Scope of the Project

We propose to align the competencies with the organizational direction, strategies and performance measures. The steps followed will be:
1. Understanding organization: this would be in the form of personal interviews and a group discussion. The main aim would be to understand the vision of the top management as well as the expectation they have from the middle management and employees. The discussion, hence, would mainly explore The values, knowledge, skills and attitude perceived to be beneficial for the long term growth of the organization. The desired organizational culture the expected performance output and the behaviors that define successful performance The major GAP areas as perceived by the Top and middle management; the areas that require change and improvement the expectation of the senior management from this project and the scope of this project The major milestones of this project 2. Identifying competency components: this would include group discussions, survey and behavioral event interviews, which would help to determine the employee core competencies and managerial competencies required for organizational success. This step would require the following steps: a. Understanding the perspective of middle management and line managers: this would be in the form of group discussions, and will aim to understand the perspective, concerns and problems faced by the middle management and the line managers and subsequently identify the essential competencies required to handle the role effectively. It would explore the following: The behaviors that usually are associated with higher performance and the behaviors that are associated with lower performance The organization wide problems faced by the middle management and the line managers The managerial competencies essential to fulfill a leadership role b. Understanding the perspective of the staff members: this step would involve a survey which would explore employees perspective about organizational strategy and their contribution in it. It would also include interview with a sample on the critical incident method. It would include topics such as: The clarity of their roles and responsibilities, and job description The roles and responsibilities they are taking in addition to the job description The aspects of employee dissatisfaction

The issues faced in delivering the desired output and the competencies required for superior performance The behaviors that are rewarded by seniors and the perceived behaviors which would lead to satisfactory performance. The importance of different competencies in their work profile The perception of the existing HR systems and any related problems:

3. Developing competency framework: The data gathered would be analyzed to identify the competencies that had an impact on the job roles and deliverables. Further we would define several grades (preferably 2-5) in each competency, such that each job would require a certain grade of the particular competency. This would then help us to build a competency matrix that gives a pictorial view of what level of each competency is required for the position. In view of the difference in work profiles, there would be two separate competency matrix, one for the management and one for the employees, alternatively there could be one single matrix identifying the varying levels of competency required for different roles. On further analysis, we would be also able to ascertain the following: a. the roles and responsibilities for different positions b. the key result areas for each department and each level c. Recommended changes in the organizational structure for better performance d. Job evaluation and recommended changes in the pay grade 4. Developing competency profiles: In this step we would analyze the employees individual competency profile with help of a behavioral event interviews. From the data gathered we would provide individual competency map as well as competency gaps. This would be further analyzed to develop: a. required training programs for the individual or the group b. suggested individual development plans c. career plotting for the individual 5. Development of Competency-Based HR Subsystems: based on the data collected and analyzed, the following HR subsystems would be assembled such that the organization would be able to carry forward the competency based model. The subsystems are: a. Performance Management System: this would include a competency-based performance management system policy & assessment tools. The appraisals would hence be based on the competency of the particular individual. This would be used for appraisals, promotions and incentives. b. Human Resource & Culture Building: on the basis of the information collected, the current level of competency and the competency gap assessed, recommendations would be provided for the competency based Training and Development Plan for various departments. A training calendar could be set up. c. Recruitment & Selection: Competency Based Recruitment & Selection Strategy would be identified and explained to the HR. An assessment tool would be developed for the same. d. Manual: a consolidated document with all the above information would be given to an organization such that any doubts can be clarified and when needed policies can be adequately modified