PERSUASIVENESS: Reason effectively to convince the other party.

Achieve
goals and alter views by demonstrating shared benefits.
Behavioral statements:
1. Showing a cooperative attitude by convincing people that the decision is
necessary (rather than imposing the decision).
2. Get an idea of colleagues' counter-arguments and resistance in advance -
act on this in anticipation.
3. Relate the benefits of ideas or recommendations to the needs and
interests of individuals and clients.
4. Present compelling arguments to support positions.

Questions:
• As a member of a staff department how have you gone about persuading
line managers in the past? Give an example.
• What is the best suggestion you ever made that was accepted by your boss
or colleagues? How did you present it?
• What is the best suggestion you ever made that was rejected by your boss
or colleagues? Why was it rejected?
• In a discussion most people are usually convinced that their ideas are right.
How successful are you in getting others to accept your point of view? Can
you give an example?
• What do you think is the best way of 'selling' an unpopular idea? How do
you go usually go about this? Example?

TEAM-WORK: Be active in realizing shared goals - even when you do not

get a direct benefit.
Behavioral statements:
• Dealing well with different viewpoints as part of a (multidisciplinary) team.
• Work co-operatively with equals or other team members to set
responsibilities.
• Share information, ideas and suggestions to accomplish mutual goals.
• Support team decisions even if not in total agreement.

Questions:
• Can you recall a situation when you completely disagreed with the way
your team was working? What did you do then?
• Have you ever been a member of a team that broke up because it was im-
possible to work with one another? What was your position?
• Do you work together with colleagues at the moment? How do you deal
with conflicts / disagreements / misunderstandings in this group?
PLANNING / ACTION: Deploy human and other resources to meet targets
and standards. Do it on time.
Behavioral statements:
• Plan work so that it gets done on time.
• Formulate work objectives clearly including a timetable and priorities.
• Getting thing done by focusing on the implementation.
• Anticipate and act to compensate for potential risks and problems.

Questions:
• Have you ever had to readjust a timetable due to unforeseen
circumstances? How did you go about it? Examples, please.
• What are your department's long and short term plans? Have they been put
into writing?
• What were your work objectives last year? Were they achieved?
• Can you give an example of how your department arrives at operational
plans to adjust to new situations?
• How did you plan your time at work over the past week?
• Describe a normal working day or week for me. How do you plan your daily
activities?

LEADERSHIP: Set challenges within own parameters. Then coach and

motivate staff to realize these. Welcome and delegate responsibility. Be
forceful when appropriate.
Behavioral statements:
• Practice and stimulate open and two way communication including frank
and honest feedback to co-workers.
• Show interest and give support and coaching when necessary.
• Involve subordinates in issues of company and department policy.
• Develop ideas to improve departmental operations and take the
appropriate actions to implement change and ensure group acceptance.

Questions:
• Have you over had a subordinate who did not perform as well as you
thought he should? What did you do about it?
• Have you ever had to arbitrate between two staff members who were
unable to work together? How did you get them to cooperate?
• How often do you hold meetings with your staff? Why not more/less often?
How did you prepare for the last meeting?
• Have you ever involved your staff in issues of company policy? How did you
go about this?
• Have you ever lead a work group or project team whose members were not
lower-placed than yourself in the organizational hierarchy? How did you
manage this?
• Has it ever happened that targets were not met while you were in charge
or had final responsibility? What did you do then?

PROBLEM ANALYSIS: Identify problems; recognize significant information;

gather and coordinate relevant data; diagnose possible causes.
Behavioral statements:
• Take well planned steps to gather and organize data for diagnostic
purposes.
• Distinguish the grade of problems and to indicate major issues.
• Foresee problems and to judge their relevance.
• Ask for questions and ensure they are answered.

Questions:
• Describe a significant problem that you were confronted with during the
past year? What steps did you take to assemble and organize data? What do
you consider to be the cause of the problem?
• Unforeseen problems sometimes arise. Have you ever been surprised by an
unexpected problem?
• Have you ever been confronted with a situation which turned out to be very
different (and perhaps more complicated) than you had at first judged?
• Sometimes a problem seems to have been solved when in fact only part of
a far more extensive, underlying problem has been dealt with. Have you ever
experienced a situation like this?
• Can you describe a problem that you were unable to solve?

ACHIEVEMENT ORIENTATION: Set and meet the highest standards. Be

discontented with average performance.

Behavioural statements:
• Set high standards and seek continuous improvements.
• Input more than the required effort to realize predetermined targets.
• Formulate realistic and challenging tasks for yourself and the team
members.
• Maintain quality and urgency towards desired results.

Questions:
• When have you aimed for perfection? Concrete examples please.
• What do you demand of yourself in your work? Do you demand the same
things of your staff?
• If you have recently had to evaluate a staff member or colleague on job
performance, what for you was the difference between a good worker and a
poor one?
• Can you remember ever demanding of others too much or too little?
• Have you ever worked in a team? What did you expect of the other team
members?
• When have you been satisfied with your work? Can you give an example of
a situation in which you were unable to come up to your own standards?
What did you do about it?

How ready is your organisation to go in for Competency Mapping or

getting a good ROI on it?

Use this 3 point scale:

YES = 2
DOUBTFULL = 1
NO = 0

=> Are you in a business where there is high competition for talented people
in market place?

=> Has your organization experienced any set backs in the recent past due
to lack of competent people?

=> Has your organization missed any business opportunities in the recent
past due to lack of competent people to handle any one or more functions or
territories or lines of business etc?

=> Does your top management believe that competencies can be developed
through continuous effort and interventions?

=> Is your top management willing to invest time and effort in building
competencies of your employees on a continuous basis?

=> Does your top management believe in building a competency - based

organization?

=> Do you (intend to), recruit people on the basis of competencies needed
to perform each job?
=> Do you or your organization intend to coach employees for future careers
in your own organization or Do you already have a competency based
coaching scheme?

=> Do you have well laid out career paths (or intend to improve existing)?

=> Does your top management believe that the success of your organization
depends on having competent managers?

=> Have you suffered any draw backs, profit, production, marketing,
customer etc. losses, share market down turns etc. due to turn over or
people at the top?

=> Is your training based on scientific, or at least systematic, identification

of competency gaps and competency needs?

=> Does your performance appraisal have a measure of competencies

separately for each individual level or function or group of jobs (top, middle,
R&D etc.)?

Competancy Mapping Project report

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Introduction
Today organizations are all talking in terms of competence. Gone are the
days when people used to talk in terms of skill sets, which would make their
organizations competitive. There has been a shift in the focus of the
organizations. Now they believe in excelling and not competing. It is better to
build a core competency that will see them through crisis. And what other
way than to develop the people, for human resource is the most valuable
resource any organization has.

Organizations of the future will have to rely more on their competent

employees than any other resource. It is a major factor that determines the
success of an organization. Competencies are the inner tools for motivating
employees, directing systems and processes and guiding the business
towards common goals that allow the organizations to increase its value.
Competencies provide a common language and method that can integrate all
the major HR functions and services like Recruitment, Training, performance
management, Remuneration, Performance appraisal, Career and succession
planning and integrated Human resource management system.

Over the past 10 years, human resource and organizational development

professionals have generated a lot of interest in the notion of competencies
as a key element and measure of human performance. Competencies are
becoming a frequently-used and written-about vehicle for organizational
applications such as:
• Defining the factors for success in jobs (i.e., work) and work roles within
the organization
• Assessing the current performance and future development needs of
persons holding jobs and roles
• Mapping succession possibilities for employees within the organization
• Assigning compensation grades and levels to particular jobs and roles
• Selecting applicants for open positions, using competency-based
interviewing techniques

Competencies include the collection of success factors necessary for

achieving important results in a specific job or work role in a particular
organization. Success factors are combinations of knowledge, skills, and
attributes (more historically called “KSA’s”) that are described in terms of
specific behaviors, and are demonstrated by superior performers in those
jobs or work roles. Attributes include: personal characteristics, traits,
motives, values or ways of thinking that impact an individual’s behavior.

Abstarct

To confront an in-depth larn of the competency function knowledge which is

beingness followed in the organizations - Retail sector. As substantially as
realize the framing and the grouping, analyzing the power and implications of
the system. And determining whether the operation helps in improving
execution effectualness, thusly identifying what are the areas that have to be
adjusted or reworked.

Expected outcomes and Implications

This is a competency era. It is beyond doubt that it is beneficial and cost
telling, to soul competent people to reside higher-level positions.
Ability refers to the good, managerial, sociable and emotional competency.
More organizations in Bharat and foreign are channeling their efforts to
function competencies and implementing assessment and process centers.

The condition of the period as indicated by more organizations is to

organization and complete low cost sorting and evolution centers specially
premeditated to deal the requirements of processing countries suchlike ours.

Ordinarily, the aim of analyzing training needs is to reveal the gap that exists
between the acquaint competency of the drive and the competency needed
to gain the strategic goals in the future. A determining factor for what
problems may occur is the steady of steady of exactitude or how complex a
idea of ability one uses.