1. Presentation by : Rahul Jain
Trends in Managing
People at Workplace
Practicing Competencies for Motivating
and Maintenance Functions
Accurate Institute of Management and Technology,
Presentation by : 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
•Masters in HR & Administration, Commerce Graduate with Diploma in International Business and also in
•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
4. Pre 1970s –
Success is considered dependent on Technical Skills and Cognitive
Post 1970s- In 1973, David McClelland introduced concept of
“Competences” in his work “Testing for Competence rather
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.
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
• A Competency Model provides a foundation for Organizational growth
and professional development for an individual employee.
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
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
10. An Example
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
4. Provide support to employees in
informal and formal groups on do’s and
don’ts of performance process
1. Coach managers on performance
2. Enhance manager’s ability to provide
continuous feedback to their teams.
3. Help develop skill development plan,
coaching and Performance
4. Facilitate review of individual and
collective performance discussions in
consonance with changes in
environment and customer
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
2. Analyze Large team capability and
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
Development Plan Level 1 Development Plan Level 2 Development Plan Level 3
Usages Training of Leadership
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
Training Need Analysis
Understand Selection Tools
Relevant Training Modules
Leadership • Leadership I
• Communication Skills I
• The Art of Motivating Employees
• Providing Effective Feedback
• Goal Setting Technique
• Work Motivation
• Planning & Organizing
• Continuous Self Improevement
Managerial competency 1 2 3 4
Leadership Required Level
Planning & Organizing
Functional competency 1 2 3 4
Mechanical Equipment Maintenance
13. Communication Skills V
Achievement Orientation V
Customer Focus V
Job Functional Skills V
Communication Skills V
Achievement Orientation V
Customer Focus V
Strategic Thinking V
Problem Solving & Decision Making V
Job Functional Skills V
Position Managerial Competency
V = compulsory training
Competency basedCompetency based
Training and DevelopmentTraining and Development
14. Competency based
level for certain
level of the
1.1. Revised KRAsRevised KRAs
Areas /Areas /
16. Competency Model and
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
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
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