The document defines competencies as the human capabilities and behaviors that provide a competitive advantage to an organization. Competencies include observable behaviors that demonstrate successful job performance, and may include skills and applied knowledge, but not general knowledge alone. Competencies differ from skills in that they represent behaviors, not just abilities, and from knowledge in that they represent applied behaviors rather than theoretical understanding. The document discusses frameworks for identifying competencies and mapping them to jobs, individuals, and development activities.

1. What are Competencies

2. What are Competencies Competencies are the human capabilities and work-related behaviors that provide a competitive advantage to an organization Any quality or characteristics of a person which underpins successful performance

3. How do Competencies differ from Skills and Knowledge Competencies only include behaviors that demonstrate excellent performance They do not include knowledge, but do included “applied” knowledge or the behavioral application of knowledge that produces success Competencies do include skills, but only the manifestation of skills that produce success Competencies are not work motives, but do include observable behaviors related to motives

4. How do Competencies differ from Skills and Knowledge

5. Observable Behavior Aptitudes Attitudes / Traits Competencies Skills The Behavioral Iceberg Knowledge

6. Natural ability that prepares the person to fulfill the responsibilities Aptitudes Way of thinking or behaving needed to fulfill the responsibilities Attitudes Acquired ability or experience needed to fulfill the responsibilities Skills Information and understanding needed to fulfill the responsibilities Knowledge Types of Competencies

7. Competency Clusters Business Knowledge Customer Focus Communication Result Focus Leadership Proactivity Innovation Collaboration Stamina & Adaptability Conceptual Thinking

8. Recruitment & Selection Job Design & Grading Performance Management Career Pathing Succession Planning Training & Development Potential Assessment Reward Management Benefits of Competency Framework

9. Role Clarification Competencies reqd. for the Job Competencies a Job Holder has Competency Mapping Bridging the Competency Gap Competency Mapping: Flow Chart Job Description

11. Stress Interviews

12. Focused Behavioral Event Interview

13. Presentation Vision / Strategy Speeches

14. Leaderless Group Exercises

15. Role Play

16. Business Games

17. Structured Group Discussion

18. Psychometric Tests

19. Case Studies

22. Plan, develop & control the regional sales strategy for a specific range of products

23. To manage a team of 6 Area Managers and 40 Sales Reps

24. To ensure efficient regional field force support systems

25. Interaction with 80-90 distributors and 5 Clearing & Forwarding Agents

26. To establish timely effective communications within the region and with Corporate Marketing /Sales

29. Leadership Sets out clear standards and goals Motivates others to achieve and maintain high standards Works to reach consensus and agreement wherever possible Welcomes constructive criticism Identifies and shares success stories

30. Result Focus Takes on challenging but achievable goals Identifies knowledge and skill gaps and seeks to overcome them Sets targets, monitors efficiency and effectiveness Decides on optimum work approach Maximizes use of available technology

31. Customer Focus Anticipates and forecasts customer requirements Defines quality standards for customer service Develops partnership with the customer Enhances long term relationship with customer Creates new solutions to meet customer needs

32. Collaboration Builds effectively team within a function/ country Encourages and supports colleagues to achieve goals Develops information-sharing networks Creates team effectiveness using people skills

33. Proactivity Seizing opportunities as they arise Handling crises swiftly and effectively Exceeding the bounds of one’s formal authority

34. Conceptual Thinking Develops concepts/ patterns perceived in a set of facts Rapidly identifies key issues/ actions in a complex situation Seeing connections or patterns Using vigorous, original analogies or metaphors

35. Innovation Adapts and applies different new approaches to situations Modifies standard approaches for more effective outcomes Develops original approaches to non-routine situations Encourages innovation and creativity in others , supports new ideas

36. Communication Listens carefully to others, tries to help people with problem Adapts language and style to meet the needs of the audience Structures information in a way that addresses others’ issues Encourages open discussions through questioning

37. Stamina & Adaptability Sustain and work long hours Flexible and adapts to change Maintain high performance under stress

38. Search for alternative position Consider for transfer or promotion Train for current position H Pay below Reference Salary Pay at Reference Salary Pay below Reference Salary YEARS IN POSITION High flyer - Develop Career Plan Pay at Ref. Salary - Consider market premium L COMPETENCY H L Competency Matrix

39. Questions?