Identifying and developing competencies for career success

1. Identifying and developing competencies for career success By A.V. Vedpuriswar July 10 2011

2. The emerging paradigm • Future employability • Job Security • Professional development • Loyalty

3. Performance Clusters • Client • People / Team • Financial • Job / Process

4. Contribution vs Competencies Contribution Competencies • What to achieve • How to achieve • Past results • Future results • Easy to measure • Difficult to measure

5. What are Competencies? • A competency is an underlying characteristic of an individual that leads to superior performance on the job. • A competency is a deep and enduring part of our personality. • Competencies cause behaviour. • Competencies also predict behaviour. • In simple terms, a competency can be viewed as a bundle of knowledge, skills and attitude.

6. Typical Competencies used by companies • Planning and organising • Problem analysis • Professional behavior • Quality, continuous improvement • Resilience and stress management • Strategic and global acumen • Teamwork and collaboration • Business and Financial acumen • Client Focus • Communication • Learning agility • Drive and commitment • Innovation • Judgment and decision making • Leadership • Managing, developing talent

7. Brief description of the competencies

8. Brief description of the competencies

9. Brief description of the competencies

10. Brief description of the competencies

11. Identification of Competencies • Look at past behaviour • What helped? • What did not? • Correlate behaviors with success on the job.

12. CLIENT FOCUS Positive Behavioral Indicators Negative Behavioral Indicators • Responds efficiently and promptly to client enquiries, requests and concerns • Reactive approach to client enquiries, requests and concerns • Reactive approach to client enquiries, requests and concerns • Keeps in regular contact with key clients • No systematic approach to contacting key contacts • No systematic approach to contacting key clients • Ask the clients questions to check satisfaction • Little evidence that he/she regularly asks clients questions • Operates with the client needs first • Neglects to consider client needs • Knows who their clients are (internal and/or external) • Has a confused picture of client groups

13. COMMUNICATION Positive Behavioral Indicators Negative Behavioral Indicators • Aware of own (non-verbal) behavior and its impact on others • Unaware of how own behavior is perceived • Uses audience appropriate language • Does not tailor the communication • Presents information clearly and succinctly • Communicates in an unclear and/or longwinded manner • Structures the communications suitably • Communicates ad-hoc • Acknowledges communications and demonstrates an unders-tanding of other’s opinions • Only values own communication

14. LEARNING AGILITY Positive Behavioral Indicators Negative Behavioral Indicators • Knows own limits and asks for help/advice when appropriate • Does not recognize the need of help • Shows curiosity about own area/function • Shows little curiosity about own area/function • Invests time and energy in learning new things • Reactive approach to learning • Responds positively to feedback and makes appropriate behavioral changes • Neglects to act on given feedback • Takes development/training opportunities • Does not actively seek development opportunities

15. DRIVE AND COMMITMENT Positive Behavioral Indicators Negative Behavioral Indicators • Sees task through to completion to achieve the desired results • Leaves tasks unfinished • Prepares for meetings, reads assigned material and completes agreed work requirements • Does not recognize the benefits of preparation • Demonstrates enthusiasm about making a difference • Shows little passion for own work • Does what is necessary to meet deadlines • Prepared to compromise over standards or deadlines • Volunteers for projects • Takes little initiative to work in new projects

16. PLANNING AND ORGANIZING Positive Behavioral Indicators Negative Behavioral Indicators • Effectively prioritizes work according to importance of tasks and deadlines • Works through a task list rigidly and mechanically irrespective of urgent business priorities • Plans, organizes and monitors own day-to-day work • Comes to work unprepared • Uses simple tools and systems to structure personal activities • Lacks structure for personal effectiveness • Escalates issues quickly if they can’t be managed or resolved within agreed time-scales • Fails to escalate potential deadline failures • Meets deadlines by managing time effectively • Manages time ineffectively

17. PROFESSIONAL BEHAVIOR Positive Behavioral Indicators Negative Behavioral Indicators • Ensures work is completed in a timely manner • Show poor time management skills • Accepts responsibility for own decisions and actions • Reluctant to take responsibility • Keeps others informed of possible problems • Fails to escalate potential problems • Knows how to draw the boundaries • Not able to separate professional and private characteristics • Knows when and is prepared to ask for help • Sees asking for help as a personal failure

18. TEAMWORK AND COLLABORATION Positive Behavioral Indicators Negative Behavioral Indicators • Works to understand the different perspectives of those with varying backgrounds and approaches • Unaware of conflict and / or fails to address it. • Shares information that would be useful to others • Keeps information and favorite tasks to self. • Volunteers to assist co-workers and covers work for others • Works independently of the team. • Understands own role and how this supports other team members, their tasks and objectives • Puts personal agenda ahead of the team goals. • Accepts a variety of roles within the team, as work requires • Little appreciation of the value of team spirit and identity.

19. PROBLEM ANALYSIS Positive Behavioral Indicators Negative Behavioral Indicators • Identifies problems and suggests appropriate action to resolve them • Little evidence of problem spotting and root cause analysis • Actively seeks information and advice as appropriate • Fails to take the help of colleagues to solve the problem • Applies lessons learnt from previous experiences • Makes little use of previous experience • Analyses problems referring to relevant policies and procedures • Does not refer to policies • Breaks down problems into straight forward actions and tasks • Adopts a disorganized approach to solving problems

20. Developing competencies Way Development Approach • Innate Characteristics • Knowledge • Reading, Watching , Listening • Attitudes • Training/coaching • Abilities • Practising behaviour

21. Developing competencies on the job • Feedback • Coaching • Mentoring • Head a new project • Join a task force • Job rotation • Shadowing / observation

22. Thank You