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 Past experience Can be tested empirically Can be assessed Education record Past experience Can be Seen Can be assessed

Skill

Knowledge

Steps involved in the competency mapping

Step 1

Step 2 Step 3

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

Step 5

Step 6 Step 7 Step 8

Step 9

Step 10

* 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

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/ Nonnegotiable 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

2 3

Creativity Strategic Thinking

Innovation Think out of the box, veer away from run of the mill solutions, come up with non-traditional solutions 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 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

Sense of Ownership

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. 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. 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.

2 Differentiation 3 Quality Orientation

Step 3 Define generic roles with definition for the company as a whole
S No
1

Role definition
Executive task under supervision Executing tasks independently Executing Leaders

Sales
Frontline sales Direct sales, collection & distribution responsibility for assigned territory, feet on street, field job (Sales Reps, Sales Coordinator) Area Responsibility Direct sales, collection & distribution feet on street, field & supervisory possibility for a large area (Sales/ Sr. Sales specialists without direct people responsibility) 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) 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) 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)

Section/ Location Head

HOD/ Management Team

Step 4 Create Role competency matrix

Role

Function

Equivalent Competency Role

PROFICIENCY LEVELS

BASIC AWARENESS CRITICAL

CONTRIBUTORY

EXPERT

LEADING EDGE

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 Retail Perf Std

EXPERT Selling Skills Distribution Expansion Claims making

LEADING EDGE

CRITICAL

Operational RS Management Product Knowledge Differentiation PC skills consumer orientation Market Knowledge Trade relations Customer orientation Team work Communication Creativity

IMPORTANT

cavinkomm / RS software Micro planning/execution Analytical skill

Criticality
PREFERRED

Quality orientation

Step 5 Identify Functional skills required for the role: Sales & Distribution
Business Responsibility
Business Plan Relationship management Benchmarking Supply chain management Team management New business development

Division Responsibility
Sales planning Relationship management Supply chain management Customer satisfaction Marketing support Team management Policy/process compliance

Region Responsibility
Sales targets Expanding distribution Collections Inventory monitoring Resource management

Area Responsibility
Selling skills Distribution expansion RPS RS management Financial commitment mgt Product knowledge Market knowledge

Front Line Sales

Selling skills Distribution expansion RPS RS management Financial commitment mgt Product 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
PC skills Marketing strategy Brand management Media management Agency management

Managerial
PC skills Profit monitoring skill Marketing plan Tracking competition Product launch and promotion

Execution
PC skills Profit monitoring Consumer tracking Advertising and media promotions Research activities

Coordination
PC skills Marketing plan Consumer tracking Competition tracking

Trademark management
Financial acumen

Build brand identity

Agency briefing

Brand related activities

Knowledge of product and packing

Step 5 Identify Functional skills required for the role: Human Resources
Leader
Global HR trends Financial acumen Labour law know Know of HR concepts & process Business acumen HR vision Policies & procedures RAG analysis Comp & rewards Talent management HR info system Group HR operation

Managerial
PC skills Recruitment management PMS Compensation management IR skill HR info system Payroll management

Execution
PC skills Compensation management HR info system Payroll management

Co- ordination
PC skills Statutory knowledge

Step 6 Define Functional skills SR Role

Functional competencies F u n c ti o n a l / T e c h n i c a l S k il ls Selling Skills Distribution expansion RPS RS Management Financial commitment Mgt Product Knowledge Market Knowledge Trade relations Analytical skill Claims making Definitions Steps of sales calls .expand Enhance coverage in a defined budget Availability and visibility - merchandising Stock norms, ROI, Mkt Service, Infrastructure, Mkt Credit Handling collection issues, distributor investment, RS funds management

Basic understanding of categories and products vis--vis the competition

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

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 Power Extroversion Relaxation Questioning Distance Improvisation Intellectual Conformism Conciliation Facilitation Independence 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