CavinKare

Competency Based HR Strategic

Initiatives

Assessing Key Competencies

Both
Behavior and Functional

Leading to performance outcome

Competency based HR Strategic
Initiative

Why this exercise?

We have Ambitious plan to grow

Wanted to reduce subjectivity in people

processes

Progressive companies would give thrust on

competency based people development
process

Helps clarifying expectation, define future

development needs, more focused hiring and
people development planning
 Benefits
 Role based competency matrix for all positions
 Present level competency can be ascertained
and gap can been seen visibly
 TNI can be designed based on the gap
identified and would be individual specific &
more focused
 Can identify Hi-potential employees for future
roles
 Talent Acquisition criteria would be fixed and
would pave the way for objective based hiring
 What is Competency?
The key success factor for the job…
“ASK”
 Attitude

 Skill

 Knowledge
 What is ASK
 Attitude Probing past experience
impression vary
Cannot be assessed in interview
Can be assessed through
Psychometric tool

 Skill Past experience

Can be tested empirically
Can be assessed

 Knowledge Education record

Past experience
Can be Seen
Can be assessed
Steps involved in the competency
mapping
 Step 1 * Review, finalize and accept
company wide competency
requirements that are critical for
our company growth
 Step 2 * Define observable behavioral
definitions [finalize behavioral
dictionary]
 Step 3 * Define generic roles with
definition for the company as a whole
 Step 4 * Create Role competency matrix
* Identify Criticality required
* Identify Proficiency level
Steps involved in the competency
mapping
 Step 5 * Identify behavioral & Functional
skills required for the role
 Step 6 * Define Functional skills
 Step 7 * Identify role holder for each role
 Step 8 * Assess role holder behavioral
skill through Echo
 Step 9 * Assess Functional skill with
superior/HoD
 Step 10 * Match Role holder competency
Vs Role based competency
Steps involved in the competency
mapping
 Step 11 * Action Plan
a] Talent Acquisition
b] Performance Management
System [Talent Management]
c] Learning Management System
[Talent Development]
 Step 12 * Employee Feedback
 Step 13 * Performance
Management : A
Holistic Approach
– The Way Forward
Step 1 - Review, finalize and accept company
wide competency requirements that are
critical for our company's growth

Competencies Mandatory/
 Communication Non-negotiable
 Leadership Competencies
 Strategic Thinking  Micro planning
 Creativity and Execution
 Teamwork  Differentiation
 Sense of Ownership
 Customer
 Quality Orientation
Orientation
 Consumer
Orientation
 Step 2 – Define observable behavioral
definitions [finalize behavioral dictionary] –
CK Competencies
1 Leadership Decisiveness – Makes timely decisions, takes
risks using data, facts and futuristic outlook
Change management – Understand what
change requires, work with stakeholders to
influence change proactively
2 Creativity Innovation – Think out of the box, veer away
from run of the mill solutions, come up with
non-traditional solutions
3 Strategic Thinking Strategic thought leadership – Show ability
to look at the big picture, draw global or local
trends, build scenarios, put together small
pictures to make the big picture

4 Sense of Initiative – Delivering results with commitment

and perseverance, sharing information, building
Ownership
long lasting and transparent relationships,
doing the job with attitude (taking appropriate
risks, providing candid observations,
influencing stakeholders), helps share the
company’s culture
 Step 2 – Define observable behavioral
definitions [finalize behavioral dictionary] –
Mandatory/ Non-negotiable Competencies

1 Micro Process orientation and Detailing - translating

organizational vision to action, building knowledge
planning base, creating knowledge platform, formulating
and strategies and designing action plans, formulating
measurement and monitoring mechanisms for
Execution executing action plans. Working with speed and
timeliness, opportunistic, acting fast wit accuracy,
taking action on both own initiative and
implementing others initiatives.

2 Differentiat Competitive Advantage - Contributing to the

success of the business by serving the value chain,
ion interpreting socio-economic context, articulating
the value proposition, leveraging business drivers.

3 Quality Adherence to norms, efficiency, and deliver

excellence - provide the highest level of internal
Orientation and external customer service, translate customer
critical feedback to quality characteristics which
then determines process improvements and process
efficiencies, transfer learning across teams and
Step 3 – Define generic roles with definition for
the company as a whole

S Role definition Sales

No
1 Executive task Frontline sales – Direct sales, collection & distribution
under supervision responsibility for assigned territory, feet on street, field
job (Sales Reps, Sales Coordinator)
2 Executing tasks Area Responsibility – Direct sales, collection &
independently distribution feet on street, field & supervisory possibility
for a large area (Sales/ Sr. Sales specialists without direct
people responsibility)
3 Executing Leaders Regional Responsibility – Direct sales, collection &
distribution responsibility, supervisory responsibility for
targets in Region (more than 1 state) (Sales/ Sr. sales
specialist with people and region (more than 1 state)
4 Section/ Location Division Responsibility – Responsibility for division
Head profitability at a national level, larger supervisory role,
responsibility for sales & marketing (Section chief/
Manager with national responsibility for division)
5 HOD/ Management Business Responsibility – Responsibility for profitability
Team of all Divisions in the group for CKPL, High focused
supervisory role, Responsible for contribution to top and
bottom line of CKPL (Business Group Heads)
 Step 4 – Create Role competency matrix

  Role      

  Function    

  Equivalent Competency Role    

  PROFICIENCY LEVELS

BASIC CONTRIBUTO EXPER LEADING

  AWARENESS RY T EDGE

  CRITICAL        

           

         

         

IMPORTAN
T        

         

         

         

         

PREFERRE
D

CRITICALITY          

Functional/
Technical
Skills Functional/Technical skill Definitions

   
 Step 4 – Identify Criticality required

Detail how critical the competencies are

  CRITICAL - An absolute must / essential

without which success on the job is difficult.

  IMPORTANT - Need to have, but a lack of it

for the current conditions may not be a
deterrent and can be trained.

  PREFERRED - Nice to have, one that adds

that extra value, but absence of it for the
current conditions not a deterrent to successful
accomplishment of the job
Step 4 – Identify Proficiency level
LEVELS OF COMPETENCIES - A measure of
relative comparison to identify “How much” of a
specific competence.

 BASIC AWARENESS - Understanding at a macro

level, sufficient to know “How to do it?” -
“Competence to understand the book”
 CONTRIBUTORY - Understanding at a macro level
and able to pass on the “How to do?” - “Competence
to understand and teach the book”
  EXPERT COACH - Understanding at the detailed
level, contribute, analyze and teach the “How to
do ?” “Competence to understand, teach, and
criticize the book”
  LEADING EDGE - Understand at the Micro level,
contribute, analyze, teach ,and recreate the “How to
do ?” “Competence to understand, teach, criticize
and write the book.”
 Step 5 – Identify Behavioral skills
required for the role
  CAVINKARE COMPETENCY MAPPING MATRIX    
SD/147/00/01.10.0
  Role Sales Representative 8  
  Function Sales  
  Equivalent Competency Role Front line  
  PROFICIENCY LEVELS
LEADING
  BASIC AWARENESS CONTIRBUTORY EXPERT EDGE
      Retail Perf Std Selling Skills  
Operational RS Distribution
  CRITICAL   Management Expansion  
      Product Knowledge Claims making  
  Differentiation consumer orientation    
  PC skills Market Knowledge    
IMPORTAN cavinkomm / RS
T software Trade relations    
Micro
  planning/execution Customer orientation    
  Analytical skill Team work    
Criticali
ty   Quality orientation Communication    
PREFERRE
  D   Creativity    
 Step 5 – Identify Functional skills
required for the role: Sales &
Distribution
Business Division Region Area Front Line
Responsibility Responsibility Responsibility Responsibility Sales
Business Plan Sales planning Sales targets Selling skills Selling skills
Relationship Relationship Expanding Distribution Distribution
management management distribution expansion expansion
Benchmarking Supply chain Collections RPS RPS
management
Supply chain Customer Inventory RS RS
management satisfaction monitoring management management
Team Marketing Resource Financial Financial
management support management commitment commitment
mgt mgt
New business Team Product Product
development management knowledge knowledge
Policy/process Market Market
compliance knowledge knowledge
Trade marks Trade relations Trade relations
protection
Analytical skill
Claims making
Step 5 – Identify Functional skills
required for the role: Marketing

Leader Manageria Execution Co-

l ordination
PC skills PC skills PC skills PC skills
Marketing Profit Profit Marketing plan
strategy monitoring skill monitoring
Brand Marketing plan Consumer Consumer
management tracking tracking
Media Tracking Advertising Competition
management competition and media tracking
promotions
Agency Product launch Research
management and promotion activities
Trademark Build brand Brand related
management identity activities
Financial Agency Knowledge of
acumen briefing product and
packing
 Step 5 – Identify Functional skills
required for the role: Human
Leader
Resources
Managerial Execution Co- ordination
Global HR trends PC skills PC skills PC skills

Financial acumen Recruitment Compensation Statutory

management management knowledge
Labour law know PMS HR info system

Know of HR Compensation Payroll management

concepts & process management
Business acumen IR skill

HR vision HR info system

Policies & Payroll management

procedures
RAG analysis

Comp & rewards

Talent management

HR info system

Group HR operation
 Step 6 – Define Functional skills
SR Role
  Functional competencies   Definitions  
F Selling Skills   Steps of sales calls ….expand  
u Enhance coverage in a defined
n Distribution expansion budget  
c
t Availability and visibility -
i RPS   merchandising  
o Stock norms, ROI, Mkt Service,
n RS Management   Infrastructure, Mkt Credit
a
l Financial commitment Handling collection issues, distributor
/ Mgt   investment, RS funds management
T Basic understanding of categories and
e Product Knowledge products vis-à-vis the competition
c
h Understanding of the geography and
n Market Knowledge   relationship with dealers
i Relations with the retailers,
c Trade relations   leverage the sales  
a
l Analysis of territory alignment [coverage
S Analytical skill   and routing]
k Product returns, subsidy, schemes
i Claims making   rejections handling
l
 Step 7 – Identify Role Holder for
each role

 On line display of individual

competency
 Step 8 – Assess role holder behavioral
skill through Echo

What is an Echo Tool

 Echo
 Psychometric Tool
 Behavioral questionnaire
 20 minutes only
 Interpersonal, activity and motivation
 10 Dimensions of Personality
 Step 8 – Ten Dimensions of
Personality
Introversion Extroversion
Anxiety Relaxation
Assertion Questioning
Receptivity Distance
Rigidity Improvisation
Intellectual Intellectual
Dynamism Conformism
Combativeness Conciliation
Realization Facilitation
Belonging Independence
 Step 9 – Assess Functional skill
with superior/HoD

 By Experience
 Would be empirically done by
superior
 360 degree Appraisal
Step 10 – Match of role holder Vs
Role based competency
Step 10 – Match of role holder Vs Role
based competency
Step 10 – Match of role holder Vs Role
based competency
 Step 11 – Action Plan
[a] Talent Acquisition

 Fixing a norm for selection

 Change in the interview evaluation sheet
 Competency based Preliminary interview
 Administer Echo and match with
competency matrix
 Hiring – Other post selection procedures
would be administered as is being done
by HR
 Step 11 – Action Plan
[b] Performance Management System
[Talent Management]

 Administer at the time of appraisal

 Identify hi-potential – future role
leaders
 Link it with the promotion policies
 Succession planning
 Career Planning
 Under- utilization
 Step 11 – Action Plan
[c] Learning Management System
[Talent Development]

 Input for the CK university

 Gap identified would be the basis for
the individual Learning
 Step 12 – Employee Feedback
On line system would be made
available wherein employees can see
–
a] what is the competency expected
for the role
b] where they are against it
c] 360* appraisal the superiors would
give a feedback
 Step 13 – Performance
Management :
A Holistic Approach
THE WAY FORWARD
* Existing Vs Present
Change in PMS…. May happen in
future
 JC Priority

 KRA

 Behavioral Competency

 Functional Competency

 360 degree appraisal