Cavin Kare Competency Based HR Strategic Initiatives Assessing

Cavin. Kare Competency Based HR Strategic Initiatives Assessing Key Competencies Both Behavior and Functional Leading to performance outcome

Competency based HR Strategic Initiative Why this exercise? We have Ambitious plan to grow Wanted to reduce subjectivity in people processes Progressive companies would give thrust on competency based people development process Helps clarifying expectation, define future development needs, more focused hiring and people development planning

Benefits n n n Role based competency matrix for all positions Present level competency can be ascertained and gap can been seen visibly TNI can be designed based on the gap identified and would be individual specific & more focused Can identify Hi-potential employees for future roles Talent Acquisition criteria would be fixed and would pave the way for objective based hiring

What is Competency? The key success factor for the job… “ASK” n Attitude n Skill n Knowledge

What is ASK Attitude Probing past experience impression vary Cannot be assessed in interview Can be assessed through Psychometric tool n Skill Past experience Can be tested empirically Can be assessed n n Knowledge Education record Past experience Can be Seen Can be assessed

Steps involved in the competency mapping n Step 1 n Step 2 n Step 3 n Step 4 * Review, finalize and accept company wide competency requirements that are critical for our company growth * Define observable behavioral definitions [finalize behavioral dictionary] * Define generic roles with definition for the company as a whole * Create Role competency matrix * Identify Criticality required * Identify Proficiency level

Steps involved in the competency mapping n Step 5 n n Step 6 Step 7 Step 8 n Step 9 n Step 10 n * Identify behavioral & Functional skills required for the role * Define Functional skills * Identify role holder for each role * Assess role holder behavioral skill through Echo * Assess Functional skill with superior/Ho. D * Match Role holder competency Vs Role based competency

Steps involved in the competency mapping Step 11 * Action Plan a] Talent Acquisition b] Performance Management System [Talent Management] c] Learning Management System [Talent Development] n Step 12 * Employee Feedback n Step 13 * Performance Management : A Holistic Approach – The Way Forward n

Step 1 - Review, finalize and accept company wide competency requirements that are critical for our company's growth Competencies n n n n Communication Leadership Strategic Thinking Creativity Teamwork Sense of Ownership Customer Orientation Consumer Orientation Mandatory/ Nonnegotiable Competencies n n n Micro planning and Execution Differentiation Quality Orientation

Step 2 – Define observable behavioral definitions [finalize behavioral dictionary] – CK Competencies 1 Leadership Decisiveness – Makes timely decisions, takes risks using data, facts and futuristic outlook Change management – Understand what change requires, work with stakeholders to influence change proactively 2 Creativity Innovation – Think out of the box, veer away from run of the mill solutions, come up with non-traditional solutions 3 Strategic Thinking Strategic thought leadership – Show ability to look at the big picture, draw global or local trends, build scenarios, put together small pictures to make the big picture 4 Sense of Ownership Initiative – Delivering results with commitment and perseverance, sharing information, building long lasting and transparent relationships, doing the job with attitude (taking appropriate risks, providing candid observations, influencing stakeholders), helps share the company’s culture

Step 2 – Define observable behavioral definitions [finalize behavioral dictionary] – Mandatory/ Non-negotiable Competencies 1 Micro planning and Execution Process orientation and Detailing - translating organizational vision to action, building knowledge base, creating knowledge platform, formulating strategies and designing action plans, formulating measurement and monitoring mechanisms for executing action plans. Working with speed and timeliness, opportunistic, acting fast wit accuracy, taking action on both own initiative and implementing others initiatives. 2 Differentiation Competitive Advantage - Contributing to the success of the business by serving the value chain, interpreting socio-economic context, articulating the value proposition, leveraging business drivers. 3 Quality Orientation Adherence to norms, efficiency, and deliver excellence - provide the highest level of internal and external customer service, translate customer critical feedback to quality characteristics which then determines process improvements and process efficiencies, transfer learning across teams and business for continuous improvement.

Step 3 – Define generic roles with definition for the company as a whole S No Role definition Sales 1 Executive task under supervision Frontline sales – Direct sales, collection & distribution responsibility for assigned territory, feet on street, field job (Sales Reps, Sales Coordinator) 2 Executing tasks independently Area Responsibility – Direct sales, collection & distribution feet on street, field & supervisory possibility for a large area (Sales/ Sr. Sales specialists without direct people responsibility) 3 Executing Leaders Regional Responsibility – Direct sales, collection & distribution responsibility, supervisory responsibility for targets in Region (more than 1 state) (Sales/ Sr. sales specialist with people and region (more than 1 state) 4 Section/ Location Head Division Responsibility – Responsibility for division profitability at a national level, larger supervisory role, responsibility for sales & marketing (Section chief/ Manager with national responsibility for division) 5 HOD/ Management Team Business Responsibility – Responsibility for profitability of all Divisions in the group for CKPL, High focused supervisory role, Responsible for contribution to top and bottom line of CKPL (Business Group Heads)

Step 4 – Create Role competency matrix Role Function Equivalent Competency Role PROFICIENCY LEVELS BASIC AWARENESS CONTRIBUTORY EXPERT LEADING EDGE IMPORTANT CRITICAL PREFERRED CRITICALITY Functional/ Technical Skills Functional/Technical skill Definitions

Step 4 – Identify Criticality required Detail how critical the competencies are n CRITICAL - An absolute must / essential without which success on the job is difficult. n IMPORTANT - Need to have, but a lack of it for the current conditions may not be a deterrent and can be trained. n PREFERRED - Nice to have, one that adds that extra value, but absence of it for the current conditions not a deterrent to successful accomplishment of the job

Step 4 – Identify Proficiency level LEVELS OF COMPETENCIES - A measure of relative comparison to identify “How much” of a specific competence. n n BASIC AWARENESS - Understanding at a macro level, sufficient to know “How to do it? ” - “Competence to understand the book” CONTRIBUTORY - Understanding at a macro level and able to pass on the “How to do? ” - “Competence to understand teach the book” EXPERT COACH - Understanding at the detailed level, contribute, analyze and teach the “How to do ? ” “Competence to understand, teach, and criticize the book” LEADING EDGE - Understand at the Micro level, contribute, analyze, teach , and recreate the “How to do ? ” “Competence to understand, teach, criticize and write the book. ”

Step 5 – Identify Behavioral skills required for the role CAVINKARE COMPETENCY MAPPING MATRIX Role Function Equivalent Competency Role Sales Representative SD/147/00/01. 10. 08 Sales Front line PROFICIENCY LEVELS BASIC AWARENESS CONTIRBUTORY EXPERT LEADING EDGE Retail Perf Std Selling Skills Operational RS Management Distribution Expansion Product Knowledge Claims making Differentiation consumer orientation PC skills Market Knowledge IMPORTANT cavinkomm / RS software Trade relations Micro planning/execution Customer orientation Analytical skill Team work Criticality Quality orientation Communication PREFERRED Creativity CRITICAL

Step 5 – Identify Functional skills required for the role: Sales & Distribution Business Responsibility Division Responsibility Region Responsibility Area Responsibility Front Line Sales Business Plan Sales planning Sales targets Selling skills Relationship management Expanding distribution Distribution expansion Benchmarking Supply chain management Collections RPS Supply chain management Customer satisfaction Inventory monitoring RS management Team management Marketing support Resource management Financial commitment mgt New business development Team management Product knowledge Policy/process compliance Market knowledge Trade marks protection Trade relations Analytical skill Claims making

Step 5 – Identify Functional skills required for the role: Marketing Leader Managerial Execution Co- ordination PC skills Marketing strategy Profit monitoring skill Profit monitoring Marketing plan Brand management Marketing plan Consumer tracking Media management Tracking competition Advertising and media promotions Competition tracking Agency management Product launch and Research activities promotion Trademark management Build brand identity Brand related activities Financial acumen Agency briefing Knowledge of product and packing

Step 5 – Identify Functional skills required for the role: Human Resources Leader Managerial Execution Co- ordination Global HR trends PC skills Financial acumen Recruitment management Compensation management Statutory knowledge Labour law know PMS HR info system Know of HR concepts & process Compensation management Payroll management Business acumen IR skill HR vision HR info system Policies & procedures Payroll management RAG analysis Comp & rewards Talent management HR info system Group HR operation

Step 6 – Define Functional skills SR Role Functional competencies F u n c ti o n a l/ T e c h n i c a l S k il ls Selling Skills Steps of sales calls …. expand Distribution expansion Enhance coverage in a defined budget RPS Availability and visibility - merchandising Stock norms, ROI, Mkt Service, Infrastructure, Mkt Credit Handling collection issues, distributor investment, RS funds management RS Management Financial commitment Mgt Definitions Product Knowledge Basic understanding of categories and products vis-à-vis the competition Market Knowledge Understanding of the geography and relationship with dealers Trade relations Relations with the retailers, leverage the sales Analytical skill Analysis of territory alignment [coverage and routing] Claims making Product returns, subsidy, schemes rejections handling

Step 7 – Identify Role Holder for each role n On line display of individual competency

Step 8 – Assess role holder behavioral skill through Echo What is an Echo Tool n Echo n Psychometric Tool n Behavioral questionnaire n 20 minutes only n Interpersonal, activity and motivation n 10 Dimensions of Personality

Step 8 – Ten Dimensions of Personality Introversion Anxiety Assertion Receptivity Rigidity Intellectual Dynamism Combativeness Realization Belonging Power Extroversion Relaxation Questioning Distance Improvisation Intellectual Conformism Conciliation Facilitation Independence Perfection

Step 9 – Assess Functional skill with superior/Ho. D By Experience n Would be empirically done by superior n 360 degree Appraisal n

Step 10 – Match of role holder Vs Role based competency

Step 10 – Match of role holder Vs Role based competency

Step 10 – Match of role holder Vs Role based competency

Step 11 – Action Plan [a] Talent Acquisition Fixing a norm for selection n Change in the interview evaluation sheet n Competency based Preliminary interview n Administer Echo and match with competency matrix n Hiring – Other post selection procedures would be administered as is being done by HR n

Step 11 – Action Plan [b] Performance Management System [Talent Management] Administer at the time of appraisal n Identify hi-potential – future role leaders n Link it with the promotion policies n Succession planning n Career Planning n Under- utilization n

Step 11 – Action Plan [c] Learning Management System [Talent Development] Input for the CK university n Gap identified would be the basis for the individual Learning n

Step 12 – Employee Feedback On line system would be made available wherein employees can see – a] what is the competency expected for the role b] where they are against it c] 360* appraisal the superiors would give a feedback

Step 13 – Performance Management : A Holistic Approach THE WAY FORWARD * Existing Vs Present Change in PMS…. May happen in future n JC Priority n KRA n Behavioral Competency n Functional Competency n 360 degree appraisal