Agile NCR 2013 - Seema Verma - energizing hr for agile excellence-competencymapping_1.0
- 1. Energizing HR for Agile Excellence ( Competency Mapping Assessment & Management) Seema Verma Global Training Head Infogain Email Id: seema.verma@infogain.com Sim_verma22@yahoo.com
- 2. Agenda Role & Importance of HR in Agile Competency Definition Objective of Competency Mapping Applying Agile to develop Competency Framework: Case Study Scope February 14, 2013 Copyright © 2012 Infogain Corporation. All rights reserved.
- 3. WHAT IS AGILITY In Business Context : Ability to adapt rapidly & efficiently to the changing environment. The need to optimize responsiveness drives us to an agile concept. Sprint Planning Meeting Daily Stand Up Meeting Sprint Review Sprint Retrospection Task Board Burn Down Chart February 14, 2013 Copyright © 2012 Infogain Corporation. All rights reserved.
- 4. ROLE & IMPORTANCE OF HR IN AGILE Check Agile Mindset Hire the Best Provide environment of Autonomy Redefining Roles Sustaining Agile Motivated Organizational Support Training Culture Restructuring Creating Open Workspace & Certifications, Employees Conferences Training Sessions to set Expectation Employees can contribute to Performance Redesigning Current Innovation and Research Lab Management Employee Titles Change Appraisal Group Rewards Methods KRA’s around Teamwork
- 5. HR : BUILD AGILE ENVIRONMENT Open Workspace Pair Programming Extreme Interviewing Feedback over lunch
- 6. WHAT IS COMPETENCY Ability to apply relevant skills and knowledge Competency: A person- related Competence: A work- related concept that refers to the Competencies: Often referred as concept that refers to areas of work dimensions of behavior lying the combination of the two. at which the person is competent behind competent performer. . Depending on the composition of the group, capability expectation may be either in terms of domain, behavioral and technology or niche professional competencies or a combination of all of these.
- 7. WHY COMPETENCY MAPPING The prime objective with which the competency framework is introduced in various organizations are :
- 8. CORE COMPETENCY TEAM Core Committee members comprises : HR, PMO & Training Head along Competency Cabinet Members from each BU. Implementation is taken care by Training executives at organization level. The key roles & responsibilities highlighted 1. Identifying target capabilities and competencies within each BU 2. Identify Senior 5. Changes Required Members acting as in Performance Competency Cabinet Management System members from each BU 4. Enable learning 3. How to Measure environment within Capability through organization Assessment centre
- 9. COMPETENCY MAPPING: CASE STUDY Release 1: Consisted of 4 Sprints of 2 weeks each OSS Each IDU/BU Billing will nominate a CI Cabinet Understand Retail Business of TWO key each IDU or competencies BU identified Insurance Identification of Key Target Capabilities / Competencies February 14, 2013 Copyright © 2012 Infogain Corporation. All rights reserved.
- 10. COMPETENCY MAPPING: CASE STUDY Sprint Retrospection: For All those IDU/BU where it is difficult to identify the Competencies or not getting required support need to retrospect and understand what is not working. Involvement of SME s across Difficult to identify the BUs Competencies Either replace or Not getting required support discuss with Sprint Retrospection from CI cabinet Heads All employees in a single IDU may not work on same domain / product. Identify the competencies at group level February 14, 2013 Copyright © 2012 Infogain Corporation. All rights reserved.
- 11. COMPETENCY MAPPING: CASE STUDY Release 2: Comprises of 4 sprints where each sprint was of 2 weeks. Organization level Creating the standard indicator s definitions of across various competencies levels along with detailed indicators Identify the areas Once all Identify SME where definitions could not be finalized competencies within each KRA s of due to lack of support BU/IDU Cabinet of unavailability of are collated, members based SME s on Training Team competencies will facilitate identified across Definitions are expected to bring in a flavor of depth to the capability (E.g. Retail Billing different Level-1, Level-2 and Level-3). groups to build detailed Each proficiency level will have observable behavior statements/indicators (recommended definitions of around 8 to 12 statements) that will detail the scope of the competency. the competencies. February 14, 2013 Copyright © 2012 Infogain Corporation. All rights reserved.
- 12. COMPETENCY MAPPING: CASE STUDY Release 3: Comprises of 3 sprints where each sprint was of 4 weeks. Few employees in the group will be assessed for Level-2 and Level-3 competencies. All employees in the group will be assessed at Level 1 exam will be online or Level-1. else manager ratings on observable behavior indicators Rating will be by line managers Employees in each group will Selected employees be assessed on the expected Measure Capability will be assessed on competencies. levels 2 & 3 February 14, 2013 Copyright © 2012 Infogain Corporation. All rights reserved.
- 13. COMPETENCY MAPPING: CASE STUDY Sprint Retrospection: Identify the indicators or Introduce Hardening questions in Assessment Sprint of 2-4 weeks to which needs to be retrospect and modify updated based on based on feedback feedback received during before we launch the the earlier sprint. next cycle. To complete the assessment across each BU/IDU. Frequency of Measurement Employees in each group will be assessed on the expected competencies twice a year, preferably before the mid-term and annual appraisal so that the development gaps/needs can be identified and assigned to each employee during the appraisals. February 14, 2013 Copyright © 2012 Infogain Corporation. All rights reserved.
- 14. Scope of The Program We have implemented succefully in delivery covering 80% of employees in each BU. Next Phase targeted at Support Functions : (1) Recruitment & Selection (2) Training & Development (3) Performance Management (4) Skill Development (5) Training Need Identification etc. “Agility is about attitude and not technology.” “Building an Agile learning organization requires a skill set, mindset and tool set.”