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Project Report on
Competency Mapping
for Centre Head of
Skills N Careers
Part of Certification process for CLDM
Program of Middle Earth Consultants Pvt.
Ltd.
2013
Udayan Shriram Modhe
Vadodara, Gujarat, India
Page 2 of 28
Table of Contents
Executive Summary .................................................................................................................................................3
Scope of Project ...................................................................................................................................................4
Key Takeaways.………………………………………………………………………………………………………………………………………………4
Conclusions ..........................................................................................................................................................4
Job Description ........................................................................................................................................................5
Preamble ..............................................................................................................................................................6
Sources of Competency Mapping.........................................................................................................................7
JD Process ….…………………………………………………………………………………………………………………………………………………..8
Organization brief…………………………………………………………………………………………………………………………………………..9
Purpose of job………………..………………………………………………………………………………………………………………………………9
Key responsibility……………………………………………………………………………………………………………………………….…………10
Key result area…………………………………………………………………………………………………………………………………….………..10
Job duties………………………………………………………………………………………………………………………………………….………….11
Academics & experience ………………………………………………………………………………………………………………………………11
Personal Qualities & Traits ..………………………………………………………………………………………………………………………...12
Job Element Analysis ……………………………………………………………………………………………………………………………….……..13
Brief ………………………………………………………………………………………………………………………………………………………….….14
Job Elements Analysis ………………………………………………………………………………………………………………………………….16
Competency Model ……………………………………………………………………………………………………………………………………..19
BARS Mapping ………………………………………………………………………………………………………………………………………………..22
Behavioral Anchors .……………………………………………………………………………………………………………………………………..23
BARS Mapping………………………………………………………………………………………………………………………………………………25
Competency BARS mapping………………………………………………………………………………………………………………………….27
Page 3 of 28
Section – I
Executive Summary
Objective
To design Competency Model for the position of
Institute
Scope of Project
Key Takeaways
Stage 1 – Job Description
The job description is a 360⁰ snapshot of the position covering organization brief, purpose of job, work
environment, key responsibilities, KRAs, Job duties, academics, experience requirements along with key
requirements such as knowledge, skills & personality traits. These details
Stage2 – Job Element Analysis & Identification of competencies
The job responsibilities are broken down
from the perspective of following dimensions
job analysis. These competencies form “The Competency Model” for the position.
Stage 3 – Identification of behavior indicators & BARS Mapping
Behaviorally Anchored Ratings Scales (BARS) is an effective tool for performance appraisal which focuses on
behavioral dimension of employee. The job competencies
They are mapped on scale of maturity
for each behavioral anchor. It facilitates performance appraisal process of HRM.
Conclusion
Competency mapping is one of the best tools for people management, in
business environment. It facilitates HRM by offering key parameters for performance measurement
employees, including complex aspect like behavioral pattern
It integrates organizational needs with emp
strengths & weaknesses, which enables them to improve performance in sync with organizational need.
Which benefit organization with improved employee performance.
various HRM processes like Selection, Performance Appraisal, Succession Planning, T
Stage 1
• Identification of Job Position
• Creating a Job description
Stage 2
• Job Element Analysis
• Identification of Competencies
Stage 3
• Identification of behaviour indicators
• BARS Mapping
To design Competency Model for the position of Centre Head of Skills N Careers
snapshot of the position covering organization brief, purpose of job, work
environment, key responsibilities, KRAs, Job duties, academics, experience requirements along with key
requirements such as knowledge, skills & personality traits. These details help selection process.
Job Element Analysis & Identification of competencies
The job responsibilities are broken down into elements and sub-elements. Each of these elements are analyzed
from the perspective of following dimensions – Knowledge, Skill & Trait. Broad competencies emerge f
These competencies form “The Competency Model” for the position. Which forms base for HRM.
Identification of behavior indicators & BARS Mapping
Behaviorally Anchored Ratings Scales (BARS) is an effective tool for performance appraisal which focuses on
The job competencies are broken down in the contex
mapped on scale of maturity - Beginner, Learner, Advanced & Expert. The end result is a rating scale
It facilitates performance appraisal process of HRM.
Competency mapping is one of the best tools for people management, in today’s competitive
It facilitates HRM by offering key parameters for performance measurement
complex aspect like behavioral patterns, exhibited under each respective competency.
It integrates organizational needs with employee needs. It helps employee understand there inherent
aknesses, which enables them to improve performance in sync with organizational need.
Which benefit organization with improved employee performance. It also works as a linking factor
Selection, Performance Appraisal, Succession Planning, Training
Identification of Job Position
Creating a Job description
Identification of Competencies
Identification of behaviour indicators
Page 4 of 28
Skills N Careers vocational training
snapshot of the position covering organization brief, purpose of job, work
environment, key responsibilities, KRAs, Job duties, academics, experience requirements along with key
lp selection process.
elements. Each of these elements are analyzed
Broad competencies emerge from this
Which forms base for HRM.
Behaviorally Anchored Ratings Scales (BARS) is an effective tool for performance appraisal which focuses on
t of behavior anchors.
The end result is a rating scale
competitive & dynamic
It facilitates HRM by offering key parameters for performance measurement of
, exhibited under each respective competency.
loyee needs. It helps employee understand there inherent
aknesses, which enables them to improve performance in sync with organizational need.
works as a linking factor between
raining & Development.
Page 5 of 28
Section II
Job Description
Page 6 of 28
Preamble
Over a last decade, Indian economy is growing fast and is competing the growth in China. Government has
committed large investments in infrastructure like road, bridges, power plants, etc. It is also committed to
social development through schemes like NREGS, NRHM, etc. This inspired Indian companies & MNCs to set up
new plants and/or expand their existing capacities in India. This has created a large no. of jobs, both in
manufacturing and service sector. It is a paradoxical situation where, there is a major skill gap persisting in
industry and there are large no of unemployed youth moving around directionless. There is a need to ramp up
capacities in training and education. All these years this was looked at, as a job of government to create and
enhance training capacities across country. There is a major challenge before India – “Employability for youth
through proper, structured skill development in sync with industry demand.” Many corporate companies and
NGOs have committed themselves to this social cause be it alone or in PPP mode of partnership with
government at various levels like municipal level, state level or central government level.
Skills N Careers – www.skillsncareers.com a subsidiary of Rishi Laser Ltd., is committed itself to this social
cause. It has partnered with Government of Gujarat in PPP mode. It has set up a chain of vocational institutes
in Gujarat to create a pool of skilled talent for industry. It conducts courses for welders, fitters, electricians,
CNC operators, CAD designers, etc.
Goal : - To achieve quality training for candidates hence better employability, Good management of
institute resources and improvement in performance of training centre
Skills N Careers Vocational training centre structure
Skills N Careers corporate structure
Centre
Head
Training
Incharge
Trainer A
Trainer B
Mobilisation
Incharge
Mobiliser A
Mobiliser B
Admin
Support
Business
Head
Regional
Head
Centre Head
A
Centre Head
B
HR/ Admin
Head
Admin
Placements
Marketing
Accounts
Sources of Job Description
• Industry specific
Vocational training industry primarily belongs to social sector. This is dominated by government
organizations and NGOs. However, with
social sector, corporate are attracted to social sector to explore opportunities to make profit in these
areas. With the entry of corporate in this field even mainstream professionals are getting attracted
towards social sector. Hence, the professionals working in this domain need to have competency blend
of both corporate & social sector
for every employee will be inclined for a blend of corporate & social
• Organization specific
Vision Statement of Skills N Careers
development and employability
Mission Statement of Skills N Careers
The vision statement & mission statement indicate the direction of the company, where it is heading.
The competencies of each employee should be in sync with these statements. Then only it can be
successful in it’s mission and have the vision in sight.
• Process documentation
Skills N Careers has a detailed documentation on Standard Operating Procedures for each centre and
corporate operations and actions. It broadly contains process flow, organizational charts, code
conduct, corporate philosophy, quali
influenced by this document.
Basic value chain of operations is explained with the help of graphics.
from rural areas or urban communities. Skill development is carried out in training
livelihood opportunities are created in the industry.
mapping for each position.
Skills N Careers Value Chain
Mobilisation of Beneficiary
Skill Development of beneficiary
Creation of livelihood for beneficiary
Description information
Vocational training industry primarily belongs to social sector. This is dominated by government
organizations and NGOs. However, with rapid economic development and government investments in
social sector, corporate are attracted to social sector to explore opportunities to make profit in these
areas. With the entry of corporate in this field even mainstream professionals are getting attracted
ence, the professionals working in this domain need to have competency blend
both corporate & social sector. Since Skills N Careers is a corporate entity, it’s competency mapping
for every employee will be inclined for a blend of corporate & social sector.
Skills N Careers – “Empowerment of underprivileged, undereducated youth by skill
development and employability - A true extraction of demographic dividend of India.”
Skills N Careers – “Robust contribution to Skilled India”
The vision statement & mission statement indicate the direction of the company, where it is heading.
competencies of each employee should be in sync with these statements. Then only it can be
mission and have the vision in sight.
has a detailed documentation on Standard Operating Procedures for each centre and
corporate operations and actions. It broadly contains process flow, organizational charts, code
conduct, corporate philosophy, quality policy, etc. Competency mapping of each employee is largely
Basic value chain of operations is explained with the help of graphics. The beneficiaries are mobilized
urban communities. Skill development is carried out in training
livelihood opportunities are created in the industry. This value chain too influences the competency
Value Chain
Mobilisation of Beneficiary
Skill Development of beneficiary
Creation of livelihood for beneficiary
Page 7 of 28
Vocational training industry primarily belongs to social sector. This is dominated by government
and government investments in
social sector, corporate are attracted to social sector to explore opportunities to make profit in these
areas. With the entry of corporate in this field even mainstream professionals are getting attracted
ence, the professionals working in this domain need to have competency blend
e entity, it’s competency mapping
“Empowerment of underprivileged, undereducated youth by skill
A true extraction of demographic dividend of India.”
The vision statement & mission statement indicate the direction of the company, where it is heading.
competencies of each employee should be in sync with these statements. Then only it can be
has a detailed documentation on Standard Operating Procedures for each centre and
corporate operations and actions. It broadly contains process flow, organizational charts, code of
of each employee is largely
The beneficiaries are mobilized
urban communities. Skill development is carried out in training centers and
influences the competency
JD Process
Development & design of Job Description is a two step process.
using Dot/O Net resources and/or using other sources of
Specific information, process documentation, etc.
www.onetonline.org is a primary source for occupational information. It can be termed as an encyclopedia of
job related information. This is extremely useful as it
context of tasks to be performed by the position, tools used,
context, interest, work styles, etc. These details blended with organization specific details
suitable JD.
In the second stage customization of these data points using direct observations, time logs, interviews,
questionnaires, etc.
Direct observations will add value to the generic job description by way of actual recordi
Here the job analyst observes the job position at work and records what he/she does, how he/she does and
time required for task. Though it is time consuming the results are accurate.
Time logs help understand the daily schedule of a
prepared by the job position. The daily reports are carefully
and time consumption of different tasks. This again adds accuracy to the JD.
Interviews are carried by job analyst to understand the job perception of the job holder and his superiors. The
effectiveness of this exercise depends on skills of job analyst and also the job holder in articulating the precise
information related to the jobs/tasks performed by him/her. This too adds great value in refining the JD as this
contains the perception of the job holder.
Questionnaires may be vital instrument
successful performance of job/tasks. If there are number of jobs with same title then large data can be
collected quickly and inexpensively.
Customisation using Direct observations, diaries, interviews, questionaires
Creating a broad framework using company roles and onetonline.org
Development & design of Job Description is a two step process. In the first stage generic description is designed
ng other sources of information such as industry specific, organization
information, process documentation, etc.
is a primary source for occupational information. It can be termed as an encyclopedia of
job related information. This is extremely useful as it provides generic details of thousands of jobs,
context of tasks to be performed by the position, tools used, knowledge, skills, abilities, work activities, work
context, interest, work styles, etc. These details blended with organization specific details
In the second stage customization of these data points using direct observations, time logs, interviews,
Direct observations will add value to the generic job description by way of actual recordi
Here the job analyst observes the job position at work and records what he/she does, how he/she does and
time required for task. Though it is time consuming the results are accurate.
Time logs help understand the daily schedule of activities. Here job analyst studies the daily work reports
prepared by the job position. The daily reports are carefully analyzed from the context of time frames of tasks
and time consumption of different tasks. This again adds accuracy to the JD.
ews are carried by job analyst to understand the job perception of the job holder and his superiors. The
effectiveness of this exercise depends on skills of job analyst and also the job holder in articulating the precise
ks performed by him/her. This too adds great value in refining the JD as this
contains the perception of the job holder.
instrument for gathering data about competencies, which are relevant to
ks. If there are number of jobs with same title then large data can be
Job Description
Customisation using Direct observations, diaries, interviews, questionaires
Creating a broad framework using company roles and onetonline.org
Page 8 of 28
In the first stage generic description is designed
such as industry specific, organization
is a primary source for occupational information. It can be termed as an encyclopedia of
of thousands of jobs, in the
knowledge, skills, abilities, work activities, work
context, interest, work styles, etc. These details blended with organization specific details can help build a fairly
In the second stage customization of these data points using direct observations, time logs, interviews,
Direct observations will add value to the generic job description by way of actual recording of the activities.
Here the job analyst observes the job position at work and records what he/she does, how he/she does and
ctivities. Here job analyst studies the daily work reports
from the context of time frames of tasks
ews are carried by job analyst to understand the job perception of the job holder and his superiors. The
effectiveness of this exercise depends on skills of job analyst and also the job holder in articulating the precise
ks performed by him/her. This too adds great value in refining the JD as this
ncies, which are relevant to
ks. If there are number of jobs with same title then large data can be
Customisation using Direct observations, diaries, interviews, questionaires
Creating a broad framework using company roles and onetonline.org
Page 9 of 28
Job Description
Job Title : Centre Head, Skills N Careers Prepared by : Udayan Shriram Modhe
Reporting : Regional Head of vocational training Location : Rural Vadodara (Savli)
Working Hours : 51 hrs. /week Timings : 9.30 AM to 6 PM
Terms and Conditions :
• Employment Type – Permanent
• Salary/ Annum – Rs. 240,000/-
• Holidays – Weekly off : Sunday
All state govt. holidays
• Probation – 6 months
• Notice Period – 30 days
Organization brief :
Skills N Careers is a multi trade, multi location vocational training institute operating out of Gujarat, with
head quarters in Vadodara. It is co-promoted by Rishi Laser Ltd.( a BSE listed, 150 Crs. Company) and Govt.
of Gujarat in PPP mode. It operates out of five training centers, offering training to underprivileged youth
in the field of welding, fitment, electrical wiring, CNC operations, CAD designs. It has partnership with
govt. at Central Govt. level, State level & Municipal level. It executes skill development projects for these
Govt. Departments. Typically, these programs are meant for underprivileged youth i.e. belonging to BPL
category. Apart from that candidates avail training in self finance mode, too. Many candidates from
outside Gujarat, also have been trained by the institute. It has successfully executed skill development
projects in partnership with companies like Tata Chemicals Ltd., HPCL (through CII), ONGC, GAIL to offer
vocational training wide their CSR function. Wherein these corporations sponsor training cost of the
underprivileged candidates. It is currently executing projects for Vadodara, Bhavnagar & Rajkot Municipal
corporations to impart vocational training to underprivileged urban youth. Gujarat Industrial Development
Corporation (GIDC) has empanelled Skills N Careers to execute vocational training programs through their
state of the art training centers located across various GIDCs in Gujarat. First, such centre is being
operationalised at Dahod, Panchmahal district of Gujarat. It also offers corporate training services to the
workforce of industry. It has trained workforce of companies such as ABB, Indian Railways, HPCL, Man
Turbo, AMW, Parle, Serap India, TBEA transformers, Volmont and many more companies in Gujarat and
outside Gujarat, too. Find more about us on www.skillsncareers.com
Purpose of the job :
Skills N Careers has set up a new training centre in Rural Vadodara (Savli). It intends to execute skill
development projects for State Rural Development Department, in PPP mode. To commence operations
the said institute by Sept. 2013, it needs a centre head :
• To head the training institute
• To prepare training infrastructure for the programs
• To develop training and mobilization team
• To initiate training programs by mobilizing candidates from nearby villages
• To independently manage operations of vocational training centre
• To carry out liaison with govt. departments, in context of the operations at the institute
Page 10 of 28
Brief about work environment :
Skills N Careers team is one of the most passionate team. The existing team consists of 20 + professionals.
This consists of trainers, mobilizes, admin staff, centre heads and other junior staff. They are operating out
of various centers in Gujarat, with staff function reporting at corporate office. All the team members have
a passion for social activity through skill development. The vocational training head has an experience of a
decade in social education, which will be a great mentor and guiding force for the centre head. The
company is headed by Mr. Udayan Modhe, having an experience of more than 2 decades in business
development & management. His expertise in Govt. liaison has helped the company in developing
partnership with government at multiple levels. Institute is well supported by the government
departments. The co-operation extended by them is exemplary in the context of Govt. Sector. Social
organizations, industry organizations like CII, FICCI are supporting the cause by helping us in these skill
development projects. The training center is a small business unit and a profit centre. The centre head
position will co-ordinate mainly with mobilizes, trainers, admin support staff at centre level.
Key Responsibilities :
• Maintain training standards for the training centre, in sync with corporate standards
• Prepare & monitor training calendar for centre
• Counseling of youth for enrollment in the center
• Monitor the progress of training programs in context of skills inculcated in the candidates
• Interaction with the parents of candidates, making them aware about the potentials of these
training programs for the betterment of careers of their wards
• Plan, direct & monitor training delivery mechanism of vocational training & student activities
• Direct & co-ordinate activities of trainers, mobilizers and support staff
• Monitor attendance, personnel activities of training centre
• Planning, managing & monitoring financial activities of centre including billing, budget allocation,
payment follow up
• Conduct training programs on behavioral & soft skills
• Visit surrounding villages to create awareness about programs of institute, conduct road shows,
meetings with community heads to brief about skill development programs
Meeting youth groups to inspire/motivate them to enroll in the institute
• Placement of candidates
• Report Government authorities about the progress of various training programs, interact with
them for any support required from government machinery
• Reporting to head office about progress of centre, any support or intervention, required
• Ensure safety & precautions in training centre
Key Result Areas :
• Proper management of vocational training centre
• Optimum utilization of training capacity of centre
• Revenue maximization by way of emphasis on mobilization
of large no. of candidates for training
• Maximum placement of candidates in industry
• Optimum utilization of resources
• Timely reporting to Government authorities
• Timely reporting of centre activities to superiors/ head
office
Measurement Criterion :
• Management assessment
• No. of batches
• Revenues
• Candidate feedback
• Feedback from accounts
• Feedback from government
• Appraisal of superiors
Page 11 of 28
Percentage of time Job Duties
10 %
Development Work
• Preparation of training programs for various trades like
welder, fitter, electrician, CNC operator
• Updation of training programs, based on industry feedback
• Preparation of contents of training program by exploring
various methodologies of training delivery such as eLearning,
power point presentations, inspirational videos
• Developing strategies to use social media platform to create
awareness of skill development programs
40 %
Field work
• Visiting villages in surrounding areas for creating awareness
• Meeting community leaders, local politicians to seek support
in execution of skill development programs
• Visiting government departments to submit reports, seek
support, to learn about new schemes
• Visiting various companies for placement of candidates
10 %
Training
• Prepare a schedule to conduct soft skill training programs for
each batch of trainees
• Conducting training programs on soft skills such as
behavioral skills, communication skills, interview skills,
40%
Management work
• Administration of training centre
• Monitoring training programs
• Facilitation of training material & equipments
• Maintaining records of training centre
• Communication with corporate companies for sponsorships
• Communication with industry for placement of candidates
• Communication with Government authorities
• Communication with head office
Academics & Work Experience
Education
Essential :
Graduation in any stream (B.A./B.Com/B.Sc./BE)
Desirable:
MSW/ MHRM or Any post graduation with specialization in social
subject.
Experience
Essential :
At least 6 years of experience in social sector.
Out of which, at least 2 years experience in social education sector.
Experience of field projects like community development, rural
development are essential. Experience of working on govt. projects.
Desirable:
6 years of social sector experience in the field of vocational training,
with last 2 years at first level leadership position. Experience in
managing vocational training programs in rural areas of Gujarat.
Experience of liaison with govt. departments in respect to execution
of vocational training programs
Page 12 of 28
Personal Qualities & Traits
Knowledge
• Knowledge of local demography & geography
• Knowledge of social sector & social training value chain
• Knowledge about various local government departments
• Knowledge of English & Gujarati
• Expertise in topics related to soft skill training
• Usage of office equipments like computers, projectors,
cameras
• Expertise in MS office, email communications &
presentations
• Basic knowledge of various trades of training
• Basic financial accountancy knowledge
• Knowledge of matters related to office administration
• Knowledge of dealing with various agencies in industry
Skills
• People management – within & outside organization
• Persuasive skills required for counseling of candidates
• Training skill including presentation skills
• IT skills for communication and training activity
• Time management
• Communication skills – Written & Verbal
• Ability to apply procedure
• Administrative skill to manage operations of training centre
• Basic skills to manage finances of a small organization
• Reporting skills for external clients & internal departments
• Ability to independently manage operations
• Probing skills to understand issues related to internal &
external environment of training company
• Problem solving skills
• Decision making skills
• Car driving skill required during field visits
Personality Traits
• Empathetic personality and active listener
• Leadership trait
• Disciplined approach to work
• Proactive, target based & result oriented working style
• Stress tolerance
• Team player to co-operate with team members
• Adaptability/Flexibility
• Dependable with high integrity
• Values social cause
Page 13 of 28
Section III
Job Element
Analysis &
Identification of
competencies
Brief
Job analysis deals with, what does it take to be good at job?
functional skills & knowledge required to perform a task/job.
that people need to complete a job successfully. These human attributes are captured by referri
KSAOs (Knowledge, Skills, Ability & Other personality characteristics.
retrievable set of technical facts, concepts, language, procedures di
the developed or trained capacity to perform task, which call for usage of tools, equipment,
Ability involves enduring capacity to acquire knowledge or skill, and to carry out tasks at acceptable level of
proficiency. Other Personality characteristics
personality characteristics that indicate how well an employee is likely to perform on a routine, day
basis or how an employee is likely to adjust to a job’s working conditions.
There are few methods of job analysis
(JEM), Critical Incident Technique (CIT),
System (TTAS), Ability Requirement Scales (ARS) &
Job element analysis is one of the oldest method on job analysis.
these behaviors on the performance of task. This method
element and then analyze the job in context of these elements
easily understood by the incumbent or aspirant.
evidence. Elements cover broad range of
Cognitive elements includes aspects such as recognizing tools & their usage,
Psychomotor element include the ability to sense, perceive & carry out simple or complex motor
as using drills, chisels, driving car, etc. Work habits refers to collection of
in character. Example, job elements of office manager
ability to meet deadlines.
Job Element Analysis process
Job analysis deals with, what does it take to be good at job? and how do we find that ? .
functional skills & knowledge required to perform a task/job. It focuses on various attributes or characteristics
that people need to complete a job successfully. These human attributes are captured by referri
KSAOs (Knowledge, Skills, Ability & Other personality characteristics. Knowledge is existence in memory of a
retrievable set of technical facts, concepts, language, procedures directly related to performance of job.
rained capacity to perform task, which call for usage of tools, equipment,
involves enduring capacity to acquire knowledge or skill, and to carry out tasks at acceptable level of
Other Personality characteristics include job-relevant interests, preferences, temperament, and
personality characteristics that indicate how well an employee is likely to perform on a routine, day
basis or how an employee is likely to adjust to a job’s working conditions.
methods of job analysis based on either Job or worker. such as Job Element Analysis Method
Critical Incident Technique (CIT), Positional Analysis Questionnaire (PAQ), Threshold Traits Analysis
bility Requirement Scales (ARS) & Occupational Reinforcer Pattern (ORP)
is one of the oldest method on job analysis. It focuses on work behaviors and impact of
these behaviors on the performance of task. This method breaks down job, into critical critical tasks
the job in context of these elements. They are described in a manner which can be
easily understood by the incumbent or aspirant. The element is a combination of behaviors
evidence. Elements cover broad range of behaviors, including cognitive, psychomotor and work habits.
Cognitive elements includes aspects such as recognizing tools & their usage, computing techniques,
Psychomotor element include the ability to sense, perceive & carry out simple or complex motor
as using drills, chisels, driving car, etc. Work habits refers to collection of behaviors, that are more motivational
in character. Example, job elements of office manager – ability to get conformance, ability to apply procedures,
Page 14 of 28
how do we find that ? . It analyses critical
It focuses on various attributes or characteristics
that people need to complete a job successfully. These human attributes are captured by referring to their
is existence in memory of a
performance of job. Skill is
rained capacity to perform task, which call for usage of tools, equipment, and machinery.
involves enduring capacity to acquire knowledge or skill, and to carry out tasks at acceptable level of
relevant interests, preferences, temperament, and
personality characteristics that indicate how well an employee is likely to perform on a routine, day-to-day
such as Job Element Analysis Method
Positional Analysis Questionnaire (PAQ), Threshold Traits Analysis
tional Reinforcer Pattern (ORP)
It focuses on work behaviors and impact of
critical critical tasks called
are described in a manner which can be
behaviors and associated
, including cognitive, psychomotor and work habits.
computing techniques, etc.
Psychomotor element include the ability to sense, perceive & carry out simple or complex motor actions such
, that are more motivational
ability to get conformance, ability to apply procedures,
Page 15 of 28
Let us derive the critical tasks from the key responsibilities of the job position Centre Head, mentioned in
Section II, page 10.
Critical Tasks for Centre Head Position
The vocational training centre is a strategic business unit and a profit centre. Center head critical tasks are in
the line of Business head of Small Business Unit. The following four tasks are critical to be carried out at the
training center. In turn, these are the job elements of job position- Center Head.
• Mobilization/ Enrollment of candidates
• Training
• Operations management
• Financial management
Classification of sub-elements :
• Mobilization/ Enrollment of candidates
Visit surrounding villages to create awareness about training programs of institute, conduct
road shows, meetings with community heads, local politicians to brief about skill development
programs
Counseling of youths in the field, during road shows, or at the centre to enroll in right trade of
vocational training depending on aptitude & physical traits
Delegation of duties to mobilizers
To maintain regular interaction and counseling of parents of candidates to educate them with
potentials of these training programs for future of their ward
• Training
To ensure right delivery mechanism, sequence and schedule of training programs
Conduct training programs on behavioral & soft skills
To keep track of progress of training, in context of level of skill acquired by candidates
• Operations management
To align training standards of the centre with corporate standards
Preparation, planning & monitoring of training calendars, for various vocational training
programs of different duration, considering the seasonal factors
Delegation of duties to trainers, mobilizers & support staff
To monitor regular attendance of staff & other personnel activities of training center staff
Reporting to superiors and head office regarding progress of training center
To report government authorities about the progress of various training programs
To plan, manage & monitor placement of trained candidates and handholding with them
Ensure health & safety precautions in training centre
• Financial management
Timely billing and payment follow up
To plan, manage & monitor financial activities of centre such as budgets, petty expenses,
revenue receipts from candidates & clients (Govt. & Corporate)
Page 16 of 28
The job element analysis needs to be done for these four elements. This will consist of mapping and rating of
knowledge & skills & personality traits on following scale levels - Threshold, Differentiating & Rare.
Element Quality Threshold Differentiating Rare
Mobilization/
Enrollment
Knowledge:
Awareness of social sector
& local social structure
Knows about structure of society
& various segments of society
Knows about inequalities in
society
Knows about various NGOs
Knows about various areas where
social interventions is required
Knows about NGO & Govt.
relations in social sector
Knows about how to intervene
in social sector
Knows how to use govt.,
corporate resources for social
interventions
Knowledge of Local
demography
Knows about population, gender
%, age, marital status, family
income and expense patters
Knows about importance of
demographic information in social
sector
Knows how to use demographic
information in social sector
interventions
Knowledge of various
government schemes
Knows about various government
departments supporting social
sector
Knows about various schemes
meant for marginalized & deprived
section of society
Knows operational modalities of
various govt. schemes for social
sector
Knowledge of vocational
training programs
Knows about various trades of
vocational training and their
deployment in industry
Knows about methods of
vocational training program
Knows about various institutions
involved in vocational training
Knows how to create an impact
by bridging the skill gap of
industry & skilling the
underprivileged
Knowledge of presentation Knows various tools of
presentation
Knows how to create simple
presentation
Knows how to use various media
tools & techniques for effective
presentation
Knows about blending various
presentation tools to create an
effective presentation
Knowledge of enrollment
procedure
Knows how to fill up enrollment
forms and forward for procedure
Knows about various supporting
documents for enrollment
procedure
Knows how to check
correctness & authencity of
supporting documents
Knowledge of driving Knowledge of basic car driving Knows functions of various
segments of car
Knows how resolve basic
problems with car
Knowledge of language Knowledge of English & Hindi
with a vocabulary to deal with day
to day social affairs
Knowledge of English, Hindi &
Gujarati to address different
audiences
Knowledge of English, Hindi &
Gujarati with rich vocabulary of
all languages
Skills :
Communication skills Can write reports & emails
Can speak English & Hindi to
communicate views,
observations, etc.
Can use non-verbal
communication
Can write reports, emails in
English & Hindi
Can participate in discussions in
English, Hindi & Gujarati
Can translate to & from either
English, Hindi or Gujarati
Control over grammar &
vocabulary of English, Hindi &
Gujarati
Blending of verbal & non-verbal
communication
Counseling skills Can effectively counsel candidates
& employees for career
development, job performance
Can counsel candidates &
employees in the context of role
models
Can use psychology to counsel
candidate & employees
Can effectively use case studies
for counseling
Documentation skills Can collect information of
candidate to fill up enrollment
forms
Can pin point short fall and/or
discrepancies in documents during
enrollment process
Can check authenticity of
documents presented
Presentation skills Can communicate with small
audience to present idea
Can promote services with
presentation
Can use various presentation tools
effectively to create a lasting
impact of presentation
Can offer interactive
presentation with involvement
of participants
Can control sequence & timing
of presentation
Traits:
Empathy Understands feeling & attitudes
of candidates and take
appropriate action
Forms emotional bonding after an
empathetic view
Gets compassionate with others
influence positive change by
assertiveness
Extraversion Puts effort to reach out to people
through community activities,
public meetings, etc.
Natural tendency to reach out to
people through social gatherings
Enjoys social gathering, creates
impact with assertiveness
Values social cause Understands importance of social
cause and does as part of job
Gets Committed to social cause Can mentor others to value
social cause
Perseverance Maintains patience Can continue efforts in spite of
failures & difficulties
High level of commitment and
conviction keeps the Endevour
on
Page 17 of 28
Element Quality Threshold Differentiating Rare
Training Knowledge:
Subject matter Knowledge of subject matter
Knowledge of process to train
subject matter
Knowledge of analogies to be
associated with subject matter
Knows how to research on
subject matter and enrich
contents of training modules
Audience Knowledge of understanding
levels of various audiences
Knows how to fine tune training
process depending on audiences
Design different training
modules to suit different
audiences
Language proficiency Knowledge of delivering training
in English & Hindi with reasonable
vocabulary
Knowledge of using phrases &
idioms in English, Hindi & Gujarati
in the context of training
Knowledge of preparing/
translating training contents to
& from any of languages
English, Hindi & Gujarati
Knowledge of training tools Knowledge of using OHP, White
board, PPTs for training
Knowledge of designing training
contents depending upon
availability of training tools
Knowledge of switching from
one tool to other, depending on
the topic & audiences
Skills:
Communication skills Can use written, verbal & non-
verbal modes of communication
in English & Hindi
Can blend non verbal
communication with training in
English, Hindi & Gujarati
Can actively listen
empathetically while imparting
training
Training skills Can assess learning needs and
train in accordance
Can close knowledge gaps by
simplifying training topics
Can motivate learner to pull the
training and reinforce desired
result
Presentation skills Can communicate with small
audience to present idea
Can promote services with
presentation
Can use various presentation tools
effectively to create a lasting
impact of presentation
Can offer interactive
presentation with involvement
of participants
Can control sequence & timing
of presentation
Persuasive Can offer training using direct
statements
Can link association with
something known to audience
Can offer training using direct
questions
Can use aids such as analogy, for
explaining different situation
Uses indirect questions or
probing technique to persuade
Can persuade with
assertiveness & charisma
Time management Can complete the training topic in
permitted time
Can manage a quick Q & A session
at the end
Involves audiences in time
management for optimum
usage of permitted time
Traits:
Passionate Passion develops during training
programs after developing
bonding with audience
Demonstrates passion for all
activities related to training
Can stimulate passion during
training programs
Commitment Has a strong willingness to train
people
Enjoys thrill out of training
Dependable in training domain
Open to training even outside
classroom
Takes ownership of all activities
related to training
Disciplined Behaves in required manner at
workplace
Tries to creates an atmosphere of
discipline
Inculcates sense of discipline
among others
Don’t let fear, anger, anxiety
surface in a work place
Operations
Management
Knowledge:
Planning Knowledge of training center
objective
Knowledge of training process &
duration for preparing calendar
Knowledge of various scientific
methods & tools of planning
Knowledge of setting goals
Knows benchmarks of
performance for planning
Knowledge of long term
strategic planning for
organization
Administrative knowledge Knows modalities of training
operations
Knows allocation of resources
Knows workplace behavior
standards
Knows management of office
utilities
Knowledge of leadership, co-
ordination techniques
Knows control techniques for
allocation of resources
Knows probing techniques to
understand problems
Knowledge of problem resolution
Knows psychology and it’s
impact on performance of
people
Knows crisis management
Knows to handle internal &
external stake holders
Resource management Knows Short term planning of
resources
Need based procurement &
allocation of resources
Knowledge to assess utilization
patterns
Knowledge of various alternatives
for resource required by center
Optimum management of
resources
Knowledge of tracking resource
consumption for given activity
Page 18 of 28
Element Quality Threshold Differentiating Rare
Operations
Management
Liaison with Govt.
departments
Knows about various government
departments involved in
vocational training
Knowledge of modalities to
partner with govt. schemes
Knowledge of registration
procedures with government
department for partnership in
schemes
Knowledge of various decision
making authorities
Knowledge of preparation of
proposal for registration with
government department
Knowledge of follow up with
decision makers
IT tools Knowledge of preparing
documents, spreadsheets &
presentations, internet browsing
& email
Knowledge of data base
applications for organizational
requirement
Knowledge of web design tools
for basic editing of website
Preparation
HR procedures Knowledge of salary components,
rules for leaves, employee
welfare, loans/ advances, taxes
Knowledge of placement of
candidates in companies
approaching for campus interview
Knows statutory requirement in
context of HR, such as professional
tax, Provident Fund, etc.
Knowledge of local industry for
placement of candidates
Knowledge of documentation
related to statutory dues
Knowledge of various statutory
decision makers
Knowledge of skill gap
prevailing in industry
Safety measures Knowledge of industrial safety Knowledge of various safety
devices
Knowledge of training programs
for safety measures
Skills:
Team management Can complete the training topic in
permitted time
Can manage a quick Q & A session
at the end
Involves audiences in time
management for optimum
usage of permitted time
Process monitoring skills Can understand various processes
involved at workplace and
monitor the progress thereof
Can analyze & create control
checks to ensure smooth process
Can modify & design new
processes related to field of
operation
Delegation of work Can delegate work to team
members for improvement in
performance
Develops feedback mechanism to
check progress of work
Can delegate work and confers
the right to decision
Communication skills Can communicate in writing or
verbally with internal colleagues
and external agencies such as
clients & govt. department, utility
service agencies
Can participate in group
discussions, to represent training
center
Can prepare and read papers in
seminars to represent training
center
Perseverance Maintains patience Can continue efforts in spite of
failures & difficulties
High level of commitment and
conviction keeps the Endeavour
on
Independent management Follows the set procedures to
manage them independently with
some guidance
Follows set procedures to manage
operations independently
Can create improvement in
procedures
Sets the procedures in the best
interest of center and pursue till
logical conclusion
Problem solving skill Can solve own problems
Can solve simple problems faced
by center
Can strategize tools and
approaches for problems, before
facing them
Can analyze the root cause of
problem and tries eliminate that
Decision making skill Can make decision in the set
framework
Can take decision based on the
situation in hand
Can take out of the box
decisions, which can change the
course
Probing skill Can use traditional probing
questions/tools to understand the
situation, development ,problems
Can select open or close methods
to question, depending on
situation
Can probe into situations to
gain control of the situation
Reporting skills Can report to internal superiors
and head office
Can report of government offices
and clients
Can report with observations and
conclusion in order achieve desired
impact of reporting
Can prepare report for internal
and/or external agencies, about
the current trends in domain of
operation i.e. training
Traits:
Enterprising Demonstrates initiative &
resourcefulness
Ready to undertake difficult
challenges
Ambitious and result oriented
approach, thriving for success
Exhibits exceptional energy
levels
Leadership Provides guidelines and assistance
to subordinates
Encourages subordinates to
participate in decision making
process
Demonstrates charisma and
Stimulates subordinates with
intellectual abilities to achieve
extra-ordinary results
Stress tolerance Manages physical & mental stress
by socializing
Manages stress with techniques
like yoga
Helps subordinate manage
mental & physical stress
Element Quality
Financial
Management
Knowledge:
Billing/Invoicing process Knowledge of standard billing
format with applicable standard
taxes such as service tax, VAT
Management of purchases/
expenses
Knowledge of basic purchase
procedures for petty items, office
equipments, training tools
Record management Knowledge of registers to be
maintained for recor
sale, purchase, expenses, salary
registers
Knowledge of recalling records
Skills:
IT skills Can use windows OS, Can use MS
office to create/edit documents,
spreadsheets
Reporting skills Can report as per standard
reporting procedures and formats
Can report progress of activities,
to superiors and clients
Traits:
Commitment Has a strong willingness to
manage
Integrity Maintains ethical & organizational
standard in financial transactions
Competency Model for Job Position –
Broadly competencies are components of job, reflected in behavior, which can be observed &
importantly “ Measure”. Based on the job element analysis of the job position, broad com
defined, which will lead to demonstration of effective performance.
such as Selection, Succession Planning, Performance Management
Social Work Propensity
Business Acumen
Compliance
Stress Management
Planning & Organising
Threshold Differentiating
Knowledge of standard billing
format with applicable standard
taxes such as service tax, VAT
Knowledge of conditional tax
benefits , duty draw backs
Knowledge of basic purchase
procedures for petty items, office
equipments, training tools
Knowledge of applicable taxes for
various items
Knowledge of registers to be
maintained for records such as
sale, purchase, expenses, salary
registers
Knowledge of recalling records
Knowledge of maintaining
statutory records for VAT, Service
Tax, Professional Tax, TDS
Can use windows OS, Can use MS
office to create/edit documents,
spreadsheets
Can use accounting software such
as Tally
Can report as per standard
reporting procedures and formats
Can report progress of activities,
to superiors and clients
Can include observations,
opinions in the reports being
submitted to superiors and clients
Has a strong willingness to
manage financial transactions
Dependable, in the context of
accuracy of transaction records
Maintains ethical & organizational
standard in financial transactions
Promotes organizational value
system, in context of financial
management
Center Head
Broadly competencies are components of job, reflected in behavior, which can be observed &
importantly “ Measure”. Based on the job element analysis of the job position, broad com
will lead to demonstration of effective performance. They can be highly useful in HR processes
ning, Performance Management.
Social Work Propensity Communication
Collaborative Leadership
Stress Management
Result/Goal orientation
Perseverance
Planning & Organising
Training
Page 19 of 28
Rare
Knowledge of Tax deducted at
source (TDS) process and % of
deduction applicable for various
forms of organizations
Knowledge of tendering process
for procurement
Knowledge of reconciling
records with external agencies
such as tax authorities, clients
or head office
Can use ERP applications
Can create database application
for day to day activities
Can assess prevailing trends in
the area of operation & offer
research based reports to
internal authorities & external
agencies
Takes ownership of financial
activity
Role model for ethical & value
based financial transactions
without any bias
Broadly competencies are components of job, reflected in behavior, which can be observed & more
importantly “ Measure”. Based on the job element analysis of the job position, broad competencies can be
They can be highly useful in HR processes
Communication
Collaborative Leadership
Result/Goal orientation
Perseverance
Page 20 of 28
Following Ten competencies are indentified, after analyzing the job position – Center Head, Skills N Careers :
• Social Sector Propensity
This cluster captures the behavioral inclination towards getting associated with a job for a social cause.
That may be in the area such as agricultural, women empowerment, healthcare or education related
intervention.
• Business Acumen
This cluster deals with acquired knowledge about internal & external environments of business. This
knowledge based competency help identify opportunities for organization to maximize profits. It
involves strategic decision making, budgeting, managing cash flow, customer relationship and other
activities related to business.
• Communication
This is the most basic competency required by every leadership position. This deals with ability to
communicate in writing or verbally to express views, opinions, remarks, etc. In the context of job it
deals with abilities, not just to communicate with superiors, colleagues regarding the progress of
activities, but also communicating with external agencies be it govt. departments, customers, vendors,
statutory authorities, etc.
• Planning & Organizing
This deals with developing short term plans in sync with corporate strategic plan. It encompasses
activities such as planning budget, manpower, resource, etc. It also deals with Organizing dimension,
which facilitates smooth flow of operations at work place.
• Compliance
This competency deals with compliance of various procedures, rules, regulations of organization. This is
important from disciplinary aspect of operations. It deals with periodic reporting to superiors, clients
and last but not the least compliance with statutory obligations taxes, duties, etc.
• Collaborative Leadership
This cluster deals with ability of leading colleagues with co-operation & support, to achieve optimum
performance level. Fosters development of common vision and leads the development of focused
efforts to successful accomplishment of organizational goals.
• Perseverance
This cluster deals with required patience, ability to continue efforts despite problems and failures. It
demonstrates high level of conviction and commitment towards success of assignments/tasks in hand.
This is an important part of competency model, in context of dealing with social sector & association of
Government Departments.
Page 21 of 28
• Result/Goal Orientation
This deals with zeal to work towards achieving the set goals and results. This being a leadership trait
deals not only with individual efforts but also motivating colleagues and other stake holders under
control to drive them to excel performance. This also involved management of internal & external
resources, which are reasonably under control to achieve set results & goals.
• Stress Management
This cluster deals with ability to recognize symptoms of stress in self and colleagues, in the first place
and then to take action of calibrated steps to bring down the impact of stress and also create or modify
work procedures, which results in less stress. Whereby, ensuring good health of all colleagues and well
being of organization.
• Training
This competency deals with broader scope of training & not just training candidates. This deals with
training clients, training colleagues and other agencies to inculcate organizational perspective, goals
and philosophy. This forms part of motivational activity.
Competency models can play an important role in HRM processes. It links various HRM procedures offering it a
continuity. These broad competencies form base for HRs processes like Selection, Succession Planning,
Performance Appraisal, Training & Development.
In selection process, these competencies provide a 360 ⁰ view of job requirements, makes interview process
more effective, facilitates selection of candidate who is more likely to be successful performer.
It helps training & development process by emphasizing on relevant skills & behavior, the focus offered by
competencies create better alignment of T & D, help trainers understand the framework of training, facilitates
most effective T & D.
It helps performance appraisal process by providing details of what needs to monitored & measured, it
facilitates as unbiased view of behavior of employee, offers focus for gaining information.
It helps succession planning by clarification about knowledge, skills & personality traits, it facilitates in
understanding willingness of candidate, helps organization measure bench strength.
Page 22 of 28
Section IV
BARS
Page 23 of 28
BARS
There are many techniques to carry out performance appraisal, namely Behavior checklist, Job/Result
outcome, Ranking, Graphic rating scale, Management by objective (MBO), Behaviorally Anchored Ratings
Scales (BARS), etc. These techniques fall under either of the two broad categories of performance appraisal,
Behavior oriented or Result oriented.
BARS, based on behavior traits, is one of most widely used technique. These are the rating scales, whose scale
points are defined by effective and ineffective behavior. They are said to be behaviorally anchored in the scale
that is a continuum of descriptive statements ranging from least to most effective. The evaluation indicates,
which behavior on each scale best describes performance of employee.
BARS technique is a three step process:
• Determination of job competencies, which are most relevant to performance of job.
• Identification of behavioral anchors for each job competency.
• Determination of the scale values to be used and grouping of anchors for each scale value.
The end result is a rating scale for each behavioral anchor. There is a great amount of understanding required
for BARS evaluations. In-depth knowledge, about critical tasks performed by the position & full range of
behaviors displayed by individuals while carrying out these tasks, is a key to BARS creation.
Step 1 - Job competencies are derived from Job Element Analysis in the section III.
Step 2 – Let us define behavioral anchors for each job competency.
• Social Sector Propensity
Shows interest in social interventions
Co-ordinates with Govt. departments
Interacts with communities
• Business Acumen
Can handle complex situation
Looks for profit maximization
Rapport with customers
• Communication
Writing Skills
Listening skills
Presentation of thoughts
Page 24 of 28
• Planning & Organizing
Plans resource allocations
Plans finances
Organizes events, seminar
• Compliance
Reports superiors as per schedule
Reports to Govt. Departments on time
Makes tax payments
• Supervisory Skills
Sets working standards
Delegates work
Can resolve conflicts
• Perseverance
Shows patience
Shows commitment to assignments
Doesn’t let failures ride him
• Result/Goal Orientation
Sets goals
Demonstrates conviction about result
Motivates sub-ordinates excel
• Stress Management
Identifies stress symptoms
Manages stress
Modifies stressful activities
• Training
Trains candidates
Educates customers
Prepares training calendars
Page 25 of 28
Step 3 – Let us determine the scale values to be used and grouping of anchors for each scale value.
Based on the maturity level of the position let us define scale values as under :
• Beginner
• Learner
• Advanced
• Expert
Now let us group behavioral anchors to each scale value. BARS mapping of ten broad competencies for position
of Center Head, will emerge.
Social Sector Propensity
Behavioral Indicators Beginner Learner Advanced Expert
shows interest social
interventions
Pretends interest in social
interventions out of job
necessity
Inquisitive about various
methods of interventions
Shows interest in impact
assessment of interventions
Analyzes methods of
intervention for
improvement
Co-ordinates with Govt.
departments
Accompanies superiors
visits to government offices
Submits documents and
follows up for action under
guidance
Interacts independently
with Govt. departments for
various matters
Influences decision makers
in Govt. Departments with
Expertise
Interacts with communities Visits communities only
with colleagues or superiors
Tries to understand various
issues faced by
communities
Creates awareness in the
communities about various
possible areas of
interventions
Co-ordinates with
communities during
various interventions for
feedback
Business Acumen
Can handle complex
situation
Runs away from complex
situations
Understands complex
situation & reports
superiors
Handles complex situations
with expert advice
Comprehends complex
situation independently
Looks for profit
maximization
Knows areas of profit
maximization but not
means to achieve
Tries to increase profit by
either raising price of
compromise on quality
Manages to control internal
cost factors to maximize
profit
Manages profit
maximization by offering
value addition to client
and cost control
Rapport with customers Avoids customer interaction Takes initiative to
communicate with
customers
Interacts with customers
regularly to develop
relations
Influences decision of
customers with developed
rapport
Communication
Writing skills Writes letters, notes
without any structure,
ignorant about grammar
Writes letters, notes with
basic knowledge of
formats, grammar &
vocabulary
Writes correspondence with
flowing grammar &
vocabulary with the help of
advanced formatting
Writes articles in journals,
blogs, etc. with acquired
command on written
communication
Listening skills Doesn’t listen with
attention
Listens with attention and
tries to absorb message
Raises untimely queries
Comprehends the message
with it’s context
Raises query with proper
etiquette
Transfers listening to
cognitive learning
Ability to convert listening
in to healthy debate
Presentation of thoughts Shies away from presenting
thoughts
Presents thoughts in one to
one meetings
Actively presents thoughts
during group discussions
Ability to debate on thought
Offers presentations to
internal & external stake
holders
Ability to address large
gathering, social event,
seminars with impromptu
speech.
Planning & Organizing
Plans with details Struggles to plan basic
activities
Plans broad activities
without details
Plans activities in detail by
inviting suggestions of
colleagues for detailing
Works out details of
activities with self analysis
and then prepares plans
Plans finances Makes notes of basic
expenses and receipts
Does paper work
Prepares list of expenses to
be incurred & outstanding
payments, to match it up
Uses spreadsheets
Plans finances on monthly
and quarterly basis, using
inputs from internal sources
and clients
Uses Accounting software
Formulates strategies to
manage short term and
long term finances
Uses ERP software
Allocates resources
economically
Does not plan resource
allocation
Allocates resources as per
instructions
Plans resources with
guidance of superiors
Allocates resources based
on demand
Plans resource allocation
Allocates resources based
on demand & need analysis
Maps resources allocation
with output/performance
Uses analytical tools to
derive need of resources
for optimum performance
Page 26 of 28
Behavioral Indicators Beginner Learner Advanced Expert
Compliance
Reports superiors as per
schedule
Avoids reporting to
superiors
Reports to superiors with
consultation from
colleagues
Reports to superiors as per
standard formats and
schedule
Reports to superiors with
own , recommendations,
opinions & observations
Reports to Govt.
Departments on time
Reports to government
departments as per
instructions from superiors
Prepares reports, gets
approved internally and
then submit to govt.
departments
Prepares reports with own
wisdom & experience and
submit to govt.
departments
Reports govt. departments
about issues related to
projects, support needed,
positive developments
Makes tax payments Doesn’t know tax payment
matters
Makes tax payments, as per
the documents prepared by
accounts/head office
Analyses tax liability,
calculates tax and makes
payment
Makes provision for tax
payment & makes
payment before due date
Supervisory skills
Sets working standards Sets working standards as
per instructions
Tries to understands
working standards while
setting them
Sets working standards as
per industry norms and
monitors the working
“Raises the bar“ for
working standard by
setting role models
Delegates work Delegates work on first
come first delegated basis
Delegates work based on
history of delegation
Delegates work to person
possessing skills to perform
the work
Analyses competencies
required for performing
the job and assigns to a
person who is most likely
to complete the work
Can resolve conflicts Avoids conflict situations Participates conflict
resolution process being
carried out by superiors
Comprehends the conflict,
resolves it quickly to avoid
deeper repercussion.
Analyses stages, situations
in operations, which may
give rise to conflict &
modifies them as needed
for conflict not to arise.
Perseverance
Shows patience Demonstrates impatience
during work processes like
receipt of payments, work
orders, etc.
Maintains patience as per
instructions of superiors
Has an understanding that
delays are part & parcel of
social sector projects linked
with government process
Motivates others to
maintain patience
Shows commitment to
assignments
Participates assignments
out of compulsion of job
Demonstrates willingness to
successfully complete
assignment
Takes 360⁰ view of
assignment to complete it.
Takes ownership of
assignment
Doesn’t let failures ride
him
Bogs down after failures Tries to overcome failures
under mentorship
Analyzes failure and
modifies method of
completing task and retries
Keeps conviction about
successful completion of
assignment/task
Result/Goal Orientation
Sets goals Sets goal with least
challenge
Tries to set goal by referring
to cues from past
Sets up goal looking at
internal strength & external
challenges
Set specific, measurable,
attainable, realistic &
timely (SMART) goals
Demonstrates conviction
about result
Not sure about result of
work in hand
Keeps trying for successful
result
Confidence of having left no
loop holes causing failure
High level of conviction
about the result
Motivation to sub-
ordinates
Can’t motivate others Tries to motivate others by
copying other leaders
Motivates subordinates to
perform in line with set goal
Exhibits charisma to
motivates subordinates for
performance to excel goals
Stress Management
Identifies stress symptoms At times, feels stressed out,
but unable to realize
symptoms
Can rarely find symptoms of
stress while performing task
Can identify symptoms of
stress at later stage
Can identify stress
symptoms at early stage
Manages stress Can’t manage stress on own Manages stress under
monitoring of stress
management consultant
Can manage stress using
techniques like yoga, etc.
Helps others manage
stress along with self
management
Modifies stressful activities Can’t identify stress
components of activities
Can identify stress
components of activity
Can modify stressful
activities
Keeps endeavour to devise
activities without stress
Training
Training to candidates Doesn’t possess confidence
of training others
Barely able to train
candidates on soft skills
Trains candidates on soft
skills effectively
Measures impact of
training after completion
Educates customers Educates customer by way
of circulating brochures
Initiates educative
communication with clients
about new services
Educates customer about
the new services, progress
of customer projects, etc.
Educates clients with new
trends in emerging in
industry and positioning of
company therein
Prepares training calendars Tries to copy the calendar
prepared in past
Prepares calendar with
guidance of superiors
Prepares training calendar
considering customer
requirements and available
resources
Considers optimum
utilization of training
resources while preparing
training calendar
Page 27 of 28
Let us summarize these BARS to construct a BARS map for the ten broad competencies identified for the job
position, Center Head.
Competency Beginner Learner Advanced Expert
Social Sector
Propensity
Expected to demonstrate
visible efforts of forming
bond with social sector
stake holders
Should learn various
methods of social
interventions, from
superiors or own study,
wherein a bonding is visible
Expected to work closely
with stake holders of social
sector interventions namely
marginalized communities,
government departments,
philanthropists to achieve
desired change in society.
Should demonstrate
abilities to analyze existing
interventions and able to
work on short falls in them
and ability to devise, out of
the box intervention
techniques for enduring
positive impact on society
Business Acumen
Should demonstrate ability
to understand various
aspects of business such as
relationship building,
thriving for profit
maximization.
Expected to acquire
business sense by study of
role models.
Should demonstrate
inclination towards
participation in business
decision processes with
superiors.
Expected to demonstrate
business acumen by way of
handling complex situations
in business like employee
unrest, dispute with
customers.
Should be able to use
various analytical tools to
achieve maximum profit
Should be able develop
business strategies such as
customer base, marketing
strategies, HR policies, etc.
Should be able to fine tune
business operations based
on the changes in internal
& external environment of
business.
Communication
Should demonstrate ability
to read important
documents and grasp
message out of that.
Should demonstrate ability
to learn basic written
communication and usage
of non-verbal cues
Should be able to write
letters, circulars, reports
using basic formatting
skills, should be able to
participate group
discussions.
Should be able to articulate
thoughts through written &
verbal presentations
Should possess apt
vocabulary and knowledge
of using body language
effectively
Should be able to address
large meetings, seminar to
represent organization.
Should be able to prepare
tenders, detailed progress
reports articulating views
and recommendations.
Planning &
Organizing
Should be able to plan own
activities and finances
Should be able to place
own things at work place
Should demonstrate ability
to prioritize activities
Should be able to plan
finances for short term
Should be able to organize
resources as per
requirement
Should demonstrate ability
to plan priorities and plan
assignments in detail.
Should be able plan
finances on monthly,
quarterly basis
Organize need based
allocation of resources
Should be able to formulate
long term plans, policies
Should be able to plan with
detailed analysis
Should be able strategize
finances on a longer term
Should be able to map
resource allocation with
output/performance
Compliance
Should demonstrate ability
understand importance of
reporting internal &
external authorities
Should demonstrate ability
to report customers,
superiors & statutory
authorities with guidance
of colleagues
Should be able to report to
superiors as per standard
formats & schedule
Report to customers about
development of project,
assignment, etc
Analyze tax liability and pay
Should demonstrate ability
of reporting to superiors &
client with own views &
recommendations
Should be able to make
provision for tax payments
Supervisory Skills
Should be able to delegate
work
Should possess knowledge
of work standards
Should understand conflict
situation
Should know monitoring
activity
Should be able to delegate
work with guidance of
colleagues
Should be able to monitor
progress of activity.
Should be able to
understands working
standard
Should be able to delegate
work to subordinates
Demonstrates ability to set
working standards as per
industry norms
Should be able to monitor
progress of process with
control
Should be able to delegate
work with skill analysis
Should be able to
comprehend conflict
effectively to resolve it.
Should be able to “Raise
the bar“ for working
standard
Should analyze
competencies before
delegation of work
Should effectively set
process monitoring
standards with closed loop
control
Should be able to plan
environment to minimize
conflict situations
Perseverance
Should try to develop level
of patience
Show level of commitment
Should be able to digest
failures
Should be able to maintain
pa patience
Willingness to successfully
complete assignment
Shows attitude to
overcome failures
Demonstrate patience
required for letting events
to play out
Should analyze the
assignment in depth and
complete it
Should learn from failures
Should motivate team to
maintain patience
Should take ownership of
assignments
Should have a high level of
conviction about success of
assignments in hand
Page 28 of 28
Competency Beginner Learner Advanced Expert
Result/Goal
Orientation
Demonstrate ability to set
goals
Should be confident about
results
Should be able to learn
motivational techniques
Should be able to refer past
cases in setting goals
Should work towards
successful result
Should motivate
subordinates with
examples of successful
people
Should be able to set goals
looking at internal strength
& external challenges
Should demonstrate
confidence in work
Motivates others in sync
with organizational goals
Should be able to set
specific, measurable,
attainable, realistic &
timely (SMART) goals
Should possess high level of
conviction
Should be able to exhibit
charisma to motivate
subordinates for
performance par excellence
Stress Management
Should be able find stress
symptoms
Should learn to manage
stress with consultation
Should be able to manage
stress
Ability to identify stress
components of activities
Should demonstrate ability
to identify symptoms of
stress
Should possess ability to
manage stress using
techniques like yoga, etc.
Should be able to modify
stress components of
activities, causing lesser
stress
Should be able to identify
stress symptoms at early
stage
Should be able to help
subordinates manage stress
Training
Should demonstrate ability
to train others
Should know aspects of
training calendars
Should be able to train
candidates on basic skills
Should demonstrate
willingness to educate
clients
Should be able to prepare
training calendar with
guidance
Should be able to train
candidates on soft skills
Should be able to educate
customers about new
policies, services, etc.
Should be able to prepare
training calendar based on
needs and availability of
resources
Should be able to gauge
impact of training
Should be able to educate
customers in the context of
new trends emerging in the
domain of operations
Should demonstrate ability
of optimum utilization of
resources, while preparing
training calendars
BARS technique offers following advantages:
• BARS is totally focused on employee performance.
• Clear behavioral indicators make the process easy to deploy.
• With an emphasis on behavior, the evaluation process is un-biased & fair.
• BARS is designed and applied for each individual position.
• With awareness of the specific performance expectations and standards of excellence, employees are
motivated to improve their performance and they are more likely to do so as a result.

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Competency Mapping

  • 1. Page 1 of 28 Project Report on Competency Mapping for Centre Head of Skills N Careers Part of Certification process for CLDM Program of Middle Earth Consultants Pvt. Ltd. 2013 Udayan Shriram Modhe Vadodara, Gujarat, India
  • 2. Page 2 of 28 Table of Contents Executive Summary .................................................................................................................................................3 Scope of Project ...................................................................................................................................................4 Key Takeaways.………………………………………………………………………………………………………………………………………………4 Conclusions ..........................................................................................................................................................4 Job Description ........................................................................................................................................................5 Preamble ..............................................................................................................................................................6 Sources of Competency Mapping.........................................................................................................................7 JD Process ….…………………………………………………………………………………………………………………………………………………..8 Organization brief…………………………………………………………………………………………………………………………………………..9 Purpose of job………………..………………………………………………………………………………………………………………………………9 Key responsibility……………………………………………………………………………………………………………………………….…………10 Key result area…………………………………………………………………………………………………………………………………….………..10 Job duties………………………………………………………………………………………………………………………………………….………….11 Academics & experience ………………………………………………………………………………………………………………………………11 Personal Qualities & Traits ..………………………………………………………………………………………………………………………...12 Job Element Analysis ……………………………………………………………………………………………………………………………….……..13 Brief ………………………………………………………………………………………………………………………………………………………….….14 Job Elements Analysis ………………………………………………………………………………………………………………………………….16 Competency Model ……………………………………………………………………………………………………………………………………..19 BARS Mapping ………………………………………………………………………………………………………………………………………………..22 Behavioral Anchors .……………………………………………………………………………………………………………………………………..23 BARS Mapping………………………………………………………………………………………………………………………………………………25 Competency BARS mapping………………………………………………………………………………………………………………………….27
  • 3. Page 3 of 28 Section – I Executive Summary
  • 4. Objective To design Competency Model for the position of Institute Scope of Project Key Takeaways Stage 1 – Job Description The job description is a 360⁰ snapshot of the position covering organization brief, purpose of job, work environment, key responsibilities, KRAs, Job duties, academics, experience requirements along with key requirements such as knowledge, skills & personality traits. These details Stage2 – Job Element Analysis & Identification of competencies The job responsibilities are broken down from the perspective of following dimensions job analysis. These competencies form “The Competency Model” for the position. Stage 3 – Identification of behavior indicators & BARS Mapping Behaviorally Anchored Ratings Scales (BARS) is an effective tool for performance appraisal which focuses on behavioral dimension of employee. The job competencies They are mapped on scale of maturity for each behavioral anchor. It facilitates performance appraisal process of HRM. Conclusion Competency mapping is one of the best tools for people management, in business environment. It facilitates HRM by offering key parameters for performance measurement employees, including complex aspect like behavioral pattern It integrates organizational needs with emp strengths & weaknesses, which enables them to improve performance in sync with organizational need. Which benefit organization with improved employee performance. various HRM processes like Selection, Performance Appraisal, Succession Planning, T Stage 1 • Identification of Job Position • Creating a Job description Stage 2 • Job Element Analysis • Identification of Competencies Stage 3 • Identification of behaviour indicators • BARS Mapping To design Competency Model for the position of Centre Head of Skills N Careers snapshot of the position covering organization brief, purpose of job, work environment, key responsibilities, KRAs, Job duties, academics, experience requirements along with key requirements such as knowledge, skills & personality traits. These details help selection process. Job Element Analysis & Identification of competencies The job responsibilities are broken down into elements and sub-elements. Each of these elements are analyzed from the perspective of following dimensions – Knowledge, Skill & Trait. Broad competencies emerge f These competencies form “The Competency Model” for the position. Which forms base for HRM. Identification of behavior indicators & BARS Mapping Behaviorally Anchored Ratings Scales (BARS) is an effective tool for performance appraisal which focuses on The job competencies are broken down in the contex mapped on scale of maturity - Beginner, Learner, Advanced & Expert. The end result is a rating scale It facilitates performance appraisal process of HRM. Competency mapping is one of the best tools for people management, in today’s competitive It facilitates HRM by offering key parameters for performance measurement complex aspect like behavioral patterns, exhibited under each respective competency. It integrates organizational needs with employee needs. It helps employee understand there inherent aknesses, which enables them to improve performance in sync with organizational need. Which benefit organization with improved employee performance. It also works as a linking factor Selection, Performance Appraisal, Succession Planning, Training Identification of Job Position Creating a Job description Identification of Competencies Identification of behaviour indicators Page 4 of 28 Skills N Careers vocational training snapshot of the position covering organization brief, purpose of job, work environment, key responsibilities, KRAs, Job duties, academics, experience requirements along with key lp selection process. elements. Each of these elements are analyzed Broad competencies emerge from this Which forms base for HRM. Behaviorally Anchored Ratings Scales (BARS) is an effective tool for performance appraisal which focuses on t of behavior anchors. The end result is a rating scale competitive & dynamic It facilitates HRM by offering key parameters for performance measurement of , exhibited under each respective competency. loyee needs. It helps employee understand there inherent aknesses, which enables them to improve performance in sync with organizational need. works as a linking factor between raining & Development.
  • 5. Page 5 of 28 Section II Job Description
  • 6. Page 6 of 28 Preamble Over a last decade, Indian economy is growing fast and is competing the growth in China. Government has committed large investments in infrastructure like road, bridges, power plants, etc. It is also committed to social development through schemes like NREGS, NRHM, etc. This inspired Indian companies & MNCs to set up new plants and/or expand their existing capacities in India. This has created a large no. of jobs, both in manufacturing and service sector. It is a paradoxical situation where, there is a major skill gap persisting in industry and there are large no of unemployed youth moving around directionless. There is a need to ramp up capacities in training and education. All these years this was looked at, as a job of government to create and enhance training capacities across country. There is a major challenge before India – “Employability for youth through proper, structured skill development in sync with industry demand.” Many corporate companies and NGOs have committed themselves to this social cause be it alone or in PPP mode of partnership with government at various levels like municipal level, state level or central government level. Skills N Careers – www.skillsncareers.com a subsidiary of Rishi Laser Ltd., is committed itself to this social cause. It has partnered with Government of Gujarat in PPP mode. It has set up a chain of vocational institutes in Gujarat to create a pool of skilled talent for industry. It conducts courses for welders, fitters, electricians, CNC operators, CAD designers, etc. Goal : - To achieve quality training for candidates hence better employability, Good management of institute resources and improvement in performance of training centre Skills N Careers Vocational training centre structure Skills N Careers corporate structure Centre Head Training Incharge Trainer A Trainer B Mobilisation Incharge Mobiliser A Mobiliser B Admin Support Business Head Regional Head Centre Head A Centre Head B HR/ Admin Head Admin Placements Marketing Accounts
  • 7. Sources of Job Description • Industry specific Vocational training industry primarily belongs to social sector. This is dominated by government organizations and NGOs. However, with social sector, corporate are attracted to social sector to explore opportunities to make profit in these areas. With the entry of corporate in this field even mainstream professionals are getting attracted towards social sector. Hence, the professionals working in this domain need to have competency blend of both corporate & social sector for every employee will be inclined for a blend of corporate & social • Organization specific Vision Statement of Skills N Careers development and employability Mission Statement of Skills N Careers The vision statement & mission statement indicate the direction of the company, where it is heading. The competencies of each employee should be in sync with these statements. Then only it can be successful in it’s mission and have the vision in sight. • Process documentation Skills N Careers has a detailed documentation on Standard Operating Procedures for each centre and corporate operations and actions. It broadly contains process flow, organizational charts, code conduct, corporate philosophy, quali influenced by this document. Basic value chain of operations is explained with the help of graphics. from rural areas or urban communities. Skill development is carried out in training livelihood opportunities are created in the industry. mapping for each position. Skills N Careers Value Chain Mobilisation of Beneficiary Skill Development of beneficiary Creation of livelihood for beneficiary Description information Vocational training industry primarily belongs to social sector. This is dominated by government organizations and NGOs. However, with rapid economic development and government investments in social sector, corporate are attracted to social sector to explore opportunities to make profit in these areas. With the entry of corporate in this field even mainstream professionals are getting attracted ence, the professionals working in this domain need to have competency blend both corporate & social sector. Since Skills N Careers is a corporate entity, it’s competency mapping for every employee will be inclined for a blend of corporate & social sector. Skills N Careers – “Empowerment of underprivileged, undereducated youth by skill development and employability - A true extraction of demographic dividend of India.” Skills N Careers – “Robust contribution to Skilled India” The vision statement & mission statement indicate the direction of the company, where it is heading. competencies of each employee should be in sync with these statements. Then only it can be mission and have the vision in sight. has a detailed documentation on Standard Operating Procedures for each centre and corporate operations and actions. It broadly contains process flow, organizational charts, code conduct, corporate philosophy, quality policy, etc. Competency mapping of each employee is largely Basic value chain of operations is explained with the help of graphics. The beneficiaries are mobilized urban communities. Skill development is carried out in training livelihood opportunities are created in the industry. This value chain too influences the competency Value Chain Mobilisation of Beneficiary Skill Development of beneficiary Creation of livelihood for beneficiary Page 7 of 28 Vocational training industry primarily belongs to social sector. This is dominated by government and government investments in social sector, corporate are attracted to social sector to explore opportunities to make profit in these areas. With the entry of corporate in this field even mainstream professionals are getting attracted ence, the professionals working in this domain need to have competency blend e entity, it’s competency mapping “Empowerment of underprivileged, undereducated youth by skill A true extraction of demographic dividend of India.” The vision statement & mission statement indicate the direction of the company, where it is heading. competencies of each employee should be in sync with these statements. Then only it can be has a detailed documentation on Standard Operating Procedures for each centre and corporate operations and actions. It broadly contains process flow, organizational charts, code of of each employee is largely The beneficiaries are mobilized urban communities. Skill development is carried out in training centers and influences the competency
  • 8. JD Process Development & design of Job Description is a two step process. using Dot/O Net resources and/or using other sources of Specific information, process documentation, etc. www.onetonline.org is a primary source for occupational information. It can be termed as an encyclopedia of job related information. This is extremely useful as it context of tasks to be performed by the position, tools used, context, interest, work styles, etc. These details blended with organization specific details suitable JD. In the second stage customization of these data points using direct observations, time logs, interviews, questionnaires, etc. Direct observations will add value to the generic job description by way of actual recordi Here the job analyst observes the job position at work and records what he/she does, how he/she does and time required for task. Though it is time consuming the results are accurate. Time logs help understand the daily schedule of a prepared by the job position. The daily reports are carefully and time consumption of different tasks. This again adds accuracy to the JD. Interviews are carried by job analyst to understand the job perception of the job holder and his superiors. The effectiveness of this exercise depends on skills of job analyst and also the job holder in articulating the precise information related to the jobs/tasks performed by him/her. This too adds great value in refining the JD as this contains the perception of the job holder. Questionnaires may be vital instrument successful performance of job/tasks. If there are number of jobs with same title then large data can be collected quickly and inexpensively. Customisation using Direct observations, diaries, interviews, questionaires Creating a broad framework using company roles and onetonline.org Development & design of Job Description is a two step process. In the first stage generic description is designed ng other sources of information such as industry specific, organization information, process documentation, etc. is a primary source for occupational information. It can be termed as an encyclopedia of job related information. This is extremely useful as it provides generic details of thousands of jobs, context of tasks to be performed by the position, tools used, knowledge, skills, abilities, work activities, work context, interest, work styles, etc. These details blended with organization specific details In the second stage customization of these data points using direct observations, time logs, interviews, Direct observations will add value to the generic job description by way of actual recordi Here the job analyst observes the job position at work and records what he/she does, how he/she does and time required for task. Though it is time consuming the results are accurate. Time logs help understand the daily schedule of activities. Here job analyst studies the daily work reports prepared by the job position. The daily reports are carefully analyzed from the context of time frames of tasks and time consumption of different tasks. This again adds accuracy to the JD. ews are carried by job analyst to understand the job perception of the job holder and his superiors. The effectiveness of this exercise depends on skills of job analyst and also the job holder in articulating the precise ks performed by him/her. This too adds great value in refining the JD as this contains the perception of the job holder. instrument for gathering data about competencies, which are relevant to ks. If there are number of jobs with same title then large data can be Job Description Customisation using Direct observations, diaries, interviews, questionaires Creating a broad framework using company roles and onetonline.org Page 8 of 28 In the first stage generic description is designed such as industry specific, organization is a primary source for occupational information. It can be termed as an encyclopedia of of thousands of jobs, in the knowledge, skills, abilities, work activities, work context, interest, work styles, etc. These details blended with organization specific details can help build a fairly In the second stage customization of these data points using direct observations, time logs, interviews, Direct observations will add value to the generic job description by way of actual recording of the activities. Here the job analyst observes the job position at work and records what he/she does, how he/she does and ctivities. Here job analyst studies the daily work reports from the context of time frames of tasks ews are carried by job analyst to understand the job perception of the job holder and his superiors. The effectiveness of this exercise depends on skills of job analyst and also the job holder in articulating the precise ks performed by him/her. This too adds great value in refining the JD as this ncies, which are relevant to ks. If there are number of jobs with same title then large data can be Customisation using Direct observations, diaries, interviews, questionaires Creating a broad framework using company roles and onetonline.org
  • 9. Page 9 of 28 Job Description Job Title : Centre Head, Skills N Careers Prepared by : Udayan Shriram Modhe Reporting : Regional Head of vocational training Location : Rural Vadodara (Savli) Working Hours : 51 hrs. /week Timings : 9.30 AM to 6 PM Terms and Conditions : • Employment Type – Permanent • Salary/ Annum – Rs. 240,000/- • Holidays – Weekly off : Sunday All state govt. holidays • Probation – 6 months • Notice Period – 30 days Organization brief : Skills N Careers is a multi trade, multi location vocational training institute operating out of Gujarat, with head quarters in Vadodara. It is co-promoted by Rishi Laser Ltd.( a BSE listed, 150 Crs. Company) and Govt. of Gujarat in PPP mode. It operates out of five training centers, offering training to underprivileged youth in the field of welding, fitment, electrical wiring, CNC operations, CAD designs. It has partnership with govt. at Central Govt. level, State level & Municipal level. It executes skill development projects for these Govt. Departments. Typically, these programs are meant for underprivileged youth i.e. belonging to BPL category. Apart from that candidates avail training in self finance mode, too. Many candidates from outside Gujarat, also have been trained by the institute. It has successfully executed skill development projects in partnership with companies like Tata Chemicals Ltd., HPCL (through CII), ONGC, GAIL to offer vocational training wide their CSR function. Wherein these corporations sponsor training cost of the underprivileged candidates. It is currently executing projects for Vadodara, Bhavnagar & Rajkot Municipal corporations to impart vocational training to underprivileged urban youth. Gujarat Industrial Development Corporation (GIDC) has empanelled Skills N Careers to execute vocational training programs through their state of the art training centers located across various GIDCs in Gujarat. First, such centre is being operationalised at Dahod, Panchmahal district of Gujarat. It also offers corporate training services to the workforce of industry. It has trained workforce of companies such as ABB, Indian Railways, HPCL, Man Turbo, AMW, Parle, Serap India, TBEA transformers, Volmont and many more companies in Gujarat and outside Gujarat, too. Find more about us on www.skillsncareers.com Purpose of the job : Skills N Careers has set up a new training centre in Rural Vadodara (Savli). It intends to execute skill development projects for State Rural Development Department, in PPP mode. To commence operations the said institute by Sept. 2013, it needs a centre head : • To head the training institute • To prepare training infrastructure for the programs • To develop training and mobilization team • To initiate training programs by mobilizing candidates from nearby villages • To independently manage operations of vocational training centre • To carry out liaison with govt. departments, in context of the operations at the institute
  • 10. Page 10 of 28 Brief about work environment : Skills N Careers team is one of the most passionate team. The existing team consists of 20 + professionals. This consists of trainers, mobilizes, admin staff, centre heads and other junior staff. They are operating out of various centers in Gujarat, with staff function reporting at corporate office. All the team members have a passion for social activity through skill development. The vocational training head has an experience of a decade in social education, which will be a great mentor and guiding force for the centre head. The company is headed by Mr. Udayan Modhe, having an experience of more than 2 decades in business development & management. His expertise in Govt. liaison has helped the company in developing partnership with government at multiple levels. Institute is well supported by the government departments. The co-operation extended by them is exemplary in the context of Govt. Sector. Social organizations, industry organizations like CII, FICCI are supporting the cause by helping us in these skill development projects. The training center is a small business unit and a profit centre. The centre head position will co-ordinate mainly with mobilizes, trainers, admin support staff at centre level. Key Responsibilities : • Maintain training standards for the training centre, in sync with corporate standards • Prepare & monitor training calendar for centre • Counseling of youth for enrollment in the center • Monitor the progress of training programs in context of skills inculcated in the candidates • Interaction with the parents of candidates, making them aware about the potentials of these training programs for the betterment of careers of their wards • Plan, direct & monitor training delivery mechanism of vocational training & student activities • Direct & co-ordinate activities of trainers, mobilizers and support staff • Monitor attendance, personnel activities of training centre • Planning, managing & monitoring financial activities of centre including billing, budget allocation, payment follow up • Conduct training programs on behavioral & soft skills • Visit surrounding villages to create awareness about programs of institute, conduct road shows, meetings with community heads to brief about skill development programs Meeting youth groups to inspire/motivate them to enroll in the institute • Placement of candidates • Report Government authorities about the progress of various training programs, interact with them for any support required from government machinery • Reporting to head office about progress of centre, any support or intervention, required • Ensure safety & precautions in training centre Key Result Areas : • Proper management of vocational training centre • Optimum utilization of training capacity of centre • Revenue maximization by way of emphasis on mobilization of large no. of candidates for training • Maximum placement of candidates in industry • Optimum utilization of resources • Timely reporting to Government authorities • Timely reporting of centre activities to superiors/ head office Measurement Criterion : • Management assessment • No. of batches • Revenues • Candidate feedback • Feedback from accounts • Feedback from government • Appraisal of superiors
  • 11. Page 11 of 28 Percentage of time Job Duties 10 % Development Work • Preparation of training programs for various trades like welder, fitter, electrician, CNC operator • Updation of training programs, based on industry feedback • Preparation of contents of training program by exploring various methodologies of training delivery such as eLearning, power point presentations, inspirational videos • Developing strategies to use social media platform to create awareness of skill development programs 40 % Field work • Visiting villages in surrounding areas for creating awareness • Meeting community leaders, local politicians to seek support in execution of skill development programs • Visiting government departments to submit reports, seek support, to learn about new schemes • Visiting various companies for placement of candidates 10 % Training • Prepare a schedule to conduct soft skill training programs for each batch of trainees • Conducting training programs on soft skills such as behavioral skills, communication skills, interview skills, 40% Management work • Administration of training centre • Monitoring training programs • Facilitation of training material & equipments • Maintaining records of training centre • Communication with corporate companies for sponsorships • Communication with industry for placement of candidates • Communication with Government authorities • Communication with head office Academics & Work Experience Education Essential : Graduation in any stream (B.A./B.Com/B.Sc./BE) Desirable: MSW/ MHRM or Any post graduation with specialization in social subject. Experience Essential : At least 6 years of experience in social sector. Out of which, at least 2 years experience in social education sector. Experience of field projects like community development, rural development are essential. Experience of working on govt. projects. Desirable: 6 years of social sector experience in the field of vocational training, with last 2 years at first level leadership position. Experience in managing vocational training programs in rural areas of Gujarat. Experience of liaison with govt. departments in respect to execution of vocational training programs
  • 12. Page 12 of 28 Personal Qualities & Traits Knowledge • Knowledge of local demography & geography • Knowledge of social sector & social training value chain • Knowledge about various local government departments • Knowledge of English & Gujarati • Expertise in topics related to soft skill training • Usage of office equipments like computers, projectors, cameras • Expertise in MS office, email communications & presentations • Basic knowledge of various trades of training • Basic financial accountancy knowledge • Knowledge of matters related to office administration • Knowledge of dealing with various agencies in industry Skills • People management – within & outside organization • Persuasive skills required for counseling of candidates • Training skill including presentation skills • IT skills for communication and training activity • Time management • Communication skills – Written & Verbal • Ability to apply procedure • Administrative skill to manage operations of training centre • Basic skills to manage finances of a small organization • Reporting skills for external clients & internal departments • Ability to independently manage operations • Probing skills to understand issues related to internal & external environment of training company • Problem solving skills • Decision making skills • Car driving skill required during field visits Personality Traits • Empathetic personality and active listener • Leadership trait • Disciplined approach to work • Proactive, target based & result oriented working style • Stress tolerance • Team player to co-operate with team members • Adaptability/Flexibility • Dependable with high integrity • Values social cause
  • 13. Page 13 of 28 Section III Job Element Analysis & Identification of competencies
  • 14. Brief Job analysis deals with, what does it take to be good at job? functional skills & knowledge required to perform a task/job. that people need to complete a job successfully. These human attributes are captured by referri KSAOs (Knowledge, Skills, Ability & Other personality characteristics. retrievable set of technical facts, concepts, language, procedures di the developed or trained capacity to perform task, which call for usage of tools, equipment, Ability involves enduring capacity to acquire knowledge or skill, and to carry out tasks at acceptable level of proficiency. Other Personality characteristics personality characteristics that indicate how well an employee is likely to perform on a routine, day basis or how an employee is likely to adjust to a job’s working conditions. There are few methods of job analysis (JEM), Critical Incident Technique (CIT), System (TTAS), Ability Requirement Scales (ARS) & Job element analysis is one of the oldest method on job analysis. these behaviors on the performance of task. This method element and then analyze the job in context of these elements easily understood by the incumbent or aspirant. evidence. Elements cover broad range of Cognitive elements includes aspects such as recognizing tools & their usage, Psychomotor element include the ability to sense, perceive & carry out simple or complex motor as using drills, chisels, driving car, etc. Work habits refers to collection of in character. Example, job elements of office manager ability to meet deadlines. Job Element Analysis process Job analysis deals with, what does it take to be good at job? and how do we find that ? . functional skills & knowledge required to perform a task/job. It focuses on various attributes or characteristics that people need to complete a job successfully. These human attributes are captured by referri KSAOs (Knowledge, Skills, Ability & Other personality characteristics. Knowledge is existence in memory of a retrievable set of technical facts, concepts, language, procedures directly related to performance of job. rained capacity to perform task, which call for usage of tools, equipment, involves enduring capacity to acquire knowledge or skill, and to carry out tasks at acceptable level of Other Personality characteristics include job-relevant interests, preferences, temperament, and personality characteristics that indicate how well an employee is likely to perform on a routine, day basis or how an employee is likely to adjust to a job’s working conditions. methods of job analysis based on either Job or worker. such as Job Element Analysis Method Critical Incident Technique (CIT), Positional Analysis Questionnaire (PAQ), Threshold Traits Analysis bility Requirement Scales (ARS) & Occupational Reinforcer Pattern (ORP) is one of the oldest method on job analysis. It focuses on work behaviors and impact of these behaviors on the performance of task. This method breaks down job, into critical critical tasks the job in context of these elements. They are described in a manner which can be easily understood by the incumbent or aspirant. The element is a combination of behaviors evidence. Elements cover broad range of behaviors, including cognitive, psychomotor and work habits. Cognitive elements includes aspects such as recognizing tools & their usage, computing techniques, Psychomotor element include the ability to sense, perceive & carry out simple or complex motor as using drills, chisels, driving car, etc. Work habits refers to collection of behaviors, that are more motivational in character. Example, job elements of office manager – ability to get conformance, ability to apply procedures, Page 14 of 28 how do we find that ? . It analyses critical It focuses on various attributes or characteristics that people need to complete a job successfully. These human attributes are captured by referring to their is existence in memory of a performance of job. Skill is rained capacity to perform task, which call for usage of tools, equipment, and machinery. involves enduring capacity to acquire knowledge or skill, and to carry out tasks at acceptable level of relevant interests, preferences, temperament, and personality characteristics that indicate how well an employee is likely to perform on a routine, day-to-day such as Job Element Analysis Method Positional Analysis Questionnaire (PAQ), Threshold Traits Analysis tional Reinforcer Pattern (ORP) It focuses on work behaviors and impact of critical critical tasks called are described in a manner which can be behaviors and associated , including cognitive, psychomotor and work habits. computing techniques, etc. Psychomotor element include the ability to sense, perceive & carry out simple or complex motor actions such , that are more motivational ability to get conformance, ability to apply procedures,
  • 15. Page 15 of 28 Let us derive the critical tasks from the key responsibilities of the job position Centre Head, mentioned in Section II, page 10. Critical Tasks for Centre Head Position The vocational training centre is a strategic business unit and a profit centre. Center head critical tasks are in the line of Business head of Small Business Unit. The following four tasks are critical to be carried out at the training center. In turn, these are the job elements of job position- Center Head. • Mobilization/ Enrollment of candidates • Training • Operations management • Financial management Classification of sub-elements : • Mobilization/ Enrollment of candidates Visit surrounding villages to create awareness about training programs of institute, conduct road shows, meetings with community heads, local politicians to brief about skill development programs Counseling of youths in the field, during road shows, or at the centre to enroll in right trade of vocational training depending on aptitude & physical traits Delegation of duties to mobilizers To maintain regular interaction and counseling of parents of candidates to educate them with potentials of these training programs for future of their ward • Training To ensure right delivery mechanism, sequence and schedule of training programs Conduct training programs on behavioral & soft skills To keep track of progress of training, in context of level of skill acquired by candidates • Operations management To align training standards of the centre with corporate standards Preparation, planning & monitoring of training calendars, for various vocational training programs of different duration, considering the seasonal factors Delegation of duties to trainers, mobilizers & support staff To monitor regular attendance of staff & other personnel activities of training center staff Reporting to superiors and head office regarding progress of training center To report government authorities about the progress of various training programs To plan, manage & monitor placement of trained candidates and handholding with them Ensure health & safety precautions in training centre • Financial management Timely billing and payment follow up To plan, manage & monitor financial activities of centre such as budgets, petty expenses, revenue receipts from candidates & clients (Govt. & Corporate)
  • 16. Page 16 of 28 The job element analysis needs to be done for these four elements. This will consist of mapping and rating of knowledge & skills & personality traits on following scale levels - Threshold, Differentiating & Rare. Element Quality Threshold Differentiating Rare Mobilization/ Enrollment Knowledge: Awareness of social sector & local social structure Knows about structure of society & various segments of society Knows about inequalities in society Knows about various NGOs Knows about various areas where social interventions is required Knows about NGO & Govt. relations in social sector Knows about how to intervene in social sector Knows how to use govt., corporate resources for social interventions Knowledge of Local demography Knows about population, gender %, age, marital status, family income and expense patters Knows about importance of demographic information in social sector Knows how to use demographic information in social sector interventions Knowledge of various government schemes Knows about various government departments supporting social sector Knows about various schemes meant for marginalized & deprived section of society Knows operational modalities of various govt. schemes for social sector Knowledge of vocational training programs Knows about various trades of vocational training and their deployment in industry Knows about methods of vocational training program Knows about various institutions involved in vocational training Knows how to create an impact by bridging the skill gap of industry & skilling the underprivileged Knowledge of presentation Knows various tools of presentation Knows how to create simple presentation Knows how to use various media tools & techniques for effective presentation Knows about blending various presentation tools to create an effective presentation Knowledge of enrollment procedure Knows how to fill up enrollment forms and forward for procedure Knows about various supporting documents for enrollment procedure Knows how to check correctness & authencity of supporting documents Knowledge of driving Knowledge of basic car driving Knows functions of various segments of car Knows how resolve basic problems with car Knowledge of language Knowledge of English & Hindi with a vocabulary to deal with day to day social affairs Knowledge of English, Hindi & Gujarati to address different audiences Knowledge of English, Hindi & Gujarati with rich vocabulary of all languages Skills : Communication skills Can write reports & emails Can speak English & Hindi to communicate views, observations, etc. Can use non-verbal communication Can write reports, emails in English & Hindi Can participate in discussions in English, Hindi & Gujarati Can translate to & from either English, Hindi or Gujarati Control over grammar & vocabulary of English, Hindi & Gujarati Blending of verbal & non-verbal communication Counseling skills Can effectively counsel candidates & employees for career development, job performance Can counsel candidates & employees in the context of role models Can use psychology to counsel candidate & employees Can effectively use case studies for counseling Documentation skills Can collect information of candidate to fill up enrollment forms Can pin point short fall and/or discrepancies in documents during enrollment process Can check authenticity of documents presented Presentation skills Can communicate with small audience to present idea Can promote services with presentation Can use various presentation tools effectively to create a lasting impact of presentation Can offer interactive presentation with involvement of participants Can control sequence & timing of presentation Traits: Empathy Understands feeling & attitudes of candidates and take appropriate action Forms emotional bonding after an empathetic view Gets compassionate with others influence positive change by assertiveness Extraversion Puts effort to reach out to people through community activities, public meetings, etc. Natural tendency to reach out to people through social gatherings Enjoys social gathering, creates impact with assertiveness Values social cause Understands importance of social cause and does as part of job Gets Committed to social cause Can mentor others to value social cause Perseverance Maintains patience Can continue efforts in spite of failures & difficulties High level of commitment and conviction keeps the Endevour on
  • 17. Page 17 of 28 Element Quality Threshold Differentiating Rare Training Knowledge: Subject matter Knowledge of subject matter Knowledge of process to train subject matter Knowledge of analogies to be associated with subject matter Knows how to research on subject matter and enrich contents of training modules Audience Knowledge of understanding levels of various audiences Knows how to fine tune training process depending on audiences Design different training modules to suit different audiences Language proficiency Knowledge of delivering training in English & Hindi with reasonable vocabulary Knowledge of using phrases & idioms in English, Hindi & Gujarati in the context of training Knowledge of preparing/ translating training contents to & from any of languages English, Hindi & Gujarati Knowledge of training tools Knowledge of using OHP, White board, PPTs for training Knowledge of designing training contents depending upon availability of training tools Knowledge of switching from one tool to other, depending on the topic & audiences Skills: Communication skills Can use written, verbal & non- verbal modes of communication in English & Hindi Can blend non verbal communication with training in English, Hindi & Gujarati Can actively listen empathetically while imparting training Training skills Can assess learning needs and train in accordance Can close knowledge gaps by simplifying training topics Can motivate learner to pull the training and reinforce desired result Presentation skills Can communicate with small audience to present idea Can promote services with presentation Can use various presentation tools effectively to create a lasting impact of presentation Can offer interactive presentation with involvement of participants Can control sequence & timing of presentation Persuasive Can offer training using direct statements Can link association with something known to audience Can offer training using direct questions Can use aids such as analogy, for explaining different situation Uses indirect questions or probing technique to persuade Can persuade with assertiveness & charisma Time management Can complete the training topic in permitted time Can manage a quick Q & A session at the end Involves audiences in time management for optimum usage of permitted time Traits: Passionate Passion develops during training programs after developing bonding with audience Demonstrates passion for all activities related to training Can stimulate passion during training programs Commitment Has a strong willingness to train people Enjoys thrill out of training Dependable in training domain Open to training even outside classroom Takes ownership of all activities related to training Disciplined Behaves in required manner at workplace Tries to creates an atmosphere of discipline Inculcates sense of discipline among others Don’t let fear, anger, anxiety surface in a work place Operations Management Knowledge: Planning Knowledge of training center objective Knowledge of training process & duration for preparing calendar Knowledge of various scientific methods & tools of planning Knowledge of setting goals Knows benchmarks of performance for planning Knowledge of long term strategic planning for organization Administrative knowledge Knows modalities of training operations Knows allocation of resources Knows workplace behavior standards Knows management of office utilities Knowledge of leadership, co- ordination techniques Knows control techniques for allocation of resources Knows probing techniques to understand problems Knowledge of problem resolution Knows psychology and it’s impact on performance of people Knows crisis management Knows to handle internal & external stake holders Resource management Knows Short term planning of resources Need based procurement & allocation of resources Knowledge to assess utilization patterns Knowledge of various alternatives for resource required by center Optimum management of resources Knowledge of tracking resource consumption for given activity
  • 18. Page 18 of 28 Element Quality Threshold Differentiating Rare Operations Management Liaison with Govt. departments Knows about various government departments involved in vocational training Knowledge of modalities to partner with govt. schemes Knowledge of registration procedures with government department for partnership in schemes Knowledge of various decision making authorities Knowledge of preparation of proposal for registration with government department Knowledge of follow up with decision makers IT tools Knowledge of preparing documents, spreadsheets & presentations, internet browsing & email Knowledge of data base applications for organizational requirement Knowledge of web design tools for basic editing of website Preparation HR procedures Knowledge of salary components, rules for leaves, employee welfare, loans/ advances, taxes Knowledge of placement of candidates in companies approaching for campus interview Knows statutory requirement in context of HR, such as professional tax, Provident Fund, etc. Knowledge of local industry for placement of candidates Knowledge of documentation related to statutory dues Knowledge of various statutory decision makers Knowledge of skill gap prevailing in industry Safety measures Knowledge of industrial safety Knowledge of various safety devices Knowledge of training programs for safety measures Skills: Team management Can complete the training topic in permitted time Can manage a quick Q & A session at the end Involves audiences in time management for optimum usage of permitted time Process monitoring skills Can understand various processes involved at workplace and monitor the progress thereof Can analyze & create control checks to ensure smooth process Can modify & design new processes related to field of operation Delegation of work Can delegate work to team members for improvement in performance Develops feedback mechanism to check progress of work Can delegate work and confers the right to decision Communication skills Can communicate in writing or verbally with internal colleagues and external agencies such as clients & govt. department, utility service agencies Can participate in group discussions, to represent training center Can prepare and read papers in seminars to represent training center Perseverance Maintains patience Can continue efforts in spite of failures & difficulties High level of commitment and conviction keeps the Endeavour on Independent management Follows the set procedures to manage them independently with some guidance Follows set procedures to manage operations independently Can create improvement in procedures Sets the procedures in the best interest of center and pursue till logical conclusion Problem solving skill Can solve own problems Can solve simple problems faced by center Can strategize tools and approaches for problems, before facing them Can analyze the root cause of problem and tries eliminate that Decision making skill Can make decision in the set framework Can take decision based on the situation in hand Can take out of the box decisions, which can change the course Probing skill Can use traditional probing questions/tools to understand the situation, development ,problems Can select open or close methods to question, depending on situation Can probe into situations to gain control of the situation Reporting skills Can report to internal superiors and head office Can report of government offices and clients Can report with observations and conclusion in order achieve desired impact of reporting Can prepare report for internal and/or external agencies, about the current trends in domain of operation i.e. training Traits: Enterprising Demonstrates initiative & resourcefulness Ready to undertake difficult challenges Ambitious and result oriented approach, thriving for success Exhibits exceptional energy levels Leadership Provides guidelines and assistance to subordinates Encourages subordinates to participate in decision making process Demonstrates charisma and Stimulates subordinates with intellectual abilities to achieve extra-ordinary results Stress tolerance Manages physical & mental stress by socializing Manages stress with techniques like yoga Helps subordinate manage mental & physical stress
  • 19. Element Quality Financial Management Knowledge: Billing/Invoicing process Knowledge of standard billing format with applicable standard taxes such as service tax, VAT Management of purchases/ expenses Knowledge of basic purchase procedures for petty items, office equipments, training tools Record management Knowledge of registers to be maintained for recor sale, purchase, expenses, salary registers Knowledge of recalling records Skills: IT skills Can use windows OS, Can use MS office to create/edit documents, spreadsheets Reporting skills Can report as per standard reporting procedures and formats Can report progress of activities, to superiors and clients Traits: Commitment Has a strong willingness to manage Integrity Maintains ethical & organizational standard in financial transactions Competency Model for Job Position – Broadly competencies are components of job, reflected in behavior, which can be observed & importantly “ Measure”. Based on the job element analysis of the job position, broad com defined, which will lead to demonstration of effective performance. such as Selection, Succession Planning, Performance Management Social Work Propensity Business Acumen Compliance Stress Management Planning & Organising Threshold Differentiating Knowledge of standard billing format with applicable standard taxes such as service tax, VAT Knowledge of conditional tax benefits , duty draw backs Knowledge of basic purchase procedures for petty items, office equipments, training tools Knowledge of applicable taxes for various items Knowledge of registers to be maintained for records such as sale, purchase, expenses, salary registers Knowledge of recalling records Knowledge of maintaining statutory records for VAT, Service Tax, Professional Tax, TDS Can use windows OS, Can use MS office to create/edit documents, spreadsheets Can use accounting software such as Tally Can report as per standard reporting procedures and formats Can report progress of activities, to superiors and clients Can include observations, opinions in the reports being submitted to superiors and clients Has a strong willingness to manage financial transactions Dependable, in the context of accuracy of transaction records Maintains ethical & organizational standard in financial transactions Promotes organizational value system, in context of financial management Center Head Broadly competencies are components of job, reflected in behavior, which can be observed & importantly “ Measure”. Based on the job element analysis of the job position, broad com will lead to demonstration of effective performance. They can be highly useful in HR processes ning, Performance Management. Social Work Propensity Communication Collaborative Leadership Stress Management Result/Goal orientation Perseverance Planning & Organising Training Page 19 of 28 Rare Knowledge of Tax deducted at source (TDS) process and % of deduction applicable for various forms of organizations Knowledge of tendering process for procurement Knowledge of reconciling records with external agencies such as tax authorities, clients or head office Can use ERP applications Can create database application for day to day activities Can assess prevailing trends in the area of operation & offer research based reports to internal authorities & external agencies Takes ownership of financial activity Role model for ethical & value based financial transactions without any bias Broadly competencies are components of job, reflected in behavior, which can be observed & more importantly “ Measure”. Based on the job element analysis of the job position, broad competencies can be They can be highly useful in HR processes Communication Collaborative Leadership Result/Goal orientation Perseverance
  • 20. Page 20 of 28 Following Ten competencies are indentified, after analyzing the job position – Center Head, Skills N Careers : • Social Sector Propensity This cluster captures the behavioral inclination towards getting associated with a job for a social cause. That may be in the area such as agricultural, women empowerment, healthcare or education related intervention. • Business Acumen This cluster deals with acquired knowledge about internal & external environments of business. This knowledge based competency help identify opportunities for organization to maximize profits. It involves strategic decision making, budgeting, managing cash flow, customer relationship and other activities related to business. • Communication This is the most basic competency required by every leadership position. This deals with ability to communicate in writing or verbally to express views, opinions, remarks, etc. In the context of job it deals with abilities, not just to communicate with superiors, colleagues regarding the progress of activities, but also communicating with external agencies be it govt. departments, customers, vendors, statutory authorities, etc. • Planning & Organizing This deals with developing short term plans in sync with corporate strategic plan. It encompasses activities such as planning budget, manpower, resource, etc. It also deals with Organizing dimension, which facilitates smooth flow of operations at work place. • Compliance This competency deals with compliance of various procedures, rules, regulations of organization. This is important from disciplinary aspect of operations. It deals with periodic reporting to superiors, clients and last but not the least compliance with statutory obligations taxes, duties, etc. • Collaborative Leadership This cluster deals with ability of leading colleagues with co-operation & support, to achieve optimum performance level. Fosters development of common vision and leads the development of focused efforts to successful accomplishment of organizational goals. • Perseverance This cluster deals with required patience, ability to continue efforts despite problems and failures. It demonstrates high level of conviction and commitment towards success of assignments/tasks in hand. This is an important part of competency model, in context of dealing with social sector & association of Government Departments.
  • 21. Page 21 of 28 • Result/Goal Orientation This deals with zeal to work towards achieving the set goals and results. This being a leadership trait deals not only with individual efforts but also motivating colleagues and other stake holders under control to drive them to excel performance. This also involved management of internal & external resources, which are reasonably under control to achieve set results & goals. • Stress Management This cluster deals with ability to recognize symptoms of stress in self and colleagues, in the first place and then to take action of calibrated steps to bring down the impact of stress and also create or modify work procedures, which results in less stress. Whereby, ensuring good health of all colleagues and well being of organization. • Training This competency deals with broader scope of training & not just training candidates. This deals with training clients, training colleagues and other agencies to inculcate organizational perspective, goals and philosophy. This forms part of motivational activity. Competency models can play an important role in HRM processes. It links various HRM procedures offering it a continuity. These broad competencies form base for HRs processes like Selection, Succession Planning, Performance Appraisal, Training & Development. In selection process, these competencies provide a 360 ⁰ view of job requirements, makes interview process more effective, facilitates selection of candidate who is more likely to be successful performer. It helps training & development process by emphasizing on relevant skills & behavior, the focus offered by competencies create better alignment of T & D, help trainers understand the framework of training, facilitates most effective T & D. It helps performance appraisal process by providing details of what needs to monitored & measured, it facilitates as unbiased view of behavior of employee, offers focus for gaining information. It helps succession planning by clarification about knowledge, skills & personality traits, it facilitates in understanding willingness of candidate, helps organization measure bench strength.
  • 22. Page 22 of 28 Section IV BARS
  • 23. Page 23 of 28 BARS There are many techniques to carry out performance appraisal, namely Behavior checklist, Job/Result outcome, Ranking, Graphic rating scale, Management by objective (MBO), Behaviorally Anchored Ratings Scales (BARS), etc. These techniques fall under either of the two broad categories of performance appraisal, Behavior oriented or Result oriented. BARS, based on behavior traits, is one of most widely used technique. These are the rating scales, whose scale points are defined by effective and ineffective behavior. They are said to be behaviorally anchored in the scale that is a continuum of descriptive statements ranging from least to most effective. The evaluation indicates, which behavior on each scale best describes performance of employee. BARS technique is a three step process: • Determination of job competencies, which are most relevant to performance of job. • Identification of behavioral anchors for each job competency. • Determination of the scale values to be used and grouping of anchors for each scale value. The end result is a rating scale for each behavioral anchor. There is a great amount of understanding required for BARS evaluations. In-depth knowledge, about critical tasks performed by the position & full range of behaviors displayed by individuals while carrying out these tasks, is a key to BARS creation. Step 1 - Job competencies are derived from Job Element Analysis in the section III. Step 2 – Let us define behavioral anchors for each job competency. • Social Sector Propensity Shows interest in social interventions Co-ordinates with Govt. departments Interacts with communities • Business Acumen Can handle complex situation Looks for profit maximization Rapport with customers • Communication Writing Skills Listening skills Presentation of thoughts
  • 24. Page 24 of 28 • Planning & Organizing Plans resource allocations Plans finances Organizes events, seminar • Compliance Reports superiors as per schedule Reports to Govt. Departments on time Makes tax payments • Supervisory Skills Sets working standards Delegates work Can resolve conflicts • Perseverance Shows patience Shows commitment to assignments Doesn’t let failures ride him • Result/Goal Orientation Sets goals Demonstrates conviction about result Motivates sub-ordinates excel • Stress Management Identifies stress symptoms Manages stress Modifies stressful activities • Training Trains candidates Educates customers Prepares training calendars
  • 25. Page 25 of 28 Step 3 – Let us determine the scale values to be used and grouping of anchors for each scale value. Based on the maturity level of the position let us define scale values as under : • Beginner • Learner • Advanced • Expert Now let us group behavioral anchors to each scale value. BARS mapping of ten broad competencies for position of Center Head, will emerge. Social Sector Propensity Behavioral Indicators Beginner Learner Advanced Expert shows interest social interventions Pretends interest in social interventions out of job necessity Inquisitive about various methods of interventions Shows interest in impact assessment of interventions Analyzes methods of intervention for improvement Co-ordinates with Govt. departments Accompanies superiors visits to government offices Submits documents and follows up for action under guidance Interacts independently with Govt. departments for various matters Influences decision makers in Govt. Departments with Expertise Interacts with communities Visits communities only with colleagues or superiors Tries to understand various issues faced by communities Creates awareness in the communities about various possible areas of interventions Co-ordinates with communities during various interventions for feedback Business Acumen Can handle complex situation Runs away from complex situations Understands complex situation & reports superiors Handles complex situations with expert advice Comprehends complex situation independently Looks for profit maximization Knows areas of profit maximization but not means to achieve Tries to increase profit by either raising price of compromise on quality Manages to control internal cost factors to maximize profit Manages profit maximization by offering value addition to client and cost control Rapport with customers Avoids customer interaction Takes initiative to communicate with customers Interacts with customers regularly to develop relations Influences decision of customers with developed rapport Communication Writing skills Writes letters, notes without any structure, ignorant about grammar Writes letters, notes with basic knowledge of formats, grammar & vocabulary Writes correspondence with flowing grammar & vocabulary with the help of advanced formatting Writes articles in journals, blogs, etc. with acquired command on written communication Listening skills Doesn’t listen with attention Listens with attention and tries to absorb message Raises untimely queries Comprehends the message with it’s context Raises query with proper etiquette Transfers listening to cognitive learning Ability to convert listening in to healthy debate Presentation of thoughts Shies away from presenting thoughts Presents thoughts in one to one meetings Actively presents thoughts during group discussions Ability to debate on thought Offers presentations to internal & external stake holders Ability to address large gathering, social event, seminars with impromptu speech. Planning & Organizing Plans with details Struggles to plan basic activities Plans broad activities without details Plans activities in detail by inviting suggestions of colleagues for detailing Works out details of activities with self analysis and then prepares plans Plans finances Makes notes of basic expenses and receipts Does paper work Prepares list of expenses to be incurred & outstanding payments, to match it up Uses spreadsheets Plans finances on monthly and quarterly basis, using inputs from internal sources and clients Uses Accounting software Formulates strategies to manage short term and long term finances Uses ERP software Allocates resources economically Does not plan resource allocation Allocates resources as per instructions Plans resources with guidance of superiors Allocates resources based on demand Plans resource allocation Allocates resources based on demand & need analysis Maps resources allocation with output/performance Uses analytical tools to derive need of resources for optimum performance
  • 26. Page 26 of 28 Behavioral Indicators Beginner Learner Advanced Expert Compliance Reports superiors as per schedule Avoids reporting to superiors Reports to superiors with consultation from colleagues Reports to superiors as per standard formats and schedule Reports to superiors with own , recommendations, opinions & observations Reports to Govt. Departments on time Reports to government departments as per instructions from superiors Prepares reports, gets approved internally and then submit to govt. departments Prepares reports with own wisdom & experience and submit to govt. departments Reports govt. departments about issues related to projects, support needed, positive developments Makes tax payments Doesn’t know tax payment matters Makes tax payments, as per the documents prepared by accounts/head office Analyses tax liability, calculates tax and makes payment Makes provision for tax payment & makes payment before due date Supervisory skills Sets working standards Sets working standards as per instructions Tries to understands working standards while setting them Sets working standards as per industry norms and monitors the working “Raises the bar“ for working standard by setting role models Delegates work Delegates work on first come first delegated basis Delegates work based on history of delegation Delegates work to person possessing skills to perform the work Analyses competencies required for performing the job and assigns to a person who is most likely to complete the work Can resolve conflicts Avoids conflict situations Participates conflict resolution process being carried out by superiors Comprehends the conflict, resolves it quickly to avoid deeper repercussion. Analyses stages, situations in operations, which may give rise to conflict & modifies them as needed for conflict not to arise. Perseverance Shows patience Demonstrates impatience during work processes like receipt of payments, work orders, etc. Maintains patience as per instructions of superiors Has an understanding that delays are part & parcel of social sector projects linked with government process Motivates others to maintain patience Shows commitment to assignments Participates assignments out of compulsion of job Demonstrates willingness to successfully complete assignment Takes 360⁰ view of assignment to complete it. Takes ownership of assignment Doesn’t let failures ride him Bogs down after failures Tries to overcome failures under mentorship Analyzes failure and modifies method of completing task and retries Keeps conviction about successful completion of assignment/task Result/Goal Orientation Sets goals Sets goal with least challenge Tries to set goal by referring to cues from past Sets up goal looking at internal strength & external challenges Set specific, measurable, attainable, realistic & timely (SMART) goals Demonstrates conviction about result Not sure about result of work in hand Keeps trying for successful result Confidence of having left no loop holes causing failure High level of conviction about the result Motivation to sub- ordinates Can’t motivate others Tries to motivate others by copying other leaders Motivates subordinates to perform in line with set goal Exhibits charisma to motivates subordinates for performance to excel goals Stress Management Identifies stress symptoms At times, feels stressed out, but unable to realize symptoms Can rarely find symptoms of stress while performing task Can identify symptoms of stress at later stage Can identify stress symptoms at early stage Manages stress Can’t manage stress on own Manages stress under monitoring of stress management consultant Can manage stress using techniques like yoga, etc. Helps others manage stress along with self management Modifies stressful activities Can’t identify stress components of activities Can identify stress components of activity Can modify stressful activities Keeps endeavour to devise activities without stress Training Training to candidates Doesn’t possess confidence of training others Barely able to train candidates on soft skills Trains candidates on soft skills effectively Measures impact of training after completion Educates customers Educates customer by way of circulating brochures Initiates educative communication with clients about new services Educates customer about the new services, progress of customer projects, etc. Educates clients with new trends in emerging in industry and positioning of company therein Prepares training calendars Tries to copy the calendar prepared in past Prepares calendar with guidance of superiors Prepares training calendar considering customer requirements and available resources Considers optimum utilization of training resources while preparing training calendar
  • 27. Page 27 of 28 Let us summarize these BARS to construct a BARS map for the ten broad competencies identified for the job position, Center Head. Competency Beginner Learner Advanced Expert Social Sector Propensity Expected to demonstrate visible efforts of forming bond with social sector stake holders Should learn various methods of social interventions, from superiors or own study, wherein a bonding is visible Expected to work closely with stake holders of social sector interventions namely marginalized communities, government departments, philanthropists to achieve desired change in society. Should demonstrate abilities to analyze existing interventions and able to work on short falls in them and ability to devise, out of the box intervention techniques for enduring positive impact on society Business Acumen Should demonstrate ability to understand various aspects of business such as relationship building, thriving for profit maximization. Expected to acquire business sense by study of role models. Should demonstrate inclination towards participation in business decision processes with superiors. Expected to demonstrate business acumen by way of handling complex situations in business like employee unrest, dispute with customers. Should be able to use various analytical tools to achieve maximum profit Should be able develop business strategies such as customer base, marketing strategies, HR policies, etc. Should be able to fine tune business operations based on the changes in internal & external environment of business. Communication Should demonstrate ability to read important documents and grasp message out of that. Should demonstrate ability to learn basic written communication and usage of non-verbal cues Should be able to write letters, circulars, reports using basic formatting skills, should be able to participate group discussions. Should be able to articulate thoughts through written & verbal presentations Should possess apt vocabulary and knowledge of using body language effectively Should be able to address large meetings, seminar to represent organization. Should be able to prepare tenders, detailed progress reports articulating views and recommendations. Planning & Organizing Should be able to plan own activities and finances Should be able to place own things at work place Should demonstrate ability to prioritize activities Should be able to plan finances for short term Should be able to organize resources as per requirement Should demonstrate ability to plan priorities and plan assignments in detail. Should be able plan finances on monthly, quarterly basis Organize need based allocation of resources Should be able to formulate long term plans, policies Should be able to plan with detailed analysis Should be able strategize finances on a longer term Should be able to map resource allocation with output/performance Compliance Should demonstrate ability understand importance of reporting internal & external authorities Should demonstrate ability to report customers, superiors & statutory authorities with guidance of colleagues Should be able to report to superiors as per standard formats & schedule Report to customers about development of project, assignment, etc Analyze tax liability and pay Should demonstrate ability of reporting to superiors & client with own views & recommendations Should be able to make provision for tax payments Supervisory Skills Should be able to delegate work Should possess knowledge of work standards Should understand conflict situation Should know monitoring activity Should be able to delegate work with guidance of colleagues Should be able to monitor progress of activity. Should be able to understands working standard Should be able to delegate work to subordinates Demonstrates ability to set working standards as per industry norms Should be able to monitor progress of process with control Should be able to delegate work with skill analysis Should be able to comprehend conflict effectively to resolve it. Should be able to “Raise the bar“ for working standard Should analyze competencies before delegation of work Should effectively set process monitoring standards with closed loop control Should be able to plan environment to minimize conflict situations Perseverance Should try to develop level of patience Show level of commitment Should be able to digest failures Should be able to maintain pa patience Willingness to successfully complete assignment Shows attitude to overcome failures Demonstrate patience required for letting events to play out Should analyze the assignment in depth and complete it Should learn from failures Should motivate team to maintain patience Should take ownership of assignments Should have a high level of conviction about success of assignments in hand
  • 28. Page 28 of 28 Competency Beginner Learner Advanced Expert Result/Goal Orientation Demonstrate ability to set goals Should be confident about results Should be able to learn motivational techniques Should be able to refer past cases in setting goals Should work towards successful result Should motivate subordinates with examples of successful people Should be able to set goals looking at internal strength & external challenges Should demonstrate confidence in work Motivates others in sync with organizational goals Should be able to set specific, measurable, attainable, realistic & timely (SMART) goals Should possess high level of conviction Should be able to exhibit charisma to motivate subordinates for performance par excellence Stress Management Should be able find stress symptoms Should learn to manage stress with consultation Should be able to manage stress Ability to identify stress components of activities Should demonstrate ability to identify symptoms of stress Should possess ability to manage stress using techniques like yoga, etc. Should be able to modify stress components of activities, causing lesser stress Should be able to identify stress symptoms at early stage Should be able to help subordinates manage stress Training Should demonstrate ability to train others Should know aspects of training calendars Should be able to train candidates on basic skills Should demonstrate willingness to educate clients Should be able to prepare training calendar with guidance Should be able to train candidates on soft skills Should be able to educate customers about new policies, services, etc. Should be able to prepare training calendar based on needs and availability of resources Should be able to gauge impact of training Should be able to educate customers in the context of new trends emerging in the domain of operations Should demonstrate ability of optimum utilization of resources, while preparing training calendars BARS technique offers following advantages: • BARS is totally focused on employee performance. • Clear behavioral indicators make the process easy to deploy. • With an emphasis on behavior, the evaluation process is un-biased & fair. • BARS is designed and applied for each individual position. • With awareness of the specific performance expectations and standards of excellence, employees are motivated to improve their performance and they are more likely to do so as a result.