Competency Series Values Workshop Chandramowly

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  • Mr. Chandramowly has conducted workshop on Competency Mapping for Ace Designers Ltd which was quite useful, Recently he did conduct a one day workshop on Competency Module for Performance Management for CII Karnataka which was attended by nearly 30 senior HR professionals from all reputed industries. The feedback is highly
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  • All our contact with the external world is with our senses. Through organs of perception we get our inputs. All inputs provide us 3 choices. Accept, Be neutral or Reject. Our Organs or action will respond for Accepting and Rejecting. Accepting and Rejecting will bring out the results. Results could be desirable or undesirable. Surprisingly the mind and Intellect has the power to imagine the result of perception organs without even using them. We can hear a sound what we want to hear without the actual sound. Similarly the others with light and smell, taste also true.
  • We receive stimuli from the external world from our sense organs based on our internal impulses. Women is not tempted by a Tie nor a Man by saree. Three main ways of thinking: IMAGES, SOUND/WORDS/FEELING Mind receives it and dispatches to the intellect to accept, be neutral or reject. Intellect, thinks, decides the action or inaction. It draws support from our knowledge, values experience and competencies Then mind has another chance to reject or accept the suggestion of Intellect The quality of our actions depend on the value we have for implementing the recommendations of intellect, considering a long term benefit and worry lessons.
  • Water let in to a crack of big rock, if turned to ice can spilt the rock Turned to steam, it can drive pistons of powerful engines Man of study wisdom will hold and withdraw his mind impulses and senses like a tortoise that withdraws all its limbs
  • Are we dominated by our Mind or Intellect ? If both, how strong is their mix? Is it a permanent ratio or it varies from time to time? What we need to do in those times of judgement? Unsteady Mind Controlled Mind Inconsistent Intellect Consistent I No Vision Clear Vision No Peace Peace No happiness Happy
  • You enjoy doing things if your actions are based on that Stephen Covey in his study of past 200 years of writing on success, Notices that 150 years of the literature is focussed on Character Ethics, the Values such as integrity, simplicity, modesty, courage, justice, patience, industry and the golden rule past 50 years are filled with tools of social image conciseness, the PMA, techniques and quick-fixes, social band aids and aspirins for temporary solutions leaving the underlying chronic problems untouched. The truth that people can only experience success and enduring happiness as they learn to integrate the values and competencies. Today we are in a time of downloading management skills or buying them in a one-stop mall
  • Competency Series Values Workshop Chandramowly

    1. 1. Knowledge is Power Develop and Share
    2. 2. Agenda – Day 1 Topic Activity Time in Minutes Introduction Presentation 20 Values - Concepts 1 Interaction 40 Roots of Revelation - Exercise that reveals the hidden attributes of individual Game 40 Break   10 Are you listening ? Game 5 Values - Concepts 2 Presentation 10 Value Auction - Game Exercise 30   Interaction 5 Personal Value Questionnaire Exercise 20 What are Values - Definitions Presentation 10 Cause and Effect theory Presentation 5 Break   10 How do I get your Goat? Game 15 Value Types Presentation 3 Crossing the I - Beam Game 10 Organizational Values Presentation 3 Mission-Vision-Values-Competencies Presentation 5
    3. 3. Agenda – Day 2 Topic Activity Time in Minutes Value Practices Group Exercise 30 Research Data on Values Presentation 2   Presentation 3 Values-Competency Exercise 10 Building Stories to all Values   15 Resolving Value conflicts Presentation 2 Breathing our values Exercise 3 Trust Focus Exercise 20 Break 10 Caring Focus Exercise 5 Caring Focus Exercise 30 T& R Orientation Exercise 10 Enthusiasm Exercise 10 Honesty Game 5 The Open License - clarifying value decisions Presentation 3 What is in it for me for practicing values Presentation 2 Living Values - 5 Ps Presentation 2 Shaping Values - T E A M approach Presentation 2 Break 10 Presentation of Participants Exercise 60 Closing Presentation 5
    4. 4. Core Competencies – Differentiating Behaviors Business Excellence Drive for Results Business Acumen Innovation Execution Excellence Managing Change Customer Care Continuous Improvement People Excellence Leadership Managing Relationships Communication
    5. 5. Core Competencies – Differentiating Behaviors Proficiency Level Description of Proficiency level Level 1 Demonstrates the effective application of this competency. Level 2 Independently uses this competency in routine situations. Solidly performs this competency. Level 3 Demonstrates advanced mastery of this competency. Successfully applies this competency to new situations. Sought out as a coach or resource by others for development on this competency.
    6. 6. Business Excellence - Drive for Results Displays drive to achieve growth targets by maximizing business opportunities. Has the ability to take calculated risks to enhance results and yet be realistic in setting targets Proficiency Level 1 Proficiency Level 2 Proficiency Level 3 <ul><li>Brings high energy and enthusiasm to everyday work demands and stretch targets; </li></ul><ul><li>Works for the given goals on his own; stretches beyond these goals when pushed and meets results within deadlines </li></ul><ul><li>When faced with obstacles, applies a variety of tactics to overcome them </li></ul><ul><li>Delivers information and resources to the lowest level of responsibility to enable employees to respond effectively in many different situations </li></ul><ul><li>Quickly escalates problems/decisions that require a higher level of management attention and involvement to manage and resolve them </li></ul><ul><li>Shares a positive outlook on business challenges and responds resourcefully to setbacks and constraints </li></ul><ul><li>Stays focused on the most important factors when planning and executing work. Willingness to go beyond the brief to ensure task completion. </li></ul><ul><li>Shows commitment to the bank goals and takes ownership of issues whenever required </li></ul><ul><li>Makes timely, well-thought-out decisions to move forward despite incomplete information and/or the absence of clear direction from others </li></ul><ul><li>Takes calculated risks to enhance business results and yet sets realistic achievable targets </li></ul><ul><li>Actively prioritizes the relative importance of objectives, activities and events in relation to bank ’ s goals, keeps everyone focused on the most critical things to accomplish </li></ul><ul><li>Shows comfort with taking quick, decisive action when circumstances call for this approach </li></ul><ul><li>Locates decision-making authority with individuals who are closest to the issues and in possession of the most reliable information </li></ul><ul><li>Delegates authority and responsibility to others, allowing them to apply and grow their full talents and abilities; builds others confidence and capability for independent action and greater risk taking </li></ul>
    7. 7. Execution Excellence - Managing Change Comfortable with the inevitability of change; Translates broad based strategies to realistic & implementable plans and ensures speedy execution keeping in mind operational efficiencies ; Ensures maximum/efficient use of resources. Proficiency Level 1 Proficiency Level 2 Proficiency Level 3 <ul><li>Ensures speedy execution of planned change initiatives, using resources efficiently </li></ul><ul><li>Demonstrates a positive orientation and adapts to change quickly; modifies own behavior to fit in with the situation at hand </li></ul><ul><li>Responds to change with a positive attitude, recognizes the merits of different approaches and readily adapts them when suitable to own work </li></ul><ul><li>Seen as easy to approach; listens well to what others have to say and makes time for them when asked </li></ul><ul><li>Recognizes that different people have different styles; works effectively with a variety of individuals and groups </li></ul><ul><li>Translates broad based strategies to implementable work plans , keeping operational efficiencies in mind </li></ul><ul><li>Is open to opposing views and seeks to understand other people ’ s viewpoints; shows willingness to compromise to achieve desired goals </li></ul><ul><li>Demonstrates ability to adapt and work within tight resource constraints and fast-changing conditions to meet objectives </li></ul><ul><li>Keeps aware of what is going on and detects new dynamics at work or early signs of change that may impact personal or team ’ s effectiveness </li></ul><ul><li>Seeks to understand cultural differences and demonstrates compatibility with many different cultural environments </li></ul><ul><li>Obtains buy-in and cooperation so that implementation of new ideas/ processes can be more successful when leading change efforts </li></ul><ul><li>Devises broad strategies to initiate and manage change;monitors and implements such changes successfully </li></ul><ul><li>Tolerates considerable uncertainty and ambiguity; remains calm and stable during periods of stress and rapid change </li></ul><ul><li>Responds positively to changing situations and expectations; appreciates the constraints and advantages involved and adopts workable plans for moving forward </li></ul><ul><li>Reads the dynamics of situations accurately and responds in a manner that takes these dynamics into effective consideration </li></ul><ul><li>Develops and champions initiatives that build greater flexibility and adaptability into the way the bank operates, consistent with essential controls </li></ul><ul><li>Listens for and recognizes underlying issues or concerns from others and uses this understanding to more fully and sincerely address their needs </li></ul>
    8. 8. People Excellence - Communication Creates an atmosphere in which accurate, timely and accurate information flows smoothly both externally and internally.Is able to communicate openly and give negative feedback constructively. Proficiency Level 1 Proficiency Level 2 Proficiency Level 3 <ul><li>Articulates ones thoughts clearly, openly and convincingly to relevant stakeholders </li></ul><ul><li>Speaks up when required and uses firm, assertive language to communicate what one believes is important, even when there are divergent opinions </li></ul><ul><li>Communicates negative information straightforwardly and in a sensitive manner so that it can be properly understood and addressed constructively </li></ul><ul><li>Actively ensures smooth of communication both downwards and upwards </li></ul><ul><li>Communicates well up, down, and across the organisation, adapting language and style to connect with all parties and encouraging a lively exchange on ideas, issues and questions being raised </li></ul><ul><li>Keeps people informed and up-to-date; shows a preference for transparency in everyday business dealings </li></ul><ul><li>When influencing or negotiating, promotes a collaborative approach by actively soliciting relevant inputs from all the parties and striving to create options that generate mutual gains </li></ul><ul><li>Uses clear and unambiguous statements when making commitments to avoid misinterpretations or perceived implied promises </li></ul><ul><li>Expresses thoughts effectively and convincingly using appropriate verbal and non-verbal behaviors to reinforce logical, concise messages </li></ul><ul><li>Creates an climate of openness in the workplace to ensure the free flow of ideas and information between individuals and groups throughout the bank </li></ul><ul><li>When promoting a particular initiative or approach, identifies the views and concerns of key stake holders and communicates to them the background and rationale for one ’ s approach in order to enlist their support </li></ul><ul><li>Drives for more transparency and better information flow within the bank by sponsoring new and strengthened communication practices and systems that have clear impact </li></ul><ul><li>Reads subtle dynamics of situations and people ’ s reactions accurately and responds in a manner that take these dynamics into proper consideration </li></ul>
    9. 9. ORGANS OF ACTION HANDS SMELL TASTE TOUCH FEET SPEECH GENERATION EVACUATION B M I ORGANS OF PERCEPTION LIGHT SOUND
    10. 10. Result Values Motives Beliefs Receive , Perceive Dispatch MIND JUDGE Reasoning, Deciding Action Inaction THINKING Directs Regulate Focus: Present INTELLECT CONFLICT - DECISION EMOTIONS FEELING Rambling, flowing Past and Future Entropy Effort WORLD STIMULI
    11. 11. MIND SUPERVISED AND GUIDED BY Impulsive Discriminative The Child and Adult within THOUGHTS PROPELLED BY THE MIND NO SUPERVISION/ GUIDANCE INTELLECT Decides Actions
    12. 12. PERSONALITY PROFILES Mind and Intellect Dominance SANE INSANE EMOTIONAL 50% Discriminative C 50%Impulsive HYSTERICAL Eccentric Reducing impulsive nature and increasing discriminative power strengthens our values O 100% Discriminative A 0% impulsive 75% Discriminative B 25% Impulsive D 25% Discriminative 75% Impulsive E 100% impulsive 0% Discriminative
    13. 13. Value Auction 30
    14. 14.        ……………… . Value Auction
    15. 15. The Price of Success <ul><li>Success, like everything else, has a price. </li></ul><ul><li>We often don’t succeed simply because we are not willing to pay that price. </li></ul><ul><li>It is therefore essential that we are clear about what the price of success in our lives is and if we are willing to pay it. </li></ul>
    16. 16. Value Auction Discussion Questions <ul><li>Why did you not get what you wanted? </li></ul><ul><li>What were you prepared to pay for what you wanted? </li></ul><ul><li>What implications does this have in real life? </li></ul>
    17. 17. What is the price for my success? <ul><li>What is the investment that I need to make in order to succeed: to be a ‘master’ and not a ‘victim’? </li></ul>
    18. 18. What are Values ? <ul><li>What says the wisest man? </li></ul><ul><li>An internal compass of human conscience, which discriminates </li></ul><ul><li>The bottom of personality iceberg which govern our life </li></ul><ul><li>They are behind our choices and decisions, drive the quality and character of means to achieve results </li></ul>Earlier Times : ‘ How can we tell a lie’? – we have family to look after’ Today : ‘How can we speak the truth? – we have family to support.
    19. 19. What are Values? Values are the attitudes about the worth or importance of people, concepts, or things . Values are the emotions or feelings which underpin human choice or decisions, and also determine the quality and character of the means employed to accomplish those choices
    20. 20. Values <ul><li>Cause and Effect </li></ul><ul><li>Types </li></ul><ul><li>Organisational Values </li></ul><ul><li>Values – Overview of a research data </li></ul><ul><li>Disvalues - some reasons </li></ul><ul><li>Leadership Values </li></ul>Values, if articulated well, displayed by leaders and lived by all, gets protected and that protects organisation and one and all.
    21. 21. Cause and Effect <ul><li>Cause at present produces future effect </li></ul><ul><li>Present effect has the past cause </li></ul><ul><li>Effect return to the source of the cause </li></ul><ul><li>Each cause produces its own effect – no mutual cancellation </li></ul><ul><li>Action and Results are like sowing and Reaping </li></ul>Sow before you reap means- give before you get. Get before you give ? doesn’t work well. Effect of reaping is not immediate, it needs gestation period
    22. 22. What Do You Value?
    23. 23. Organisational <ul><li>Special Values of Winning Organisations </li></ul><ul><li>Internally derived </li></ul><ul><li>Values are articulated, lived and assessed </li></ul><ul><li>Connected to Mission, Vision and Competencies </li></ul>Winning Leaders articulates values to entire organisation. Embody with their own behaviour, encourage others to apply, confront and deal with pocket of ignorance and resistance.
    24. 24. Image of desired future Criteria of actions/decisions Mile stones we set Activities to reach Goals SKAs of superior performance MISSION VISION VALUES GOALS TASKS The Purpose and Reason for Existence COMPETENCIES
    25. 25. Microsoft Approach MICROSOFT VALUE FILTERS
    26. 26. Values Responsible for Decisions made Delivers on commitment to people Delivers best in given situation Displays can do approach Demonstrates Perpetual Enthusiasm Makes things happen Inspires others to go the extra mile Makes work exiting and interesting Walks the Talk Transparent in what one says Always maintains integrity Places Organisation first Listens and responds with empathy Has a genuine concern for others Is humble, courteous and approachable Always mindful of community Trustworthy Enthusiastic Caring Honest Drive for Results Business Acumen Innovation Customer Care Managing Relationships Continuous Improvement Leadership Communication Managing Change Value – Competency Matrix Competencies C V
    27. 27. Ethical Values on the Job <ul><li>Honesty </li></ul><ul><li>Fairness </li></ul><ul><li>Obedience to the Law </li></ul><ul><li>Compassion </li></ul><ul><li>Respect for others </li></ul><ul><li>Loyalty </li></ul><ul><li>Dependability </li></ul><ul><li>Courage </li></ul><ul><li>Helpfulness </li></ul><ul><li>Self-control </li></ul><ul><li>Truthfulness </li></ul>What importance each has in your job Very Important Not Important Some what Important
    28. 28. Floating on the Moon A Group member stands at the center of a circle made by 7 others and falls back-front-sideways, closing his eyes while group holds him avoiding a fall. We will have 3 groups doing it at a time
    29. 29. Caring – Concern for others
    30. 30. Caring – T and R Orientation
    31. 31. Game : Strength of Values
    32. 32. Values of Strength Participants in pair of s stand face to face, join their palm using the force of their ‘ Values'. Equals display stability and stillness. Weak is pushed down.
    33. 33. Exercise: The Incident
    34. 34. You are riding in a car being driven by a close friend when your friend hits a pedestrian.You know your friend was driving at least 60 km/hr in an area of the city where the maximum speed is 35 km/hr.There are no witnesses Your friend’s lawyer says that if you testify under oath that the driver’s speed was only 35 km/hr, it may save your friend from serious consequences Question: Would you do it? The Incident
    35. 35. &quot;What ’ s in it for me for practicing Values?,&quot; <ul><li>&quot; Quite a bit-- </li></ul><ul><li>-A more accurate perception of the </li></ul><ul><li>world around you, </li></ul><ul><li>-Greater control over your behavior, </li></ul><ul><li>-A stronger personality, and greater </li></ul><ul><li>likelihood of being happy in life.&quot; </li></ul><ul><li>Individual appreciation </li></ul>
    36. 36. Living the Values <ul><li>If you don ’ t live it, you don ’ t believe it </li></ul><ul><li>Leaders are nailed to wall if they fail to live the values </li></ul><ul><li>Values are like finger prints.No body ’ s are the same, but you leave them all over everything you do. (Elvis Presley) </li></ul><ul><li>If … ‘ TECH ’ is important, then the compensation system should reward its application </li></ul><ul><li>An organization's culture is the sum of its shared values, beliefs and norms of behavior </li></ul><ul><li>People change their beliefs only when new evidence shows them persuasively that they are false. </li></ul><ul><li>Behaviors are beliefs turned into action. Behvaiours deliver the results. They are where the rubber meets the road. </li></ul>
    37. 37. We can make our Values and Behaviours as a HABIT by consciously practising over time. With repeated practice they become internalised. An internalised behaviour occurs automatically in a given situation, which will move up organisation’s reputation to greater heights. PURPOSE I feel myself as being an ethically sound person. I let my conscience be my guide. No matter what happens. I am always to face the mirror and look myself straight in the eye. PRIDE I feel good about myself. I don’t need the acceptance of others to feel important. A balanced self-esteem keeps my ego and my desire to be accepted from influencing my decision. PATIENCE I believe that things will eventually work out well.I am at peace with what comes my way! PERSISTENCE I stick to my purpose, especially when it seems inconvenient to do so. My behaviour is consistent with my intentions. PERSPECTIVE I take time to enter a day quietly in a mood of reflection. This helps me to get myself focussed and allows me to listen to my inner self and to see things more clearly. The 5 Point paradigm of Kenneth Blanchard and Normal Vincent Peale on Ethical power of Managers
    38. 38. Shaping Values Using the T-E-A-M approach <ul><li>Teach the Values </li></ul><ul><li>Enforce the Values </li></ul><ul><li>Affirm the Values </li></ul><ul><li>Model the Values </li></ul>
    39. 39. What Is Your Organizational Culture? List of values, ideals, goals, company says it endorses Values, beliefs, and norms that are rewarded Stated Perceived
    40. 40. What Is Your Organizational Culture? <ul><li>If you were asked to describe your company to an outsider, how would you answer the following questions? </li></ul><ul><ul><ul><li>What 10 words would you use to describe your company? </li></ul></ul></ul><ul><ul><ul><li>What is really important? </li></ul></ul></ul><ul><ul><ul><li>Who gets promoted? </li></ul></ul></ul><ul><ul><ul><li>What behaviors get rewarded? </li></ul></ul></ul><ul><ul><ul><li>Who fits in and who doesn’t? Why? </li></ul></ul></ul>
    41. 41. Walk through my Gallery
    42. 42. Walk through my Gallery – Assimilation of all values <ul><li>Individual participants or groups will capture their values in PICTURES, SKETCHES or SYMBOLS. </li></ul><ul><li>While the top management walks through the gallery, the group takes them through and explain the meaning of their symbolic work. </li></ul>
    43. 43. Wrap-up

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