Competency Mapping project- Aaron

RTD TRAINING & CO.
YOUR TRUSTWORTHY TRAINING PARTNERS
[CLDM]
[A project on Competency Map]

Table of Content
S.No. Topic Page No.
1 Objective 4
2 Scope 4
3 Findings 4
4 Conclusions 4,5
5 Job Description of HR Manager 5,6
6 Job Element Analysis: HR Manager 6,7
7 BARS: HR Manager 8,9,10
8 Job Description of Training Manager 11
9 Job Element Analysis: Training Manager 12
10 BARS: Training Manager 13,14,15,16
11 Job Description of Admin. Manager 16,17
12 Job Element Analysis: Admin. Manager 17,18
13 BARS: Admin. Manager 18,19,20,21,22
14 Rating Scale 22
15 Core competencies definitions 23
2

CLDM Project- Competency Mapping
Industry- Service (Training partners)
Objective of the project:
This project aims at identifying the right talent for the job. In order to achieve an organizations goal it is
important that they identify the right person for the job; hence in this project we will be identifying the
right person by building competency maps. This competency map will not only allow us to recruit the
right person for the job but it will also allow us to use this map in identifying the training needs in a
person and help bridge the gap, which ultimately will benefit the organization. This competency map
can be used to create BARS which can be used for accessing a person during recruitment, promotion and
performance management system.
Scope of the project:
In this project we will be identifying the competencies required for some pivotal roles in a Training
company. In this training company we will be building competency map for the below mentioned level:-
• HR Manager
• Training Manager
• Administration Manager
Methodology involved:
1. Role Outline – Identification of Knowledge, Skills, Abilities and Attributes, Success Indicators, Job
features for the role.
2. Preparing a functional map to identify the knowledge and skills required for the role.
3. Developing BARS to identify the maturity level and to bridge the gap if any.
Findings:
• Job Description: Job descriptions are arrived from Job analysis. It gives a clear picture of not just
the responsibility areas of an employee but also the core competencies, functional
competencies he/she should possess, kind of experience demanded for the position, skills
required to effectively perform the role etc.
• Job Element Analysis: focuses on functional competencies demanded for the role, knowledge
and skills a person should have to effectively perform each element of the job
3

• BARS: BARS is an effective tool in identifying the development needs of the employee in the
organization as it clearly tells what the current maturity level is and where he has to reach.
Conclusions:
• Competency mapping exercise is an assessment tool to determine where the employee stands
in terms of the competencies required to perform the job vs. competencies he possess.
• As Competency mapping serves multiple purposes, it is important for every organization to have
the competencies defined for each and every role.
Job Description of HR Manager
Job Title: HR Manager Based at: Bilaspur, CG, India
Department: HR Reports to: HR Director
Direct Reports: HR Experience: 1 Year at similar post.
Required Qualification: : Master’s degree in
Human Resource Management from reputed
institution.
Preferred Qualification: Master’s degree in
Human Resource Management from reputed
institution.
Core Competencies:
• Accountability
• Communication
• Collaboration
• Decision Making
• Innovation
• COACHING
• Adaptability
• Agility
Functional Competencies:
• Employee relations
• Talent Acquisition
• Training & Development
• Compensation & Benefits
Job Purpose: The HR Manager is responsible for employee hiring, developing compensation and
benefits program, maintain employee documents, employee relations, HR strategies
implementation, Vendor management, employee performance, employee development and
administration of corporate policies, procedures and management directives.
4

Key Responsibilities and Accountabilities:
• Administer compensation, benefits and performance management systems, and safety and
recreation programs.
• Advise managers on organizational policy matters such as equal employment opportunity
and sexual harassment, and recommend needed changes.
• Perform difficult staffing duties, including dealing with understaffing, refereeing disputes,
firing employees, and administering disciplinary procedures.
• Provide current and prospective employees with information about policies, job duties,
working conditions, wages, and opportunities for promotion and employee benefits.
• Serve as a link between management and employees by handling questions, interpreting and
administering contracts and helping resolve work-related problems.
• Identify staff vacancies and recruit, interview and select applicants.
• Maintain records and compile statistical reports concerning personnel-related data such as
hires, transfers, performance appraisals, and absenteeism rates.
• Oversee the evaluation, classification and rating of occupations and job positions.
• Analyze statistical data and reports to identify and determine causes of personnel problems
and develop recommendations for improvement of organization's personnel policies and
practices.
• Conduct exit interviews to identify reasons for employee termination.
• Plan, organize, direct, control or coordinate the personnel, training, or labor relations
activities of an organization.
• Allocate human resources, ensuring appropriate matches between personnel.
• Develop or administer special projects in areas such as pay equity, savings bond programs,
day-care, and employee awards.
• Plan and conduct new employee orientation to foster positive attitude toward
organizational objectives.
• Plan, direct, supervise, and coordinate work activities of subordinates and staff relating to
employment, compensation, labor relations, and employee relations.
• Prepare personnel forecast to project employment needs.
• Represent organization at personnel-related hearings and investigations.
• Analyze and modify compensation and benefits policies to establish competitive programs
and ensure compliance with legal requirements.
• Analyze training needs to design employee development, language training and health and
safety programs.
• Prepare and follow budgets for personnel operations.
• Provide terminated employees with outplacement or relocation assistance.
• Study legislation, arbitration decisions, and collective bargaining contracts to assess industry
trends.
• Develop, administer and evaluate applicant tests.
• Investigate and report on industrial accidents for insurance carriers. Contract with vendors
to provide employee services, such as food service, transportation,
5

Functional Map: - HR Manager
Threshold
Competencies
Differentiating
Competencies
Rare Competencies
Recruitment
K1- of recruitment
through various job
portals such as
naukri.com etc.
S1- Ability to use them
and analyze resumes.
K1- Recruitment policy.
S1- Ability to create
effective recruitment
policy.
K1- Develop
recruitment strategy.
S1- Optimum
utilization of available
resources.
K2- of manpower
required in the org.
S2- Ability to map the
requirement with JD
and make necessary
amendments.
K2- Of recruiting
through campus.
S2-Able to connect
with the right campus
for a particular Job.
Compensation
& Benefits
K1- of designing salary
classification.
S1- Ability to analyze
the business and job
function in order to
suggest right salary
K1- regulatory
framework. S1-
Ability to understand
and inculcate.
K1- Personal record
systems.
and manage record
systems
6

K2- Knowledge of
developing
compensation
programs.
S2- Analytical skills
K2- Knowledge of
competition and their
salary structure.
S2- Research skills
Employee
relations
K1- Employment
policies.
S1- Ability to follow the
same while interacting
with employees.
K1- of conflict and
grievance resolution.
S1- Good
Communication skills.
K1- Of coaching.
S1- Helping others
K2- Knowledge of
regulatory laws.
S2- Ability to interpret
and communicate the
same
K2- Knowledge of work
safety norms.
S2- Organizing skills
Training &
Development
K1- Training needs
analysis.
surveys,
questionnaires.
K1- Adult learning
principles.
S1- Facilitation Skills
K1- Content
Development.
S1- MS PowerPoint
K2- Training
Evaluation.
S2- Prepare a feedback
form and ability to
analyze the same.
K2- presentation.
S2-Platform skills
Bars: - HR manager
Level 1 Level 2 Level 3 Level 4
Emerging Successful Distinguished Exemplary
Communication
-Hesitant to
communicate with
others.
-Finds it difficult in
constructing a
sentence.
-Does not maintain
eye contact.
-Is difficult to
understand when
he is
- Communicates
with others often.
- Does not
consistently
communicate in a
clear and concise
manner.
-Does not use
proper grammar,
pronunciation.
- Uses appropriate
-Communicates with
others when
required in a clear
and concise manner.
-Uses appropriate
grammar,
pronunciation.
- Uses appropriate
tone while
communicating.
-conveys message
-Consistently
communicates with
others in a clear and
concise manner.
- utilizes proper
grammar,
pronunciation.
- Uses Voice
modulation while
communicating and to
enhance
7

communicating tone while
communicating.
using appropriate
method of
communication
(email, phone, in
person).
understanding.
-consistently conveys
message using
appropriate method
of communication
(email, phone, in
person).
Collaboration
-Tends to isolate
themselves from
others while
working toward
team goals and
objectives.
-Treats other team
members with
hostility or
indifference.
- Talks about
commitment to
collaboration, but
rarely
demonstrates it in
their actions.
-Works well with
some people, but
not others; is not
generally regarded
as a “team player".
-Consistently works
with others to
accomplish goals
and tasks.
-Treats all team
members with
a respectful,
courteous, and
professional
manner.
- Supports team
despite
different points of
view or setbacks.
-Consistently works
well with variety of
different people.
-Proactively works
with members of
the team to
complete goals.
-Demonstrates
respect,
professionalism and
courtesy to team
members.
- Values the input of
others.
- Initiates
interaction with
teammates.
-Works well with all
people.
-Frequently uses
opportunities to work
with others as a
teaching tool to
impart organizational
knowledge and help
others succeed.
-Actively seeks to
eliminate “cliques"
and assists in problem
solving so that all
team members are
included.
- Proactively and
continuously improves
collaboration.
-Builds loyalty among
other team members
(and departments,
irrelevant).
Decision Making
-Refuses to make
decisions
individually.
- Does not make
decisions in a
timely manner.
-Makes decisions
based on
inadequate
information.
-Reverses decisions
often
- Lacks confidence
in decisions.
- Seldom makes
decisions in a
timely manner.
- Makes decision
with complete
information.
-Sticks to decisions.
- Makes quality
decisions in a timely
manner.
- Draws from
experience and
analysis when
making decisions;
exhibits confidence
in decisions.
- Creates relevant
options for
addressing problem.
-Uses resources
available to make
decisions.
-Consistently gathers
all information
including opinions,
then makes an
informed decision.
-Identifies and
anticipates possible
outcomes.
-Excels in researching
information to resolve
problems, make
decisions.
-Consistently makes
decisions in a timely
manner.
Innovation -Lacks energy,
creativity,
inventiveness,
originality.
- Willing to try new
suggestions and
ideas.
-Generates ideas
-Willing to try new
suggestions and
ideas.
- Looks for new
- Actively develops
and implements new
strategies.
-Creates new ways of
8

-Unwilling to
consider new ideas
and practices.
-Unable to generate
ideas, solutions.
-Avoids or puts off
assignments that
require innovation.
but hesitant to try
them out.
-Seldom considers
new ideas.
-Exhibits energy.
ways of completing
tasks efficiently and
effectively.
-Looks to integrate
current methods
with new ideas to
increase efficiency.
-Is creative and
imaginative in
crafting solutions.
performing tasks.
-Makes suggestions,
looks for different
solutions.
-Contributes unique
suggestions in
brainstorm and
problem-solving
activities.
COACHING
-Avoids sharing
expertise.
-Withholds
information.
-Demonstrates
unwillingness to
train/coach others.
-Does not provide
feedback and/or
assistance to the
team.
-Seldom shares
expertise.
-Shares
information
reluctantly.
-Willingness to
train/coach few co-
workers.
-Seldom provides
feedback.
-Provides feedback
in a timely manner.
-Shares knowledge
and expertise with
others.
- Offers guidance at
onset of and
throughout projects.
-Assists staff
members with the
completion of tasks
when asked.
-Solicits, listens to,
and acknowledges the
ideas of others.
-Actively shares
knowledge and
expertise for the
betterment of the
work area.
-Enthusiastically
serves as a mentor for
the team.
-Consistently provides
timely and
appropriate feedback;
checks for
understanding.
Adaptability -Makes active
attempts to delay
or prevent change
from occurring.
-Fails to implement
change as required.
-Is vocally negative
or exhibits negative
attitude about
change.
-Refuses to learn
new concepts.
-Makes attempts to
implement change.
-Fails to implement
change as required.
-Slow in learning
new concepts.
-Vocally positive.
-Maintains quality of
work when changes
occur in the work
environment.
-Addresses change
with a positive
attitude.
-Understands that
changes occur and
effectively and
efficiently
incorporates them
into work routine.
-Exhibits willingness
to comply with
change.
-Enjoys change and
continually seeks
better methods of
accomplishing desired
results.
-Develops innovative
solutions to problems
that might arise due
to change.
-Consistently
motivates others to
accept and seek
change.
- Promotes
acceptance of change
by showing empathy,
giving positive
examples, and
providing explanation.
Agility - Fails to change
usual patterns of
-Adapts to
changing priorities
-Understands and
appreciates
-Anticipates and
responds to changing
9

behavior or
performance to
meet specific
expectations.
-Is not receptive to
new information or
viewpoints.
-Is unwilling to try
or support a new
approach.
-Refuses to modify
one’s way of doing
things
and additional
demands.
-Is flexible, open
and receptive to
new information,
ideas.
-Accepts and
cooperates in the
implementation of
change.
-Modifies one’s
preferred way of
doing things.
different and
opposing
perspectives.
- Shares new ideas
for the group to
consider.
- Actively supports
changing direction,
goals, and priorities.
- Is willing to
experiment and
take risks in trying
different approach.
situations.
-Generate new ideas,
information and
explores new
possibilities.
-Embraces and
champions change.
-Works effectively
within a variety of
situations.
Accountability
-Does not meet
commitments or
delivers
commitments late.
-Bends the rules
when faced with
pressure.
-Fails to take
ownership of
personal or team
performance.
-Dismisses the
importance of
responsibilities.
-Follows through
and meets
personal
commitments on
time.
- Holds self and
others accountable
for making
principled
decisions.
-Addresses
unethical behaviors
head-on.
-Commits to goals
and takes initiative
to achieve them.
-Consistently meets
time commitments.
-Consistently holds
self accountable for
making decisions
and addressing
unethical behavior.
-Consistently
commits to goals
and encourages
team members to
become involved in
achieving objective.
-Initiates
responsibility and
demonstrates
consistency.
-Exceeds commitment
to others by
frequently delivering
work early.
- Maintains ethical
principle seven in the
most challenging
circumstances.
-Generates
enthusiasm among
team members for
accomplishing shared
goals to elevate the
team’s success.
-Continuously takes
up responsibilities and
ensures that the work
is done on time.
Job Description – Training Manager
Job Title: Training Manager Based at: Bilaspur, CG
Department: Training and Development Reports to: L& D Head
Direct Reports: Trainers Experience: 0-1 years in the similar role
Required Qualification: Bachelor’s degree from
a reputed University
Preferred Qualification: Master’s degree in any
stream.
Core Competencies:
• Communication
• Coaching
• Decision Making
• Innovation
• Taking Initiative
• Training Need Analysis.
• Training Design.
• Training
• Training Evaluation
10

• Planning and organizing work
• Building trust
• Adaptability
Job Purpose: To be responsible for the complete training function in the organization. To schedule,
manage, conduct training sessions for the employees and clients. Should be able to identify
training gaps, design training programs and conduct training effectiveness.
• Analyze training needs to develop new training programs or modify and improve existing
programs.
• Conduct or arrange for ongoing technical training and personal development classes for staff
members.
• Confer with management and conduct surveys to identify training needs based on projected
production processes, changes, and other factors.
• Develop testing and evaluation procedures.
• Evaluate instructor performance and the effectiveness of training programs, providing
recommendations for improvement.
• Plan, develop, and provide training and staff development programs, using knowledge of the
effectiveness of methods such as classroom training, demonstrations, on-the-job training,
meetings, conferences, and workshops.
• Prepare training budget for department or organization.
• Develop and organize training manuals, multimedia visual aids, and other educational
materials.
• Train instructors and supervisors in techniques and skills for training and dealing with
employees.
Functional Map:-
Threshold
Competencies
Differentiating
Competencies
Rare Competencies
TNA K1- Competency maps.
to identify training
gaps
K1- Assessment
techniques.
effectively
K1- Questionnaires,
Surveys.
effectively to identify
11

training needs.
K2- Business Function.
S2-Ability to
understand the
business and its
requirements in order
to bridge the gap of
skills
K2- Assessment
centers.
S2-Ability to identify
Content
Developmen
t
K1- Gestalt theory.
S1- Ability to use it
while designing
content
K1- Business function.
S1- Ability to
understand business
and develop content
related to it.
K1- Learning styles.
S1- Ability to implement
the same while designing
content
K2- Addie model.
S2- Ability to use it
effectively
K2- MS office tools-
PPT,Word.S2-Ability to
use them
Training
K1- Presentation.
S1- Ability to present
skill fully
K1- Learning
Behaviors.
to help learners to
learn more
K1- Body Language
S1- Ability to use body
language to influence the
trainees.
K2- Facilitation.
S2- Involve the
participant to enhance
learning
K2- Training Calendar.
S2- Ability to plan, use
and follow it
Training
evaluation
K1- Kirk Patrick’s
evaluation methods.
S1- Ability to use it to
measure training
effectiveness.
K1- Questionnaires.
K1- Calculating ROI.
S1- Analytical skills
K2- Data management.
S2- Ability to maintain
huge data
BARS – Training Manager
Communication
-Hesitant to
communicate
with others.
-Finds it
difficult in
constructing a
-Communicates
with others
often.
- Does not
consistently
communicate in
-Communicates
with others when
required in a
clear and concise
manner.
-Uses appropriate
-Consistently
communicates
with others in a
clear and concise
manner.
- utilizes proper
12

sentence.
-Does not
maintain eye
contact.
-Is difficult to
understand
when he is
communicating
a clear and
concise
manner.
-Does not use
proper
grammar,
pronunciation.
- Uses
appropriate
tone while
communicating.
grammar,
pronunciation.
- Uses
appropriate tone
while
communicating.
-conveys
message using
appropriate
method of
communication
(email, phone, in
person).
grammar,
pronunciation.
- Uses Voice
modulation
while
communicating
and to enhance
understanding.
-consistently
conveys message
using
appropriate
method of
communication
(email, phone, in
person).
Coaching
-Avoids sharing
expertise.
-Withholds
information.
-Demonstrates
unwillingness
to train/coach
others.
- Does not
provide
feedback
and/or
assistance to
the team.
-Seldom shares
expertise.
-Shares
information
reluctantly.
-Willingness to
train/coach few
co-workers.
-Seldom
provides
feedback.
-Provides
feedback in a
timely manner.
-Shares
knowledge and
expertise with
others.
- Offers guidance
at onset of and
throughout
projects.
- Assists staff
members with
the completion of
tasks when
asked.
-Solicits, listens
to, and
acknowledges
the ideas of
others.
-Actively shares
knowledge and
expertise for the
betterment of
the work area.
-Enthusiastically
serves as a
mentor for the
team.
-Consistently
provides timely
and appropriate
feedback; checks
for
understanding.
Innovation -Lacks energy,
creativity,
inventiveness,
originality.
-Unwilling to
consider new
ideas and
practices.
-Unable to
generate ideas,
solutions.
-Avoids or puts
-Willing to try
new
suggestions and
ideas.
-Generates
ideas but
hesitant to try
them out.
-Seldom
considers new
ideas.
-Exhibits
-Willing to try
new suggestions
and ideas. Looks
for new ways of
completing tasks
efficiently and
effectively.
-Looks to
integrate current
methods with
new ideas to
increase
-Actively
develops and
implements new
strategies.
-Creates new
ways of
performing
tasks.
-Makes
suggestions,
looks for
different
13

off
assignments
that require
innovation.
energy. efficiency.
-Is creative and
imaginative in
crafting solutions.
solutions.
-Contributes
unique
suggestions in
brainstorm and
problem-solving
activities.
Taking
Initiative
-Does not seek
ways to
improve
outcomes.
-Often waits
for direction to
initiate action
on projects.
-Rarely
encourages or
identifies staff
development
opportunities.
-Does not
Show little
enthusiasm for
seeking or
accepting
additional
responsibilities.
-Seldom seeks
ways to
improve
outcomes.
-Hesitant to
initiate action
on projects.
-Encourages or
identifies staff
development
opportunities.
-Seldom shows
little
enthusiasm for
seeking or
accepting
additional
responsibilities.
-Actively seeks
out ways on own
to improve
outcomes,
processes or
measurements.
-Takes
responsibility and
provides
leadership on
projects or
initiatives.
-Enthusiastically
seeks and accepts
additional
responsibilities.
-Takes action on
projects without
being directed to
do so, and looks
for opportunities
to move projects
along.
-Consistently, in
all cases, seeks
out ways on own
to make
improvements to
outcomes,
processes and/or
measurements.
-Collaborates
with external
units to create
and develop
opportunities for
improvement.
-Consistently, in
all cases, takes
responsibility
and provides
leadership on
projects or
initiatives and
brings projects
to a successful
conclusion.
- Is a role model
for seeking and
accepting
additional
responsibilities.
Planning and
organizing
work
-Has difficulty
completing
tasks on time.
-Work area is
disorganized,
preventing
ready access to
needed
materials.
-Poor time
management
skills, unable to
-Completes
tasks exactly on
time.
-Work area is
organized, has
access to
needed
materials.
-Poor time
management
skills, unable to
set priorities.
-Plans workload
to ensure timely
completion of
tasks.
- Assists staff
with time
management
when
appropriate.
-Good
attendance/starts
work on time.
-Consistently
prioritizes tasks
so all work of
group is
completed
efficiently.
-Performs
multiple tasks in
a timely and
professional
manner.
- Actively
14

set priorities.
-Challenges use
of planning
tools.
-Challenges use
of planning
tools.
-Can recognize
priorities and
reorganize work
tasks accordingly.
develops
organizing
strategies to
benefit others.
-Understands
sequential
and/or
interdependent
nature of work
and
anticipates/plans
for lags in
response from
others.
Building trust
-Does not
communicate
information to
others.
-Refuses to
take
responsibility
for actions.
- Fails to follow
through on
commitments.
-Fails to treat
others in a fair
and consistent
manner.
-Communicates
information to
others.
-Refuses to take
responsibility
for actions.
-Follow through
with
commitments.
-Fails to treat
others in a fair
and consistent
manner.
-Treats others
fairly and
equitably.
-Is trustworthy
with confidential
information.
-Follows through
with
commitments.
-Accepts
responsibility for
one’s actions,
regardless of the
outcome.
-Displays
honesty and
integrity in all
situations.
-Consistently
treats others
with respect and
dignity.
-Openly accepts
responsibility for
setbacks and less
successful
endeavors by
self and modifies
actions for the
future.
-Consistently
maintains
confidentiality
when
appropriate.
Adaptability -Makes active
attempts to
delay or
prevent change
from occurring.
-Fails to
implement
change as
required.
-Is vocally
negative or
exhibits
negative
-Makes
attempts to
implement
change. Fails to
implement
change as
required.
-Slow in
learning new
concepts.
-Vocally
positive.
-Maintains
quality of work
when changes
occur in the work
environment.
-Addresses
change with a
positive attitude.
-Understands
that changes
occur and
effectively and
efficiently
-Enjoys change
and continually
seeks better
methods of
accomplishing
desired results.
-Develops
innovative
solutions to
problems that
might arise due
to change.
-Consistently
15

attitude about
change.
-Refuses to
learn new
concepts.
incorporates
them into work
routine.
-Exhibits
willingness to
comply with
change.
motivates others
to accept and
seek change.
-Promotes
acceptance of
change by
showing
empathy, giving
positive
examples, and
providing
explanation.
Job Description- Administration Manager
Job Title: Administration Manager Based at: Bilaspur,
Department: Administration Reports to: HR Manager
Direct Reports: None Experience: 1-3 years in the similar role and
understanding of training sector.
Required Qualification: Bachelor’s degree from
a reputed University
Preferred Qualification: MBA in marketing
Core Competencies:
• Team Work
• Problem Solving
• Productivity
• Follow-up
• Continuous learning
• Valuing Diversity and Inclusion.
• Communication
• Coaching
• Vendor Management
• Stock management
• Purchasing
• Team Management
Job Purpose: To have an overall in-charge for all the administrative function such as purchasing,
managing stock, assets managing and vendors management to ensure the smooth functioning of the
business.
• Maintains administrative staff by recruiting, selecting, orienting, and training employees;
maintaining a safe and secure work environment; developing personal growth opportunities.
• Accomplishes staff results by communicating job expectations; planning, monitoring, and
appraising job results; coaching, counselling, and disciplining employees; initiating,
coordinating, and enforcing systems, policies, and procedures.
• Provides supplies by identifying needs for various business functions.
• Provides communication systems by identifying needs; evaluating options; maintaining
equipment; approving invoices.
16

• Purchases all materials by obtaining requirements; negotiating price, quality, and delivery;
approving invoices.
• Completes special projects by organizing and coordinating information and requirements;
planning, arranging, and meeting schedules; monitoring results.
• Improves program and service quality by devising new applications; updating procedures;
evaluating system results with users.
• Achieves financial objectives by anticipating requirements; submitting information for
budget preparation; scheduling expenditures; monitoring costs; analyzing variances.
• Maintains continuity among corporate, division, and local work teams by documenting and
communicating actions, irregularities, and continuing needs.
• Maintains professional and technical knowledge by attending educational workshops;
benchmarking professional standards; reviewing professional publications; establishing
personal networks.
• Contributes to team effort by accomplishing related results as needed.
Functional Map- Administration Manager
Threshold
Competencies
Differentiating
Competencies
Rare Competencies
Stock
Managemen
t
K1- of goods,
services and
equipments that are
needed.
S1- Research market
to identify vendors
who can provide the
same.
K1- Current stock
levels.
S1-Forecasting skills
to replenish stock.
K1- of stock maintains
software’s such as
inventory
management
software’s.
S1-Ability to use them
effectively.
K1- of space
management.
S2-Ability to store
them uniformly and
ensure that less
space is consumed.
K2- of business
function.
S2- Ability to provide
materials for the
smooth functioning of
business.
Asset
management
K1- Space
management.
S1- Ability to
optimize space given
K1- Purchase New
Inventory.
S1- Upbeat with
vendors who can
furnish the required
assets on time
K1- Stock management
softwares.
effectively
17

K2- Prepare
Documentation such
as assists list.
S2- Ability to
implement and
maintain the same
K2- Track Inventory.
S2- Upbeat with
current stock levels.
Purchasing
K1- of goods,
services and
equipment are
needed.
S1-Ability to
purchase them
timely.
K1- Suppliers who can
provide goods timely.
S1- Coordination
Skills to get the goods
on time
K1- Purchasing
software’s such as
Trax.
effectively
K2 of quality
Control.S2-
Observation skills
K2 of building
contracts and
agreements.S2- Able
to implement them
when entering a new
deal with vendors.
Team
Managemen
t
K1- Develop
recruitment
strategy.
S1- To identify
number of people
required for the job.
K1- Team Handling.
S1- Ability to engage
employees towers
organization goals the
same
K1- Training.
S1- Ability to train the
team to achieve
desired goals
K2- Labor laws.
S2- Ability to use and
implement the same
K2- HR laws.
S2- Ability to follow
and implement the
same.
BARS- Administration Manager
Team Work -Does not accept
responsibility for
team performance.
- Fails to meet
deadlines for team
assignments
- Exhibits negative
behavior
concerning team.
- -Fails to bring the
team together.
-Seldom takes
responsibility for
team
performance.
-Accomplish team
deadlines with
delay. -
Exhibits positive
behavior towards
the team.
- Manages to
bring the team
together while
doing any task.
-Shares credit for
team
accomplishment
liberally.
-Consistently
brings the team
together while
doing any task. -
Accepts
responsibility for
overall team
performance as
appropriate.
- Accomplishes
team deadlines on
-Facilitates
accomplishment of
team objective
through cooperation
and lending a hand
even with
assignment outside
normal areas of
responsibility.
- Consistently meets
deadlines for team
assignments.
- Brings the team
together on
assignments.
18

time. - Exhibits positive
support for
team/org.
Problem
Solving
Fails at times to
recognize issues
that require a
solution.
-overlooks actions
needed to advance
the decision
making process.
Overlooks
opportunities to
assist employees
with solving
problems. Does not
recognize others
for successful
problem solving
-Becomes
discouraged by
ambiguous
situations.
-Does not always
adjust approach
to achieve results.
-Seldom assist
employees with
solving problems.
-Seldom
recognize others
for successful
problem solving
-Recognizes
typical as well as
complex and
unusual issues,
and actions
needed to
advance the
decision making
process.
-Recommends
possible solutions.
-Follows up to
ensure resolution.
-Assists
employees in
diagnosing
problems and
recognizing issues.
-Even in the most
difficult situations,
recognizes issues
and determines
whether action is
needed. -
Takes charge of a
group when
necessary and
makes decisions in a
timely manner.
-Consistently, in all
cases, creates new
ideas and processes
despite initial
ambiguity of the
situation.
-Empowers and
inspires others to
find solutions in a
timely manner.
Productivity -Sets unrealistic
goals – goals that
are either too easy
or too difficult to
achieve.
- Does not achieve
established goals
on a consistent
basis.
-Focuses time,
energy, and other
resources on
activities that are
not aligned with
the team's
objective.
-Easily becomes
side tracked on less
important matters
when obstacles
present them
selves
-Establishes and
achieves clear,
specific
performance
goals,
expectations, and
priorities.
-Aligns their
efforts with team
objectives.
-Manages own
time well in order
to complete
allocated tasks on
time and with
high quality.
-Work results
delivered meets
stated needs and
are complete,
accurate and of
good quality.
-Consistently sets
and achieves
performance
goals,
expectations and
priorities.
-Consistently
aligns individual
goals with the
team's objectives.
-Identifies issues
early on; Initiates
alternatives to
problems and
obstacles to
deliver consistent
results.
-Consistently
practices time
management in
planning and
balancing tasks to
meet or exceed
-Identifies "vital
few'' goals and
allocates time and
resources to achieve
those goals when
faced with
competing priorities.
-Recognizes when
others have set goals
that are misaligned
with the Universities
objectives and
provides
guidance/coaching
to team members to
better meet the
needs of the team .
-Always aligns
individual goals with
the team’s
objectives.
-Navigates unique
circumstances and
19

deadlines with
high-quality.
obstacles quickly
and effectively to
solve problems.
-Manages own time
exceptionally we
land frequently
completes tasks
early and with
higher-than-
expected
quality.
FOLLOW-UP
-Does not follow up
in a timely manner.
-Expects others to
follow up.
- Doesn’t
understand if,
when, why follow-
up is needed.
- Does not
monitor/review at
designated steps.
-In consistence
follow up.
-Follows up when
it’s very
important.
-Understands the
importance of
follow-up.
-Does not
monitor/review
at designated
steps.
-Follows up in a
reasonable time
frame.
-Understands that
follow-up is a
reflection of the
department and
employee.
-Follows up on
action items and
correspondence
after meetings.
-Follow-up
includes all
entities involved.
-Is consistently
proactive and
anticipates the
needs of others.
-Seeks to improve
existing methods of
follow-up.
-Ensures follow-up is
thorough and
complete.
-Develops methods
to track follow-up.
CONTINUOUS
LEARNING
-Is unwilling to
attend training
classes or
participate in
learning
opportunities.
-Is ambivalent
during training; is
inactive learner in
training.
- Exhibits
resistance to
training/learning;
does not value
training.
-Is not receptive to
learning new work
methods.
-Seldom attends
training classes or
participate in
learning
opportunities.
.
-Shows some
interest in
learning. Finds it
difficult to accept
new ideas while
learning.
-Takes time to
implement new
learning.
-Participates in
and shares
learning with
others in order to
benefit the work
area.
-Actively
participates in
work-sponsored
training programs
and activities.
-Shows interest in
personal and
professional
development
activities.
-Uses learned
skills to achieve
goals.
-Researches training
modes for the team
to keep current in
techniques and
information.
-Volunteers to take
training classes,
attend seminars and
meetings to gain
more knowledge for
development of the
team and self.
-Introduces new
techniques and
processes from ideas
learned.
-Stays current with
technical knowledge
in one’s work
20

VALUING
DIVERSITY AND
INCLUSION
-Is not able to
articulate an
understanding of
the value of
diversity and
inclusion.
-Does not treat all
people
respectfully.
- Uses offensive or
exclusionary
communication.
-Does not work
cooperatively and
effectively with all
people from
different
backgrounds or
diversity.
-Is able to
articulate an
understanding of
the value of
diversity and
inclusion.
-Treats people
above him
respectfully.
-Work
cooperatively and
effectively with
few people from
his caste.
-Able to articulate
an understanding
of the value of
diversity and
inclusion.
- Treats all people
respectfully
regardless of
diversity.
-Communicates in
positive non-
offensive and
inclusive terms
with all people
regardless of
background or
diversity.
- Works
cooperatively with
all people
regardless of
background or
diversity.
-Able to articulate an
understanding of the
value of diversity
and inclusion and
engages in behaviors
that support
diversity and
inclusion.
- Models behaviors
to consistently treat
all people
respectfully
regardless of
diversity and
acknowledges others
that do the same.
-Communicates in
positive, non-
offensive and
inclusive terms with
all people regardless
of background or
diversity, and
appropriately.
-Works
cooperatively and
effectively with all
people regardless of
background or
diversity.
-Expresses
disapproval of
offensive
communications by
others.
Communication
-Hesitant to
communicate with
others.
-Finds it difficult in
constructing a
sentence.
- Does not
maintain eye
contact.
-Is difficult to
understand when
he is
Communicates
with others often.
- Does not
consistently
communicate in a
clear and concise
manner.
-Does not use
proper grammar,
pronunciation.
- Uses
appropriate tone
-Communicates
with others when
required in a clear
and concise
manner.
-Uses appropriate
grammar,
pronunciation.
- Uses appropriate
tone while
communicating.
-conveys message
-Consistently
communicates with
others in a clear and
concise manner.
- utilizes proper
grammar,
pronunciation.
- Uses Voice
modulation while
communicating and
to enhance
understanding.
21

communicating while
communicating.
using appropriate
method of
communication
(email, phone, in
person).
-consistently
conveys message
using appropriate
method of
communication
(email, phone, in
person).
Coaching
Avoids sharing
expertise.
-Withholds
information.
-Demonstrates
unwillingness to
train/coach others.
-Does not provide
feedback and/or
assistance to the
team.
-Seldom shares
expertise.
-Shares
information
reluctantly.
-Willingness to
train/coach few
co-workers.
-Seldom provides
feedback.
-Provides
feedback in a
timely manner.
-Shares
knowledge and
expertise with
others.
- Offers guidance
at onset of and
throughout
projects.
-Assists staff
members with the
completion of
tasks when asked.
-Solicits, listens to,
and acknowledges
the ideas of others.
-Actively shares
knowledge and
expertise for the
betterment of the
work area.
-Enthusiastically
serves as a mentor
for the team.
-Consistently
provides timely and
appropriate
feedback; checks for
understanding.
Rating Scale
Unsuccessful Performance falls short of the minimum criteria and standards of this competency. Immediate
and substantial improvement is necessary to address this area
Successful Incumbent meets the expected standards. Performance is steady, reliable, consistent, and
maintained with a minimum amount of supervision.
Distinguished Performance clearly and consistently exceeds the expectation levels of this performance area.
Exemplary
Demonstrates unusual proficiency in obtaining results with this competency and is recognized
as a leader or mentor.
Core Competency Definitions
Communication
Provides regular, consistent, and meaningful information. Listens carefully to others
and ensures message is understood. Ensures important matters are shared with all
appropriate parties. Communicates in a clear and concise manner. Uses appropriate
grammar, pronunciation and tone to enhance understanding. Demonstrates
professionalism through body language, including eye-contact and posture. Tailors
communication style to needs of the recipient.
Team Work
Encourages and facilitates cooperation,pride,trust and group identity: fosters
commitment and team spirit, works cooperatively with others to achieve goals
22

Taking Initiative
Responds appropriately on own to improve outcomes, processes or measurements.
Assumes responsibility and leadership when asked. Accomplishes goals
independently, with little need for supervision. Takes ownership and accountability
for own performance. Seeks out and/or accepts additional responsibilities in the
context of the job.
Problem Solving
Considers multiple sides of an issue. Weighs consequences before making final
decision. Makes informed decisions based on available information. Recognizes
issues, and determines actions needed to advance the decision making process.
Accountability
Accepts full responsibility for finding solutions to problems; takes ownership in the
mission of the company and understands role in success
Agility
Is able to adapt to changing scenarios. Displays strong commitments to further
organizational and community success; effectively addresses setbacks and
ambiguity.
Productivity Completes tasks with a high level of quality while meeting set deadlines.
DECISION MAKING
Identifying and understanding issues, problems, and opportunities; comparing data
from different sources to draw conclusions; using effective approaches for choosing
a course of action or developing appropriate solutions.
FOLLOW-UP
Monitoring the results of delegations, assignments, or projects, considering the
skills, knowledge, and expertise of the assigned individual and the characteristics of
the assignment or project.
INNOVATION
Generating innovative solutions in work situations; trying different and novel ways
to deal with work problems and opportunities.
PLANNING AND
ORGANIZING
WORK
Establishing courses of action for self and others to ensure that the work is
completed efficiently.
CONTINUOUS
LEARNING
Actively identifying new areas for learning. Regularly creating and taking advantage
of learning opportunities; using newly gained knowledge and skill on the job and
learning through their application.
Collaboration
Treats all people with dignity, respect and fairness. Resolves interpersonal conflicts
constructively. Shares time, energy and knowledge with others to ensure they can
succeed.
ADAPTABILITY
Maintaining effectiveness when experiencing major changes in personal work tasks
or the work environment; adjusting effectively to work within new work structures,
processes, requirements or cultures.
BUILDING TRUST
Interacting with others in a way that gives them confidence in one’s intentions and
those of the organization.
COACHING
Providing timely guidance and feedback to help staff strengthen specific knowledge
and skill areas needed to accomplish a task or solve a problem.
VALUING
DIVERSITY AND
INCLUSION
Actively appreciating and including the diverse capabilities, insights, and ideas of
others and working effectively and respectfully with individuals of diverse
backgrounds, styles, abilities, and motivations.
23

Competency Mapping project- Aaron

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