Competency Mapping 4

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Skills + Knowledge + Ability=

Competency

=Observable Behavior

=

Effective Outcomes [Performance on Job]

=

Strategic Success Modeling A

Competency Model

WHAT IS COMPETENCY MODEL


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WHAT IS COMPETENCY MODEL


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ASSESS is a state-of art windows,

internet based expert system that

produces psychological evaluations for use

in the business environment.

These judgments have been developed by

Bigby, Havis & Associates (BHA)experience in assessing over 35,000

managerial and professional candidates

The ASSESS Personality Battery contains

Base of Simbhaoli Competency Model -ASSESS


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The ASSESS Personality Survey measures a numberof personality traits and characteristics which canimpact a person's job performance.

Provides description on 3 characteristics of acandidates :

Thinking Style

Working Style

Relating Style(Refer SSM Competency Library on next page)

Keep in mind that for personality characteristics low

scores are not necessarily bad and high scores are

THE ASSESS PERSONALITY SURVEY


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The ASSESS SSM Competency Library

The ASSESS Strategic Success Model Builder uses 38 competencies grouped into three

general areas: Thinking, Working and Relating. Company-specific success models orsuccess models tailored to a job or job class are usually constructed from 5-10 of these

competencies with some drawn from each general area.

Thinking Working Relating

Visioning or

Innovation*In-Depth Problem

Solving And Analysis

or

Decisive Judgment*

Championing Change

or

Adapting to Change*

Planning And Organizing

Driving For ResultsOr

Delivering Results*

Quality Focus

or

Continuous Improvement

Or

Policies, Processes and Procedures*Safety

Customer Focus

Or

Customer Service*

Resilience

Teamwork and

CollaborationInfluencing And Persuading

Or

Persuading to Buy*

Managing Others or

Team Leadership*

Coaching And Developing

OthersMotivating Others

Organizational Savvy or

Relationship

Management*

Negotiation or

Conflict Management*

Interpersonal

Communication


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They are observable or measurable skills,knowledge, and abilities.

These SKAs (skills, knowledge, attitude) must

distinguish between superior/high and otherperformers.

MAJOR COMPONENTS


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It sends a strong message about the- specific knowledge,- skills,- capabilities,- attitudes and behaviors that are important.

Such an organization recognizes that buildingintellectual capital and maintaining core

competencies are key to achieving sustainedsuccess, and it is willing to make the investmentrequired to support continuous learning anddevelopment as a business strategy

FOR AN ORGANISATION


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WHAT COMPETENCIES CAN DO

Translate strategic direction into action

Clarify behaviors that support important values andprinciples

Establish standards of excellence that are shared acrossfunctions and boundaries

Focus learning and development on the achievement ofbusiness outcomes

Provide a basis for ongoing performance feedback anddevelopment

Identify emerging vs. declining skill sets to help facilitateorganizational transitions

Accelerate development of a learning culture

Facilitate self-directed learning and career development forenhanced employability


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WHAT COMPETENCIES CAN'T DO

Describe every technical skill in detail

Reduce performance feedback to

numbers

Replace the need for performance

feedback and coaching

Serve as a job description


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SIMBHAOLI SUGARS COMPETENCYMODEL

A two day workshop on Strategic Success Modeling from 25th 26th

April 2005 was conducted. The participants of the workshop were the

Senior & Middle Level Managers from the two Sugar units

Simbhaoli and Chilwaria and from the Simbhaoli Distillery unit. In all

28 executives participated during the two days. M/s Lakshya HRITSS Pvt, Ltd Chennai along with their Strategic

Partners M/s CareersIndia Pvt Ltd, Chennai, facilitated the workshop.

Cluster of jobs in the organization were identified


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JOB CLUSTERS & GROUP PARTICPANTS

Engineering

K Suresh Babu

US Mishra

HK Dubey

Pritpal Singh

Finance & Sales

AK Agarwal

SM Shastri

Sanjay Kulshrestha

KN Singh

Ved Prakash

Process

AK SrivastavaP.RangaRao

NK Jha

DK Chaturvedi

Gopalkrishnan Iyer

Support Services

SN MishraA.K. Dua

IS Bhaita

Sudhir Kumar

PN Singh

Parminder Singh

VK Teotia

KK Tyagi

Distillery

SM Tomar

PS Chauhan

Rajesh Kumar

Neeraj Mehrish

Senior Management

Dr GSC Rao

Sanjay Tapariya


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Simbhaoli Competency Development Model defined. The

competency model was created and uploaded by M/s Lakshya

HRITSS and M/s Careers India.

Current incumbent were assesses against the Simbhaoli

Competency Development Model. All the participants took theonline ASSESS test.

Following the two-day workshop M/s Lakshya HRITSS

representatives generated the report for each participant. Following

this the report was interpreted for each participant.

Area of executive development were identified.

Individual development action plan drawn up.


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Attitudinal and behavioral programs initiated.

Followed up on the individual progress as per the development

plan

Workshop again conducted next year (March 2006) for Middle

Level Managers. In all 24 executives participated in this workshop.

The session main focus was to brief the potential middle levelmanagers on The Simbhaoli Competency Model which was

framed during 2005 by the senior managers of the group.



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Engineering First CutTheSimbhaoli Competency Success

Model

1. Minimize the stoppages/ downtime

2. Smooth functioning of equipments- Bestmaintenance by optimizing cost and minimum

inventory3. Capacity utilization

4. Minimize Losses/ wastages

5. Optimize inputs energy conservation, fueleconomy

6. Manpower utilization (productivity)7. Safety of equipment

8. Quality steam, fly ash

9. Adoption of new technology/ systems/automation

10. Expansion of plant Engg

xample


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Minimize the stoppage / down time

Optimum maintenance with minimum cost &

inventory Best (maximize / optimum) capacity utilization(incl: resources, manpower, etc) with minimumlosses / wastages

Adoption of new Technology / systems /

automation SHE safety, housekeeping & environment

Back

Engineering FinalTheSimbhaoli Competency Success

Model

xample


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Adapting to Change

Planning & Organizing

Resilience Teamwork & Collaboration

Motivating Others

Safety

Functional Acumen Interpersonal Communication

6- 8 cannot be measurable in the test

Engineering Final CompetenciesTheSimbhaoli Competency Success Model

xample


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Outcomes - ProcessFirst Cut

1. Quality of final product2. Maximizing the output3. Minimizing losses4. Optimizing input

5. Converting sugar into value added products /product development6. Adding new technology to the process7. Expanding the scale of operations8. Optimizing/ minimizing the energy requirements9. Final products double to the market

requirement flexibility as per marketrequirements

10. R&D related to process technical11. Housekeeping (Hygiene) & Safety12. Customer satisfaction

13. Scaling up operations

xample


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Outcomes - Process

Quality of Final Product with valueaddition (incl: R&D and Technology)

Maximize the output Optimizing the input

Customer Satisfaction

SHE safety, housekeeping &environment

xample


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Competencies Identified - Process

1. Innovation

2. In-depth problem solving and analysis

3. Planning & Organizing4. Driving for Results

5. Continuous Improvement

6. Customer Service7. Team Work & Collaboration

8. Motivating Others

xample

l


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Outcomes DistilleryFirst Cut

1. Maximum Recovery

2. Quality & cost

3. Input/ output4. Minimum utilization of fuel/ losses

5. Hygiene, Safety, Environment Pollution /waste

6. New Technology / upgradations7. Market Reach

8. Expanding

9. Customer Satisfaction

xample

l


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Outcomes - Distillery

Plant Efficiency (incl: production

parameters, input / output andrecovery)

Quality of products / new products /product development

Market Expansion

SHE safety, housekeeping &environment

xample

l


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Competencies Identified - Distillery

Innovation

Decisive Judgment

Adapting to Change


Continuous Improvement

Persuading to Buy Motivating Others

Safety

8 cannot be measurable in the test

xample

l


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Outcomes Finance & SalesFirst Cut

FINANCE

Fundmanagement

Book keeping

MIS / StatutoryCompliance/ AssetManagement

Budgetary Control

Cost Control

Management

Accounting

SALES

Specific productfocus

Bulk Markets Maximizing

realization

xample

l


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Outcomes Finance & Sales

FINANCE

Fund Management

Management Accounting Statutory / MIS / Asset Management

Cost Control

SALES

Sales (Market Realization, etc)

Market (Research / Expansion / Positioning /New Markets, etc)

xample

l


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Competencies Identified Finance

& Sales

Visioning

Decisive Judgment

Customer Focus


Negotiation

Relationship Management

Interpersonal Communication

Integrity8 cannot be measurable in the test

xample


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- Materials

- Cane- IT

- Legal- Administration

- Human Resources

Support Services

l


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Outcomes Support ServicesFirst Cut

MATERIALS

2. On time goodquality materialwith minimumcost

3. Materialprocurement at

the right timeand right cost

4. Internalcustomer

satisfaction

CANE

2. Quality / Variety/Quantity of raw

material3. Supplier

relationship(farmers)

4. Cost of

procurement transport, labour,cut to crush

5. Timely Supply /arrival

xample

l


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Outcomes Support ServicesFirst Cut

IT

2. Integrated system ERP

3. Networking / PCMgt

LEGAL

2. Standardization oflegal formats

3. Interface of legalexperts

4. Sound legalpractices withinthe organisation

5. Continuouspursuance of legalissues

xample

l


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Outcomes Support Services- First Cut

ADMINSTRATION

2. Effective Mgt ofInternal / External

interfaces

HR

2. Align people tobusiness strategy

3. OrganisationDevelopment

4. Implementation ofbest HR practices& systems

xample

ample


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Outcomes Support Services

MATERIALS Timely procurement of material (incl: internal

customer satisfaction)

CANE Cost procurement (i.e. all types of costs

transport, labour, etc incurred) Quantity / Quality - Cane Management System

(Computerization payment to farmers)

Relationships Cane Development Strategy

xample

xample


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IT

Integrated system ERP solution

Networking / PC Management

LEGAL

Sound legal practices within theorganisation

Continuous pursuance of Legal Issues

xample

xample


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ADMINISTRATION

Effective management of internal and

external interfaces

HR

Organisation Development (OD) Implementation of best HR practices &

systems

xample

xample


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Competencies Identified SupportServices

1. Decisive Judgment

2. Adapting to Change

3. Planning & Organizing4. Continuous Improvement

5. Resilience

6. Team Work & Collaboration7. Managing Others

8. Coaching & Developing Others

xample

Documents

Competency Mapping 4