1. Presentation by : Rahul Jain
Trends in Managing
People at Workplace
Practicing Competencies for Motivating
and Maintenance Functions
Accurate Institute of Management and Technology,
Greater Noida
31st
October 2015
HR Conclave
2015

2. About
Presenter
Presentation by : Rahul Jain
Rahul Jain
•#Top100hrsontwitter as per MyRefers’ list of top 100 HRs on Twitter in India
•Social Media Enthusiast HR Professional with diversified industry experience of 15 Years in APAC Region.
•Presently with Uflex Ltd. working as AGM – Corporate HR. Worked in HR at all the rungs with different
companies (Dainik Bhaskar Group, Philips India, SIVA Group, Cargill India, Coca-Cola and Hindustan Heavy
Chemicals) at different location in India and Singapore.
•An In House Certified / Trainer on Leading Compensation Conversation, Talent Management, Train the
Trainer, Performance Management , Business Process Modelling, Effective Team building and Social Media
Skills.
•Masters in HR & Administration, Commerce Graduate with Diploma in International Business and also in
Software Engineering.
•Campus Association with MDI, Gurgaon, Sri SIIM, New Delhi, IMI, New Delhi, NIAM, Jaipur, MS
University Baroda, Rai University, Ahmadabad, People’s University, Bhopal, Accurate Institute of Management
and Technology, Greater Noida, G.L.Bajaj Institute, Greater Noida and CMS Jabalpur.
•Hobbies and Interests include Reiki Healing (Certified Master Trainer and Healer), Reading, Drawing
Cartoons, Wall Graffiti, Wisdom Quotes, Travelling, Exploring New Places, News, Movies and Music.

3. Presentation by : Rahul Jain
• Evolution and Defining Competency
• Competency Model and Types of Competencies
• Competency Based People Strategy
• Competency Identification Process
• Example of Competency, Profile, Assessment and Uses
• Using Competency Framework for PMS and Career Planning
• Implementing Competencies Model for Employee Motivation
• Key Characteristics of Successful Implementation
• Q&A
Presentation
Coverage

4. Pre 1970s –
Success is considered dependent on Technical Skills and Cognitive
abilities
Evolution of
Concept
Post 1970s- In 1973, David McClelland introduced concept of
“Competences” in his work “Testing for Competence rather
than intelligence”

5. Competency is a combination
of Knowledge, skills, attitude
which contributes to enhanced
employee performance that
can be observed on the job,
measured and evaluated.
Definition of
Competency
Knowledge
Skill
Attitude
Observable Behavior,
Coachable
Job Performance

6. • A set of competencies (Knowledge, Skills and Attitude) that help an
organization be more successful
• Specific on the basis of an organization's sector, values, strengths,
weaknesses, opportunities, threats, goals and business/ market realities
• Has competencies, proficiency scale describes required level on a scale
with behavioral indicators for Hierarchy and functions.
• Common thread running across all People Processes- Recruitment and
Selection, Learning and Development, Reward and Recognition and Career
Planning.
• A Competency Model provides a foundation for Organizational growth
and professional development for an individual employee.
Competency
Model

7. Its categorized with different names viz Technical, Functional,
Behavioral, Managerial or Leadership competencies, but broadly its -
Managerial competency (soft competency)
Relates to the ability to manage job and develop an interaction with
other persons.
Example : Problem solving, leadership, communication, etc.
Technical or Functional competency (hard competency)
This type of competency relates to the functional capacity of work. It
mainly deals with the technical aspect of the job.
Example : Influencing People, Market research, Financial analysis etc.
Types of Competencies

8. Recruitment &
Selection
Training &
Development
Performance
Management
Reward
Management
Career
Management,
Assessment
COMPETENCY
FRAMEWORK
BUSINESS
STRATEGY
BUSINESS
RESULTS
The competency framework is the basis for all HR
functions and serve as the "linkage" between
individual performance and business results
Competency based
People Strategy

9. Competency
Identification Process
Organizational
Strategy,
Functional
Requirements
and Context
Competency
Identification
• Analyze Work Role,
Functions and Process
• Information gathering using
Interviews and Focus Group
• Refer /Conduct Benchmark
Study
Generate
Competency
Models
Define,
Validate,
Implement,
Refine

10. An Example
HR Competency
Competency Performance Management
Description Facilitates creation of a culture of High performance. Enables businesses to use
Performance Management process to build alignment, accountability for job expectations
and bring objective evaluation of individual performance.
Level 1 / Practitioner Level 2/Seasoned Practitioner Level 3/Expert
1. Understand definition and LM linked
Performance management process
2. Administer PMS
3. Provide support to Managers on
process compliance
4. Provide support to employees in
informal and formal groups on do’s and
don’ts of performance process
1. Coach managers on performance
management process.
2. Enhance manager’s ability to provide
continuous feedback to their teams.
3. Help develop skill development plan,
coaching and Performance
Improvement Plan
4. Facilitate review of individual and
collective performance discussions in
consonance with changes in
environment and customer
situations
5. Ensures High Performance and PIP
discussions are held, tracked and
facilitated where appropriate
1. Facilitate creation of individual, team
and unit level alignment in
performance objectives
2. Analyze Large team capability and
Performance gaps
3. Business performance objectives
involving interface between various
functions are analyzed and appropriate
measures are implemented to monitor
overall business performance
4. Coach leaders on measurable
performance objectives to be set for
the business. Demonstrate
understanding of business
environment.
Development Plan Level 1 Development Plan Level 2 Development Plan Level 3
Usages Training of Leadership
Competency Model
Performance Management Training 1.Championing Business excellence process
2.Knowledge and skill development in
Factor Analysis, statistical tools usage
Related Competencies to Develop 1. Compensation Management 2. Talent Management

11. Competency ProfileCompetency Profile
Per PositionPer Position
1 2 3 4 5
Communication Skills
Public Speaking
Leadership
Training Need Analysis
Material Development
Training Evaluation
Communication Skills
Interview Skills
Analytical Thinking
Understand Selection Tools
Teamwork
Customer Orientation
Recruitment
Supervisor
Required Level
Required CompetencyPosition
Training &
Development
Manager

12. Position
Competency
Requirements
Relevant Training Modules
Leadership • Leadership I
• Communication Skills I
• The Art of Motivating Employees
• Providing Effective Feedback
SUPERVISOR
Achievement
Orientation
• Goal Setting Technique
• Work Motivation
• Planning & Organizing
• Continuous Self Improevement
Managerial competency 1 2 3 4
Leadership Required Level
Actual Level
Achievement Orientation
Teamwork
Planning & Organizing
Functional competency 1 2 3 4
Mechanical Engineering
Mechanical Equipment Maintenance
CompetencyCompetency
AssessmentAssessment

13. Communication Skills V
Leadership V
Teamwork V
Achievement Orientation V
Customer Focus V
Job Functional Skills V
Communication Skills V
Leadership V
Teamwork V
Achievement Orientation V
Customer Focus V
Strategic Thinking V
Problem Solving & Decision Making V
Job Functional Skills V
Position Managerial Competency
Supervisor
Manager
Productive
Communication
Series
OnBecoming
EffectiveLeader1
OnBecoming
EffectiveLeader2
ServiceExcellence
forCustomer
Professional
SeminarSeries
Achievement
MotivationTraining
CreativeProblem
Solving
Strategic
Management
BuildingProductive
Teamwork
V = compulsory training
Training Title
Competency basedCompetency based
Training and DevelopmentTraining and Development

14. Competency based
PMS
Required
competency
level for certain
position
Performance
Gap
Competency
Assessment
Current
Performance
level of the
employee
1.1. Revised KRAsRevised KRAs
2.2. ImprovementImprovement
Areas /Areas /
DevelopmentalDevelopmental
needsneeds

15. Competency based
Career Planning
Required
competency
level for next role
Talent Review
Discussions,
Assessment
centers
Competency
Assessment
Career
Planning for
HiPot
1. IDPs
2. Short and
Long team
Career Plan

16. Competency Model and
Employee Motivation
Advantage forAdvantage for Organization and ManagersOrganization and Managers
• ROI on Competency Framework is significant (Source : DDI)
 50% of organization see an improved performance within a year
 86% of organization seen an improved performance in 10 Years
• Identify structured performance criteria to improve the accuracy and ease of the
hiring and selection process.
• Clarify standards of excellence for easier communication of performance expectations
to direct reports.
• Clear foundation for dialogue between the manager and employee about
Performance, Development and career-related discussions.
• Common understanding of competencies that most contribute to success improves
the likelihood that those behaviors will occur. Competencies also tie decision making
to bigger-picture organizational values.

17. Competency Model and
Employee Motivation
Advantage forAdvantage for EmployeesEmployees
• Identify the success criteria (i.e., behavioral standards of performance excellence)
required to be successful in their role.
• Support a more specific and objective assessment of their strengths and specify
targeted areas for professional development.
• Provide development tools and methods for enhancing their skills.
• Competencies make employment, promotion and pay decisions more transparent.
• Employee speak a common language

18. Key Characteristics of
Successful Implementation
1. Alignment: Competencies impact systems that actively support the organization’s vision,
strategy, and key capabilities.
2. Integration: Competency initiatives that produce the most significant change are applied
systemically across a range of HR development processes.
3. Uniform Distribution: Competency standards alone produce little effect. They must be
actively and relentlessly communicated and installed with users.
4. Self-Directed Application: Competency systems frequently fail because they are too complex
or require an unsustainable level of sponsorship or program support. Implementations that
work best focus on the development of “tools” that can produce results for users with
relatively little ongoing support.
5. Acculturation: In competency systems that work, It become part of the culture and the
mindset of leaders, employees through repeated use, refinement over a significant period of
time.

19. Questions and Answers
Presentation by : Rahul Jain

20. Let’s Stay
Connected
Presentation by : Rahul Jain
Rahul Jain
Mobile /Whatsapp : +917869109747
Twitter : @BeingHR
LinkedIn : http://in.linkedin.com/in/rahuljain77
Email: findrahuljain@yahoo.com
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