![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](https://image.slidesharecdn.com/competencymapping-230301042321-1b9dd264/85/Competency_mapping-ppt-6-320.jpg)
![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](https://image.slidesharecdn.com/competencymapping-230301042321-1b9dd264/85/Competency_mapping-ppt-8-320.jpg)
![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 Creativity Innovation – Think out of the box, veer away from run of the
mill solutions, come up with non-traditional solutions
3 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
4 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 company’s culture](https://image.slidesharecdn.com/competencymapping-230301042321-1b9dd264/85/Competency_mapping-ppt-10-320.jpg)
![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 Differentiation 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 business for continuous
improvement.](https://image.slidesharecdn.com/competencymapping-230301042321-1b9dd264/85/Competency_mapping-ppt-11-320.jpg)
![Step 6 – Define Functional skills
SR Role
Functional competencies Definitions
F
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c
ti
o
n
a
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/
T
e
c
h
n
i
c
a
l
S
k
il
ls
Selling Skills Steps of sales calls ….expand
Distribution expansion Enhance coverage in a defined budget
RPS Availability and visibility - merchandising
RS Management Stock norms, ROI, Mkt Service, Infrastructure, Mkt Credit
Financial commitment Mgt
Handling collection issues, distributor investment, RS
funds management
Product Knowledge
Basic understanding of categories and products vis-à-vis
the competition
Market Knowledge
Understanding of the geography and relationship with
dealers
Trade relations
Relations with the retailers, leverage the
sales
Analytical skill Analysis of territory alignment [coverage and routing]
Claims making Product returns, subsidy, schemes rejections handling](https://image.slidesharecdn.com/competencymapping-230301042321-1b9dd264/85/Competency_mapping-ppt-20-320.jpg)
![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](https://image.slidesharecdn.com/competencymapping-230301042321-1b9dd264/85/Competency_mapping-ppt-28-320.jpg)
![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](https://image.slidesharecdn.com/competencymapping-230301042321-1b9dd264/85/Competency_mapping-ppt-29-320.jpg)
![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](https://image.slidesharecdn.com/competencymapping-230301042321-1b9dd264/85/Competency_mapping-ppt-30-320.jpg)
![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](https://image.slidesharecdn.com/competencymapping-230301042321-1b9dd264/85/Competency_mapping-ppt-31-320.jpg)
Competency_mapping.ppt
- 1. CavinKare Competency Based HR Strategic Initiatives Assessing Key Competencies Both Behavior and Functional Leading to performance outcome
- 2. 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
- 3. 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
- 4. What is Competency? The key success factor for the job… “ASK” Attitude Skill Knowledge
- 5. What is ASK Attitude Probing past experience impression vary 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
- 6. 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
- 7. 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
- 8. 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
- 9. 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
- 10. 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 Creativity Innovation – Think out of the box, veer away from run of the mill solutions, come up with non-traditional solutions 3 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 4 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 company’s culture
- 11. 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 Differentiation 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 business for continuous improvement.
- 12. Step 3 – Define generic roles with definition for the company as a whole S No Role definition Sales 1 Executive task under supervision Frontline sales – Direct sales, collection & distribution responsibility for assigned territory, feet on street, field job (Sales Reps, Sales Coordinator) 2 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) 3 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) 4 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) 5 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)
- 13. Step 4 – Create Role competency matrix Role Function Equivalent Competency Role PROFICIENCY LEVELS BASIC AWARENESS CONTRIBUTORY EXPERT LEADING EDGE CRITICAL CRITICALITY IMPORTANT PREFERRED Functional/ Technical Skills Functional/Technical skill Definitions
- 14. 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
- 15. 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.”
- 16. 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 EXPERT LEADING EDGE Retail Perf Std Selling Skills CRITICAL Operational RS Management Distribution Expansion Product Knowledge Claims making Criticality Differentiation consumer orientation PC skills Market Knowledge IMPORTANT cavinkomm / RS software Trade relations Micro planning/execution Customer orientation Analytical skill Team work Quality orientation Communication PREFERRED Creativity
- 17. Step 5 – Identify Functional skills required for the role: Sales & Distribution Business Responsibility Division Responsibility Region Responsibility Area Responsibility Front Line 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
- 18. Step 5 – Identify Functional skills required for the role: Marketing Leader Managerial Execution Co- ordination PC skills PC skills PC skills PC skills Marketing strategy Profit monitoring skill Profit 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
- 19. 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
- 20. Step 6 – Define Functional skills SR Role Functional competencies Definitions F u n c ti o n a l / T e c h n i c a l S k il ls Selling Skills Steps of sales calls ….expand Distribution expansion Enhance coverage in a defined budget RPS Availability and visibility - merchandising RS Management Stock norms, ROI, Mkt Service, Infrastructure, Mkt Credit Financial commitment Mgt Handling collection issues, distributor investment, RS funds management Product Knowledge Basic understanding of categories and products vis-à-vis the competition Market Knowledge Understanding of the geography and relationship with dealers Trade relations Relations with the retailers, leverage the sales Analytical skill Analysis of territory alignment [coverage and routing] Claims making Product returns, subsidy, schemes rejections handling
- 21. Step 7 – Identify Role Holder for each role On line display of individual competency
- 22. 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
- 23. Step 8 – Ten Dimensions of Personality Introversion Extroversion Anxiety Relaxation Assertion Questioning Receptivity Distance Rigidity Improvisation Intellectual Dynamism Intellectual Conformism Combativeness Conciliation Realization Facilitation Belonging Independence Power Perfection
- 24. Step 9 – Assess Functional skill with superior/HoD By Experience Would be empirically done by superior 360 degree Appraisal
- 25. Step 10 – Match of role holder Vs Role based competency
- 26. Step 10 – Match of role holder Vs Role based competency
- 27. Step 10 – Match of role holder Vs Role based competency
- 28. 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
- 29. 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
- 30. 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
- 31. 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
- 32. 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