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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
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Knowledge
I asked for a pair of hands,
unfortunately a person came
attached with it.
HENRY FORD
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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
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Competency
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Looking Deep – Competency
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
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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
Processes Design
People Competency Building
Technology
Realization of
Processes
Results
Change drivers Performance Competency Building Milestones
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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)
Planned Intervention
Xaviar
Nishant Gokale
Sivakumaran
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
Leadership Functional
Proficiency Proficiency
Succession Planning
HR Strategy
Overall Individual
Proficiency Role Definition & Training &
Job Profiling Development
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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
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Organizational Success Factor
EFFICIENCY
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Popularly known framework
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Some of the Best Models
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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
Team Personal
Personal
Building Effectiveness
Effectiveness Teamwork
Mentoring
Interpersonal
Team
Relationship
Leadership
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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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