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USHA International Ltd. Ltd.

Competency Framework

Overview of The Competency Framework


Competency is understood as a set of behaviors which facilitate a person to perform a job successfully or effectively. This idea was developed by McBer and he used it to identify specific personal characteristics/ behaviors which resulted in effective and superior performance. He established that every job required a specific set of competencies and job holders were expected to have these to successfully perform it.

A Competency can be defined as:

A set of individual performance behaviors which are observable, measurable and critical to successful individual and company performance Individual characteristics of a person which result in an effective and superior performance in a job

A Competency includes the following elements: Knowledge Skill Attributes Motive Values Traits Self concept Attitude

Competencies are contextual i.e. they relate to a context given by the organization, function and role. It is because of this context that competencies developed I one context cannot be generalized from one to the other organization or function or role.

Competency Ice Berg Model

Knowledge Content knowledge/information in field of work, from education and experience

Skill Ability to do something well; most easily trained on

e.g. technical skills to use knowledge

Self Image

A T T R I B U T E S

How people see/view themselves; identity; worth e.g. an expert, a learner, leader, manager, change agent, innovator

Traits Habitual / enduring characteristics - e.g. Flexibility, self-control, good listener, builds trust, engages & inspires, mindset

Motives What drives someone's behavior in a particular area? (An underlying need for achievement, affiliation or power, improvement)

Leadership Competency Framework for Junior Management Level

Competency : Customer Focus (Internal / External Customers)


Definition: Understand current and future requirements of external and / or internal customers , and respond with appropriate solutions ensuring quality service.
Behaviours Needs Development
Identifies and maintains contact with customers Has difficulty in indentifying customers.

Fairly Effective
Identifies few existing customers and maintains contact with them on need basis. Makes some efforts to identify current requirements of existing customers. Makes efforts to build agreement on and respond to customer requirements, queries and issues. Seeks feedback from the customers to develop a clear understanding of the quality of services offered, but fails to respond to them.

Performance Standards Effective


Identifies all existing customers and maintains regular contact with them. Consistantly tries to identify current requirements of all existing customers. Prioritizes and responds to agreed customer requirements, queries and issues within company policies and available resources. Seeks and responds to feedback from the customers on the quality of services offered.

Highly Effective
Identifies and maintains regular contact with all existing customers and some potential customers. Makes efforts to identify current requirements of existing and potential customers. Takes extra efforts to respond to agreed customer requirements, queries and issues with additional resources. Discusses and tries to align own and customer processes to improve services.

Role Model
Procatively explores all opportunities to maintain contacts with all existing and potential customers. Identifies and anticipates current and future requirements of existing and potential customers. Proactively responds to agreed customer requirements, queries and issues beyond their expectations. Seeks customer feedback, analyses it and makes suggestions on policy and process improvements based on past experience, competitor information and best practices in the industry.

Understands customer's requirements

Has difficulty in identifying customer requirements.

Responds to customer requirements, queries and issues

Has difficulty in understanding and responding to customer requirements, queries and issues. Rarely seeks feedback from the customers on the services offered to them.

Seeks feedback to improve customer service

Competency : Team working


Definition: Collaborates with others within and outside own team to achieve desired results.
Behaviours Interacts and builds networks with people from different functions Needs Development Relates only with few likeminded people within the team and organisation. Fairly Effective Relates to all people at the same level within the organisation across functions (i.e. has difficulty in relating to seniors openly) Understands own role but is unable to link it to team objective. Shares information and resources to team members only when asked for. Performance Standards Effective Relates to all people within the organisation irrespective of levels and functions. Highly Effective Relates to all the people irrespective of levels and functions within and outside the organization. Role Model Utilises opportunities to develop new alliances and formal networks.

Understands and aligns own role to the common team objective

Shows little understanding of own role and team objective. Works alone neither seeking nor sharing relevent information and resources to others.

Has clear understanding of both his individual role and the team objective. Anticipates and responds to the information and resource requirements of own team members.

Works to make significant contribution to achieve team objective. Shares information and resources based on urgency and criticality, both within and outside own team.

Makes efforts to align others to common team objective.

Supports team members by sharing relevant information and resources

Identifies and suggests new and better technology / processes to enable sharing of information and resources across all functions for optimum utilisation. Builds on the ideas/opinions of others.

Shares ideas / opinions with team members

Rarely shares ideas/opinions.

Interacts with few team members to share and seek ideas/opinions.

Openly shares ideas/opinions with all team members and invites others' ideas and opinions.

Clarifies ideas/opinions from others.

Leadership Competency Framework for Middle Management Level

Competency : Customer Focus (Internal / External Customers)


Definition: Understand current and future requirements of external and / or internal customers, and respond with appropriate solutions ensuring quality service.
Behaviours Needs Development
Identifies and develops relationships with key customers Has difficulty in identifying his key customers.

Fairly Effective
Is able to identify existing key customers.

Performance Standards Effective


Identifies existing key customers and develops relations with them on need basis. Highlights the gaps in the current policies and procedures while responding to customer requirements. Creates common understanding of customer objective with other departments. Takes short term measures to ensure closure of customer issues and action on feedback.

Highly Effective
Develops relationship with only existing key customers.

Role Model
Proactively builds relationship with potential customers, apart from the existing ones. Anticipates future customer expectations and suggests necessary changes in policies and procedures in order to meet . Involves all the concerned departments to improve processes to meet customer requirements. Proactively pursues process improvements based on best practices from the industry and the feedback data.

Understands key customers requirements and responds to them

Is able to understand only the expressed customer requirements.

Prioritizes customer requirements within company policies and available resources.

Analyses the current customer requirement and finds adhoc solutions within the existing policies. Coordinates with key people across departments to meet customer requirements. Analyses and bridges the gaps in customer service to identify long term measures.

Coordinates with other departments to meet customer requirements

Avoids taking support from other departments to meet customer requirements. Rarely reviews status on customer issues and feedback.

Seeks support from the appropriate departments on need basis. Reviews status on customer issues and feedback on regular basis.

Reviews response to customer issues and feedback

Competency : Team working


Definition: Build and lead a cohesive team to work in collaboration with other teams to achieve desired results.
Behaviours Needs Development
Treats all team members fairly and respectfully Relies on personal likes and dislikes to determine behavior towards people. Informs the team of plans and decisions taken.

Fairly Effective
Displays respect and fairness towards a chosen group of people. Ignores ideas and suggestions from team members for planning and decision making.

Performance Standards Effective Highly Effective Consistently treats all Supports a culture that makes people treat people with respect each other failrly and and fairness.
Invites views and opinions from team members regarding plans and decisions. respectfully. Encourages participation from all team members, duly considering feasible suggestions and opinions. Encourages team members to share relevent information and resources with each other. Sets clear expectations from the team and defines the roles and the action plan to achieve them.

Role Model
Foster a culture of respect, fairness and equality for all. Creates opportunities for regular interactions to encourage open sharing of views and knowledge. Develops processes and systems for free flow of information and sharing of resources among team members. Sets clear expectations from the team and facilitates the team to define the roles and the action plan to achieve them. Celebrates team successes.

Encourages open discussion by involving all team members for plans and decisions that affect them

Supports team with necessary information and resources required to meet team objectives

Shares available information which may or may not meet team objectives. Fails to set the expectations from the team.

Provides the relevant information for meeting the team objectives.

Anticipates team requirements and provides necessary information and resources required. Sets clear expectations from the team without defining the roles and the action plan.

Sets clear expectations and aligns all team members to achieve team objective

Sets ambiguous expectations from the team without defining the roles and the action plan.

Recognises and celebrates achievements of team members

Misses out on acknowledging achievements.

Acknowledges achievements but fails to celebrate them.

Celebrates significant achievements with fairness.

Acknowledges and appreciates every small achievement to encourage team members.

Competency : Developing Juniors


Definition: Plan and support initiatives to ensure the development of juniors to meet current and future organization goals.
Behaviours Needs Development
Motivates and develops juniors by sharing (personal or real life) examples, knowledge and success stories Shares irrelevent personal examples, success stories at inappropriate times. Has difficulty in identifying the tasks to be delegated to juniors. Spends limited time with juniors in coaching and giving feedback.

Fairly Effective
Shares examples that are relevent to the needs of the subordinates. Delegates only routine tasks to juniors.

Performance Standards Effective


Shares knowledge and personal examples only when subordinates get stuck in a tough situation. Assesses current capabilities of juniors to delegate tasks. Coaches juniors to enhance skills in "On The Job" situations.

Highly Effective
Shares examples and success stories on a continuous basis, does not wait for a formal platform. Puts in personal effort to build required capabilites of juniors before delegating tasks. Connects at both personal and professional level with juniors to understand issues and coaches accordingly. Partners with, supports and handholds juniors in their development journey.

Role Model
Shares personal success stories with examples highlighting specific learning and take aways. Provides opportunities to juniors to develop skills for handling higher responsibilites. Evaluates the effectiveness of coaching on juniors by observing on the job performance and gives them feedback. Proactively assesses potential of juniors and creates opportunities to enhance the same.

Delegates tasks to build skills

Coaches and gives feedback to juniors to enhance skills

Focuses only on weaknesses of juniors ignoring their strengths.

Identifies individual development needs and recommends actions

Has difficulty in identifying individual development needs.

Identifies individual development needs and actions but does not pursue implementation.

Involves juniors in identifying their developmental needs and plans its implementation.

Encourages and provides support to new ideas and initiatives.

Rarely encourages new ideas and initiatives.

Shows caution and resistance to accepting new ideas.

Shows acceptance and build on new ideas and initiatives.

Supports juniors in implementing new ideas and intitiatives by removing barriers.

Encourages juniors to challenge conventional approaches and take new initiatives.

Leadership Competency Framework for Senior Management Level

Competency : Customer Focus (Internal / External Customers)


Definition: Understand current and future requirements of external and / or internal customers , and respond with appropriate solutions ensuring quality service.
Behaviours Interacts with key customers to proactively identify their requirements. Needs Development Takes limited steps to interact with customers to identify their requirements. Fairly Effective Interacts sometimes with the existing customers to identify their current requirements. Uses existing solutions to meet all the agreed customer requirements. Performance Standards Effective Highly Effective Interacts constantly Interacts constantly with the existing with the existing and customers potential customers to identify their to identify their current current requirements. requirements. Uses new solutions to meet all the agreed customer requirements. Uses new solutions to meet the customer requirements beyond their expectation. Role Model Interacts constantly with the existing and potential customers to identify and anticipate their current and future requirements. Uses best practices to establish service standards and develop strategies to meet the customer requirements beyond their expectation. Analyzes customer feedback involving all the stakeholders to improve the policies and processes.

Uses new and innovative solutions to meet customer requirements

Uses few of the existing solutions to meet the agreed customer requirements.

Seeks customer feedback to improve internal processes

Rarely seeks feedback from the customers on the services offered to them.

Cultivates relationships with customers both within and outside the organization with a long term perspective.

Takes few steps to maintain relationship with customers.

Seeks feedback from the customers to develop a clear understanding of the quality of services offered, but fails to respond to them. Maintains periodic contact with the customers.

Seeks and responds to all customer feedbacks on the quality of services offered.

Analyzes customer feedback within the internal team to improve the internal processes.

Maintains regular and informal contact with the customers.

Uses all the available opportunities to cultivate relationship with the customers.

Strategically and systematically evaluates new opportunities to develop long term relationships with the customers.

Competency : Team working


Definition: Builds and leads a cohesive team to work in collaboration with other teams to achieve desired results.
Behaviours Relates well to people across levels and functions Needs Development Relates to certain people on the basis of levels and functions. Takes little initiative to establish shared values and norms in the team and /or doesnot adhere to them personally. Fails to set the expectations from the team. Performance Standards Fairly Effective Effective Relates to most Relates to all the people irrespective of people irrespective of levels and functions. levels and functions within the organization. Helps the team to establish shared values and norms in the team , but rarely adheres to them personally. Sets ambiguous expectations from the team without defining the roles and the action plan. Mostly adheres to shared values and norms personally in the team Highly Effective Relates to all the people irrespective of levels and functions within and outside the organization. Consistently adheres to shared values and norms personally in the team. Role Model Creates and facilitates forums to develop new alliances and formal networks. Ensures that shared values and norms are adhered to by self and each of the team members. Sets clear expectations from the team and facilitates the team to define the roles and the action plan to achieve them. Involves concerned people from within and outside the organization in getting inputs, making plans and taking decisions.

Establishes and drives shared values and norms in the team

Provides direction to the team by setting clear expectations

Sets clear expectations from the team without defining the roles and the action plan.

Sets clear expectations from the team and defines the roles and the action plan to achieve them. Involves concerned people from within the organization in getting inputs, making plans and taking decisions.

Involves people (from own and different teams) to achieve work group objectives

Makes plans and takes decisions without involving the concerned people (who may contribute in meeting the work group objectives).

Involves concerned people from within the function in getting the inputs but makes plans and takes decisions independently.

Involves concerned people from within the function in getting inputs, making plans and taking decisions.

Takes steps to remove organizational barriers to collaboration and teamwork

Avoids or ignores organizational barriers to collaboration and teamwork.

Sometimes takes steps to remove existing organizational barriers to collaboration and teamwork.

Always takes steps to remove existing organizational barriers to collaboration and teamwork.

Breaks down barriers (structural, functional, cultural) to collaboration and teamwork.

Acknowledges and recognizes team achievements

Misses opportunity to Acknowledges acknowledge team significant team achievements. achievements.

Recognizes and praises team for its significant achievements and efforts.

Publicly celebrates significant team achievements as well as efforts.

Proactively identifies potential organizational barriers to collaboration and teamwork and works towards removing them. Helps in instituting processes and systems to identify significant team achievements and recognize them.

Competency : Developing Juniors


Definition: Plan and support initiatives to ensure the availability and development of the talent needed to meet current and future organization goals.
Behaviours Understands and motivates key talent in order to retain them Needs Development Has limited understanding of motivational needs of key talent. Selects juniors with minimal or inadequate abilities and assigns tasks to them without considering their abilities. Performance Standards Fairly Effective Effective Understands the Makes personal motivational needs of efforts to meet the key talent but is motivational needs of unable to meet these key talent in order to needs. retain them. Selects juniors and assigns tasks to them as per their abilities. Uses structured approach to assess abilities and fitment of juniors and facilitates preparation of their development plans. Highly Effective Plans resources to meet motivational needs of key talent to retain them. Puts in personal time and effort to meet the development needs of juniors. Role Model Helps in instituting organization-wide systems and processes to retain key talent. Implements comprehensive staffdevelopment strategies. Employs tracking mechanisms to assure attainment of overall people development goals. Coaches the application of skills in "On The Job" situations.

Uses structured approach to evaluate capabilities, fitment and developmental needs of juniors

Guides and coaches juniors to enhance skills

Spends little time in guiding and coaching juniors.

Regularly shares expertise with juniors to enhance skills.

Shares experiences and discusses how to handle current or anticipated job situations.

Keenly observes the performance of juniors and provides specific feedback to them to enhance their skills.

Promotes a culture of continuous learning and development in the team

Encourages new ideas, initiatives and provides support

Provides little support to help others identify and work on their development objectives. Shows caution and resistance to accepting new ideas and provides little encouragement to new initiatives.

Ensures that resources and time are available for development activities.

Engages in development and career planning dialogues with juniors.

Provides long-term direction for meeting learning needs of juniors.

Shows acceptance to new ideas and initiatives.

Encourages juniors to challenge conventional approaches and take new initiatives.

Sponsors experimentation of new ideas and initiatives.

Helps in formulating organization-wide policies and processes to promote and support continuous learning and improvement. Develops an environment that nurtures creative thinking, questioning and experimentation.