HR Competency Model
HR Competency Model
HR Competency Model A presentation to MBA (HR)students Bangalore by Dr Pallab Bandyopadhyay Chief people Officer
ORGANIZATION MODELS
CMM P-CMM European Foundation for Quality Movement Malcolm Balridge JRD Tata CII EXIM Award for Biz Excellence Golden Peacock
CONTEXT OF COMPETENCIES
Experience
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HR Compt.
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Lship Compt.
TASKFORCE
Ranjan Acharya, C Mahalingam, Pallab Bandyopadhyay,R Vidyasagar (1st Phase) and Arvind Agarwal (2nd Phase) 15 months Mandate Early thinking in terms of association with NHRD
APPROACH
Review of Literature Study of best practices Consultation with academia/CEO-s/Line managers/HR professionals old and new economy Presentation to CII regional subcommittees Initial framework-competencies, levels, behaviours Validation process/HR workshop Birth of Version 1.0
APPROACH
OVERARCHING COMPETENCY
HR COMPETENCY MODEL
LEADERSHIP COMPETENCY
HR FUNCTIONAL COMPETENCY
SM
OPERATIONAL DEFINITIONS
1. Business Knowledge: Ability to understand business including customers and markets. 2. Personal Credibility: Ability to demonstrate high integrity in personal & professional transactions. 3. HR Process Expertise: Ability to apply current technologies/tools for designing & deploying the latest HR systems and processes. 4. Change Management: Ability to diagnose, design and deliver change processes for organizational culture transformation and individual development
8. Strategic Thinking & Alignment: Ability to make directional choices and balance between present & the future - takes a long term perspective into account 9. Service Orientation: Ability to imbibe, demonstrate and role model readiness to respond with empathy 10. Execution Excellence: Ability to consistently deliver on time on commitments to internal and external customers. 11. Employee Relationship: Ability to harmonize conflicting interests for organizational effectiveness.
COMPETENCY LEVELS
Expert (E) : Role model and a thought leader for identified competencies and has ability to develop innovative practices & applications Advanced (A) : Demonstrates in-depth mastery of identified competencies and wide level of implementation experience Competent (C) : Develops and implements advanced level of identified competencies with some implementation experience
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A/E
Basket
Case Study
Role Play
Instruments
HR Process Expertise Change Management Diversity Management Relationship Management Financial Perspective Strategic Thinking & Alignment Service Orientation Execution Effectiveness Employee Relationship
Dictionary of Behaviours
WHY DICTIONARY?
Three options Bespoke, Instrument and Tailored Chose tailored option best of both worlds Dictionary advantage
Internally consistent across levels Easy to update and change Mapped more closely to actual roles Easier to customize
COMPETENCIES
Assumptions:
This dictionary of competencies is about HR Functional Competencies Basic behavioral competencies that underlie some of the functional competencies are embedded into them These competencies do not talk of leadership competencies, as they are more organizational defined. However, some of these functional competencies may lead to developing leadership in the HR function.
Business Knowledge Change Management Diversity Management Employee Relationship Execution Excellence
Strategic Thinking
1. BUSINESS KNOWLEDGE
Ability to understand business including customers , markets and business models Basic Understands markets catered by business Shows an overview knowledge of products & services Names a handful of key customers serviced by the firm Demonstrates a limited or no understanding of the business model Competent Advanced Expert Helps create competitive advantage for the firm Facilitates understanding of firms strategic intent behind product portfolio. Participates in customerrelated business reviews Influences moving up the value chain along the business model Articulates the markets Understands the and rationale behind competitive pressures operating in the market Understands the business logic behind the Differentiates the value choice of products & proposition behind the service portfolio products & services portfolio vis--vis what Recognizes the complete customer base competition offers being serviced by the firm Understands business needs of customers as Understands the business model adopted relevant to firms business by the firm Supports business model effectively
2. PERSONAL CREDIBILITY
Ability to demonstrate high integrity in personal and professional transactions Basic Meets deadlines Demonstrates emotional control Accepts mistakes Avoids exaggeration Prepares well before communication Competent Meets team targets Accepts responsibility for teams mistakes Avoids bringing personal bias Represents both sides of a conflict Advanced Ability to withstand pressure from supervisor / peer group Balances employee advocacy with organizational needs Demonstrates mastery over functional knowledge Demonstrates .. Flexibility Expert Creates a culture of openness Role model for organizational values Willing to advocate and push unpopular initiatives
3. HR PROCESS EXPERTISE
Ability to apply current technologies/tools for designing & deploying the latest HR systems and processes. Basic Demonstrates understanding of basic HR theories and concepts Motivation models Compensation fundamentals Recruitment and selection Utilizes generic software for HR processes- such as spreadsheets, power point Continuously updates himself/herself on HR process Knowledge Competent Advanced Expert Demonstrates understanding of HR processes and their impact on business processes Continuously innovates people practices to introduce new E-HR applications Introduces HR processes and frameworks for measurement against world class standards Demonstrates Demonstrates understanding of understanding of implementation of HR interdependence of all HR knowledge to a sub-systemsub-processes with each such : other Compensation Recruitment Provides valuable inputs for the design of new HR Performance IT applications and Management processes Able to utilize specific HR Constantly benchmarks process application with best HR processes in packages such as the industry compensation, performance management etc Creates team learning forums for HR expertise updation
4. CHANGE MANAGEMENT
Ability to diagnose, design and deliver change processes for organization culture transformation and individual development Basic Competent Advanced Enlists support for new initiatives from top management Effectively manages resistance to change Encourages out-of box creative thinking through instituting forums for brainstorming etc Nurtures new ideas and steers them from vested interests to prevent infantile mortality Expert Creates blue print for organization change management Constantly tracks inflection points in the environment like sudden dip or upsurge in people demand, legal requirements etc Creates self-aligning and quick correcting HR systems and processes Understands the core Leads change initiatives business processes and at the departmental level need for change Questions status quo for Demonstrates familiarity team processes with change management Encourages teams to principles and concepts proactively identify issues Demonstrates willingness Equips teams with to change at a personal problem solving tools and level techniques Re-orients self quickly to Exhibits tolerance for new situations errors in new endeavors
5. DIVERSITY MANAGEMENT
Ability to leverage differences in thinking styles, gender, race, culture, orientation,etc., for greater organizational performance Basic Fulfills legal requirements Appreciates diversity Recognizes need for cross-cultural skills Appreciates & assimilates differences in points of view Competent Advanced Expert
Encourages diversity Redefines outlook Champions diversity initiatives towards diversity and inclusiveness Understands business Creates processes and Creates best practices benefits from diversity forums for facilitating Demonstrates business diversity Practices inclusiveness results from diversity Take diversity goals for Rewards diversity Integrates diversity in practitioners achievement the organizational fabric Makes diversity part of business planning
6. STRATEGIC THINKING
Ability to make directional choices and balance between present and future - takes a long term perspective into account Basic Understands organizational Vision and Values Demonstrates sufficient domain knowledge for catering to immediate business needs Invests time in building expertise for future business needs Competent Appreciates the wider business context of the present and future Invests in building future competencies needed in the team Ignores short terms gains that can have consequences in the long terms, like recruiting numbers at the cost of quality Advanced Able to discriminate between strategic investment and discretionary expenses Participates actively in development initiatives as a trainer/ advisor Measures and tracks people competencies at an organizational level Expert Articulates key building block initiatives for the future with action plans Willing to take calculated risks for future gains Tracks environmental trends to take urgent immediate survival measures and long term sustenance.
7. FINANCIAL PERSPECTIVE
Ability to understand and demonstrate financial acumen in all HR and business transactions Basic Has a feel for numbers Spends within budget Understands financial terms used in business Competent Participates in budget exercises for HR. Has good understanding of financial parameters Does cost-benefit analysis for discussions Advanced Focuses on value creation Translates HR policies as value drivers. Compares industry benchmarks for employee costs Expert Participates in organizational scorecard exercise Creates top line impact through HR policies Sets industry benchmarks in employee costs
8. SERVICE ORIENTATION
Ability to imbibe, demonstrate and role models readiness to respond with empathy Basic Participates willingly in problem-solving Uses standard Operating procedures Takes feedback for improvement Fixes problems when approached. Competent Advanced Expert Reengineers processes to add value. Institutionalizes the moments of truth Sets and improves benchmark for service excellence Creates many customer champions Offers to be part of the Leverages technology solution when problem to expedite processes surfaces Inculcates a serviceContinuously improves mindset in people procedures and Continually researches processes for process Invites feedback and improvement makes corrections Rewards and Takes ownership for reinforces service delivering value mindset
Ability to develop effective relationships with internal and external forums and bodies Basic Expresses views openly Demonstrates sensitivity to others by listening without interrupting, acknowledging etc Discusses to resolve issues Networks with peers and team Does not defend/attack in meetings Competent Advanced
9. RELATIONSHIP MANAGEMENT
Expert Creates a culture of collaboration through specific reward mechanisms Leads integration activities in mergers/acquisitions Creates early warning systems and mechanisms like regular surveys and company wide indexes to spot relationship breakdowns Able to influence policy decisions by leading industry forums Interacts with other Utilizes business functions/ teams relationships for new Harmonizes relationshipsopportunities advantage within own team by Leads initiatives for surfacing and resolving breaking organizational silos conflicts Creates teaming awareness Leverages partnerships and role clarity across the in increasing HR organization effectiveness Establishes contacts and Participates in cross relationships at functional projects industry/functional forums
Pro-actively creates a positive industrial climate for productivity Creates processes and Introduces practices forums for escalation of such as Kaizen to utilize employee issues and knowledge repository with workers their redressal Builds a sense of pride Ability to see both sides of belonging to the of the issues Builds worker organizations participation Ability to carry team Ensures actions on through tough situations employee satisfaction surveys Sets and achieves high standards of safety, productivity and retention.
IMPLEMENTATION PLAN
eVangelize
Evaluate &
Review
Assess
Leverage Universalize
COMPETENCY TYPOLOGY
GENERIC BEHAVIORAL
Generic Behavioral Generic behavioral competencies (more essential at senior levels)
FUNCTIONAL
Functional Behavioral Behavioral competencies (More critical to Hr professionals)
Functional Technical Specific functional knowledge and skills (for delivering results)
HR COMPETENCIES
Earlier
Business Knowledge Personal Credibility HR Process Expertise Change Management Diversity Management Relationship Management Financial Perspective Strategic Thinking and Alignment Service Orientation Execution Excellence Employee Relationship
Now
Functional Behavioral
Service Orientation Personal Credibility Execution Excellence
Generic Behavioral
Strategic Thinking and Alignment Change Orientation Networking Management
Generic Technical
Business Knowledge Financial Perspective
HR COMPETENCIES ADDITION
Functional Technical
HR Planning and Staffing Performance Management Training and Development Talent Management Compensation and Benefit Managing Culture, Design and Change ER and Labor Laws Building HR Strategy International HRM
PHASES OF DEVELOPMENT
CONCEPT DEVELOPMENT PHASE 2004-06
Classified HR Competencies
2006
FUNCTIONAL TECHNICAL & Staffing HR Planning Performance Management Training & Development Talent Management Compensation & Benefit Managing Culture, Design & Change ER & Labour Laws Building HR Strategy International HRM GENERIC TECHNICAL Business Knowledge Financial Perspective
GENERIC BEHAVIOURAL Strategic Thinking & Alignment Change Orientation Networking Management
Thank You