Competency Management With Few Tools

Competency Mapping , Assessment & Management

INDEX Competency Mapping Concept Competency Identification Steps Competency Identification Tools Tools : Example Change Competency Measurement Tools : Example of Day in the Life Of Tools : Example of Leadership Competency Mapping Tools : Example of Skills Matrix Competency Mapping & Development About Master Sun

Competency Mapping Research indicates that •Source of 50% of job performance problems is that people are in the wrong job. •25% of on-the-job performance problems is the inability to identify the ‘gaps’ between the competencies of the person and the requirements of the job.

CONCEPT OF ROLE Expectations of significant others and self Linking concept Individual Team organization Different from position Dr. MG Jomon, XIMB

CONCEPT OF COMPETENCY Skill: Ability accomplish Talent: Inherent ability Competency: Underline characteristics that give rise to skill accomplishment Knowledge, skill and attitude Dr. MG Jomon, XIMB

DEFINITION First popularized by Boyatzis (1982) with Research result on clusters of competencies: “A capacity that exists in a person that leads to behaviour that meets the job demands within parameters of organizational environment, and that, in turn brings about desired results” Dr. MG Jomon, XIMB

COMPETENCY VS. COMPETENCE Competency: A person- related concept that refers to the dimensions of behaviour lying behind competent performer. Competence: A work- related concept that refers to areas of work at which the person is competent Competencies: Often referred as the combination of the above two.

TYPES OF COMPETENCIES Generic or specific: Threshold or performance: Basic competencies required to do the job, which do not differentiate between high and low performers Performance competencies are those that differentiate between high and low performers Differentiating Competencies: Behavioral characteristics that high performers display Dr. MG Jomon, XIMB

COMPETENCIES APPLICATIONS Competency frameworks: Define the competency requirements that cover all the key jobs in an organization. This consists of generic competencies. Competency maps: Describe the different aspects of competent behaviour in an occupation against competency dimensions such as strategic capability, resource management and quality. Competency profiles: A set of competencies that are require to perform a specified role. Dr. MG Jomon, XIMB

MACRO COMPETENCY MANAGEMENT COMPETENCY FRAMEWORK COMPETENCY MODELING STRATEGIC FRAMEWORK FRAMEWORK Stakeholder Interest Organizational Strategy Core Competencies (Organizational wide) Market Positioning Vision, Mission, Values, Strategic, Intent, Corporate Governance, Corporate Social Responsibility & Ethics Business Strategy Business Competencies Achieving Business Targets (SBU specific) Business Plan & Goals, Culture Employee Satisfaction People, Technology Teamwork Strategy Team Competencies Profit Center Orientations (Project driven) Leadership, Communication Team Development & Synergy Conflict Management, Interpersonal Skills, Project Orientation, Self Managed Teams (SMT) Role Strategy Role Competencies Performance Accomplishment (Role wise) Ability, Autonomy, Multiskilling, Individual Development Task identity, Performance Evaluation & rewards and performance

ROLE COMPETENCIES A set of competencies required to perform a given role Each competency has a skill set Dr. MG Jomon, XIMB

IDENTIFICATION OF ROLE COMPETENCIES Structure and list of roles Definition of roles Job description Competency requirement Dr. MG Jomon, XIMB

STRUCTURE AND LIST OF ROLES: STEPS Organizational structure study and examination List all the roles in the structure Identify redundant and overlapping roles Final list of roles Dr. MG Jomon, XIMB

DEFINITION OF ROLE: STEPS Identify KPAs of the role Link the KPAs with Dept. and Organizational goals State the content of the above in one or two sentences Position the role in perspective with that of others Dr. MG Jomon, XIMB

JOB DESCRIPTION: STEPS List down all the activities/tasks small and big Routine and Creative Categorize activities under major heads Dr. MG Jomon, XIMB

COMPETECNY IDENTIFICATION: STEPS Identify against each activity the following: Role holder interview and listing Day in the Life of Study Internal/External customer interview and listing Star performer interview and listing Role holder critical incident analysis Change Competency Study Benchmarking Consolidate the above and make a checklist of competencies Rank- order and finalize on 5/6 competencies critical to the role Dr. MG Jomon, XIMB

COMPETENCY IDENTIFICATION TOOLS Behaviour & Skills Benchmark Job Requirements Client Company Requirements against a Key Competitor Outcomes : Organizational, Team & Individual Requirements Performance Benchmark Performance Measures Client Company Requirements against a Key Competitor Outcomes : Organizational, Team & Individual Requirements Benchmarking Customer Expectations Quantitative Questionnaire comparing Category Players with a valid sample size Outcomes : Organizational, Team & Individual Requirements & Gaps

EXAMPLE : BENCHMARKING JOB REQUIREMENTS

Example : Benchmarking Customer Expectations RELATIVE DISTANCE FROM AVG AVG HDFC IMP. ICICI BANK Citibank PERF BANK HIGH IMPORTANCE - LOW PERFORMANCE Phone Banking -PBO Competence 5.25 51 -12 11 1 Phone Banking - Call transfer and hold 5.20 21 -26 15 11 experience Servicing - Time of receiving the 5.18 60 -14 2 11 statement Phone Banking -PBO Impression 5.15 63 -8 9 -1 Phone Banking- Time taken to connect 5.13 23 -22 11 11 to PBO Servicing - Product related features 5.10 48 -6 -4 11 Servicing – Special Request 5.08 35 -15 9 6 HIGH IMPORTANCE - HIGH PERFORMANCE Servicing-Accuracy and Ease of 5.26 71 -10 2 8 understanding the statement Internet Banking – Access & Browsing 5.07 69 7 7 -14

COMPETENCY IDENTIFICATION TOOLS Attitude – Change Competency & Attitudinal Study Set of Questions measuring 8 types of change competencies Measures & identifies gaps Management Style System Orientation Organisation Culture/Decision Making Quality Orientation Customer Service Openness to Change Communication Accountability Also looks at perceived performance & opportunities for improvement Benchmarking against other capable organizations Outcomes : Organizational, Team & Individual Gaps

COMPETENCY IDENTIFICATION TOOLS Behaviour & Skills- Day in the Life of Key Managers Snapshot of Productivity & Effectiveness of Key Managers 4 -8 Hours observation of critical skills, behaviour & attitude to succeed Measurement of AS-IS, DESIRED & SHOULD-BE Outcomes : Organizational, Team & Individual Gaps Behaviour & Skills : The Skills Matrix Behaviour & Skills- Top Performer Survey 20 top performers of Client Company and let them calibrate and rank the necessary competencies for superior performance Outcomes : Organizational, Team & Individual Requirements Values : Top management interviews Outcomes : Key Values to Uphold

Example of Change Competency : Leading Indian Diversified Company

Profile Of Respondents Unknowns 5 SBU 1 DM & Above 3 BM 7 AM 3 AE 12 0 2 4 6 8 10 12 14

Change Competencies :Individual Perception 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Management System Org Structure / Quality Customer Change Communication Accountability Style Orientation Decision Service Making

Change Competencies : Company Perception 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Management System Org Structure / Quality Customer Service Change Communication Accountability Style Orientation Decision Making

Attitude Profile 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52 55 58 61 64 67 Strong Capable Requires training Weak

Attitude Profile: Levels 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% AE AM BM DM & Above SBU Unknowns Strong Capable Requires Training Weak

Example: Day in the Life of Cement Salesman Selling through the Retail Channel

DILO SALESMAN - AHMADABAD

DILO SALESMAN - AHMADABAD Activity Time Observations Comments 940 Traveling Most of the times the Sales officer does not start his day from the office, he directly heads Left from the office at Ashram Road, heading out to the field. out to the field from his residence. The only time the sales officer is scheduled to spend time in the office is on Saturday afternoon for completing paper work and reports. 950 Traveling 1000 Traveling 1010 Traveling 1020 Delivery / Order Taking Reached the office of Ambica Enterprises. The salesman gets a call on the The salesman frequently uses his mobile phone to conduct business activity. Certain mobile from some other dealer and has to arrange for some stock to be critical business decisions are done by him on the e mobile. Currently he uses a personal delivered to him. There is some problems with torn bags, that the sales officer mobile phone which is not issued by the company. addresses and solves on the phone Mobile phones are now considered an essential sales tool and should be made available to 1030 Passive Selling the sales officers The sales officer starts doing small talk about the business in the local area The dealer seems to be interested in some accounting and paperwork and gives little attention to the sales officer at first. The sales officer is talking about schemes of sales promotion to the dealer. The dealer, suddenly gets involved and is quite critical of the schemes, he says that the rates of L&T are cheaper and more profitable. Also says that GAC has better credit terms. They also speak of GAC schemes. The sales officer admits that L&T is cheaper, but explains nothing further in terms of quality, service, etc. Dealer also complains about some undercutting

DILO SALESMAN - AHMADABAD Activity Time Observations Comments in the market, he's seen Siddhi available cheaper in the market. Sales officer asks him to call up accounts and confirm. The dealer sneers at him and says he doesn’t trust people at accounts at all. The sales officer asks the dealer to place more orders. The dealer refuses. There are dealers who deal in both, Siddhi and Hathi cement. In some areas, there are no While leaving as a passing comment, the sales officer asks him about sales of sales of Hathi at all, and dealers are uninterested in selling Hathi. 1040 Hathi, the dealer says its nil, he says Hathi wont sell here at all. Reach Sun traders, a dealer one block away. This dealer has a retail counter. The sales officer does some small talk about the business. Sales officer looks in the back of the store for the status of stock with the The primary responsibility of the sales officer is Sales promotion and schemes, the sales 1050 dealer. The sales officer gets phone call on mobile from the office. officer is not playing a direct role in pushing volumes, tracking sales targets, and volumes The dealer is keen to know when he would get his sales promotion articles like The sales officer is involved with only soft sales activities like schemes and promotions books, caps, etc. The salesman assures him that they are on its way and and not frontline sales activities explains the sales promotions to the dealer in detail. The sales officer pushes the dealer to sell more volumes to avail of more sales promotion benefits and schemes Siddhi brand has very good visibility in the dealer's shop, there are large paintings inside and outside the shop. The dealer also has a paper weight of JK white cement and a Pen stand of Birla white cement. 1100 Passive Selling Reached Rashmi trading, the person responsible was not there. The people in the shop were not sure where he'd gone. The sales officer spent 5 mts chatting with the sales officer about the potential entry of Sanghi cement and other small talk about the market in general.

DILO SALESMAN - AHMADABAD Activity Time Observations Comments 1105 Reached a sub-dealer's shop nearby, the sub dealer was not used to the sales officer visiting his shop and seemed a bit uncomfortable at first, he started getting less edgy later. Sub-dealer says that its very difficult to sell Hathi, people ask for GAC and siddhi cement by name. 1110 Sales officer started chatting with someone else in the sub dealer's shop about the business, the other person was working in some other shop and was now looking for doing some business of his own. 1120 Traveling 1130 Passive Selling Maru - a dealer, says that there is not much money in the cement business he is of the opinion that there's more money in the fixtures business and he has to keep cement only to fill the complete order of his customers. All customers keep track of the cement prices from the different shops in the market before placing the order for the cheapest brand. The salesman talks to the dealer as a person of authority about the cement business and advices him on the nuances of the cement trade. The dealer is not completely convinced Visited Laxmi traders, the owner was not available. Reach Shri Uma traders, the dealer is concerned about the potential entry of Sanghi Cement, the sales officer tries to pacify his concerns. 1140 Suddenly there is a scooter accident across the road, a lady driver bangs into The sales officer is very involved in developing a congenial relationship with the dealers. a scooter rider and all conversation for the next 5 minutes is directed towards He tries hard to be friendly with the dealer, but he is not revered and considered with a lot of the accident. The sales officer joins with retorts in the discussion. respect in the trade, since he is not directly involved in the sales process.

DILO SALESMAN - AHMADABAD Activity Time Observations Comments The group continues its small talk about the market place and the business. Sales officer starts asking the dealer about his targets and actual sales, the dealer is not very concerned and takes this query very lightly. He says he's doing all right but not so well on his target. The sales officer has no further comments suggestions or reprimands about sales targets There is a contractor in the dealers shop, the dealer gives some Siddhi caps to the contractor as a goodwill gesture, the contractor asks for a bag to carry the caps, the dealer helper boy stuffs all the Siddhi caps into a JK cement plastic bag. The sales officer starts chatting with the contractor about the business. The conversation goes to construction techniques, the contractor says that he The sales officer in his keenness to get along with the people from the trade is passing on uses a Vibrator to mix the cement. The sales officer tells him that although using information which could be potentially detrimental to the business. a vibrator is a good practice, vibrators increase the consumption of cement. He says \" I wouldn’t normally say this to people, but I am telling you\". 1150 Traveling 1200 Passive Selling Reach a dealer of GAC. The sales officer says that he visits the competition dealer on a regular basis to collect information and to find potential converters The dealer doesn’t show too much interest and seems to be pre-occupied. The shop has many other hardware items besides Ambuja cement and the visibility of the GAC brand is not that strong. There is a Siddhi Cement calendar on one of the walls of the shop. The sales officer and the dealer do some small talk about the market and the business and the potential entry of Sanghi cement.

DILO SALESMAN - AHMADABAD Activity Time Observations Comments A potential consumer comes to the counter and asks for cement, he wants to know the prices of all brands. The dealer says he keeps only GAC, the customer walks off without saying anything else, not even asking for the price. 1210 Passive Selling Ashok trading - the sales officer looks at the stock in the shop, talks with the helper boys. The owner is out of town and the boys are looking after the shop. He gives them phone numbers of important people to contact for stock and also his personal number, including his mobile number. 1220 Reach Bhagya Lakshmi hardware, a potential dealer who has shown some interest in joining up. The sales officer tries to convince him to take dealership He talks about rates and schemes to the shop owner, the owner is not very convinced. The sales pitch is not successful. Reach Gayatri traders, the sales officer asks for the status of the stock. The dealer then asks for Sales promotion material like caps etc which was promised to him in the past. The sales officer makes a call to the office and organizes for the material to be delivered to the dealer. 1230 Active Selling Visit an upcoming construction site. The sales officer gets a few leads about non-trade opportunities from the market place. The sales officer asks for a senior person by name and is told to wait for a He visits the site offices of the building contractors as soon as he gets the leads. The while. The site engineer comes after a while. The sales officer introduces leads are not passed to the non-trade sales office immedietly. himself and asks the site engineer to contact him if he has any cement requirement. The site engineer asks in a cynical tone what would he do if he was to be contacted. The sales officers says \"then I'll give you a rate\". The site engineer enquires about the present rate, the sales offices says that the non trade rate varies and he would be giving him a rate only when there is a

DILO SALESMAN - AHMADABAD Activity Time Observations Comments requirement. This irritates the site engineer, who says that he has an immediate requirement and wants to know the rate right then. The sales officer is a bit shaken by the attitude and tells him a price. There is a very negative reaction from the site engineer, who sneers at the prices comparing them with the prices of Rajasthan brands. The sales officer immedietly reduces the price by 1 Re. 1240 The site engineer still shows no interest in the proposal. He talks about the The sales officer bases his entire sales pitch around rates. He starts the conversation by rates of Binani Cement. The sales officer admits that the Rajastahan rates offering \"Non Trade\" rates to the site engineer. There is no mention of any other function of would be Rs. 4 cheaper than Gujarat rates always. If Gujarat player bring down the cement or of the brand in the whole sales pitch, no mention of quality, brand, service, rates, the Rajasthan players would follow suit and rates would further reduce. consistency, etc. The sales officer is not in a position to understand the nature of the specific needs of the The site engineer comments that Siddhi and Hathi rates were the same some builder and relies upon his skills and understanding of the trade segment to sell to him. time back, and now they are different. He doesn’t understand why? The sales Ideally he should pass the lead of \"Non trade\" sales to specialist sales officer who is involved officer doesn’t give him a convincing reply. in the activity on a day to day basis. The Sales officer says that the company moves along with the market and they will always be 4 Rs. more expensive than the Rajasthan brands. 1255 Active Selling Visit another upcoming project site. The responsible person is busy and asks the sales officer to wait. The head of the office then gives the sales officer the name and number of the purchase manager for the builder who takes decision of cement purchase. The Sales officer takes down the details and starts pitching to the head of the office. He again starts with \"Non Trade\" rates and goes on about the rate talks. The prospect tells him that off hand the rates look very high but he should talk to the purchase manager for the negotiations.

DILO SALESMAN - AHMADABAD Activity Time Observations Comments 1300 Passive Selling Reach Ambika trading. The sales officer does small talk about the market There are a few places where the sales officer visits in his PJP and makes no conversation and the business. The dealer talks about the potential entry of Sanghi cement. about either sales or sales promotions. The conversation is very superficial and generic. The sales officer doesn't talk about schemes and sales promotions at all in the whole conversation. 1325 Lunch 1340 Lunch 1350 Lunch 1400 Passive Selling Reach Laxmi traders. The owner is not there, the sales officer does some enquires about stocks and business to the person handling the shop. 1410 Traveling 1420 Passive Selling Niranjan trading company. The sales officer only indulges in small talk. There is no conversation about Sales or Sales promotions 1440 Passive Selling Dhanraj traders - Ambuja Dealer. The sales officer tries to connect with the dealer and get information about GAC.

DILO SALESMAN - AHMADABAD Activity Time Observations Comments The dealer shows some friendly signs and the conversation goes to the potential The potential entry of Sanghi cement is a very hot topic of discussion in the field. All dealers entry of Sanghi cement. have some concern about the entry of the new player and the aggressive actions that are The sales officer carries on small talk about the business with dealer. expected. There is a lot of concern and fear in the market. The Sales officer tries to address all these issues by downplaying the Sanghi brand and the inconsistency of their entry strategy 1450 Passive Selling But, the sales officer doesn’t lose a single opportunity to make conversation about the Reach Rajdeep Corporation. The sales officer makes some small talk about the potential entry. business. He then talks about schemes and promotions. More small talk about the business and the potential entry of Sanghi Cement 1500 Available The sales officer spends one and half hours with a new dealer who has no interest in the Reach Jay International. Mr. Bhavesh, the person responsible is not available. trade segment. The dealer only has contacts in the non-trade market. He has an office on the The sales officer makes small talk with the people in the office while waiting for 5th floor of a commercial building with no storage space or retail counter. Bhavesh. The conversation automatically steers towards the entry of Sanghi cement. 1510 Available 1520 Bhavesh enters. He is a new dealer who has recently taken dealership. He is keen on the non-trade segment of the business and take very little interest in the trade segment. The dealer has no retail counter, his office is on the 5th floor of a commercial building in an official locality. The dealer has very little awareness of the functionality of the company and asks 1530 the sales officer to explain him the functionality in detail. The sales officer explains to the dealer everything from Pricing, to credit notes, discounts, schemes and sales promotions.

DILO SALESMAN - AHMADABAD Activity Time Observations Comments 1540 The dealer on understanding the detail comments that it is quite possible that there is some opportunity for officers to take advantage of the confusing pricing and discounting structures. 1550 The sales officer explains the terms and conditions of the dealership. 1600 The dealer has queries about the competition and wants to know how to counter the cheaper pricing of the Rajasthan brands. The sales officer says, that’s the way the market works and its difficult to counter argue on the cheaper pricing. 1610 The dealer probes further, finally the sales officer says that the quality is better. Says that the compressive strength is more. The sales officer also mentions that the service levels of the company are good. But leaves the concepts quite vague. 1620 The dealer was not clear about the concept of better service. The conversation goes back to pricing and discounts. 1630 Traveling 1640 Administration Reach the office of Vinay trading - a Sales promoter The sales officer talks to the promoter about the business and the sales situation. He asks the promoter his opinion about the Rack systems as there's been a request to collect the opinions of all promoters. The Sales officer reads out a few questions from a printout of an email, and listens to the responses of the promoter but he never takes down any comment from the promoter. He keeps no written 1650 record of the option of the sales promoter. Places a call to the office. Speaks to a colleague about the email to collect

DILO SALESMAN – AHMEDABAD HOW HE ACTUALLY SPENT THE DAY How the salesman actually spent the day 5% 2% 5% 23% 54% 11% Active Selling Delivery / Order Taking Administration Travelling Passive Selling Available

DILO SALESMAN – AHMEDABAD HOW HE THOUGHT HE SPENT THE DAY How the salesman thought he spent the day 31% 6% 11% 22% 22% 8% Active Selling Delivery / Order Taking Administration Travelling Passive Selling Available

DILO SALESMAN – AHMEDABAD HOW HE WANTS TO SPEND THE DAY How the salesman would like to spend the day 33% 6% 22% 33% 6% Active Selling Delivery / Order Taking Administration Travelling Passive Selling Available

DILO SALESMAN - AHMEDABAD Customer Checklist Outlet no 1 2 3 4 5 6 7 8 9 I PREPARATION: HAS THE SALESMAN? 1/ Planned his route to minimise travel time? Y Y Y Y Y Y Y Y Y 2/ Phoned prospects/clients in advance to confirm mtg? Y N N N N N N N N 3/ Read his client notes to refresh his memory? N N N N N N N N N 4/ Set himself an objective for the meeting? N N N N N N N N Y 5/ Prepared a sales presentation/sales material? N N N N N N N N N 6/ Dressed to suit the client he will be visiting? Y Y Y Y Y Y Y Y Y 7/ Prepared a list of expected objections and N N N N N N N N N how to handle them? II BUILDING THE RELATIONSHIP: DOES THE SALESMAN? 1/ Greet the client with a smile and firm handshake? Y N N N N Y N N N 2/ Enquire after the clients family/health/hobbies? N N N N N N Y N N 3/ Adapt his voice and manner to suit the person? N Y Y Y Y Y Y Y N 4/ Adopt an open and friendly posture? Y Y Y Y Y Y Y Y Y

DILO SALESMAN - AHMEDABAD Outlet no 1 2 3 4 5 6 7 8 9 III IDENTIFYING THE NEEDS AND OBJECTIONS:DOES THE SALESMAN? 1/ Dealing with the person in the position to buy? Y Y Y Y N Y Y Y Y 2/ Explaining the benefits rather than the features? N N N N N N N N N 3/ Making a list of the clients objections? N N N N N N N N N 4/ Asking open ended questions? N N N N N N N N N 5/ Listening 70% of the time? N N N N N N N N N IV CLOSING THE DEAL: DOES THE SALESMAN? 1/ Attempt a conditional close? N N N N N N N N N 2/ Attempt an alternative close? N N N N N N N N N 3/ If he receives a \"no\" , asks why and goes back to the previous step N N N N N N N N N 4/ Ask for the order? N N N N N N N N Y 5/ Shut up after asking for the order? N N N N N N N N N V ADMINISTRATION: DOES THE SALESMAN? 1/ Fill in his client record immediately after while still fresh in N N N N N N N N N his mind? 2/ List objections/actions for next meeting with dates? N N N N N N N N N 3/ Record all objections received and non-handled? N N N N N N N N N 4/ Record details of the competition prices and products? N N N N N N N N N

DILO SALESMAN - AHMEDABAD Customer Checklist Outlet no 10 11 12 13 14 15 I PREPARATION: HAS THE SALESMAN? 1/ Planned his route to minimise travel time? Y Y Y Y Y Y 2/ Phoned prospects/clients in advance to confirm mtg? N N Y N N N 3/ Read his client notes to refresh his memory? N N N N N N 4/ Set himself an objective for the meeting? Y N N N N N 5/ Prepared a sales presentation/sales material? N N N N N N 6/ Dressed to suit the client he will be visiting? Y Y Y Y Y Y 7/ Prepared a list of expected objections and N N N N N N how to handle them? II BUILDING THE RELATIONSHIP: DOES THE SALESMAN? 1/ Greet the client with a smile and firm handshake? N Y N N N N 2/ Enquire after the clients family/health/hobbies? N Y N N N N 3/ Adapt his voice and manner to suit the person? N Y Y N Y Y 4/ Adopt an open and friendly posture? Y Y Y Y Y Y

DILO SALESMAN - AHMEDABAD Outlet no 10 11 12 13 14 15 III IDENTIFYING THE NEEDS AND OBJECTIONS:DOES THE SALESMAN? 1/ Dealing with the person in the position to buy? N Y Y Y Y N 2/ Explaining the benefits rather than the features? N N N N N N 3/ Making a list of the clients objections? N N N N N N 4/ Asking open ended questions? N N N N N N 5/ Listening 70% of the time? Y N N N N N IV CLOSING THE DEAL: DOES THE SALESMAN? 1/ Attempt a conditional close? N N N N N N 2/ Attempt an alternative close? N N N N N N 3/ If he receives a \"no\" , asks why and goes back to the previous step N N N N N N 4/ Ask for the order? Y N N N N N 5/ Shut up after asking for the order? N N N N N N V ADMINISTRATION: DOES THE SALESMAN? 1/ Fill in his client record immediately after while still fresh in N N N N N N his mind? 2/ List objections/actions for next meeting with dates? N N N N N N 3/ Record all objections received and non-handled? N N N N N N 4/ Record details of the competition prices and products? N N N N N N

OBJECTIVES OF THE STUDY Assessment of suitability of leadership competencies of individual leaders in “Change Management” situations

METHODOLOGY Leadership Competency Feedback (LCF) Study – Feedback from Cohorts Questionnaire based feedback from cohorts : boss, 3 peers & 3 sub-ordinates Self rating on various behaviours incorporated Analyses performance on 20 leadership behaviours Analysis of behaviours critical to change leadership Analysis of self vs. others

LEADERSHIP BEHAVIOURS FEEDBACK ANALYZED Behaviour Code Describes a Future We Believe 1 Builds a Strategic Approach 2 Fosters a Sense of Pride 3 Respects & Trusts Others 4 Communicates Effectively & Openly 5 Demonstrates Flexibility in Management Style 6 Encourages Innovation or Creativity 7 Fosters a Cooperative Work Environment 8 Learns from Others 9 Delegates & Involves Others 10 Develops Staff 11 Provides Feedback or Encouragement 12 Is Fair & Ethical to Others 13 Displays Responsibility & Self Management 14 Rigorous in Their Approach 15 Makes Things Happen 16 Uses Resources Effectively 17 Manages Performance 18 Achieves Planned Results 19 Actively seeks feedback & Encourages Criticism 20

LCF Sample Charts: Comparative Analysis of Behaviours: Self vs. Cohorts Self Vs. Cohort 7.0 6.0 5.0 4.0 3.0 2.0 1.0 0.0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Behaviour Code (Refer Legend) Self Average Total Cohort Average

LCF Sample Charts : Analysis of Change Leadership Self Vs. Cohort :Change Leadership Behaviours Achieves Planned Results Manages Performance Uses Resources Effectively Makes Things Happen Rigorous in Their Approach Develops Staff Delegates & Involves Others Demonstrates Flexibility Communicates Effectively & Openly Builds a Strategic Approach Describes a Future We Believe 0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 Self Average Total Cohort Average

Skills Matrix Objective :The matrix helps to monitor the area wise, individual wise skills needed. 57

SKILLS MATRIX Tools The Matrix helps to identify the gap between the people who are untrained , trained and experienced enough to train the others. It helps in identifying the skills attained by individuals and by area It is the tool which helps to focus on the training needs and helps to prepare the schedule . 58

SKILLS MATRIX Skill Matrix Example for Tata SSL Figure indicates the % Multiskill attained by a Skill Matrix for TSSL area/ division/ region. % Multi-Skill attained by area 90.0 Figure indicates the %skill attained by 100.0 0.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 % SKILL ATTAINED BY INDIVIDUAL individual. Prashant Nagle Sanjeev Singh Rajesh Jadhav Jagdish Anne % TRAINED MULTI-SKILL PEO PLE BY SKILL Influencing Skills 90.0 The individual T UT TR TR TR TR TR TR TR TR to be trained Team Building 90.0 T UT TR TR TR TR TR TR TR TR Team Motivation 90.0 % people T UT TR TR TR TR TR TR TR TR trained for Change Management 90.0 T UT TR TR TR TR TR TR TR TR particular skill The skills required by individual 59

SKILLS MATRIX Skill Matrix for TSSL 90.0 % M ulti-Skill attained by area % SKILL ATTAINED BY INDIVIDUAL 100.0 0.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 Prashant Nagle Rajesh Jadhav Sanjeev Singh Jagdish Anne % TRAINED MULTI-SKILL PEOPLE BY SKILL 90.0 Influencing Skills T UT TR TR TR TR TR TR TR TR 90.0 Team Building T UT TR TR TR TR TR TR TR TR 90.0 Team Motivation T UT TR TR TR TR TR TR TR TR 90.0 Change Management T UT TR TR TR TR TR TR TR TR 90.0 Behaviourial Understanding T UT TR TR TR TR TR TR TR TR 90.0 Training Ability T UT TR TR TR TR TR TR TR TR 90.0 Presentation T UT TR TR TR TR TR TR TR TR 90.0 Verbal Communications T UT TR TR TR TR TR TR TR TR 90.0 Listening T UT TR TR TR TR TR TR TR TR 90.0 Product Knowledge T UT TR TR TR TR TR TR TR TR 90.0 Marketing Essentials T UT TR TR TR TR TR TR TR TR 90.0 Selling Essentials T UT TR TR TR TR TR TR TR TR 90.0 Financial Knowledge T UT TR TR TR TR TR TR TR TR 90.0 Process / System / Structure T UT TR TR TR TR TR TR TR TR 90.0 Consumer Behaviour T UT TR TR TR TR TR TR TR TR 90.0 Decision Making T UT TR TR TR TR TR TR TR TR 90.0 DMCS System understanding T UT TR TR TR TR TR TR TR TR 60

SKILLS MATRIX Skill Matrix for Distributor 90.0 % M ulti-Skill attained by area 100.0 0.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 % SKILL ATTAINED BY INDIVIDUAL Maheswari steels M/s Dubey & co Laxmi Steels % TRAINED MULTI-SKILL PEOPLE BY SKILL 90.0 Influencing Skills T UT TR TR TR TR TR TR TR TR 90.0 Team Building T UT TR TR TR TR TR TR TR TR 90.0 Team Motivation T UT TR TR TR TR TR TR TR TR 90.0 Behaviourial Understanding T UT TR TR TR TR TR TR TR TR 90.0 Training Ability T UT TR TR TR TR TR TR TR TR 90.0 Verbal Communications T UT TR TR TR TR TR TR TR TR 90.0 Listening T UT TR TR TR TR TR TR TR TR 90.0 Product Knowledge T UT TR TR TR TR TR TR TR TR 90.0 Marketing Essentials T UT TR TR TR TR TR TR TR TR 90.0 Selling Essentials T UT TR TR TR TR TR TR TR TR 90.0 Financial Knowledge T UT TR TR TR TR TR TR TR TR 90.0 Process / System / Structure T UT TR TR TR TR TR TR TR TR 90.0 Consumer Behaviour T UT TR TR TR TR TR TR TR TR 90.0 Decision Making T UT TR TR TR TR TR TR TR TR 90.0 DMCS System understanding T UT TR TR TR TR TR TR TR TR 61

COMPETENCY ASESSMENT Following methods are used: Assessment/Development Centre 360 Degree feedback Role plays Case study Structured Experiences Simulations Business Games Dr. MG Jomon, XIMB

COMPETENCY ASSESSMENT Following tools are used: 360 Degree feedback Role plays Benchmarking & Case study Change Competency Study Top Performer Survey Dr. MG Jomon, XIMB

COMPTENCY DEVELOPMENT Identified Assessment result Areas of competencies improvement Role Action plan Dr. MG Jomon, XIMB

COMPETENCY MAPPING Strategy structure congruence Structure role congruence Each role to be unique Non-Repetitive Value adding Vertical and horizontal role congruence Ensure non repetitive tasks in two different roles Ensure core competencies for each task Link all the above and position to bring in competitive advantage Dr. MG Jomon, XIMB

INTEGRATION OF HR SYSTEMS (Competency based HR practices) Performance Management System Reward System Career Plan & Career Development Competency requirement Competency availability Competency acquisition/ Recruitment & Development Selections Succession plans & Succession Training Development /development Plans & Programmes

SOME OF THE DELIVERABLES Role Directory Competency Profiles Competency Mapping Competency based HR Initiatives Various Recommendations: Relating to structure, performance, incentivization, capability training etc.

Strategy Execution Methodology: Building Blocks Success of Key Tasks X Impact of Drivers = Success of Strategy Execution Strategic Plan Health Check & Plan Leadership Alignment & Measurement - Balanced Scorecard Synergy : Org. Restructuring Sponsorship Goal-Setting Follow Through Right Man-Right Job People Systems & Processes Capability Building Project Leadership Capability Change Management Management Control Systems Productivity & Flexibility Management Process Design , Re-engineering Continuous Improvement Best Practices Linking HR to Performance Progress & Outcomes Standard Operating Procedure Minds Path Matrix Competency Mapping Estimating IT Strategy & Automation Communications Scheduling, WBS Attitudes & Climate Taskforce, MAT Change Assessment Measurement Risk Management

Master Sun’s Approach to Human Capital Development Human Capital Human Capital Development Development Learning Learning Effectiveness – –Team, Personal Effectiveness Team, Personal Problem Solving & Decision Making Communication-Negotiation, Problem Solving & Decision Making Communication-Negotiation, Team Leadership, Managerial E.g.: Six Hat, Even Swaps, Pareto Tel/Email/Video, Presentation etc. Team Leadership, Managerial E.g.: Six Hat, Even Swaps, Pareto Tel/Email/Video, Presentation etc. Functional – –Sales, Distribution, Functional Sales, Distribution, Offsite & Meets : :Team Tasks, Visioning , , Offsite & Meets Team Tasks, Visioning Six Sigma, BPR & TQM Methodologies Six Sigma, BPR & TQM Methodologies Service, Brand Building etc. Adventure/ Fun & Bonding etc. Service, Brand Building etc. Adventure/ Fun & Bonding etc. Change Leadership & Change Leadership & Strategy Execution Strategy Execution Attitudes & Capability- Leadership Assessment Change Programme Attitudes & Capability- Leadership Assessment Change Programme Management Climate Study & Situational Leadership Plan & Pilot& Execution Management Climate Study & Situational Leadership Plan & Pilot& Execution Organizational Restructuring, Organizational Restructuring, Competency Mapping etc. Performance & Productivity Competency Mapping etc. Performance & Productivity Management Management Corporate Arjuna : : Corporate Arjuna Variance Analysis: Variance Analysis: Balanced Scorecard Implementation Man-loading & Flexibility Analysis Balanced Scorecard Implementation Man-loading & Flexibility Analysis Great Manager Programme Problem Solving-Decision Making Great Manager Programme Problem Solving-Decision Making

“You see, all the right things are written in books and research papers. The trick is to ensure that there is no gap between what is written in the books and your vision; from what is happening on the shop-floor and what is going on in the marketplace. That is execution. That is what makes the difference” Mukesh Ambani http://www.mastersungroup.com sarvajeet@strategyexecution.in Sarvajeet : +91 9920803060

Competency Management With Few Tools

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