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/ Non-

 Communication negotiable
 Leadership Competencies
 Strategic Thinking  Micro planning and
 Creativity Execution
 Teamwork  Differentiation
 Sense of Ownership  Quality Orientation
 Customer 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 Ownership Initiative – Delivering results with commitment and

perseverance, sharing information, building 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 planning Process orientation and Detailing - translating organizational

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

2 Differentiation Competitive Advantage - Contributing to the success of the

business by serving the value chain, 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 and external customer service,
Orientation translate customer critical feedback to quality characteristics which
then determines process improvements and process efficiencies,
transfer learning across teams and business for continuous
improvement.
 Step 3 – Define generic roles with definition for the company
as a whole

S No Role definition Sales

1 Executive task under Frontline sales – Direct sales, collection & distribution responsibility for
supervision assigned territory, feet on street, field job (Sales Reps, Sales Coordinator)

2 Executing tasks Area Responsibility – Direct sales, collection & distribution feet on street,
independently 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 Head Division Responsibility – Responsibility for division 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 of all Divisions

Team 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 AWARENESS CONTRIBUTORY EXPERT LEADING EDGE

CRITICAL

IMPORTANT

PREFERRED

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
Role Sales Representative SD/147/00/01.10.08

Function Sales

Equivalent Competency Role Front line

PROFICIENCY LEVELS

BASIC AWARENESS CONTIRBUTORY EXPERT LEADING EDGE

Retail Perf Std Selling Skills
CRITICAL Operational RS Management Distribution Expansion
Product Knowledge Claims making
Differentiation consumer orientation
PC skills Market Knowledge
IMPORTANT cavinkomm / RS software Trade relations
Micro planning/execution Customer orientation
Analytical skill Team work
Criticality Quality orientation Communication
PREFERRED Creativity
 Step 5 – Identify Functional skills required for
the role: Sales & Distribution
Business Division Region Area Front Line Sales
Responsibility Responsibility Responsibility Responsibility
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 management RS management
management satisfaction monitoring
Team management Marketing support Resource Financial Financial
management commitment mgt commitment mgt
New business Team management Product knowledge Product knowledge
development
Policy/process Market knowledge Market knowledge
compliance
Trade marks Trade relations Trade relations
protection
Analytical skill

Claims making
Step 5 – Identify Functional skills required for
the role: Marketing

Leader Managerial Execution Co-

ordination
PC skills PC skills PC skills PC skills

Marketing strategy Profit monitoring Profit monitoring Marketing plan

skill
Brand management Marketing plan Consumer tracking Consumer tracking

Media management Tracking Advertising and Competition

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

Financial acumen Recruitment management Compensation Statutory knowledge

management
Labour law know PMS HR info system

Know of HR concepts & Compensation Payroll management

process management
Business acumen IR skill

HR vision HR info system

Policies & procedures Payroll management

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
Distribution expansion Enhance coverage in a defined budget
n
c RPS Availability and visibility - merchandising
ti
RS Management Stock norms, ROI, Mkt Service, Infrastructure, Mkt Credit
o
n Handling collection issues, distributor investment, RS
a Financial commitment Mgt funds management
l Basic understanding of categories and products vis-à-vis
/ Product Knowledge the competition
T
e Understanding of the geography and relationship with
c Market Knowledge dealers
h Relations with the retailers, leverage the
n Trade relations sales
i
c Analytical skill Analysis of territory alignment [coverage and routing]
a Claims making Product returns, subsidy, schemes rejections handling
l
S
k
il
ls
 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 Dynamism Intellectual Conformism
Combativeness Conciliation
Realization Facilitation
Belonging Independence
Power Perfection
 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