Career

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
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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