews. Psychometric tests, a case
study, and offer an opportunity to speak to
current graduate trainees at the company. The
company 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, scenario
discussion 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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