This document discusses developing an HR competency framework. It defines competencies and provides examples. It describes developing a competency model which includes competencies, proficiency levels, behavioral indicators and a measurement approach. Guidelines are provided for assessing the effectiveness of competency models. The HR Compass model is presented as well as an evolution of HR roles. Small group exercises are included to identify competencies for different HR scenarios.

1. HR COMPETENCY FRAMEWORK WORKSHOP Nagpur,India NHRDN Learning Center – March 30 th , 2011 Vijayan Pankajakshan Faculty-HR( WESchool, Mumbai) & Principal Consultant-HCM(ELS ,P une) NHRDN

4. NHRDN Understanding What is A Competency

5. Receptionist NHRDN

6. Traffic Police Officer NHRDN

7. Receptionist Example Top Performer NHRDN

8. Traffic Police Officer example Top Performer NHRDN

9. Hidden: Self Concept, Trait, Motive You can teach a turkey to climb a tree but it is easier to hire a squirrel ! Trait Motive Self Concept Attitude Values Knowledge Skill The Concept of “Observable Behaviour NHRDN

10. NHRDN

14. TO What capabilities do we bring to the businesses we are in now that can serve as foundation upon which future businesses can be built? Write your matter here. Paradigm Shift FROM What business are we in?

17. COMPETENCIES: THE KSA FRAMEWORK NHRDN

18. COMPETENCIES - Exhibit Outputs Products + Services Behaviors Actions + Thoughts + Feelings Capabilities Knowledge + Skill + Attitude Competencies are a person’s capabilities in the form of knowledge + skill + attitude , which gets reflected thorough a persons behavior in the form of actions + thoughts + feelings and finally manifests itself in outputs which are products and services

19. Examples of Competencies NHRDN

23. OBSERVING EXHIBITION OF COMPETENCIES NHRDN

24. NHRDN

25. NHRDN Developing a Competency Model

30. NHRDN The HR COMPASS model ( Developed by NHRDN )

31. Strategic Partner Administrative Expert Employee Champion Mid-1990s Change Agent Strategic Partner – cum - Leader Functional Expert Employee Advocate/ Human Capital Developer Mid-2000s Strategic Partner Sum of first four roles Also leading the HR Function, Collaborating with other functions, ensuring Corporate Governance HR practices are delivered through administrative efficiency (technology), and others through policies, menus, & interventions EA focuses on today’s employee, HC Developer focuses on how employees prepare for the future Multiple dimensions – Business Expert, Change Agent, Knowledge Manager, and Consultant . Evolution of the HR Role *Dave Ulrich (HR Value Proposition)

37. Human Capital Developer Employee Advocate Functional Expert Strategic Partner HR Leader Evolution of HR Roles *Dave Ulrich (HR Value Proposition)

38. Leader Takes Risks Ethical Decisive Develops Staff Creates Trust Employee Advocate Values Diversity Resolves Conflict Communicates Well Respects Others HC Developer Individual Focus Manages Change Future Orientation Coach Team Relationships Functional Expert Knows HR Principles Customer Oriented Applies Business Procedures Manages Resources Uses HR Tools Strategic Partner Mission Oriented Strategic Planner Systems Innovator Understands Team Behavior Evolution of HR Roles

43. Competency Model: HR Value Proposition Strategic Contribution Business Knowledge HR Technology Personal Credibility HR Delivery *Dave Ulrich (HR Value Proposition)

44. Competency Model: HR Value Proposition 18% 3.69 HR Delivery 23% 4.13 Personal Credibility 43% 3.65 Strategic Contribution Impact on Business Performance HR Effectiveness Competency 3.44 Business Knowledge 5% 3.02 HR Technology 11% *Dave Ulrich (HR Value Proposition)

46. Human Resources Professionals Competencies Assessment Human Resources is highlighted with H & R in different colours Mariners’s Compass which indicates Direction Competencies required for an HR Professional to become the star performer NHRDN

47. Involved Professionals NHRD CII XLRI ACADEMIC SUPPORT Dr CSV Rathinam Prof Casimir Raj Prof Madhukar Sukla MOHIT GANDHI CII, SECRETARIAT, DELHI Prof R K Premarajan B Santhanam P Dwarakanath Satish Pradhan Aquil Busari Arvind Agarwal Anand Nayak Santrupt Misra Visty Banaji PLUS VIVEK PARANJPE RAVI VIRMANI C MAHALINGAM S VARADHARAJAN RANJAN ACHARYA R VIDYASAGAR PALLAB BANDOPADHYAYA P V R MURTHY PRINCE AUGUSTINE S Y SYDDIQUI ALLEN SEQUERIA RANJI ABRAHAM GERARD D’CUNHA P PADMAKUMAR B VENKATARAMANA N N AKHOURI HARSH BHOSALE L PRABHAKAR AMITA VIRMANI MAMTA PANDA M MUKHERJEE S MUKHERJEE A K CHOWDHURY Resource Group Work Group Leading the Initiative Support Group Academic Support VINEET KAUL D L SHARMA MARCEL PARKER G P RAO RAJENDRAN NHRDN

48. Competency Typology HR COMPASS Generic Behavioral Generic Technical Functional Technical Functional Behavioral Behavioral Technical Generic Functional *NHRDN

51. Classified HR Competencies HR Planning & Staffing Performance Management Training & Development Talent Management Compensation & Benefit Managing Culture, Design & Change ER & Labour Laws Building HR Strategy International HRM Service Orientation Personal Credibility Execution Excellence Business Knowledge Financial Perspective Strategic Thinking & Alignment Change Orientation Networking Management NHRDN Functional Behavioural Generic Behavioural Functional Technical Generic Technical

52. NHRDN

56. Competency Mapping NHRDN Competencies Role Training Manager Recruitment Officer Employee Engagement Executive Admin Manager Head - HR ORGANISATION DEVELOPMENT PERFORMANCE MANAGEMENT COMPENSATION & BENEFITS INTERNATIONAL HUMAN RESOURCES MANAGEMENT TRAINING & DEVELOPMENT EMPLOYEE RELATIONS BUILDING HR STRATEGY HR PLANNING & STAFFING TALENT MANAGEMENT BUSINESS KNOWLEDGE FINANCIAL PERSPECTIVE SERVICE ORIENTATION PERSONAL CREDIBILITY EXECUTION EXCELLENCE STRATEGIC THINKING NETWORKING CHANGE MANAGEMENT

57. NHRDN Linking Competency Model to HR Systems

58. Linking Competency Models to HR Systems NHRDN Staffing Organizing Learning Performing Rewarding

59. WHERE ARE THESE USED IN HR PROCESSES? NHRDN

66. LINKING IT ALL… NHRDN

67. NHRDN Assessment and Tools

73. NHRDN

74. NHRDN

78. NHRDN End to End Order Fulfilment Dictionary Definition: Understands and determines customer expectations & specifications accurately. Seamlessly drives the order fulfilment process across horizontal & vertical interfaces towards timely delivery of product and services Realisation of timely customer payments Skilled Behaviour Converts customer requirements to workable options to deliver product and service bundle Sells the scope and deliverables to internal customers and is able to gain commitment on time, quality and cost targets Committed to order fulfillment and collects payments from customers on time M2-M4 M5-M7 M8-VP MD Engages with internal customers, understands the scope, specifications and other boundary conditions of the order Understands the criticality & complexity of the specifications and its relationship to performance parameters in customer environment Dialogues, negotiates, convinces, uses power and influence to manage conflicts between customer requirements, internal suppliers' concern and business policies Understands impact of various customer requirements on price, value to customer and business goals and takes steps to help unblock logjam Takes responsibility to initiate actions in his / her own domain and delivers on commitments Unblocks flow of the order execution process by resolving and / or escalating to appropriate levels Provides accurate and comprehensive update to customer organization on order progress vis a vis plan, negotiates concessions if needed Directs organisation's attention and priorities to the 'critical path' involved in the order flow execution Engages others in the order execution process, identifies the parameters of what is expected by the next internal customer in line Understands the key delivers of the order and monitors effectively quantum of work completed versus planned and intervenes to correct urgent and important situations Maintains appropriate contacts with appropriate levels of the management at the customer end Has the order fulfilment progress milestones in mind along with implications on profitability and other commercial parameters

79. NHRDN Strategic thinking Dictionary Definition: Understands the business and how money and value are generated Is well aware of competition, substitutes and other variables in the environment of the company's business Is knowledgeable and brings knowledge into the company, information on future trends in technology, processes, practices, information, customer behaviour etc Is able to understand the purpose of strategy, tactics & the interrelatedness and knows how it works in the market place M2-M4 M5-M7 M8-VP MD More often than not, this behaviour is not of prime importance in these roles Is able to understand short and long term likely consequences when decisions are made. Is able to bring newer and innovative dimensions to delivery, value and / or cost Pushes and demonstrates capability to 'move' the organisation from 'current state' to 'preferred state' Understands the broader eco system in which the industry and BC operate Has the eye on the ball in simultaneously, the market place dynamics of the present, the internal working within the company and the unfolding dynamics of the customer and market eco system Has a global 360 degree view of markets, customers, people and other key stakeholders and is able to see their interplay and appropriately positions the organisation for the right responses. Is aware of best industry practices and evaluates and implements the appropriate ones Is able to segregate actions, tactics and the differences with strategy. Creates climate in the organisation for 'what it might be into the future' Has the ability and demonstrated track record of converting Vision into overarching and other themes

80. NHRDN Customer Focus Dictionary Definition: Begins with customer in mind, is able to understand accurately what the customer wants / needs. Is able to convert customer needs / wants into workable specifications and deliver as per expectation of the customer Skill Behaviours: Committed to serving the customer- both external and internal Listens well and intently, looks for needs, expectations - stated and unstated Builds effective dialogues with customers with mutual respect and trust M2-M4 M5-M7 M8-VP MD Engages with customers and understands their needs Understands customer needs and wants and delivers as per customer expectation Predicts / anticipates the needs of the existing customer for mutual benefit Deploys customer insights into organisational strategy Takes responsibility to deliver all commitments Collaborates with customers to resolve their concerns and add value Predicts / anticipates future customer needs by connecting industry knowledge and customer dialogue Understands the costs of product-service delivery and manages value Resolves customer complaints and issues Establishes stronger, longer and profitable relationships with customers towards occupying 'a greater space in their mind' Develops own, others' knowledge levels of customer, geography and industry spaces Drives innovative and out of box thinking to improve business success Scans markets for identifying and exploiting 'vacant spaces' Perceived by peers in company and outside as the 'expert in a space" Develops effective partnerships and networks to support the business model to do more with less Understands impact customer requirement and is able to balance perceived conflicts. Perceived by customers as the' go to trusted business partner.'

82. “ Ability and will to provide team direction, aligning, inspiring, influencing, empowering people to perform to achieve the goals and to take tough decisions when required in the interest of the organization.” LEADERSHIP & TEAM DEVELOPMENT

85. Thank you NHRDN