Guidelines to create a Learning & Development center

CLDM by Juhi Sharma

Assignment on Certified
Learning & Development
Manager
(Under the Guidance of Prof. Nitin Shankar from CAMI)

Submitted By: Juhi Sharma
Head HR(Operations)
Global Warming: Act now
Offset your travel; Re-use; Recycle; Insulate; Use the "Off" switch; Control Temperature Efficiently; Drive smart, use bicycle for short distance travel, and walk
more; Buy energy efficient products; Plant a tree; Don't use a Screensaver; Use Less Water; Encourage others to conserve.

CLDM by Juhi Sharma

Project 1 undertaken:

Step 1: Develop a competency Map for two Roles

Step 2: Define the Key Job Elements of this Role with the following details

Functional Knowledge
Functional Skills
Key Behaviour Skills
Competency Mapping Table
Step3: Draft Competency Map for each job role in detail

Roles chosen for this project are:

1. Sales Manager
2. Human Resources Manager

Sales manager

Plans, directs and coordinates all the sales activities of an organization to maximize the sales and increase profits, increase the
market share and maintain the functions of managing the sales personnel, plan incentives, sales budgets, new products,
services and markets and sales policies of the organization.

Tasks

- Design the sales policies pertaining to product, distribution, price and promotion.

-Plan the sales budget and allocate the resources

-Perform the activities of Recruiting, Training, Coaching and, Motivating the sales personnel

-Recognizing and rewarding the sales efforts and designing proper incentive and reward schemes

-Providing the leads and the sales support

-Organizing the sales effort and assign them the areas and territories

-Conducting sales meetings and reviewing the sales performance

- Build the demand for existing products and provide feedback on new product requirements.

-Monitor competition and collect market intelligence, analyze market situations and plan new sales strategies.

-Plan and conduct new employee orientation to foster positive attitude toward organizational objectives.


CLDM by Juhi Sharma
-Serve as a link between management and employees by handling questions, interpreting and administering contracts and
helping resolve work-related problems.

-Plan, direct, supervise, and coordinate work activities of subordinates and staff relating to employment, compensation,
labor relations, and employee relation

Knowledge Requirements

1. Product Knowledge: Possesses expertise related to the company’s products and services as well as to other crucial
aspects of the business.
2. General Management: An understanding of the various functions of Management such as Marketing, Finance, Human
Resources and Sales Strategy.
3. Marketing, Sales & Distribution: Knowledge of principles of Marketing, Sales, Sales Force Management and Distribution
Management.
4. Administration and Management : Knowledge of business and management principles involved in strategic planning,
resource allocation, human resources management, leadership technique, production methods, and coordination of people
and resources.
5. Competition: Knowledge of the key players in the Business and their drivers in India and globally. Good appreciation of
contiguous businesses. And can set industry standards.
6. Market Analysis: Understands market trends and the implications of those trends for the industry, customers, markets,
and the competition.
7. Business Planning: Understands the factors that affect an industry’s potential for profitability and growth and a
company’s competitive position, and how this information is used to determine the strategic direction and annual business
plan for the company. -Understands the relationship between different business processes and uses this knowledge to
identify inefficiencies or problems and make recommendations to simplify and improve the process

Functional Skills

1. Selling Skills: -Establishes rapport, determines customer needs, relates benefits to product features, handles objections
and closes. Listens beyond product needs and establishes a vision of a customer-supplier relationship that supports the
strategic direction of both organizations.
2. Presentation Skills: -Keeps the audience engaged with good body language, voice modulation, eye contact, gestures,
and good interactive sessions and has command of the session.
3. Communication Skills: Able to speak and write with clarity, asks and answers questions clearly, good understanding of
questions and demeanor is professional and friendly.
4. Consulting Skills: Involves others in decisions that will affect them, encourages participation of key stakeholders in
problem solving, and develops breakthrough ideas and solutions.
5. Computer Skills: Has basic computer skills for application to marketing programs, including prospect lists, customers
contacts, and relevant economic data.
6. Problem-solving Skills: Anticipates problems, invites ideas, distinguishes symptoms from causes, modifies proposals,
and implements solutions.

Key Behavioral Traits
Planning:

Short term and long term
Usage of Top/Senior Management time
Inclusive Agenda

Decision Making:

Making choices in highly ambiguous situation

CLDM by Juhi Sharma

Making tough/unpopular choices
Making timely choices
Resolving symptom/cause/root cause

Adaptability

Demonstrates ability to work with a wide spectrum of people.
Willing to expand on original duties to enhance performance
Adapts to changes easily such as new boss, new products, new approaches, etc.
Adapts to geographical changes easily.

Result Orientation:

Process and Result
Repeatability of good results
Boundary conditions suddenly/frequently change
Standards

Communication:

Style-Content balance
Inspirational /Impact

Delegation:

Maturity of employee
Systems for information flow
Quality of results

People Development:

Functional Nascent Developing Capable Expert
Knowledge

Succession Planning-critical positions
Methods of People development
Diversity

Pressure Bearing

Able to maintain momentum for longer periods of time.
Keeps personal cool and balance even under demanding situations.

Competency Mapping Table- Sales Manager


CLDM by Juhi Sharma
Product Knowledge Has some Has a good knowledge of Has an excellent Has a indepth knowledge and
knowledge of the the products and services, knowledge of products thorough and deep understanding of
products and including features and and services, including products and services, including
services, a few benefits, knows some features and benefits and features, benefits, and relevant
features and amount of performance a good amount of relevant performance statistics; keeps upto
benefits statistics and other performance statistics, date with the latest information; and
information and the latest information prepares to answer any question about
and can answer some products and services.
amount of questions
relating to products and
services.

General Has a broad Has a good knowledge of Has an excellent Has a deep, multidisciplinary
Management knowledge of the Management function understanding of knowledge of all the functional
Marketing, Sales overall, with strength in Marketing, Sales& disciplines of General Management
& Distribution, Marketing, Sales & Distribution, and its applications in the sector.
Administration & Distribution, Administration & Administration &
management Management. Management Finance and
Project Management. Has
an acceptable
understanding of Human
Resources and
Technology

Competition Has a broad Has deep knowledge of the Has excellent knowledge Has indepth knowledge of business in
knowledge of the key players in the business of the key players in the India and other countries. Has a good
key players in in India and their drivers business in India, but the appreciation of contiguous businesses.
the Business in broader sector also Is seen as an authority. Most often
India sets industry standards.

Market Analysis Has basic Has adequate knowledge in Understands market Has in depth knowledge in analyzing
understanding analyzing market trends and trends and the market trends and is able to make
of market trends its implications for implications of those conclusive decisions on the
, and is able to customers, markets, trends for the industry, implications for the customers, market,
analyze basic competitors and industry. customers, markets and organization, competitors and industry.
information on the competitors
customers,
market,
competitors and
industry

Business Planning Understands the Is capable of Understanding Has a good Has a thorough Understanding the
market’s the market’s potential for Understanding the market’s potential for profitability and
potential for profitability and growth and market’s potential for growth and the company’s competitive
profitability and the company’s competitive profitability and growth position, and how this information is
growth and the position, and how this and the company’s used to determine the strategic
company’s information is used to competitive position, and direction and strategic business plan
competitive determine the strategic how this information is for the company.
position, and direction and make medium used to determine the
how this term business plan for the strategic direction and
information is company. long term business plan
used to for the company.
determine the
strategic
direction and

CLDM by Juhi Sharma
annual business
plan for the
company.

Functional Skills Nascent Developing Capable Expert

Selling Skills Establishes rapport, determines Adequately establishes Has excellent rapport Listens beyond product
customer needs, relates benefits rapport, listens to with customers, listens needs and establishes
to product features, handles identify customer’s to customers and a vision of a customer-
objectives and closes sales deals basic needs; can understands their supplier relationship
adequately relate needs, is proactive in that supports the
benefits and product relating product benefits strategic direction of
features to the buyer; and features to both the organizations.
adequately handles customers’ needs,
objections and closes anticipates and handles
sales. objections effectively
and is always able to
build new and repeat
sales.

Communication skills Has an adequate communication Delivers effective Is an effective Can capture the spirits
style. Uses non-verbal aids communication using a communicator. Uses of the audience in all
sometimes. Tends to give more blend of verbal, non- opportunities to forms of
focus to content. Tends to use verbal and other aids. energize people, when communication.
rank for generating impact. Most comfortable with engaging in Content is most often
one or two two communication. appropriate, timely and
management natural. Uses diverse
disciplines. Varies the tonality/pitch knowledge to drive the
for optimum results. point home.

Computer Skills Has a basic computer skill for Has an adequate Has an excellent Has a thorough
application to marketing computer skill for knowledge of MS Office knowledge of Windows
programs, including prospect lists, application to marketing for application on all and programming and
customer contacts, and relevant programs and drawing aspects of marketing & is able to redesign the
economic data. up required tables. sales programs and required formats as well
able to create tables as tables for analysis.
and charts for analysis

Presentation Skills Has basic knowledge in the use Has a good blend of Is able to customize the Is in total control and
of PowerPoint and other aids of power point, and other presentation to the proactive to the needs
presentation. Speaks disjointedly collaterals, is interactive audience, is interactive of the customers and
and in a monotonous voice. Very and good at handling and able to keep the audience, highly
little eye contact and gestures. queries. Has voice audience focused interactive, uses a mix
modulation and towards the of aids of presentation.
language fluency, uses presentation with a Excellent voice
eye contact and good variety of presentation modulation, gestures
gestures aids. Excellent voice and good command of
modulation, gestures language. Holds
and good command of everyone’s attention

CLDM by Juhi Sharma
language. Holds with excellent eye
everyone’s attention contact.
with excellent eye
contact.

Problem-solving skills Is capable of handling simple Has adequate skill in Has high level of Anticipates problems,
problems and resolving small resolving differences resolving differences invites ideas,
differences and reaching and able to undersand distinguishes symptoms
agreement by the causes and from causes, modifies
maintaining a problem- recommend solutions proposals, and
solving attitude. implements solutions.

Behavioral Nascent Developing Capable Expert
Traits

Planning Has sufficient skill to Has well developed Is able to develop strategic Works for a Mission/Vision
develop a comprehensive skills in planning and stretch plans over short and and is able to develop
one-year business plan. anticipating changes in long term. Is able to read strategic plans for one to
Some evidence of target market and lead indicators and modify three years, involving key
capturing a long-term competitor behaviors. plans. Builds agenda for internal customers. Is able
horizon. Is well prepared Prepares for meetings meetings well in advance to modify plans based on
for meetings. .Is able to in advance and designs and circulates background business environment
make sales budgets for appropriate agenda. .Is material that will help in changes.Plans incorporate
the short term able to make sales faster decision-making. Is expectations from internal
budgets for the short able to make sales budgets customers. Can design
and medium term for short, medium and long strategic sales budgets.
term.

Decision Takes good decisions Develops range of Takes sound decisions most Thrives in ambiguity.
Making when the options are choices and takes high of the time, even in Takes tough decisions. Is
clear. Tends to take quality decisions. ambiguous situations. Is able to effectively
decisions for either short Appreciates long term most often able to optimize harmonize long term and
term or long term gain. and short term dilemma the long term/short term and short term result
Postpones tough and tries to balance similar either-or choices. aspirations. Takes timely
decisions. At times, both. Most decisions and right decisions most
decisions only address address root causes. of the time. Is able to
symptoms and not root improve the quality of
causes. decision making by his
senior team

Adaptability Demonstrates some Demonstrates flexibility Is willing to work with more Is most flexible and and
amount of flexibility, works in different situations flexibility in a variety of demonstrates ability to
with different people and and larger variety of situations, wider spectrum of work with wide spectrum
and in some locations locations more regional people and more nationally of people, and respond
more local and certain and people. quickly to changes in
situations. market conditions in any
situation and any
geographical location.

Result Displays adequate drive to Has the drive to achieve Has a high drive to achieve Displays relentlessly,
Orientation achieve results most of results, using a all key results with excellent focus on
the time. Tends to moderate emphasis on acceptably designed achieving superior results
sacrifice process most of process. Tends to be process. Delivers most of through people. Can take

CLDM by Juhi Sharma
the time. Repeatability of demotivated when stiff them time, when there is on pressures effortlessly.
good results not assured. deadlines are deadline pressure and/or Creates new benchmarks.
demanded or goal posts resource crunch. Pushes for the result,
changed. when appropriate process
is not in place.

Delegation Understands the need to Delegates well and gets Delegates well and explain Has displayed the
delegate and practices involved, based on the perspective /philosophy capability to get superior
with reasonably high criticality of result /principle behind an results from his
supervision. Has a and/or maturity of team instruction /decision. Pushes subordinates, even when
modicum of systems and member. Have systems decision making to the there is a resource crunch
procedures to ensure and procedures to know appropriate level in the and on most occasions.
progress. if progress is as per organization. Modifies style if Engages in partnering.
plan. Is able to step in extreme circumstances
and control result, if prevail.
delegation is not
working.

People Understands the concept. Takes moderate Takes keen interest that the Has a track record of
Development Is able to develop interest in following development plans of his key developing excellent
Managers, who exhibit through development Managers is followed managers in different
similar behavior. plans identified for his through. Personally drives contexts, and profile of
direct reports/critical the development agenda. people. Has developed
positions. Succession Integrates development succession plans for the
plans not firm. Can areas into roles and critical positions in the
manage diversity to assignments. Have company, including his
some extent. succession candidates for all own successor. Generates
his direct reports. demand pull for
prospective employees, to
work with him/her.

Pressure Has little energy and Is able to handle difficult Is able to think on his feet Has a very high level of
bearing patience in handling situations and has even when there is high energy and stamina and is
unpleasant situations. patience and stamina in pressure. Has patience and calm and patient in
difficult times. ability to keep the team consistently keeping the
going momentum for self and
the team, even in the
worst situations by
motivating the team

Human Resources Manager: Plan, direct, and coordinate human resource management activities of an organization to
maximize the strategic use of human resources and maintain functions such as employee compensation, recruitment,
personnel policies, and regulatory compliance.
Tasks –

Administers compensation & benefits and PMS, and safety programs.
Allocate human resources, ensuring appropriate matches between personnel.
Conducts proper induction training for the existing as well as the new joinees.
Perform staffing duties, including dealing with manpower planning, complete recruitment cycle including the exit
interviews, and administering disciplinary procedures.
Revamps organizational policies & recommend changes.

CLDM by Juhi Sharma

Analyze and modify compensation and benefits policies to establish competitive programs and ensure compliance
with legal requirements.
Plan and conduct new employee orientation to foster positive attitude toward organizational objectives.
Serve as a link between management and employees by handling questions, interpreting and administering contracts
and helping resolve work-related problems.
Plan, direct, supervise, and coordinate work activities of subordinates and staff relating to employment,
compensation, labor relations, and employee relations.

Knowledge Requirements

Personnel and Human Resources -Knowledge of principles and procedures for personnel recruitment, selection, training,
compensation and benefits, labor relations and negotiation, and human resource information systems
General Management -Knowledge of business and management principles involved in strategic planning, resource allocation,
human resources management, leadership technique, production methods, and coordination of people and resources.

Law and Government- Knowledge of laws, legal codes, court procedures, precedents, government regulations, standing
orders, and the grievance redressal process.

Education and Training - Knowledge of principles and methods for curriculum and training design, teaching and instruction for
individuals and groups, and the measurement of training effects.

Economics and Accounting- Knowledge of economic and accounting principles and practices, the financial markets, banking
and the analysis and reporting of financial data.

Psychology – understanding of human behavior and performance; individual differences in ability, personality, and interests;
learning and motivation; psychological research methods; and the assessment and treatment of behavioral and affective
disorders.

Business Planning-Understands the factors that affect an industry’s potential for profitability and growth and a company’s
competitive position, and how this information is used to determine the strategic direction and annual business plan for the
company. Understands the relationship between different business processes and uses this knowledge to identify inefficiencies
or problems and make recommendations to simplify and improve the process.

Functional Skills

Presentation Skills-Keeps the audience engaged with good body language, voice modulation, eye contact, gestures, good
interactive sessions and has command of the session.

Communication Skills- Able to speak and write with clarity, asks and answers questions clearly, good understanding of
questions, and demeanor is professional and friendly.

Consulting Skills-Involves others in decision-making, encourages participation of key stakeholders in problem solving, and
develops breakthrough ideas and solutions.

Computer Skills-Has basic computer skills for application to marketing programs, including prospect lists, customes contacts,
and relevant economic data.

Problem-solving Skills- Anticipates problems, invites ideas, distinguish symptoms from causes; modify proposals, and
implements solutions.
Active Listening- Giving full attention to what other people are saying, taking time to understand the points being made, asking
questions as appropriate, and not interrupting at inappropriate times.

CLDM by Juhi Sharma
Social Perceptiveness- Being aware of others' reactions and understanding why they react as they do.

Instructing- Teaching others how to do something.

Key Behavioral Traits
Creativity
-Always comes up with new approaches which are effective and can produce better results.

-Can up with an improved step by step procedures and processes to enhance performance.

Planning:
-Short term and long term

-Usage of Top/Senior Management time

-Inclusive Agenda

Decision Making:
-Making choices in highly ambiguous situation

-Making tough/unpopular choices

-Making timely choices

-Resolving symptom/cause/root cause

Adaptability

- Demonstrates ability to work with a wide spectrum of people.
- Willing to expand on original duties to enhance performance
- Adapts to changes easily such as new boss, new products, new approaches, etc.
- Adapts to geographical changes easily

Result Orientation:

-Process and Result

-Repeatability of good results

-Boundary conditions suddenly/frequently change

-Standards

Communication:

-Style

-Content balance

-Inspirational/Impact

Delegation:


CLDM by Juhi Sharma
-Maturity of employee

-Systems for information flow

-Quality of results

People Development:

-Succession Planning-critical positions

-Methods of People development

-Diversity

Pressure Bearing

-Able to maintain momentum for longer periods of time.

-Keeps personal cool and balance even under demanding situations.

Competency Mapping Table – Human Resources Manager

Functional Nascent Developing Capable Expert
Knowledge

Personnel and Has a basic Has adequate understanding Has an excellent Has an in-depth understanding of the
Human Resources understanding of of the principles and understanding of the principles and procedures for
the principles procedures for personnel principles and procedures personnel recruitment, selection,
and procedures recruitment, selection, for personnel recruitment, training, compensation and benefits,
for personnel training, compensation and selection, training, labor relations and negotiation and HR
recruitment, benefits, labor relations and compensation and information systems. Creates new HR
selection, negotiation and HR benefits, labor relations policies for the organization
training, information systems and negotiation and HR
compensation information systems.
and benefits,
labor relations
and negotiation
and HR
information
systems

General Has a broad Has a good knowledge of Has an excellent Has a deep, multidisciplinary
knowledge of the Management function understanding of knowledge of all the functional
Management Marketing, Sales overall, with strength in Marketing, Sales & disciplines of General Management
& Distribution, Marketing, Sales & Distribution, and its
Administration & Distribution, Administration & Administration &
management Management. Management Finance and applications in the sector
Project Management. Has

CLDM by Juhi Sharma
an acceptable
understanding of Human
Resources and
Technology

Law and Has basic Has adequate Has excellent Has an in-depth understanding of
Government understanding of understanding of laws, legal understanding of laws, laws, legal codes, court procedures,
laws, legal codes, court procedures, legal codes, court precedents, government regulations,
codes, court precedents, government procedures, precedents, standing orders, and the grievance
procedures, regulations, standing orders, government regulations, redressal processes
precedents, and the grievance redressal standing orders, and the
government processes grievance redressal
regulations, processes
standing orders,
and the
grievance
redressal
processes

Economics and Has a basic Has adequate understanding Has excellent Has in-depth understanding of
Accounting understanding of of economic and accounting understanding of economic and accounting principles
economic and principles and practices, the economic and accounting and practices, the financial markets,
accounting financial markets, banking principles and practices, banking and the analysis and reporting
principles and and the analysis and the financial markets, of financial data.
practices, the reporting of financial data. banking and the analysis
financial and reporting of financial
markets, banking data.
and the analysis
and reporting of
financial data.

Education and Has a basic Has adequate understanding Has an excellent Has an in-depth understanding of
Training understanding of of principles and methods for understanding of principles and methods for curriculum
principles and curriculum and training principles and methods for and training design, teaching and
methods for design, teaching and curriculum and training instruction for individuals and groups,
curriculum and instruction for individuals and design, teaching and and the measurement of training
training design, groups, and the instruction for individuals effects. Plan for training
teaching and measurement of training and groups, and the
instruction for effects. measurement of training
individuals and effects. Design
groups, and the competency tables and
measurement of training needs.
training effects.

Psychology Has basic Has adequate Has an excellent Has an in-depth understanding of
understanding of understanding of human understanding of human human behavior and performance;
human behavior behavior and performance; behavior and individual differences in ability,
and individual differences in performance; individual personality, and interests; learning and
performance; ability, personality, and differences in ability, motivation; psychological research
individual interests; learning and personality, and interests; methods; and the assessment and
differences in motivation; psychological learning and motivation; treatment of behavioral and affective
ability, research methods; and the psychological research disorders.
personality, and assessment and treatment of methods; and the
interests; behavioral and affective assessment and treatment
learning and of behavioral and

CLDM by Juhi Sharma
motivation; disorders. affective disorders.
psychological
research
methods; and
the assessment
and treatment of
behavioral and
affective
disorders.

Business Planning Understands the Is capable of Understanding Has a good Has a thorough Understanding the
market’s the market’s potential for Understanding the market’s potential for profitability and
potential for profitability and growth and market’s potential for growth and the company’s competitive
profitability and the company’s competitive profitability and growth position, and how this information is
growth and the position, and how this and the company’s used to determine the strategic
company’s information is used to competitive position, and direction and strategic business plan
competitive determine the strategic how this information is for the company.
position, and direction and make medium used to determine the
how this term business plan for the strategic direction and
information is company. long term business plan
used to for the company.
determine the
strategic
direction and
annual business
plan for the
company.

Functional Skills Nascent Developing Capable Expert

Communication skills Has an adequate communication Delivers effective Is an effective Can capture the spirits
style. Uses non-verbal aids communication using a communicator. Uses of the audience in all
sometimes. Tends to give more blend of verbal, non- opportunities to forms of
focus to content. Tends to use verbal and other aids. energize people, when communication.
rank for generating impact. Most comfortable with engaging in Content is most often
Understanding written sentences one or two communication. appropriate, timely and
and paragraphs in work related management natural. Uses diverse
documents. Communicating disciplines. Varies the tonality/pitch knowledge to drive the
effectively in writing as for optimum results. point home.
appropriate for the needs of the
audience. Talking to others to
convey information effectively.

Computer Skills Has a basic computer skill for Has an adequate Has an excellent Has a thorough
application to marketing computer skill for knowledge of MS Office knowledge of Windows
programs, including prospect lists, application to marketing for application on all and programming and
customer contacts, and relevant programs and drawing aspects of marketing & is able to redesign the
economic data. up required tables. sales programs and required formats as well
able to create tables

CLDM by Juhi Sharma
and charts for analysis. as tables for analysis.

Presentation Skills Has basic knowledge in the use Has a good blend of Is able to customize the Is in total control and
of powerpoint and other aids of powerpoint, and other presentation to the proactive to the needs
presentation. Speaks disjointedly collaterals, is interactive audience, is interactive of the customers and
and in a monotonous voice. Very and good at handling and able to keep the audience, highly
little eye contact and gestures. queries. Has voice audience focused interactive, uses a mix
modulation and towards the of aids of presentation.
language fluency, uses presentation with a Excellent voice
eye contact and good variety of presentation modulation, gestures
gestures aids. Excellent voice and good command of
modulation, gestures language. Holds
and good command of everyone’s attention
language. Holds with excellent eye
everyone’s attention contact.
with excellent eye
contact.

Problem-solving skills Is capable of handling simple Has adequate skill in Has high level of Anticipates problems,
problems and resolving small resolving differences resolving differences invites ideas,
differences and reaching and able to understand distinguishes symptoms
agreement by the causes and from causes, modifies
maintaining a problem- recommend solutions proposals, and
solving attitude. implements solutions.

Active Listening Is able to give attention to what Pays adequate Creates an environment Is able to anticipate
other people are saying, taking attention to what other by giving maximum give attention to what
time to understand the points people are saying, attention to what other other people are saying,
being made, asking questions as taking time to people are saying, taking time to
appropriate, and not interrupting understand the points taking time to understand the points
at inappropriate times. being made, asking understand the points being made, Is
questions as being made, asking proactive and asking
appropriate, and not questions as questions as
interrupting at appropriate, and not appropriate, and not
inappropriate times. interrupting at interrupting at
inappropriate times. inappropriate times.

Social Perceptiveness Is aware of others' reactions in Is able to plan by being Is able to anticipate Is able to plan and
the organization and aware of others' others’ reactions in the decide strategies by
understanding why they react as reactions in the organization and anticipating others'
they do. organization and understanding why they reactions in the
understanding why they react as they do and organization and
react as they do. And plan proactive solutions understanding why they
then designs new to their problems. react as they do.
programs

Instructing Uses basic methods of instruction Improvises the Is able to redesign the Is able to customize the
from predesigned material and designed material for sessions on short entire instruction
uses simple lecture and the sessions and uses notices and uses method based on the
presentations role plays and games to different instructional mood and the
make the sessions methods to keep the background of the
interesting audience active and audience at very short
notices. Has interactive

CLDM by Juhi Sharma
participative. sessions, facilitates the
sessions, bringing
maximum involvement
from the participants
and uses different
instruction methods.

Key Behavioral traits

Behavioral Nascent Developing Capable Expert
Traits

Creativity Has basic skills to Has adequate skills in Has excellent skills in Has in –depth skill In
designing programs and designing programs and designing programs and designing new and
procedures to suit procedures to suit up to procedures to suit all levels improved programs and
fresher’s and new recruits middle management of management convert them to long term
levels growth strategies for the
organization. Is familiar
new industry trends and
creates them into
programs for
organizational advantage

Planning Has sufficient skill to Has well developed Is able to develop strategic Works for a Mission/Vision
develop a comprehensive skills in planning and stretch plans over short and and is able to develop
one-year business plan. anticipating changes in long term. Is able to read strategic plans for one to
Some evidence of target market and lead indicators and modify three years, involving key
capturing a longer-term competitor behaviors. plans. Builds agenda for internal customers. Is able
horizon. Is well prepared Prepares for meetings meetings well in advance to modify plans based on
for meetings. .Is able to in advance and designs and circulates background business environment
make sales budgets for appropriate agenda. .Is material that will help in changes.
the short term able to make sales faster decision making. Is
budgets for the short able to make sales budgets Plans incorporate
and medium term for short term, medium and expectations from internal
long term customers. Can design
strategic sales budgets.

Decision Takes good decisions Develops range of Takes sound decisions most Thrives in ambiguity.
Making when the options are choices and takes high of the time, even in Takes tough decisions. Is
clear. Tends to take quality decisions. ambiguous situations. Is able to effectively
decisions for either short Appreciates long term most often able to optimize harmonize long term and
term or long term gain. and short term dilemma the long term/short term and short term result
Postpones tough and tries to balance similar either-or choices. aspirations. Takes timely
decisions. At times, both. Most decisions and right decisions most
decisions only address address root causes. of the time. Is able to
symptoms and not root improve the quality of
causes. decision making by his
senior team.

Adaptability Demonstrates some Demonstrates flexibility Is willing to work with more Is most flexible and
amount of flexibility, works in different situations flexibility in a variety of demonstrates ability to

CLDM by Juhi Sharma
with different people and and larger variety of situations, wider spectrum of work with wide spectrum
in some locations more locations more regional people and more nationally of people, and respond
local and certain and people. quickly to changes in
situations. market conditions in any
situation and any
geographical location

Result Displays adequate drive to Has the drive to achieve Has a high drive to achieve Displays relentlessly,
Orientation achieve results most of results, using a all key results with excellent focus on
the time. Tends to moderate emphasis on acceptably designed achieving superior results
sacrifice process most of process. Tends to be process. Delivers most of through people. Can take
the time. Repeatability of demotivated when stiff them time, when there is on pressures effortlessly.
good results not assured. deadlines are deadline pressure and/or Creates new benchmarks.
demanded or goal posts resource crunch. Pushes for the result,
changed. when appropriate process
is not in place.

Delegation Understands the need to Delegates well and gets Delegates well and explain Has displayed the
delegate and practices involved, based on the capability to get superior
with reasonably high criticality of result perspective/philosophy/princi results from his
supervision. Has a and/or maturity of team ple behind an instruction subordinates, even when
modicum of systems and member. Have systems /decision. Pushes decision there is a resource crunch
procedures to ensure and procedures to know making to the appropriate and on most
progress. if progress is as per level in the organization. occasions.Engages in
plan. Is able to step in Modifies style if extreme partnering.
and control result, if circumstances prevail.
delegation is not
working.

Understands the concept. Takes moderate Takes keen interest that the Has a track record of
Is able to develop interest in following development plans of his key developing excellent
People Managers, who exhibit through development Managers is followed managers in different
Development similar behavior. plans identified for his through. Personally drives contexts, and profile of
direct reports/critical the development agenda. people. Has developed
positions. Succession Integrates development succession plans for the
plans not firm. Can areas into roles and critical positions in the
manage diversity to assignments. Have company, including his
some extent. succession candidates for all own successor. Generates
his direct reports. demand pull for
prospective employees, to
work with him/her.

Pressure Has little energy and Is able to handle difficult Is able to think on his feet Has a very high level of
bearing patience in handling situations and has even when there is high energy and stamina and is
unpleasant situations. moderate patience and pressure. Has patience and calm and patient in
stamina in difficult able to keep the team going consistently keeping the
times. momentum for self and
the team even in the worst
situations by motivating
the team


Guidelines to create a Learning & Development center

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Guidelines to create a Learning & Development center