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
impression vary

Probing past experience

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

Communication
Leadership
Strategic Thinking
Creativity
Teamwork
Sense of Ownership
Customer
Orientation
Consumer
Orientation

Mandatory/
Non-negotiable
Competencies

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

Creativity

Innovation Think out of the box, veer away

from run of the mill solutions, come up with
non-traditional solutions

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

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
companys 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 Differentiat
ion

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

Step 3 Define generic roles with definition for

the company as a whole
S
No

Role definition

Sales

Executive task
under supervision

Frontline sales Direct sales, collection & distribution

responsibility for assigned territory, feet on street, field
job (Sales Reps, Sales Coordinator)

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)

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)

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)

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

CONTRIBUTO
RY

EXPER
T

IMPORTAN
T

CRITICAL

LEADING
EDGE

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

Role

Function

Equivalent Competency Role

Sales Representative

SD/147/00/01.10.0
8

Sales

Front line

PROFICIENCY LEVELS

BASIC AWARENESS

Criticali

LEADING
EDGE

EXPERT

Retail Perf Std

Selling Skills

Operational RS
Management

Distribution
Expansion

Product Knowledge

Claims making

Differentiation

consumer orientation

PC skills

Market Knowledge

IMPORTAN
T

cavinkomm / RS
software

Trade relations

Micro
planning/execution

Customer orientation

Analytical skill

Team work

CONTIRBUTORY

CRITICAL

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
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

Manageria
l

Execution
PC skills

Coordination

PC skills

PC skills

PC skills

Marketing
strategy

Profit
Profit
monitoring skill 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

F
u
n
c
t
i
o
n
a
l
/
T
e
c
h
n
i
c
a
l
S
k
i
l

Selling Skills

Definitions

Steps of sales calls .expand

Distribution expansion

Enhance coverage in a defined

budget

RPS

Availability and visibility merchandising

Stock norms, ROI, Mkt Service,

Infrastructure, Mkt Credit

Handling collection issues, distributor

investment, RS funds management

RS Management
Financial commitment
Mgt

Product Knowledge

Basic understanding of categories and

products vis--vis the competition

Market Knowledge

Understanding of the geography and

relationship with dealers

Relations with the retailers,

leverage the sales

Analysis of territory alignment [coverage

and routing]

Product returns, subsidy, schemes

rejections handling

Trade relations
Analytical skill
Claims making

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
Anxiety
Assertion
Receptivity
Rigidity
Intellectual
Dynamism
Combativeness
Realization
Belonging

Extroversion
Relaxation
Questioning
Distance
Improvisation
Intellectual
Conformism
Conciliation
Facilitation
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