Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
Self Motivation
3
Self Awareness
Self Regulation
Person
Dimensions of Competencies
Managing Results
Leadership Excellence
Managing Emotions
Values Workshop
Behavioral Interviewing
CommuniCation Excellence
Change Leadership
Competency Modeling
Competency Mapping
Business Ethics
Developing Competencies
Personal Excellence
Performance Excellence
People developme nt, training, coaching and mentoring Delegation and Empower ment
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
Handled people issues inappropriately resulting in employee turnover and low morale Did not handle people development issues properly to realize business results Handled the people development issues properly in some cases but not in all Identified potential people and developed them by training, coaching and mentoring to improve efficiency Aligned people development needs with business goals resulting in outstanding performance. Controlled the subordinates by reducing their autonomy Maintained status quo without delegating power to employees Delegated responsibilities (duties)to subordinates without delegating authority(official power) Delegated responsibilities and authority to subordinates without developing them Identified potential people from among the subordinates and delegated responsibility and authority after developing their capabilities Did not take any initiative to develop subordinates for higher positions Encouraged people development in some cases but not in all cases People are not developed in accordance with succession plan/ company vision People development initiatives were not sufficient to meet succession plan Aligned people development efforts with succession plan resulting in effective second line leadership Avoided working in teams Worked in teams to achieve his individual goals Worked in teams in some situations but not in all Participated as a member of team to work for team goals Brought people together and led them to work as a team resulting in enhanced results Handled people issues inappropriately resulting in employee turnover and low morale Did not handle people development issues properly to realize business results Handled the people development issues properly in some cases but not in all Identified potential people and developed them by training, coaching and mentoring to improve efficiency Aligned people development needs with business goals resulting in outstanding performance.
PEOPLE EXCELLENCE
PEOPLE
Team playing and Team Building People developme nt, training, coaching and mentoring
Ability to continuously identify and meet the needs of internal and external customers by gaining their trust and respect through listening and understanding customers base objectives and its interlink with own actions of organisation and being sensitive to create best value to organisation in terms of quality, cost and delivery that makes a difference.
Ability to continuously identify and meet the needs of internal and external customers by gaining their trust and respect through listening and understanding customers base objectives and its interlink with own actions of organisation and being sensitive to create best value to organisation in terms of quality, cost and delivery that makes a difference. difference. Skill Knowledge Attitude Attribute Values Motives
DEFINITION
The ability to notice, interpret, and anticipate others concerns and feelings, and to communicate this awareness empathetically to others.
a) Understands the interests and important concerns of others. b) Notices and accurately interprets what others are feeling, based on their choice of words, tone of voice, expressions, and other nonverbal behavior. c) Anticipates how others will react to a situation. d) Listens attentively to peoples ideas and concerns. e) Understands both the strengths and weaknesses of others. f) Understands the unspoken meaning in a situation. g) Says or does things to address others concerns. h) Finds non-threatening ways to approach others about sensitive issues.
BEHAVIOURAL INDICATORS
Beginner Maintains effective relations Follows through on requirement s, requests and complaints
Associate Owns responsibility to deal with customer issues / expectation Understands principles of business
Executive Looks out for underlying needs of others Continuousl y strives for efficient services by minimizing procedures
Manager Makes business judgments considering impact on customers Develops innovative solutions thinking beyond customer needs
HOD Links organisational performance evaluation with customer trust and delight Looks out for long term benefits and directs organisation accordingly
Research* shows that the prime factor for increasing commitment to work is awareness of personal values, not awareness of organization values
* by Barry Posner, Dean Santa Clara University Business School USA
High
4.9/7.0
CLARITY OF COMPANY VALUES Low Low
from research by Barry Posner
6.3/7.0 6.1/7.0
High
4.9/7.0
CARING
HONEST
ENTHUSIASTIC
TRUSTWORTHY
Enthusiastic
Being enthusiastic is a visible demonstration of energy in every responsibility undertaken. In displaying this value, an enthusiastic employee - is energetic and eager about every task undertaken, has the drive to complete the task against all odds , is perseverant till the goal is accomplished and inspires others to make things happen Energetic Takes on responsibility with zeal and fervor
Reflects zeal and avid interest in undertaking any responsibility Shows an urgency in completing tasks as committed Has a penchant for quality and perfection in all aspects in completing tasks undertaken Enjoys what one does , is dedicated Communicates and transmits the zest with concern, empathy and a positive energy Aware of how ones energy and enthusiasm would impact the environment and generates a positive force in the community. Retains the focus on the task at hand and steers the stakeholders towards achievement of the goals
Drive Propels with a positive energy and force Perseverant Determined and consistently tries all options
Pushes forward alternatives when encountered with challenges Demonstrates a sense of responsibility
Does not give up under pressure and committed to see the end through Resolves to finding a solution when encountered with challenges or problems Explores and works with alternatives when met with challenges Demonstrates determination in the face of odds and does not let the stress of the situation get the better of him/her Enlists support and help of others when in a crisis Arouses a sense of interest and enthusiasm in the activities undertaken Creates and communicates the sense purpose Encourages divergent views, alternatives and explores the feasibility of the same Motivates and provides guidance to the stakeholders in achieving the goals Effectively creates a positive environment for all to function
HR Scorecard
David Ulrich, Mark and Brian Based on Workforce Scorecard
Balanced Scorecard
Kaplan and Norton
Customer
desires to be met
Financial
commitments to be met
and Employees
consistent to achieve Strategic Objectives? Is there a
Internal Processes
to be optimized?
HR Systems
of aligning, integrating and differentiating
Competencies
to execute strategic objectives?
HR Competences
for its roles of Strategic partner, Change agent, Employee advocate and Administrative expert
HR Practices
(Work design, Staffing, Development, PMS, Rewards and Communication)
GM/VP
Dealing With Paradox Strategic Agility
Sr Managers
Building Team Spirit Decision Quality
Managers
Conflict Management Priority Setting
Asst Mgrs
Executive
Personal Learning Total Quality Management
Score
Reward
Overall Score
Qualitative
How?
Score
Operating
Why?
Score
SMART, Stretched ,
Competencies : Levels: Basic, Intermediate, Advanced, Expert New Competencies Learnt, Displayed Behaviours? Dev. Plan Vision / Values : Degree Feed back on Organisational Values Out of 360
Competency Assessment
Assessment Center Characteristics:
In-Basket Exercise Role Simulation
Dealing with other role player for a certain task
A standardized evaluation of behavior based on multiple inputs. Multiple trained observers and techniques. Judgments on behaviors are made from assessment simulations. Judgments are pooled in using statistical integration process
to deal with in-tray and make decisions, balancing the volume of work against a tight schedule. Reach a decision from partial information and decide additional information required...
Group Discussion
Tackle a work-related problem - sometimes with a role within a team. Assessors doesnt look right or wrong answers, but for behavior of interaction
Thanks
Chandramowly Competency Architect, HRD Dimensions cmowly@gmail.com 9 00 8989 046