MM Bagali........ Skills and Comptency........ HR Development...... Management....

1. Module 3
c o m p e t e n c i e s

2. Education to Employment: Designing a
System that works
McKinsey Center for Government
Seventy-five million youth are unemployed
Half of youth are not sure that their postsecondary education
has improved their chances of finding a job
Almost 40 percent of employers say a lack of skills is the main
reason for entry-level vacancies
Visit our website:
mckinseyonsociety.com/education-to-employment

4. 4
competencies for
c o m p e t i t i v e a d v a n t a g e

5. Competency Mapping Research indicates
that of 50% of job performance problems is that people are in the wrong
job.
25% of on-the-job performance problems is the inability to identify the
‘gaps’ between the competencies of the person and the requirements of
the job.
25% don’t know what skills or competency are required to take the job
further

6. 6
a look
CA must have global Competencies
Because, The ability to work in a cross-Cultural environment and
understand cross Functional issues is essential.
T.V. Mohanda Pai
Former Director, HR, Infosys
Business Line, 6th
Feb, 2013, p: 1

7. 7
why competencies
Performance
Competent people needed
Costs of manpower
Few people, several functions
Increased emphasis on organization effectiveness
Results
Waste / Overhead costs
Positive Outcomes
Standard / Value

8. what is competencies

9. 9
What is competencies
A cluster which defines success rate
Superior Performance
Enduring characteristic, adds unique value
Mastery on the work we do
Mastery on the activity we take

10. Strong in that area of work
Fairly deep in that domain
Practically sure to do it effectively
Ability associated with high performance
Occupationally relevant capabilities

11. 11
competency domains
• Core Competency…. Which are rare
• Level Competency …. Which are essential
• Role Competency …. Non-substitutable

12. 12
competency domains for MBA Students
to be CEO / Executive

13. 13
Stages of competency
Communication
Creative / Innovativeness
Relationship building
Analytical Skills
Leadership
Crises Management
Mentoring
Decision Making
Analytical thinking
Understanding
Empathy
Strategic Planning
Business Writing
Interpersonal Relation
Strategy
Global Business
Good In numbers
1st
Sem 2 Sem
4 Sem3 Sem

14. Competency domains for MBA Students for
S u c c e s s f u l H R

15. 15
Competency domains for MBA Students for Successful HR
HR Content Personal Competencies Examples of
Application of
Business or Policy
Knowledge
Career planning Communication skills Strategic management
Employee benefits Quantitative analysis Accounting
Finance
Public policy
Employee and labor
relations
Ethical decision-making
Cross-cultural
effectiveness
Business law
Labor Law
HR and downsizing Change management
Managing organizational
culture
Ethical decision-making
Strategic management
Public policy
Corporate social
responsibility

16. HR Content Personal Competencies Examples of Application
of
Business or Policy
Knowledge
HR and mergers and
acquisitions*
Change management
Managing organizational
culture
Quantitative analysis
Strategic management
Finance
Human resource
information
systems (HRIS)
Technology Managing information
systems
Internal consulting Change management
Leadership
Team building
Communication skills
Organizational
behavior/general
management

17. HR Content Personal Competencies Examples of Application
of
Business or Policy
Knowledge
Managing a diverse
workforce
Outsourcing
Organizational entry and
socialization
Your views

18. HR Content Personal Competencies Examples of Application
of Business or Policy
Knowledge
Managing a diverse
workforce
Cross-cultural sensitivity Public policy
Outsourcing Vendor management Supply chain
management
Organizational entry and
socialization
Communication skills
Managing organizational
culture
Organizational behavior

19. 19
Research Competencies

20. 20
Research Competencies
Drafting
Editing
Writing
Logical
Critical thinking
Attention for details

21. 21
competencies identified
Observation
Survey
Interview
Group work
Task forces
Task analysis workshop
Human judgments
Focused Group

22. 22
Behavioral approach
behavioral event interviews - BARS
role play
critical incidence techniques
interactive exercise
assumptions
questionnaire
Psychometric analysis
Personality tests
Job Element Analysis
Functional Skill Analysis

23. 23
Competencies mapping
Pre – Present - Post mapping
knowledge
skills
behavior
personality
characteristic

24. Leadership and Managerial Foundational
Leadership Critical thinking
Coach and develop others Foster open communication
Motivate others
Build relationship and interpersonal
skills
Foster teamwork Develop and manage oneself
Think strategically
Functional Act with integrity
Global perspective Diversity and multiculturalism
Financial acumen Drive and commitment
Luxottica Retail’s Competency Model
Luxottica assesses for the following competencies in pre-hire assessments. Various combinations of these
qualities are used to continue evaluating associates’ performance in performance management, training and
development, and succession planning.

25. 25
leadership competencies

26. Competencies for
Leading Self

27. Key Challenges
– Personal Effectiveness and performance
– How do you prepare for leadership role

28. Critical Competencies for Success
– Self Awareness
– Communication
– Learning Agility
– Influence

29. • Level Specific Competencies
– Establishing credibility
– Delivery results
– Interpersonal savvy
– Tolerating ambiguity
– Understanding ones own values and culture

30. Competencies for
Leading Others

31. Key Challenges
– Transition from Individual performer to leading
a team
– Building relationships
– Conflict management
– Problem solving

32. Critical Competencies for Success
– Self awareness
– Influence
– Emotional balance

33. • Level Specific Competencies
– Coaching and Developing others
– Building and maintaining relationships
– Resolving conflicts
– Learning to delegate
– Adapting to cultural differences
– Innovative Problem Solving

34. Competencies for
Leading Organization

35. • Key Challenges
– Set Organizational Directions
– Foster alignments across the organisation
– Gain commitment for performance

36. • Critical Competencies for Success
– Self awareness
– Influence
– Emotional balance

37. • Level Specific Competencies
– Creating and articulating vision
– Creating Strategic alignment
– Leading and Developing the culture
– Creating the culture of innovation
– Catalyzing change
– Developing Leadership

38. CEO Leadership Challenges for Indian
Companies, and what are the
competencies needed

39. Top 10 business leadership challenges of Indian CEOs
1) Consistent execution of strategy
2) Stimulating innovation
3) Corporate reputation
4) Expansion in India
5) Speed, flexibility, adaptability to change
6) Profit growth
7) Sustained and steady top-line growth
8) Business risk management
9) Changing technologies
10) Aligning IT with business goals

40. Competencies needed
Global assignments, both short and long term
National and international consortia
Problem-solving and action-learning
Global operations
Leadership

41. Actions for Leadership Development
1. Measure leadership skills through 360-degree
feedback
2. With external consultants, develop company-
specific leadership seminars
3. Employ external coaches
4. Through external consultants, assess employee
leadership skills
5. Use assessment centers to assess employee
leadership skills

42. 6. Have senior executives assess employee
leadership skills through action-learning
seminars
7. Develop country-specific leadership seminars
in cooperation with business schools
8. Develop an internal virtual leadership institute
9. Develop an internal brick-and-mortar
leadership institute

43. 43
Insurance area
Policy relations to policy materialization
PrePre PostPost
After
math
After
math
Different competency at different stages

44. 44
Competencies for
insurance area
Communication… verbal / written
Analytical ability
Planning / Organizing
Problem solving / Conflict handling
External Soft Relations
Creativity / Innovativeness
Appraising People
Non Disruptive Personality

45. 45
Initiative …. leadership
Negotiation
Optimism
Sociability
Business orientation
Team working

46. 46
Inter – intra personal relations building
Cross functional understanding
Customer relations
Services delivery
EQ / Temperament
Business acumen
planning and organizing

47. 47
Issues related to competencies
Is it mandatory requirements
ISO certification or any other
What is u goal…. Quality / excellence
What is future that u are looking for
What organisation does wit competences
What is the value addition for the organisation / individual
Who assess

48. 48
What's your personal experience in competency
assessment/ mapping

49. Any questions or comments about the presentation can be sent to
sanbag@rediffmail.com / sanbagsanbag@rediffmail.com
http://www.ccl.org

50. These well researched 20
competencies are