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
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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
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Attitude
Probing past experience impression vary
Cannot be assessed in interview
Can be assessed through
Psychometric tool
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Skill
Past experience
Can be tested empirically
Can be assessed
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Knowledge
Education record
Past experience
Can be Seen
Can be assessed
Steps involved in the competency mapping
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Step 1
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Step 2
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Step 3
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Step 4
* Review, finalize and accept
company wide competency
requirements that are critical for
our company growth
* Define observable behavioral
definitions [finalize behavioral
dictionary]
* Define generic roles with
definition for the company as a whole
* Create Role competency matrix
* Identify Criticality required
* Identify Proficiency level
Steps involved in the competency mapping
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Step 5
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Step 6
Step 7
Step 8
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Step 9
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Step 10
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* Identify behavioral & Functional
skills required for the role
* Define Functional skills
* Identify role holder for each role
* Assess role holder behavioral
skill through Echo
* Assess Functional skill with
superior/HoD
* Match Role holder competency Vs
Role based competency
Steps involved in the competency mapping
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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
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Communication
Leadership
Strategic Thinking
Creativity
Teamwork
Sense of Ownership
Customer Orientation
Consumer Orientation
Mandatory/ Nonnegotiable
Competencies
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Micro planning and
Execution
Differentiation
Quality 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
and Execution
Process orientation and Detailing - translating organizational
vision to action, building knowledge base, creating knowledge
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
Orientation
Adherence to norms, efficiency, and deliver excellence provide the highest level of internal and external customer service,
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
supervision
Frontline sales – Direct sales, collection & distribution responsibility for
assigned territory, feet on street, field job (Sales Reps, Sales Coordinator)
2
Executing tasks
independently
Area Responsibility – Direct sales, collection & 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 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
Team
Business Responsibility – Responsibility for profitability 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 AWARENESS
CONTRIBUTORY
EXPERT
CRITICAL
IMPORTANT
PREFERRED
CRITICALITY
Functional/
Technical Skills
Functional/Technical skill
Definitions
LEADING EDGE
Step 4 – Identify Criticality required
Detail how critical the competencies are
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CRITICAL - An absolute must / essential without which
success on the job is difficult.
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IMPORTANT - Need to have, but a lack of it for the
current conditions may not be a deterrent and can be trained.
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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.
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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
Function
Equivalent Competency Role
Sales Representative
SD/147/00/01.10.08
Sales
Front line
PROFICIENCY LEVELS
BASIC AWARENESS
CRITICAL
IMPORTANT
Criticality
PREFERRED
CONTIRBUTORY
EXPERT
Retail Perf Std
Selling Skills
Operational RS Management
Distribution Expansion
Product Knowledge
Claims making
Differentiation
consumer orientation
PC skills
Market Knowledge
cavinkomm / RS software
Trade relations
Micro planning/execution
Customer orientation
Analytical skill
Team work
Quality orientation
Communication
Creativity
LEADING EDGE
Step 5 – Identify Functional skills required for
the role: Sales & Distribution
Business
Responsibility
Division
Responsibility
Region
Responsibility
Area
Responsibility
Front Line Sales
Business Plan
Sales planning
Sales targets
Selling skills
Selling skills
Relationship
management
Relationship
management
Expanding
distribution
Distribution
expansion
Distribution
expansion
Benchmarking
Supply chain
management
Collections
RPS
RPS
Supply chain
management
Customer
satisfaction
Inventory
monitoring
RS management
RS management
Team management
Marketing support
Resource
management
Financial
commitment mgt
Financial
commitment mgt
New business
development
Team management
Product knowledge
Product knowledge
Policy/process
compliance
Market knowledge
Market knowledge
Trade marks
protection
Trade relations
Trade relations
Analytical skill
Claims making
Step 5 – Identify Functional skills required for
the role: Marketing
Leader
Managerial
Execution
Coordination
PC skills
PC skills
PC skills
PC skills
Marketing strategy
Profit monitoring
skill
Profit monitoring
Marketing plan
Brand management
Marketing plan
Consumer tracking
Consumer tracking
Media management
Tracking
competition
Advertising and
media promotions
Competition
tracking
Agency
management
Product launch and
promotion
Research activities
Trademark
management
Build brand identity
Brand related
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
management
Statutory knowledge
Labour law know
PMS
HR info system
Know of HR concepts &
process
Compensation
management
Payroll 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
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Definitions
Selling Skills
Steps of sales calls ….expand
Distribution expansion
Enhance coverage in a defined budget
RPS
Availability and visibility - merchandising
RS Management
Stock norms, ROI, Mkt Service, Infrastructure, Mkt Credit
Financial commitment Mgt
Handling collection issues, distributor investment, RS
funds management
Product Knowledge
Basic understanding of categories and products vis-à-vis
the competition
Market Knowledge
Understanding of the geography and relationship with
dealers
Trade relations
Relations with the retailers, leverage the
sales
Analytical skill
Analysis of territory alignment [coverage and routing]
Claims making
Product returns, subsidy, schemes rejections handling
Step 7 – Identify Role Holder for each role
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On line display of individual competency
Step 8 – Assess role holder behavioral skill through
Echo
What is an Echo Tool
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Echo
Psychometric Tool
Behavioral questionnaire
20 minutes only
Interpersonal, activity and motivation
10 Dimensions of Personality
Step 8 – Ten Dimensions of Personality
Introversion
Anxiety
Assertion
Receptivity
Rigidity
Intellectual Dynamism
Combativeness
Realization
Belonging
Power
Extroversion
Relaxation
Questioning
Distance
Improvisation
Intellectual Conformism
Conciliation
Facilitation
Independence
Perfection
Step 9 – Assess Functional skill with
superior/HoD
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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
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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]
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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]
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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