This document discusses the role of HR in developing an agile organization and outlines a case study for competency mapping. It describes competency mapping as identifying the key competencies within each business unit and developing detailed definitions and behavioral indicators for measurement. A multi-sprint approach was used where competencies were identified, defined, and measurement approaches developed in iterative sprints with retrospection. The goal is to assess all employees against the core competencies to identify development needs and support performance management. The program has been successfully implemented for delivery functions and will be expanded to support functions.

1. Energizing HR for Agile Excellence
( Competency Mapping Assessment & Management)
Seema Verma
Global Training Head Infogain
Email Id:
seema.verma@infogain.com
Sim_verma22@yahoo.com

2. Agenda
Role & Importance of HR in Agile
Competency Definition
Objective of Competency Mapping
Applying Agile to develop Competency Framework:
Case Study
Scope
February 14, 2013 Copyright © 2012 Infogain Corporation. All rights reserved.

3. WHAT IS AGILITY
In Business Context : Ability to adapt rapidly & efficiently to the changing environment.
The need to optimize responsiveness drives us to an agile concept.
Sprint Planning Meeting Daily Stand Up Meeting Sprint Review
Sprint Retrospection Task Board Burn Down Chart
February 14, 2013 Copyright © 2012 Infogain Corporation. All rights reserved.

4. ROLE & IMPORTANCE OF HR IN AGILE
Check Agile
Mindset
Hire the
Best
Provide
environment of
Autonomy Redefining Roles
Sustaining Agile
Motivated Organizational
Support Training
Culture Restructuring
Creating Open
Workspace
& Certifications, Employees
Conferences
Training Sessions to
set Expectation
Employees can
contribute to Performance
Redesigning Current
Innovation and
Research Lab
Management Employee Titles
Change
Appraisal Group Rewards
Methods
KRA’s around
Teamwork

5. HR : BUILD AGILE ENVIRONMENT
Open Workspace Pair Programming
Extreme Interviewing Feedback over lunch

6. WHAT IS COMPETENCY
Ability to apply
relevant skills
and knowledge
Competency: A person- related
Competence: A work- related
concept that refers to the Competencies: Often referred as
concept that refers to areas of work
dimensions of behavior lying the combination of the two.
at which the person is competent
behind competent performer.
.
Depending on the composition of the group, capability expectation may be either in terms of domain, behavioral
and technology or niche professional competencies or a combination of all of these.

7. WHY COMPETENCY MAPPING
The prime objective with which the competency framework is
introduced in various organizations are :

8. CORE COMPETENCY TEAM
Core Committee members comprises :
HR, PMO & Training Head along Competency Cabinet Members from each BU.
Implementation is taken care by Training executives at organization level.
The key roles & responsibilities highlighted
1. Identifying target
capabilities and
competencies within
each BU
2. Identify Senior
5. Changes Required Members acting as
in Performance Competency Cabinet
Management System members from each
BU
4. Enable learning 3. How to Measure
environment within Capability through
organization Assessment centre

9. COMPETENCY MAPPING: CASE STUDY
Release 1: Consisted of 4 Sprints of 2 weeks each
OSS Each IDU/BU
Billing
will nominate
a CI Cabinet
Understand
Retail
Business of TWO key
each IDU or competencies
BU identified
Insurance
Identification
of Key Target
Capabilities /
Competencies
February 14, 2013 Copyright © 2012 Infogain Corporation. All rights reserved.

10. COMPETENCY MAPPING: CASE STUDY
Sprint Retrospection: For All those IDU/BU where it is difficult to identify
the Competencies or not getting required support need to retrospect and understand
what is not working.
Involvement of
SME s across
Difficult to identify the BUs
Competencies
Either replace or
Not getting required support discuss with
Sprint Retrospection
from CI cabinet Heads
All employees in a single IDU
may not work on same
domain / product. Identify the
competencies at
group level
February 14, 2013 Copyright © 2012 Infogain Corporation. All rights reserved.

11. COMPETENCY MAPPING: CASE STUDY
Release 2: Comprises of 4 sprints where each sprint was of 2 weeks.
Organization level
Creating the standard
indicator s definitions of
across various competencies
levels along with
detailed indicators
Identify the areas
Once all Identify SME where definitions
could not be finalized
competencies
within each KRA s of due to lack of support
BU/IDU Cabinet of unavailability of
are collated, members based SME s
on
Training Team competencies
will facilitate identified
across Definitions are expected to bring in a flavor of depth to the capability (E.g. Retail Billing
different Level-1, Level-2 and Level-3).
groups to
build detailed
Each proficiency level will have observable behavior statements/indicators (recommended
definitions of
around 8 to 12 statements) that will detail the scope of the competency.
the
competencies.
February 14, 2013 Copyright © 2012 Infogain Corporation. All rights reserved.

12. COMPETENCY MAPPING: CASE STUDY
Release 3: Comprises of 3 sprints where each sprint was of 4 weeks.
Few employees in the group
will be assessed for Level-2
and Level-3 competencies.
All employees in the
group will be assessed at Level 1 exam will be online or
Level-1. else manager ratings on
observable behavior
indicators
Rating will
be by line
managers
Employees in each group will Selected employees
be assessed on the expected Measure Capability will be assessed on
competencies. levels 2 & 3
February 14, 2013 Copyright © 2012 Infogain Corporation. All rights reserved.

13. COMPETENCY MAPPING: CASE STUDY
Sprint Retrospection:
Identify the indicators or Introduce Hardening
questions in Assessment Sprint of 2-4 weeks to
which needs to be retrospect and modify
updated based on based on feedback
feedback received during before we launch the
the earlier sprint. next cycle.
To complete the
assessment
across each
BU/IDU.
Frequency of Measurement
Employees in each group will be assessed on the expected competencies twice a year, preferably
before the mid-term and annual appraisal so that the development gaps/needs can be identified
and assigned to each employee during the appraisals.
February 14, 2013 Copyright © 2012 Infogain Corporation. All rights reserved.

14. Scope of The Program
We have implemented succefully in delivery covering 80% of employees in each BU.
Next Phase targeted at Support Functions :
(1) Recruitment & Selection
(2) Training & Development
(3) Performance Management
(4) Skill Development
(5) Training Need Identification etc.
“Agility is about attitude and not technology.”
“Building an Agile learning organization requires a skill set, mindset and tool set.”