Competency Management With Few Tools
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Competency Mapping , Assessment & Management
INDEX z z z z z z z z z
Competency Mapping Concept Competency Identification Steps Competency Identification Tools Tools : Example Change Competency Measurement Tools : Example of Day in the Life Of Tools : Example of Leadership Competency Mapping Tools : Example of Skills Matrix Competency Mapping & Development About Master Sun
Competency Mapping
Research indicates that •Source 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.
CONCEPT OF ROLE z z
Expectations of significant others and self Linking concept z z z
z
Individual Team organization
Different from position
Dr. MG Jomon, XIMB
CONCEPT OF COMPETENCY z
Skill: z
z
Talent: z
z
Ability accomplish Inherent ability
Competency: z z
Underline characteristics that give rise to skill accomplishment Knowledge, skill and attitude
Dr. MG Jomon, XIMB
DEFINITION z
First popularized by Boyatzis (1982) with Research result on clusters of competencies:
z
“A capacity that exists in a person that leads to behaviour that meets the job demands within parameters of organizational environment, and that, in turn brings about desired results”
Dr. MG Jomon, XIMB
COMPETENCY VS. COMPETENCE z z z
Competency: A person- related concept that refers to the dimensions of behaviour lying behind competent performer. Competence: A work- related concept that refers to areas of work at which the person is competent Competencies: Often referred as the combination of the above two.
TYPES OF COMPETENCIES z z
Generic or specific: Threshold or performance: z z
z
Basic competencies required to do the job, which do not differentiate between high and low performers Performance competencies are those that differentiate between high and low performers
Differentiating Competencies: z
Behavioral characteristics that high performers display
Dr. MG Jomon, XIMB
COMPETENCIES APPLICATIONS z
Competency frameworks: Define the competency requirements that cover all the key jobs in an organization. This consists of generic competencies.
z
Competency maps: Describe the different aspects of competent behaviour in an occupation against competency dimensions such as strategic capability, resource management and quality.
z
Competency profiles: A set of competencies that are require to perform a specified role.
Dr. MG Jomon, XIMB
MACRO COMPETENCY MANAGEMENT STRATEGIC FRAMEWORK
Organizational Strategy Vision, Mission, Values, Strategic, Intent, Corporate Governance, Corporate Social Responsibility & Ethics
Business Strategy Business Plan & Goals, Culture People, Technology
Teamwork Strategy Leadership, Communication Conflict Management, Interpersonal Skills, Project Orientation, Self Managed Teams (SMT)
Role Strategy Ability, Autonomy, Multiskilling, Task identity, Performance Evaluation & rewards and performance development
COMPETENCY FRAMEWORK
Core Competencies (Organizational wide)
Business Competencies (SBU specific)
Team Competencies (Project driven)
Role Competencies (Role wise)
COMPETENCY MODELING FRAMEWORK
Stakeholder Interest Market Positioning
Achieving Business Targets Employee Satisfaction
Profit Center Orientations Team Development & Synergy
Performance Accomplishment Individual Development
ROLE COMPETENCIES z z
A set of competencies required to perform a given role Each competency has a skill set
Dr. MG Jomon, XIMB
INDEX z z z z z z z z z
Competency Mapping Concept Competency Identification Steps Competency Identification Tools Tools : Example Change Competency Measurement Tools : Example of Day in the Life Of Tools : Example of Leadership Competency Mapping Tools : Example of Skills Matrix Competency Mapping & Development About Master Sun
IDENTIFICATION OF ROLE COMPETENCIES z z z z
Structure and list of roles Definition of roles Job description Competency requirement
Dr. MG Jomon, XIMB
STRUCTURE AND LIST OF ROLES: STEPS z z z z
Organizational structure study and examination List all the roles in the structure Identify redundant and overlapping roles Final list of roles
Dr. MG Jomon, XIMB
DEFINITION OF ROLE: STEPS z z z z
Identify KPAs of the role Link the KPAs with Dept. and Organizational goals State the content of the above in one or two sentences Position the role in perspective with that of others
Dr. MG Jomon, XIMB
JOB DESCRIPTION: STEPS z
List down all the activities/tasks z z
z
small and big Routine and Creative
Categorize activities under major heads
Dr. MG Jomon, XIMB
COMPETECNY IDENTIFICATION: STEPS z
Identify against each activity the following: z z z z z z z
z z
Role holder interview and listing Day in the Life of Study Internal/External customer interview and listing Star performer interview and listing Role holder critical incident analysis Change Competency Study Benchmarking
Consolidate the above and make a checklist of competencies Rank- order and finalize on 5/6 competencies critical to the role
Dr. MG Jomon, XIMB
INDEX z z z z z z z z z
Competency Mapping Concept Competency Identification Steps Competency Identification Tools Tools : Example Change Competency Measurement Tools : Example of Day in the Life Of Tools : Example of Leadership Competency Mapping Tools : Example of Skills Matrix Competency Mapping & Development About Master Sun
COMPETENCY IDENTIFICATION TOOLS z
Behaviour & Skills z
Benchmark Job Requirements z
z
z
Client Company Requirements against a Key Competitor
Outcomes : Organizational, Team & Individual Requirements
Performance z
Benchmark Performance Measures z
Client Company Requirements against a Key Competitor
z
Outcomes : Organizational, Team & Individual Requirements
z
Benchmarking Customer Expectations z z
Quantitative Questionnaire comparing Category Players with a valid sample size Outcomes : Organizational, Team & Individual Requirements & Gaps
EXAMPLE : BENCHMARKING JOB REQUIREMENTS
Example : Benchmarking Customer Expectations
RELATIVE DISTANCE FROM AVG HDFC ICICI BANK Citibank BANK
IMP.
AVG PERF
Phone Banking -PBO Competence
5.25
51
-12
11
1
Phone Banking - Call transfer and hold experience
5.20
21
-26
15
11
Servicing - Time of receiving the statement
5.18
60
-14
2
11
Phone Banking -PBO Impression
5.15
63
-8
9
-1
Phone Banking- Time taken to connect to PBO
5.13
23
-22
11
11
Servicing - Product related features
5.10
48
-6
-4
11
Servicing – Special Request HIGH IMPORTANCE - HIGH PERFORMANCE
5.08
35
-15
9
6
Servicing-Accuracy and Ease of understanding the statement
5.26
71
-10
2
8
Internet Banking – Access & Browsing
5.07
69
7
7
-14
HIGH IMPORTANCE - LOW PERFORMANCE
COMPETENCY IDENTIFICATION TOOLS z
Attitude – Change Competency & Attitudinal Study z z
Set of Questions measuring 8 types of change competencies Measures & identifies gaps z z z z z z z z
z z z
Management Style System Orientation Organisation Culture/Decision Making Quality Orientation Customer Service Openness to Change Communication Accountability
Also looks at perceived performance & opportunities for improvement Benchmarking against other capable organizations Outcomes : Organizational, Team & Individual Gaps
COMPETENCY IDENTIFICATION TOOLS z
Behaviour & Skills- Day in the Life of Key Managers z z z z
Snapshot of Productivity & Effectiveness of Key Managers 4 -8 Hours observation of critical skills, behaviour & attitude to succeed Measurement of AS-IS, DESIRED & SHOULD-BE Outcomes : Organizational, Team & Individual Gaps
z
Behaviour & Skills : The Skills Matrix
z
Behaviour & Skills- Top Performer Survey z z
z
20 top performers of Client Company and let them calibrate and rank the necessary competencies for superior performance Outcomes : Organizational, Team & Individual Requirements
Values : Top management interviews z
Outcomes : Key Values to Uphold
INDEX z z z z z z z z z
Competency Mapping Concept Competency Identification Steps Competency Identification Tools Tools : Example Change Competency Measurement Tools : Example of Day in the Life Of Tools : Example of Leadership Competency Mapping Tools : Example of Skills Matrix Competency Mapping & Development About Master Sun
Example of Change Competency : Leading Indian Diversified Company
Profile Of Respondents Unknowns
5
SBU
1
DM & Above
3
BM
7
AM
3
AE
12
0
2
4
6
8
10
12
14
100%
Change Competencies :Individual Perception
90% 80% 70% 60% 50% 40% 30% 20% 10% 0%
Management Style
System Orientation
Org Structure / Decision Making
Quality
Customer Service
Change
Communication
Accountability
100%
Change Competencies : Company Perception
90%
80%
70%
60%
50%
40%
30%
20%
10%
0% Management Style
System Orientation
Org Structure / Decision Making
Quality
Customer Service
Change
Communication
Accountability
Attitude Profile 100% 90% 80% 70% 60% 50% 40% 30% 20% 10%
Strong
Capable
Requires training
Weak
67
64
61
58
55
52
49
46
43
40
37
34
31
28
25
22
19
16
13
10
7
4
1
0%
Attitude Profile: Levels 100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
AE
Strong
AM
BM
Capable
DM & Above
SBU
Requires Training
Unknowns
Weak
INDEX z z z z z z z z z
Competency Mapping Concept Competency Identification Steps Competency Identification Tools Tools : Example Change Competency Measurement Tools : Example of Day in the Life Of Tools : Example of Leadership Competency Mapping Tools : Example of Skills Matrix Competency Mapping & Development About Master Sun
Example: Day in the Life of Cement Salesman Selling through the Retail Channel
DILO SALESMAN - AHMADABAD
DILO SALESMAN - AHMADABAD Activity Time
Observations
940 Traveling Left from the office at Ashram Road, heading out to the field.
Comments Most of the times the Sales officer does not start his day from the office, he directly heads out to the field from his residence. The only time the sales officer is scheduled to spend time in the office is on Saturday afternoon for completing paper work and reports.
950 Traveling
1000 Traveling
1010 Traveling
1020 Delivery / Order Taking Reached the office of Ambica Enterprises. The salesman gets a call on the
The salesman frequently uses his mobile phone to conduct business activity. Certain
mobile from some other dealer and has to arrange for some stock to be
critical business decisions are done by him on the e mobile. Currently he uses a personal
delivered to him. There is some problems with torn bags, that the sales officer
mobile phone which is not issued by the company.
addresses and solves on the phone 1030 Passive Selling The sales officer starts doing small talk about the business in the local area The dealer seems to be interested in some accounting and paperwork and gives little attention to the sales officer at first. The sales officer is talking about schemes of sales promotion to the dealer. The dealer, suddenly gets involved and is quite critical of the schemes, he says that the rates of L&T are cheaper and more profitable. Also says that GAC has better credit terms. They also speak of GAC schemes. The sales officer admits that L&T is cheaper, but explains nothing further in terms of quality, service, etc. Dealer also complains about some undercutting
Mobile phones are now considered an essential sales tool and should be made available to the sales officers
DILO SALESMAN - AHMADABAD Activity Time
Observations
Comments
in the market, he's seen Siddhi available cheaper in the market. Sales officer asks him to call up accounts and confirm. The dealer sneers at him and says he doesn’t trust people at accounts at all. The sales officer asks the dealer to place more orders. The dealer refuses.
There are dealers who deal in both, Siddhi and Hathi cement. In some areas, there are no
While leaving as a passing comment, the sales officer asks him about sales of
sales of Hathi at all, and dealers are uninterested in selling Hathi.
1040 Hathi, the dealer says its nil, he says Hathi wont sell here at all.
Reach Sun traders, a dealer one block away. This dealer has a retail counter. The sales officer does some small talk about the business. Sales officer looks in the back of the store for the status of stock with the 1050 dealer. The sales officer gets phone call on mobile from the office.
The primary responsibility of the sales officer is Sales promotion and schemes, the sales officer is not playing a direct role in pushing volumes, tracking sales targets, and volumes
The dealer is keen to know when he would get his sales promotion articles like
The sales officer is involved with only soft sales activities like schemes and promotions
books, caps, etc. The salesman assures him that they are on its way and
and not frontline sales activities
explains the sales promotions to the dealer in detail. The sales officer pushes the dealer to sell more volumes to avail of more sales promotion benefits and schemes Siddhi brand has very good visibility in the dealer's shop, there are large paintings inside and outside the shop. The dealer also has a paper weight of JK white cement and a Pen stand of Birla white cement. 1100 Passive Selling Reached Rashmi trading, the person responsible was not there. The people in the shop were not sure where he'd gone. The sales officer spent 5 mts chatting with the sales officer about the potential entry of Sanghi cement and other small talk about the market in general.
DILO SALESMAN - AHMADABAD Activity Time
Observations
Comments
1105 Reached a sub-dealer's shop nearby, the sub dealer was not used to the sales officer visiting his shop and seemed a bit uncomfortable at first, he started getting less edgy later. Sub-dealer says that its very difficult to sell Hathi, people ask for GAC and siddhi cement by name. 1110 Sales officer started chatting with someone else in the sub dealer's shop about the business, the other person was working in some other shop and was now looking for doing some business of his own. 1120 Traveling
1130 Passive Selling Maru - a dealer, says that there is not much money in the cement business he is of the opinion that there's more money in the fixtures business and he has to keep cement only to fill the complete order of his customers. All customers keep track of the cement prices from the different shops in the market before placing the order for the cheapest brand. The salesman talks to the dealer as a person of authority about the cement business and advices him on the nuances of the cement trade. The dealer is not completely convinced Visited Laxmi traders, the owner was not available. Reach Shri Uma traders, the dealer is concerned about the potential entry of Sanghi Cement, the sales officer tries to pacify his concerns. 1140 Suddenly there is a scooter accident across the road, a lady driver bangs into
The sales officer is very involved in developing a congenial relationship with the dealers.
a scooter rider and all conversation for the next 5 minutes is directed towards
He tries hard to be friendly with the dealer, but he is not revered and considered with a lot of
the accident. The sales officer joins with retorts in the discussion.
respect in the trade, since he is not directly involved in the sales process.
DILO SALESMAN - AHMADABAD Activity Time
Observations
Comments
The group continues its small talk about the market place and the business. Sales officer starts asking the dealer about his targets and actual sales, the dealer is not very concerned and takes this query very lightly. He says he's doing all right but not so well on his target. The sales officer has no further comments suggestions or reprimands about sales targets There is a contractor in the dealers shop, the dealer gives some Siddhi caps to the contractor as a goodwill gesture, the contractor asks for a bag to carry the caps, the dealer helper boy stuffs all the Siddhi caps into a JK cement plastic bag. The sales officer starts chatting with the contractor about the business. The conversation goes to construction techniques, the contractor says that he
The sales officer in his keenness to get along with the people from the trade is passing on
uses a Vibrator to mix the cement. The sales officer tells him that although using information which could be potentially detrimental to the business. a vibrator is a good practice, vibrators increase the consumption of cement. He says " I wouldn’t normally say this to people, but I am telling you". 1150 Traveling
1200 Passive Selling Reach a dealer of GAC. The sales officer says that he visits the competition dealer on a regular basis to collect information and to find potential converters The dealer doesn’t show too much interest and seems to be pre-occupied. The shop has many other hardware items besides Ambuja cement and the visibility of the GAC brand is not that strong. There is a Siddhi Cement calendar on one of the walls of the shop. The sales officer and the dealer do some small talk about the market and the business and the potential entry of Sanghi cement.
DILO SALESMAN - AHMADABAD Activity Time
Observations
Comments
A potential consumer comes to the counter and asks for cement, he wants to know the prices of all brands. The dealer says he keeps only GAC, the customer walks off without saying anything else, not even asking for the price. 1210 Passive Selling Ashok trading - the sales officer looks at the stock in the shop, talks with the helper boys. The owner is out of town and the boys are looking after the shop. He gives them phone numbers of important people to contact for stock and also his personal number, including his mobile number. 1220 Reach Bhagya Lakshmi hardware, a potential dealer who has shown some interest in joining up. The sales officer tries to convince him to take dealership He talks about rates and schemes to the shop owner, the owner is not very convinced. The sales pitch is not successful. Reach Gayatri traders, the sales officer asks for the status of the stock. The dealer then asks for Sales promotion material like caps etc which was promised to him in the past. The sales officer makes a call to the office and organizes for the material to be delivered to the dealer. 1230 Active Selling Visit an upcoming construction site.
The sales officer gets a few leads about non-trade opportunities from the market place.
The sales officer asks for a senior person by name and is told to wait for a
He visits the site offices of the building contractors as soon as he gets the leads. The
while. The site engineer comes after a while. The sales officer introduces
leads are not passed to the non-trade sales office immedietly.
himself and asks the site engineer to contact him if he has any cement requirement. The site engineer asks in a cynical tone what would he do if he was to be contacted. The sales officers says "then I'll give you a rate". The site engineer enquires about the present rate, the sales offices says that the non trade rate varies and he would be giving him a rate only when there is a
DILO SALESMAN - AHMADABAD Activity Time
Observations
Comments
requirement. This irritates the site engineer, who says that he has an immediate requirement and wants to know the rate right then. The sales officer is a bit shaken by the attitude and tells him a price. There is a very negative reaction from the site engineer, who sneers at the prices comparing them with the prices of Rajasthan brands. The sales officer immedietly reduces the price by 1 Re.
1240 The site engineer still shows no interest in the proposal. He talks about the rates of Binani Cement. The sales officer admits that the Rajastahan rates
The sales officer bases his entire sales pitch around rates. He starts the conversation by offering "Non Trade" rates to the site engineer. There is no mention of any other function of
would be Rs. 4 cheaper than Gujarat rates always. If Gujarat player bring down
the cement or of the brand in the whole sales pitch, no mention of quality, brand, service,
rates, the Rajasthan players would follow suit and rates would further reduce.
consistency, etc.
The site engineer comments that Siddhi and Hathi rates were the same some
builder and relies upon his skills and understanding of the trade segment to sell to him.
The sales officer is not in a position to understand the nature of the specific needs of the
time back, and now they are different. He doesn’t understand why? The sales
Ideally he should pass the lead of "Non trade" sales to specialist sales officer who is involved
officer doesn’t give him a convincing reply.
in the activity on a day to day basis.
The Sales officer says that the company moves along with the market and they will always be 4 Rs. more expensive than the Rajasthan brands.
1255 Active Selling Visit another upcoming project site. The responsible person is busy and asks the sales officer to wait. The head of the office then gives the sales officer the name and number of the purchase manager for the builder who takes decision of cement purchase. The Sales officer takes down the details and starts pitching to the head of the office. He again starts with "Non Trade" rates and goes on about the rate talks. The prospect tells him that off hand the rates look very high but he should talk to the purchase manager for the negotiations.
DILO SALESMAN - AHMADABAD Activity Time
Observations
Comments
1300 Passive Selling Reach Ambika trading. The sales officer does small talk about the market
There are a few places where the sales officer visits in his PJP and makes no conversation
and the business. The dealer talks about the potential entry of Sanghi cement.
about either sales or sales promotions. The conversation is very superficial and generic.
The sales officer doesn't talk about schemes and sales promotions at all in the whole conversation.
1325 Lunch
1340 Lunch
1350 Lunch
1400 Passive Selling Reach Laxmi traders. The owner is not there, the sales officer does some enquires about stocks and business to the person handling the shop. 1410 Traveling
1420 Passive Selling Niranjan trading company. The sales officer only indulges in small talk. There is no conversation about Sales or Sales promotions
1440 Passive Selling Dhanraj traders - Ambuja Dealer. The sales officer tries to connect with the dealer and get information about GAC.
DILO SALESMAN - AHMADABAD Activity Time
Observations
Comments
The dealer shows some friendly signs and the conversation goes to the potential The potential entry of Sanghi cement is a very hot topic of discussion in the field. All dealers entry of Sanghi cement.
have some concern about the entry of the new player and the aggressive actions that are
The sales officer carries on small talk about the business with dealer.
expected. There is a lot of concern and fear in the market. The Sales officer tries to address all these issues by downplaying the Sanghi brand and the inconsistency of their entry strategy
1450 Passive Selling Reach Rajdeep Corporation. The sales officer makes some small talk about the
But, the sales officer doesn’t lose a single opportunity to make conversation about the potential entry.
business. He then talks about schemes and promotions. More small talk about the business and the potential entry of Sanghi Cement
1500 Available
The sales officer spends one and half hours with a new dealer who has no interest in the
Reach Jay International. Mr. Bhavesh, the person responsible is not available.
trade segment. The dealer only has contacts in the non-trade market. He has an office on the
The sales officer makes small talk with the people in the office while waiting for
5th floor of a commercial building with no storage space or retail counter.
Bhavesh. The conversation automatically steers towards the entry of Sanghi cement. 1510 Available
1520 Bhavesh enters. He is a new dealer who has recently taken dealership. He is keen on the non-trade segment of the business and take very little interest in the trade segment. The dealer has no retail counter, his office is on the 5th floor of a commercial building in an official locality. The dealer has very little awareness of the functionality of the company and asks 1530 the sales officer to explain him the functionality in detail.
The sales officer explains to the dealer everything from Pricing, to credit notes, discounts, schemes and sales promotions.
DILO SALESMAN - AHMADABAD Activity Time
Observations
1540
The dealer on understanding the detail comments that it is quite possible that there is some opportunity for officers to take advantage of the confusing pricing and discounting structures. 1550 The sales officer explains the terms and conditions of the dealership.
1600 The dealer has queries about the competition and wants to know how to counter the cheaper pricing of the Rajasthan brands. The sales officer says, that’s the way the market works and its difficult to counter argue on the cheaper pricing. 1610 The dealer probes further, finally the sales officer says that the quality is better. Says that the compressive strength is more. The sales officer also mentions that the service levels of the company are good. But leaves the concepts quite vague. 1620 The dealer was not clear about the concept of better service. The conversation goes back to pricing and discounts.
1630 Traveling
1640 Administration Reach the office of Vinay trading - a Sales promoter The sales officer talks to the promoter about the business and the sales situation. He asks the promoter his opinion about the Rack systems as there's been a request to collect the opinions of all promoters. The Sales officer reads out a few questions from a printout of an email, and listens to the responses of the promoter but he never takes down any comment from the promoter. He keeps no written 1650 record of the option of the sales promoter. Places a call to the office. Speaks to a colleague about the email to collect
Comments
DILO SALESMAN – AHMEDABAD HOW HE ACTUALLY SPENT THE DAY How the salesman actually spent the day
5% 2% 5%
23%
54%
11%
Active Selling
Delivery / Order Taking
Administration
Travelling
Passive Selling
Available
DILO SALESMAN – AHMEDABAD HOW HE THOUGHT HE SPENT THE DAY How the salesman thought he spent the day
31%
6%
11%
22%
22%
Active Selling
Delivery / Order Taking
Administration
Travelling
Passive Selling
Available
8%
DILO SALESMAN – AHMEDABAD HOW HE WANTS TO SPEND THE DAY How the salesman would like to spend the day
33%
6%
22%
33%
Active Selling
Delivery / Order Taking
Administration
Travelling
Passive Selling
Available
6%
DILO SALESMAN - AHMEDABAD Customer Checklist 1
Outlet no I
2
3
4
5
6
7
8
9
PREPARATION: HAS THE SALESMAN?
1/ Planned his route to minimise travel time?
Y
Y
Y
Y
Y
Y
Y
Y
Y
2/ Phoned prospects/clients in advance to confirm mtg?
Y
N
N
N
N
N
N
N
N
3/ Read his client notes to refresh his memory?
N
N
N
N
N
N
N
N
N
4/ Set himself an objective for the meeting?
N
N
N
N
N
N
N
N
Y
5/ Prepared a sales presentation/sales material?
N
N
N
N
N
N
N
N
N
6/ Dressed to suit the client he will be visiting?
Y
Y
Y
Y
Y
Y
Y
Y
Y
7/ Prepared a list of expected objections and
N
N
N
N
N
N
N
N
N
1/ Greet the client with a smile and firm handshake?
Y
N
N
N
N
Y
N
N
N
2/ Enquire after the clients family/health/hobbies?
N
N
N
N
N
N
Y
N
N
3/ Adapt his voice and manner to suit the person?
N
Y
Y
Y
Y
Y
Y
Y
N
4/ Adopt an open and friendly posture?
Y
Y
Y
Y
Y
Y
Y
Y
Y
how to handle them?
II BUILDING THE RELATIONSHIP: DOES THE SALESMAN?
DILO SALESMAN - AHMEDABAD Outlet no
1
2
3
4
5
6
7
8
9
III IDENTIFYING THE NEEDS AND OBJECTIONS:DOES THE SALESMAN? 1/ Dealing with the person in the position to buy?
Y
Y
Y
Y
N
Y
Y
Y
Y
2/ Explaining the benefits rather than the features?
N
N
N
N
N
N
N
N
N
3/ Making a list of the clients objections?
N
N
N
N
N
N
N
N
N
4/ Asking open ended questions?
N
N
N
N
N
N
N
N
N
5/ Listening 70% of the time?
N
N
N
N
N
N
N
N
N
1/ Attempt a conditional close?
N
N
N
N
N
N
N
N
N
2/ Attempt an alternative close?
N
N
N
N
N
N
N
N
N
3/ If he receives a "no" , asks why and goes back to the previous step N
N
N
N
N
N
N
N
N
4/ Ask for the order?
N
N
N
N
N
N
N
N
Y
5/ Shut up after asking for the order?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
2/ List objections/actions for next meeting with dates?
N
N
N
N
N
N
N
N
N
3/ Record all objections received and non-handled?
N
N
N
N
N
N
N
N
N
4/ Record details of the competition prices and products?
N
N
N
N
N
N
N
N
N
IV CLOSING THE DEAL: DOES THE SALESMAN?
V ADMINISTRATION: DOES THE SALESMAN? 1/ Fill in his client record immediately after while still fresh in his mind?
DILO SALESMAN - AHMEDABAD Customer Checklist Outlet no I
10
11
12
13
14
15
PREPARATION: HAS THE SALESMAN?
1/ Planned his route to minimise travel time?
Y
Y
Y
Y
Y
Y
2/ Phoned prospects/clients in advance to confirm mtg?
N
N
Y
N
N
N
3/ Read his client notes to refresh his memory?
N
N
N
N
N
N
4/ Set himself an objective for the meeting?
Y
N
N
N
N
N
5/ Prepared a sales presentation/sales material?
N
N
N
N
N
N
6/ Dressed to suit the client he will be visiting?
Y
Y
Y
Y
Y
Y
7/ Prepared a list of expected objections and
N
N
N
N
N
N
1/ Greet the client with a smile and firm handshake?
N
Y
N
N
N
N
2/ Enquire after the clients family/health/hobbies?
N
Y
N
N
N
N
3/ Adapt his voice and manner to suit the person?
N
Y
Y
N
Y
Y
4/ Adopt an open and friendly posture?
Y
Y
Y
Y
Y
Y
how to handle them?
II BUILDING THE RELATIONSHIP: DOES THE SALESMAN?
DILO SALESMAN - AHMEDABAD Outlet no
10
11
12
13
14
15
III IDENTIFYING THE NEEDS AND OBJECTIONS:DOES THE SALESMAN? 1/ Dealing with the person in the position to buy?
N
Y
Y
Y
Y
N
2/ Explaining the benefits rather than the features?
N
N
N
N
N
N
3/ Making a list of the clients objections?
N
N
N
N
N
N
4/ Asking open ended questions?
N
N
N
N
N
N
5/ Listening 70% of the time?
Y
N
N
N
N
N
1/ Attempt a conditional close?
N
N
N
N
N
N
2/ Attempt an alternative close?
N
N
N
N
N
N
3/ If he receives a "no" , asks why and goes back to the previous step N
N
N
N
N
N
4/ Ask for the order?
Y
N
N
N
N
N
5/ Shut up after asking for the order?
N
N
N
N
N
N
N
N
N
N
N
N
2/ List objections/actions for next meeting with dates?
N
N
N
N
N
N
3/ Record all objections received and non-handled?
N
N
N
N
N
N
4/ Record details of the competition prices and products?
N
N
N
N
N
N
IV CLOSING THE DEAL: DOES THE SALESMAN?
V ADMINISTRATION: DOES THE SALESMAN? 1/ Fill in his client record immediately after while still fresh in his mind?
INDEX z z z z z z z z z
Competency Mapping Concept Competency Identification Steps Competency Identification Tools Tools : Example Change Competency Measurement Tools : Example of Day in the Life Of Tools : Example of Leadership Competency Mapping Tools : Example of Skills Matrix Competency Mapping & Development About Master Sun
OBJECTIVES OF THE STUDY z
Assessment of suitability of leadership competencies of individual leaders in “Change Management” situations
METHODOLOGY z
Leadership Competency Feedback (LCF) Study – Feedback from Cohorts z z z z z
Questionnaire based feedback from cohorts : boss, 3 peers & 3 sub-ordinates Self rating on various behaviours incorporated Analyses performance on 20 leadership behaviours Analysis of behaviours critical to change leadership Analysis of self vs. others
LEADERSHIP BEHAVIOURS FEEDBACK ANALYZED Behaviour
Code
Describes a Future We Believe
1
Builds a Strategic Approach
2
Fosters a Sense of Pride
3
Respects & Trusts Others
4
Communicates Effectively & Openly
5
Demonstrates Flexibility in Management Style
6
Encourages Innovation or Creativity
7
Fosters a Cooperative Work Environment
8
Learns from Others
9
Delegates & Involves Others
10
Develops Staff
11
Provides Feedback or Encouragement
12
Is Fair & Ethical to Others
13
Displays Responsibility & Self Management
14
Rigorous in Their Approach
15
Makes Things Happen
16
Uses Resources Effectively
17
Manages Performance
18
Achieves Planned Results Actively seeks feedback & Encourages Criticism
19 20
LCF Sample Charts: Comparative Analysis of Behaviours: Self vs. Cohorts Self Vs. Cohort 7.0
6.0
5.0
4.0
3.0
2.0
1.0
0.0 1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
Behaviour Code (Refer Legend)
Self Average
Total Cohort Average
16
17
18
19
20
LCF Sample Charts : Analysis of Change Leadership Self Vs. Cohort :Change Leadership Behaviours Achieves Planned Results Manages Performance Uses Resources Effectively Makes Things Happen Rigorous in Their Approach Develops Staff Delegates & Involves Others Demonstrates Flexibility Communicates Effectively & Openly Builds a Strategic Approach Describes a Future We Believe 0.0
1.0
2.0
3.0
Self Average
4.0
5.0
Total Cohort Average
6.0
7.0
INDEX z z z z z z z z z
Competency Mapping Concept Competency Identification Steps Competency Identification Tools Tools : Example Change Competency Measurement Tools : Example of Day in the Life Of Tools : Example of Leadership Competency Mapping Tools : Example of Skills Matrix Competency Mapping & Development About Master Sun
Skills Matrix
Objective :The matrix helps to monitor the area wise, individual wise skills needed.
57
SKILLS MATRIX z
Tools
z
The Matrix helps to identify the gap between the people who are untrained , trained and experienced enough to train the others.
z
It helps in identifying the skills attained by individuals and by area
z
It is the tool which helps to focus on the training needs and helps to prepare the schedule .
58
SKILLS MATRIX z
Skill Matrix Example for Tata SSL
Figure indicates the % Multiskill attained by a area/ division/ region.
Skill Matrix for TSSL % Multi-Skill attained by area
% people trained for particular skill
90.0
Influencing Skills
90.0
Team Building
90.0
Team Motivation
90.0
Change Management
Rajesh Jadhav
Sanjeev Singh
MULTI-SKILL
Prashant Nagle
% TRAINED PEO PLE BY SKILL
100.0 0.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 Jagdish Anne
% SKILL ATTAINED BY INDIVIDUAL
90.0
Figure indicates the %skill attained by 100.0 individual.
T
UT
TR
TR
TR
TR
The TR individual TR TR TR
T
UT
TR
TR
TR
TR
TR
TR
TR
TR
T
UT
TR
TR
TR
TR
TR
TR
TR
TR
T
UT
TR
TR
TR
TR
TR
TR
TR
TR
The skills required by individual
to be trained
59
SKILLS MATRIX Skill Matrix for TSSL 90.0
% M ulti-Skill attained by area
Influencing Skills Team Building Team Motivation Change Management Behaviourial Understanding Training Ability Presentation Verbal Communications Listening Product Knowledge Marketing Essentials Selling Essentials Financial Knowledge Process / System / Structure Consumer Behaviour Decision Making DMCS System understanding
T T T T T T T T T T T T T T T T T
UT UT UT UT UT UT UT UT UT UT UT UT UT UT UT UT UT
TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR
Rajesh Jadhav
90.0 90.0 90.0 90.0 90.0 90.0 90.0 90.0 90.0 90.0 90.0 90.0 90.0 90.0 90.0 90.0 90.0
Sanjeev Singh
MULTI-SKILL
0.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0
Prashant Nagle
% TRAINED PEOPLE BY SKILL
100.0
Jagdish Anne
% SKILL ATTAINED BY INDIVIDUAL
TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR
TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR
TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR
TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR
TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR
TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR
60
TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR
SKILLS MATRIX Skill Matrix for Distributor 90.0
% M ulti-Skill attained by area
90.0 90.0 90.0 90.0 90.0 90.0 90.0 90.0 90.0 90.0 90.0 90.0 90.0 90.0 90.0
Influencing Skills Team Building Team Motivation Behaviourial Understanding Training Ability Verbal Communications Listening Product Knowledge Marketing Essentials Selling Essentials Financial Knowledge Process / System / Structure Consumer Behaviour Decision Making DMCS System understanding
T T T T T T T T T T T T T T T
UT UT UT UT UT UT UT UT UT UT UT UT UT UT UT
100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 M/s Dubey & co
MULTI-SKILL
0.0 Maheswari steels
% TRAINED PEOPLE BY SKILL
100.0 Laxmi Steels
% SKILL ATTAINED BY INDIVIDUAL
TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR
TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR
TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR
TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR
TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR
TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR
TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR
61
TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR
INDEX z z z z z z z z z
Competency Mapping Concept Competency Identification Steps Competency Identification Tools Tools : Example Change Competency Measurement Tools : Example of Day in the Life Of Tools : Example of Leadership Competency Mapping Tools : Example of Skills Matrix Competency Mapping & Development About Master Sun
COMPETENCY ASESSMENT z
Following methods are used: z z z z z z z
Assessment/Development Centre 360 Degree feedback Role plays Case study Structured Experiences Simulations Business Games
Dr. MG Jomon, XIMB
COMPETENCY ASSESSMENT z
Following tools are used: z z z z z
360 Degree feedback Role plays Benchmarking & Case study Change Competency Study Top Performer Survey
Dr. MG Jomon, XIMB
COMPTENCY DEVELOPMENT Role
Dr. MG Jomon, XIMB
Identified competencies
Assessment result
Areas of improvement
Action plan
COMPETENCY MAPPING z z
Strategy structure congruence Structure role congruence z z z
z z z z
Each role to be unique Non-Repetitive Value adding
Vertical and horizontal role congruence Ensure non repetitive tasks in two different roles Ensure core competencies for each task Link all the above and position to bring in competitive advantage
Dr. MG Jomon, XIMB
INTEGRATION OF HR SYSTEMS (Competency based HR practices) Performance Management System
Reward System
Recruitment & Selections
Competency requirement Competency availability Competency acquisition/ Development
Training /development Plans & Programmes
Career Plan & Career Development
Succession plans & Succession Development
SOME OF THE DELIVERABLES z z z z z
Role Directory Competency Profiles Competency Mapping Competency based HR Initiatives Various Recommendations: Relating to structure, performance, incentivization, capability training etc.
INDEX z z z z z z z z z
Competency Mapping Concept Competency Identification Steps Competency Identification Tools Tools : Example Change Competency Measurement Tools : Example of Day in the Life Of Tools : Example of Leadership Competency Mapping Tools : Example of Skills Matrix Competency Mapping & Development About Master Sun
Strategy Execution Methodology: Building Blocks Success of Key Tasks X Impact of Drivers = Success of Strategy Execution
Strategic Plan Health Check & Plan Alignment & Measurement - Balanced Scorecard Synergy : Org. Restructuring
Leadership Sponsorship Goal-Setting Follow Through Right Man-Right Job
People Capability Building Leadership Capability Productivity & Flexibility Continuous Improvement Linking HR to Performance Competency Mapping
Systems & Processes Management Control Systems Process Design , Re-engineering Best Practices Standard Operating Procedure IT Strategy & Automation
Change Management Minds Path Matrix Communications Attitudes & Climate Change Assessment Measurement
Project Management Progress & Outcomes Estimating Scheduling, WBS Taskforce, MAT Risk Management
Master Sun’s Approach to Human Capital Development Human Capital Capital Human Development Development Learning Learning
Effectiveness– –Team, Team,Personal Personal Effectiveness TeamLeadership, Leadership,Managerial Managerial Team
ProblemSolving Solving&&Decision DecisionMaking Making Problem E.g.:Six SixHat, Hat,Even EvenSwaps, Swaps,Pareto Pareto E.g.:
Functional– –Sales, Sales,Distribution, Distribution, Functional Service, Brand Building etc. Service, Brand Building etc.
SixSigma, Sigma,BPR BPR&&TQM TQMMethodologies Methodologies Six
Communication-Negotiation, Communication-Negotiation, Tel/Email/Video,Presentation Presentationetc. etc. Tel/Email/Video, Offsite&&Meets Meets : :Team TeamTasks, Tasks,Visioning Visioning, , Offsite Adventure/ Fun & Bonding etc. Adventure/ Fun & Bonding etc.
ChangeLeadership Leadership&& Change StrategyExecution Execution Strategy
Attitudes&&CapabilityCapabilityAttitudes ManagementClimate ClimateStudy Study Management
OrganizationalRestructuring, Restructuring, Organizational CompetencyMapping Mappingetc. etc. Competency
BalancedScorecard ScorecardImplementation Implementation Balanced
Leadership Assessment Assessment Leadership SituationalLeadership Leadership &&Situational
ChangeProgramme Programme Change Plan&&Pilot& Pilot&Execution Execution Plan
Performance&&Productivity Productivity Performance Management Management
CorporateArjuna Arjuna: : Corporate GreatManager ManagerProgramme Programme Great
VarianceAnalysis: Analysis: Variance ProblemSolving-Decision Solving-DecisionMaking Making Problem
Man-loading&&Flexibility FlexibilityAnalysis Analysis Man-loading
“You see, all the right things are written in books and research papers. The trick is to ensure that there is no gap between what is written in the books and your vision; from what is happening on the shop-floor and what is going on in the marketplace. That is execution. That is what makes the difference” Mukesh Ambani
http://www.mastersungroup.com [email protected] Sarvajeet : +91 9920803060
INDEX z z z z z z z z z
Competency Mapping Concept Competency Identification Steps Competency Identification Tools Tools : Example Change Competency Measurement Tools : Example of Day in the Life Of Tools : Example of Leadership Competency Mapping Tools : Example of Skills Matrix Competency Mapping & Development About Master Sun
Competency Mapping
Research indicates that •Source 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.
CONCEPT OF ROLE z z
Expectations of significant others and self Linking concept z z z
z
Individual Team organization
Different from position
Dr. MG Jomon, XIMB
CONCEPT OF COMPETENCY z
Skill: z
z
Talent: z
z
Ability accomplish Inherent ability
Competency: z z
Underline characteristics that give rise to skill accomplishment Knowledge, skill and attitude
Dr. MG Jomon, XIMB
DEFINITION z
First popularized by Boyatzis (1982) with Research result on clusters of competencies:
z
“A capacity that exists in a person that leads to behaviour that meets the job demands within parameters of organizational environment, and that, in turn brings about desired results”
Dr. MG Jomon, XIMB
COMPETENCY VS. COMPETENCE z z z
Competency: A person- related concept that refers to the dimensions of behaviour lying behind competent performer. Competence: A work- related concept that refers to areas of work at which the person is competent Competencies: Often referred as the combination of the above two.
TYPES OF COMPETENCIES z z
Generic or specific: Threshold or performance: z z
z
Basic competencies required to do the job, which do not differentiate between high and low performers Performance competencies are those that differentiate between high and low performers
Differentiating Competencies: z
Behavioral characteristics that high performers display
Dr. MG Jomon, XIMB
COMPETENCIES APPLICATIONS z
Competency frameworks: Define the competency requirements that cover all the key jobs in an organization. This consists of generic competencies.
z
Competency maps: Describe the different aspects of competent behaviour in an occupation against competency dimensions such as strategic capability, resource management and quality.
z
Competency profiles: A set of competencies that are require to perform a specified role.
Dr. MG Jomon, XIMB
MACRO COMPETENCY MANAGEMENT STRATEGIC FRAMEWORK
Organizational Strategy Vision, Mission, Values, Strategic, Intent, Corporate Governance, Corporate Social Responsibility & Ethics
Business Strategy Business Plan & Goals, Culture People, Technology
Teamwork Strategy Leadership, Communication Conflict Management, Interpersonal Skills, Project Orientation, Self Managed Teams (SMT)
Role Strategy Ability, Autonomy, Multiskilling, Task identity, Performance Evaluation & rewards and performance development
COMPETENCY FRAMEWORK
Core Competencies (Organizational wide)
Business Competencies (SBU specific)
Team Competencies (Project driven)
Role Competencies (Role wise)
COMPETENCY MODELING FRAMEWORK
Stakeholder Interest Market Positioning
Achieving Business Targets Employee Satisfaction
Profit Center Orientations Team Development & Synergy
Performance Accomplishment Individual Development
ROLE COMPETENCIES z z
A set of competencies required to perform a given role Each competency has a skill set
Dr. MG Jomon, XIMB
INDEX z z z z z z z z z
Competency Mapping Concept Competency Identification Steps Competency Identification Tools Tools : Example Change Competency Measurement Tools : Example of Day in the Life Of Tools : Example of Leadership Competency Mapping Tools : Example of Skills Matrix Competency Mapping & Development About Master Sun
IDENTIFICATION OF ROLE COMPETENCIES z z z z
Structure and list of roles Definition of roles Job description Competency requirement
Dr. MG Jomon, XIMB
STRUCTURE AND LIST OF ROLES: STEPS z z z z
Organizational structure study and examination List all the roles in the structure Identify redundant and overlapping roles Final list of roles
Dr. MG Jomon, XIMB
DEFINITION OF ROLE: STEPS z z z z
Identify KPAs of the role Link the KPAs with Dept. and Organizational goals State the content of the above in one or two sentences Position the role in perspective with that of others
Dr. MG Jomon, XIMB
JOB DESCRIPTION: STEPS z
List down all the activities/tasks z z
z
small and big Routine and Creative
Categorize activities under major heads
Dr. MG Jomon, XIMB
COMPETECNY IDENTIFICATION: STEPS z
Identify against each activity the following: z z z z z z z
z z
Role holder interview and listing Day in the Life of Study Internal/External customer interview and listing Star performer interview and listing Role holder critical incident analysis Change Competency Study Benchmarking
Consolidate the above and make a checklist of competencies Rank- order and finalize on 5/6 competencies critical to the role
Dr. MG Jomon, XIMB
INDEX z z z z z z z z z
Competency Mapping Concept Competency Identification Steps Competency Identification Tools Tools : Example Change Competency Measurement Tools : Example of Day in the Life Of Tools : Example of Leadership Competency Mapping Tools : Example of Skills Matrix Competency Mapping & Development About Master Sun
COMPETENCY IDENTIFICATION TOOLS z
Behaviour & Skills z
Benchmark Job Requirements z
z
z
Client Company Requirements against a Key Competitor
Outcomes : Organizational, Team & Individual Requirements
Performance z
Benchmark Performance Measures z
Client Company Requirements against a Key Competitor
z
Outcomes : Organizational, Team & Individual Requirements
z
Benchmarking Customer Expectations z z
Quantitative Questionnaire comparing Category Players with a valid sample size Outcomes : Organizational, Team & Individual Requirements & Gaps
EXAMPLE : BENCHMARKING JOB REQUIREMENTS
Example : Benchmarking Customer Expectations
RELATIVE DISTANCE FROM AVG HDFC ICICI BANK Citibank BANK
IMP.
AVG PERF
Phone Banking -PBO Competence
5.25
51
-12
11
1
Phone Banking - Call transfer and hold experience
5.20
21
-26
15
11
Servicing - Time of receiving the statement
5.18
60
-14
2
11
Phone Banking -PBO Impression
5.15
63
-8
9
-1
Phone Banking- Time taken to connect to PBO
5.13
23
-22
11
11
Servicing - Product related features
5.10
48
-6
-4
11
Servicing – Special Request HIGH IMPORTANCE - HIGH PERFORMANCE
5.08
35
-15
9
6
Servicing-Accuracy and Ease of understanding the statement
5.26
71
-10
2
8
Internet Banking – Access & Browsing
5.07
69
7
7
-14
HIGH IMPORTANCE - LOW PERFORMANCE
COMPETENCY IDENTIFICATION TOOLS z
Attitude – Change Competency & Attitudinal Study z z
Set of Questions measuring 8 types of change competencies Measures & identifies gaps z z z z z z z z
z z z
Management Style System Orientation Organisation Culture/Decision Making Quality Orientation Customer Service Openness to Change Communication Accountability
Also looks at perceived performance & opportunities for improvement Benchmarking against other capable organizations Outcomes : Organizational, Team & Individual Gaps
COMPETENCY IDENTIFICATION TOOLS z
Behaviour & Skills- Day in the Life of Key Managers z z z z
Snapshot of Productivity & Effectiveness of Key Managers 4 -8 Hours observation of critical skills, behaviour & attitude to succeed Measurement of AS-IS, DESIRED & SHOULD-BE Outcomes : Organizational, Team & Individual Gaps
z
Behaviour & Skills : The Skills Matrix
z
Behaviour & Skills- Top Performer Survey z z
z
20 top performers of Client Company and let them calibrate and rank the necessary competencies for superior performance Outcomes : Organizational, Team & Individual Requirements
Values : Top management interviews z
Outcomes : Key Values to Uphold
INDEX z z z z z z z z z
Competency Mapping Concept Competency Identification Steps Competency Identification Tools Tools : Example Change Competency Measurement Tools : Example of Day in the Life Of Tools : Example of Leadership Competency Mapping Tools : Example of Skills Matrix Competency Mapping & Development About Master Sun
Example of Change Competency : Leading Indian Diversified Company
Profile Of Respondents Unknowns
5
SBU
1
DM & Above
3
BM
7
AM
3
AE
12
0
2
4
6
8
10
12
14
100%
Change Competencies :Individual Perception
90% 80% 70% 60% 50% 40% 30% 20% 10% 0%
Management Style
System Orientation
Org Structure / Decision Making
Quality
Customer Service
Change
Communication
Accountability
100%
Change Competencies : Company Perception
90%
80%
70%
60%
50%
40%
30%
20%
10%
0% Management Style
System Orientation
Org Structure / Decision Making
Quality
Customer Service
Change
Communication
Accountability
Attitude Profile 100% 90% 80% 70% 60% 50% 40% 30% 20% 10%
Strong
Capable
Requires training
Weak
67
64
61
58
55
52
49
46
43
40
37
34
31
28
25
22
19
16
13
10
7
4
1
0%
Attitude Profile: Levels 100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
AE
Strong
AM
BM
Capable
DM & Above
SBU
Requires Training
Unknowns
Weak
INDEX z z z z z z z z z
Competency Mapping Concept Competency Identification Steps Competency Identification Tools Tools : Example Change Competency Measurement Tools : Example of Day in the Life Of Tools : Example of Leadership Competency Mapping Tools : Example of Skills Matrix Competency Mapping & Development About Master Sun
Example: Day in the Life of Cement Salesman Selling through the Retail Channel
DILO SALESMAN - AHMADABAD
DILO SALESMAN - AHMADABAD Activity Time
Observations
940 Traveling Left from the office at Ashram Road, heading out to the field.
Comments Most of the times the Sales officer does not start his day from the office, he directly heads out to the field from his residence. The only time the sales officer is scheduled to spend time in the office is on Saturday afternoon for completing paper work and reports.
950 Traveling
1000 Traveling
1010 Traveling
1020 Delivery / Order Taking Reached the office of Ambica Enterprises. The salesman gets a call on the
The salesman frequently uses his mobile phone to conduct business activity. Certain
mobile from some other dealer and has to arrange for some stock to be
critical business decisions are done by him on the e mobile. Currently he uses a personal
delivered to him. There is some problems with torn bags, that the sales officer
mobile phone which is not issued by the company.
addresses and solves on the phone 1030 Passive Selling The sales officer starts doing small talk about the business in the local area The dealer seems to be interested in some accounting and paperwork and gives little attention to the sales officer at first. The sales officer is talking about schemes of sales promotion to the dealer. The dealer, suddenly gets involved and is quite critical of the schemes, he says that the rates of L&T are cheaper and more profitable. Also says that GAC has better credit terms. They also speak of GAC schemes. The sales officer admits that L&T is cheaper, but explains nothing further in terms of quality, service, etc. Dealer also complains about some undercutting
Mobile phones are now considered an essential sales tool and should be made available to the sales officers
DILO SALESMAN - AHMADABAD Activity Time
Observations
Comments
in the market, he's seen Siddhi available cheaper in the market. Sales officer asks him to call up accounts and confirm. The dealer sneers at him and says he doesn’t trust people at accounts at all. The sales officer asks the dealer to place more orders. The dealer refuses.
There are dealers who deal in both, Siddhi and Hathi cement. In some areas, there are no
While leaving as a passing comment, the sales officer asks him about sales of
sales of Hathi at all, and dealers are uninterested in selling Hathi.
1040 Hathi, the dealer says its nil, he says Hathi wont sell here at all.
Reach Sun traders, a dealer one block away. This dealer has a retail counter. The sales officer does some small talk about the business. Sales officer looks in the back of the store for the status of stock with the 1050 dealer. The sales officer gets phone call on mobile from the office.
The primary responsibility of the sales officer is Sales promotion and schemes, the sales officer is not playing a direct role in pushing volumes, tracking sales targets, and volumes
The dealer is keen to know when he would get his sales promotion articles like
The sales officer is involved with only soft sales activities like schemes and promotions
books, caps, etc. The salesman assures him that they are on its way and
and not frontline sales activities
explains the sales promotions to the dealer in detail. The sales officer pushes the dealer to sell more volumes to avail of more sales promotion benefits and schemes Siddhi brand has very good visibility in the dealer's shop, there are large paintings inside and outside the shop. The dealer also has a paper weight of JK white cement and a Pen stand of Birla white cement. 1100 Passive Selling Reached Rashmi trading, the person responsible was not there. The people in the shop were not sure where he'd gone. The sales officer spent 5 mts chatting with the sales officer about the potential entry of Sanghi cement and other small talk about the market in general.
DILO SALESMAN - AHMADABAD Activity Time
Observations
Comments
1105 Reached a sub-dealer's shop nearby, the sub dealer was not used to the sales officer visiting his shop and seemed a bit uncomfortable at first, he started getting less edgy later. Sub-dealer says that its very difficult to sell Hathi, people ask for GAC and siddhi cement by name. 1110 Sales officer started chatting with someone else in the sub dealer's shop about the business, the other person was working in some other shop and was now looking for doing some business of his own. 1120 Traveling
1130 Passive Selling Maru - a dealer, says that there is not much money in the cement business he is of the opinion that there's more money in the fixtures business and he has to keep cement only to fill the complete order of his customers. All customers keep track of the cement prices from the different shops in the market before placing the order for the cheapest brand. The salesman talks to the dealer as a person of authority about the cement business and advices him on the nuances of the cement trade. The dealer is not completely convinced Visited Laxmi traders, the owner was not available. Reach Shri Uma traders, the dealer is concerned about the potential entry of Sanghi Cement, the sales officer tries to pacify his concerns. 1140 Suddenly there is a scooter accident across the road, a lady driver bangs into
The sales officer is very involved in developing a congenial relationship with the dealers.
a scooter rider and all conversation for the next 5 minutes is directed towards
He tries hard to be friendly with the dealer, but he is not revered and considered with a lot of
the accident. The sales officer joins with retorts in the discussion.
respect in the trade, since he is not directly involved in the sales process.
DILO SALESMAN - AHMADABAD Activity Time
Observations
Comments
The group continues its small talk about the market place and the business. Sales officer starts asking the dealer about his targets and actual sales, the dealer is not very concerned and takes this query very lightly. He says he's doing all right but not so well on his target. The sales officer has no further comments suggestions or reprimands about sales targets There is a contractor in the dealers shop, the dealer gives some Siddhi caps to the contractor as a goodwill gesture, the contractor asks for a bag to carry the caps, the dealer helper boy stuffs all the Siddhi caps into a JK cement plastic bag. The sales officer starts chatting with the contractor about the business. The conversation goes to construction techniques, the contractor says that he
The sales officer in his keenness to get along with the people from the trade is passing on
uses a Vibrator to mix the cement. The sales officer tells him that although using information which could be potentially detrimental to the business. a vibrator is a good practice, vibrators increase the consumption of cement. He says " I wouldn’t normally say this to people, but I am telling you". 1150 Traveling
1200 Passive Selling Reach a dealer of GAC. The sales officer says that he visits the competition dealer on a regular basis to collect information and to find potential converters The dealer doesn’t show too much interest and seems to be pre-occupied. The shop has many other hardware items besides Ambuja cement and the visibility of the GAC brand is not that strong. There is a Siddhi Cement calendar on one of the walls of the shop. The sales officer and the dealer do some small talk about the market and the business and the potential entry of Sanghi cement.
DILO SALESMAN - AHMADABAD Activity Time
Observations
Comments
A potential consumer comes to the counter and asks for cement, he wants to know the prices of all brands. The dealer says he keeps only GAC, the customer walks off without saying anything else, not even asking for the price. 1210 Passive Selling Ashok trading - the sales officer looks at the stock in the shop, talks with the helper boys. The owner is out of town and the boys are looking after the shop. He gives them phone numbers of important people to contact for stock and also his personal number, including his mobile number. 1220 Reach Bhagya Lakshmi hardware, a potential dealer who has shown some interest in joining up. The sales officer tries to convince him to take dealership He talks about rates and schemes to the shop owner, the owner is not very convinced. The sales pitch is not successful. Reach Gayatri traders, the sales officer asks for the status of the stock. The dealer then asks for Sales promotion material like caps etc which was promised to him in the past. The sales officer makes a call to the office and organizes for the material to be delivered to the dealer. 1230 Active Selling Visit an upcoming construction site.
The sales officer gets a few leads about non-trade opportunities from the market place.
The sales officer asks for a senior person by name and is told to wait for a
He visits the site offices of the building contractors as soon as he gets the leads. The
while. The site engineer comes after a while. The sales officer introduces
leads are not passed to the non-trade sales office immedietly.
himself and asks the site engineer to contact him if he has any cement requirement. The site engineer asks in a cynical tone what would he do if he was to be contacted. The sales officers says "then I'll give you a rate". The site engineer enquires about the present rate, the sales offices says that the non trade rate varies and he would be giving him a rate only when there is a
DILO SALESMAN - AHMADABAD Activity Time
Observations
Comments
requirement. This irritates the site engineer, who says that he has an immediate requirement and wants to know the rate right then. The sales officer is a bit shaken by the attitude and tells him a price. There is a very negative reaction from the site engineer, who sneers at the prices comparing them with the prices of Rajasthan brands. The sales officer immedietly reduces the price by 1 Re.
1240 The site engineer still shows no interest in the proposal. He talks about the rates of Binani Cement. The sales officer admits that the Rajastahan rates
The sales officer bases his entire sales pitch around rates. He starts the conversation by offering "Non Trade" rates to the site engineer. There is no mention of any other function of
would be Rs. 4 cheaper than Gujarat rates always. If Gujarat player bring down
the cement or of the brand in the whole sales pitch, no mention of quality, brand, service,
rates, the Rajasthan players would follow suit and rates would further reduce.
consistency, etc.
The site engineer comments that Siddhi and Hathi rates were the same some
builder and relies upon his skills and understanding of the trade segment to sell to him.
The sales officer is not in a position to understand the nature of the specific needs of the
time back, and now they are different. He doesn’t understand why? The sales
Ideally he should pass the lead of "Non trade" sales to specialist sales officer who is involved
officer doesn’t give him a convincing reply.
in the activity on a day to day basis.
The Sales officer says that the company moves along with the market and they will always be 4 Rs. more expensive than the Rajasthan brands.
1255 Active Selling Visit another upcoming project site. The responsible person is busy and asks the sales officer to wait. The head of the office then gives the sales officer the name and number of the purchase manager for the builder who takes decision of cement purchase. The Sales officer takes down the details and starts pitching to the head of the office. He again starts with "Non Trade" rates and goes on about the rate talks. The prospect tells him that off hand the rates look very high but he should talk to the purchase manager for the negotiations.
DILO SALESMAN - AHMADABAD Activity Time
Observations
Comments
1300 Passive Selling Reach Ambika trading. The sales officer does small talk about the market
There are a few places where the sales officer visits in his PJP and makes no conversation
and the business. The dealer talks about the potential entry of Sanghi cement.
about either sales or sales promotions. The conversation is very superficial and generic.
The sales officer doesn't talk about schemes and sales promotions at all in the whole conversation.
1325 Lunch
1340 Lunch
1350 Lunch
1400 Passive Selling Reach Laxmi traders. The owner is not there, the sales officer does some enquires about stocks and business to the person handling the shop. 1410 Traveling
1420 Passive Selling Niranjan trading company. The sales officer only indulges in small talk. There is no conversation about Sales or Sales promotions
1440 Passive Selling Dhanraj traders - Ambuja Dealer. The sales officer tries to connect with the dealer and get information about GAC.
DILO SALESMAN - AHMADABAD Activity Time
Observations
Comments
The dealer shows some friendly signs and the conversation goes to the potential The potential entry of Sanghi cement is a very hot topic of discussion in the field. All dealers entry of Sanghi cement.
have some concern about the entry of the new player and the aggressive actions that are
The sales officer carries on small talk about the business with dealer.
expected. There is a lot of concern and fear in the market. The Sales officer tries to address all these issues by downplaying the Sanghi brand and the inconsistency of their entry strategy
1450 Passive Selling Reach Rajdeep Corporation. The sales officer makes some small talk about the
But, the sales officer doesn’t lose a single opportunity to make conversation about the potential entry.
business. He then talks about schemes and promotions. More small talk about the business and the potential entry of Sanghi Cement
1500 Available
The sales officer spends one and half hours with a new dealer who has no interest in the
Reach Jay International. Mr. Bhavesh, the person responsible is not available.
trade segment. The dealer only has contacts in the non-trade market. He has an office on the
The sales officer makes small talk with the people in the office while waiting for
5th floor of a commercial building with no storage space or retail counter.
Bhavesh. The conversation automatically steers towards the entry of Sanghi cement. 1510 Available
1520 Bhavesh enters. He is a new dealer who has recently taken dealership. He is keen on the non-trade segment of the business and take very little interest in the trade segment. The dealer has no retail counter, his office is on the 5th floor of a commercial building in an official locality. The dealer has very little awareness of the functionality of the company and asks 1530 the sales officer to explain him the functionality in detail.
The sales officer explains to the dealer everything from Pricing, to credit notes, discounts, schemes and sales promotions.
DILO SALESMAN - AHMADABAD Activity Time
Observations
1540
The dealer on understanding the detail comments that it is quite possible that there is some opportunity for officers to take advantage of the confusing pricing and discounting structures. 1550 The sales officer explains the terms and conditions of the dealership.
1600 The dealer has queries about the competition and wants to know how to counter the cheaper pricing of the Rajasthan brands. The sales officer says, that’s the way the market works and its difficult to counter argue on the cheaper pricing. 1610 The dealer probes further, finally the sales officer says that the quality is better. Says that the compressive strength is more. The sales officer also mentions that the service levels of the company are good. But leaves the concepts quite vague. 1620 The dealer was not clear about the concept of better service. The conversation goes back to pricing and discounts.
1630 Traveling
1640 Administration Reach the office of Vinay trading - a Sales promoter The sales officer talks to the promoter about the business and the sales situation. He asks the promoter his opinion about the Rack systems as there's been a request to collect the opinions of all promoters. The Sales officer reads out a few questions from a printout of an email, and listens to the responses of the promoter but he never takes down any comment from the promoter. He keeps no written 1650 record of the option of the sales promoter. Places a call to the office. Speaks to a colleague about the email to collect
Comments
DILO SALESMAN – AHMEDABAD HOW HE ACTUALLY SPENT THE DAY How the salesman actually spent the day
5% 2% 5%
23%
54%
11%
Active Selling
Delivery / Order Taking
Administration
Travelling
Passive Selling
Available
DILO SALESMAN – AHMEDABAD HOW HE THOUGHT HE SPENT THE DAY How the salesman thought he spent the day
31%
6%
11%
22%
22%
Active Selling
Delivery / Order Taking
Administration
Travelling
Passive Selling
Available
8%
DILO SALESMAN – AHMEDABAD HOW HE WANTS TO SPEND THE DAY How the salesman would like to spend the day
33%
6%
22%
33%
Active Selling
Delivery / Order Taking
Administration
Travelling
Passive Selling
Available
6%
DILO SALESMAN - AHMEDABAD Customer Checklist 1
Outlet no I
2
3
4
5
6
7
8
9
PREPARATION: HAS THE SALESMAN?
1/ Planned his route to minimise travel time?
Y
Y
Y
Y
Y
Y
Y
Y
Y
2/ Phoned prospects/clients in advance to confirm mtg?
Y
N
N
N
N
N
N
N
N
3/ Read his client notes to refresh his memory?
N
N
N
N
N
N
N
N
N
4/ Set himself an objective for the meeting?
N
N
N
N
N
N
N
N
Y
5/ Prepared a sales presentation/sales material?
N
N
N
N
N
N
N
N
N
6/ Dressed to suit the client he will be visiting?
Y
Y
Y
Y
Y
Y
Y
Y
Y
7/ Prepared a list of expected objections and
N
N
N
N
N
N
N
N
N
1/ Greet the client with a smile and firm handshake?
Y
N
N
N
N
Y
N
N
N
2/ Enquire after the clients family/health/hobbies?
N
N
N
N
N
N
Y
N
N
3/ Adapt his voice and manner to suit the person?
N
Y
Y
Y
Y
Y
Y
Y
N
4/ Adopt an open and friendly posture?
Y
Y
Y
Y
Y
Y
Y
Y
Y
how to handle them?
II BUILDING THE RELATIONSHIP: DOES THE SALESMAN?
DILO SALESMAN - AHMEDABAD Outlet no
1
2
3
4
5
6
7
8
9
III IDENTIFYING THE NEEDS AND OBJECTIONS:DOES THE SALESMAN? 1/ Dealing with the person in the position to buy?
Y
Y
Y
Y
N
Y
Y
Y
Y
2/ Explaining the benefits rather than the features?
N
N
N
N
N
N
N
N
N
3/ Making a list of the clients objections?
N
N
N
N
N
N
N
N
N
4/ Asking open ended questions?
N
N
N
N
N
N
N
N
N
5/ Listening 70% of the time?
N
N
N
N
N
N
N
N
N
1/ Attempt a conditional close?
N
N
N
N
N
N
N
N
N
2/ Attempt an alternative close?
N
N
N
N
N
N
N
N
N
3/ If he receives a "no" , asks why and goes back to the previous step N
N
N
N
N
N
N
N
N
4/ Ask for the order?
N
N
N
N
N
N
N
N
Y
5/ Shut up after asking for the order?
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
2/ List objections/actions for next meeting with dates?
N
N
N
N
N
N
N
N
N
3/ Record all objections received and non-handled?
N
N
N
N
N
N
N
N
N
4/ Record details of the competition prices and products?
N
N
N
N
N
N
N
N
N
IV CLOSING THE DEAL: DOES THE SALESMAN?
V ADMINISTRATION: DOES THE SALESMAN? 1/ Fill in his client record immediately after while still fresh in his mind?
DILO SALESMAN - AHMEDABAD Customer Checklist Outlet no I
10
11
12
13
14
15
PREPARATION: HAS THE SALESMAN?
1/ Planned his route to minimise travel time?
Y
Y
Y
Y
Y
Y
2/ Phoned prospects/clients in advance to confirm mtg?
N
N
Y
N
N
N
3/ Read his client notes to refresh his memory?
N
N
N
N
N
N
4/ Set himself an objective for the meeting?
Y
N
N
N
N
N
5/ Prepared a sales presentation/sales material?
N
N
N
N
N
N
6/ Dressed to suit the client he will be visiting?
Y
Y
Y
Y
Y
Y
7/ Prepared a list of expected objections and
N
N
N
N
N
N
1/ Greet the client with a smile and firm handshake?
N
Y
N
N
N
N
2/ Enquire after the clients family/health/hobbies?
N
Y
N
N
N
N
3/ Adapt his voice and manner to suit the person?
N
Y
Y
N
Y
Y
4/ Adopt an open and friendly posture?
Y
Y
Y
Y
Y
Y
how to handle them?
II BUILDING THE RELATIONSHIP: DOES THE SALESMAN?
DILO SALESMAN - AHMEDABAD Outlet no
10
11
12
13
14
15
III IDENTIFYING THE NEEDS AND OBJECTIONS:DOES THE SALESMAN? 1/ Dealing with the person in the position to buy?
N
Y
Y
Y
Y
N
2/ Explaining the benefits rather than the features?
N
N
N
N
N
N
3/ Making a list of the clients objections?
N
N
N
N
N
N
4/ Asking open ended questions?
N
N
N
N
N
N
5/ Listening 70% of the time?
Y
N
N
N
N
N
1/ Attempt a conditional close?
N
N
N
N
N
N
2/ Attempt an alternative close?
N
N
N
N
N
N
3/ If he receives a "no" , asks why and goes back to the previous step N
N
N
N
N
N
4/ Ask for the order?
Y
N
N
N
N
N
5/ Shut up after asking for the order?
N
N
N
N
N
N
N
N
N
N
N
N
2/ List objections/actions for next meeting with dates?
N
N
N
N
N
N
3/ Record all objections received and non-handled?
N
N
N
N
N
N
4/ Record details of the competition prices and products?
N
N
N
N
N
N
IV CLOSING THE DEAL: DOES THE SALESMAN?
V ADMINISTRATION: DOES THE SALESMAN? 1/ Fill in his client record immediately after while still fresh in his mind?
INDEX z z z z z z z z z
Competency Mapping Concept Competency Identification Steps Competency Identification Tools Tools : Example Change Competency Measurement Tools : Example of Day in the Life Of Tools : Example of Leadership Competency Mapping Tools : Example of Skills Matrix Competency Mapping & Development About Master Sun
OBJECTIVES OF THE STUDY z
Assessment of suitability of leadership competencies of individual leaders in “Change Management” situations
METHODOLOGY z
Leadership Competency Feedback (LCF) Study – Feedback from Cohorts z z z z z
Questionnaire based feedback from cohorts : boss, 3 peers & 3 sub-ordinates Self rating on various behaviours incorporated Analyses performance on 20 leadership behaviours Analysis of behaviours critical to change leadership Analysis of self vs. others
LEADERSHIP BEHAVIOURS FEEDBACK ANALYZED Behaviour
Code
Describes a Future We Believe
1
Builds a Strategic Approach
2
Fosters a Sense of Pride
3
Respects & Trusts Others
4
Communicates Effectively & Openly
5
Demonstrates Flexibility in Management Style
6
Encourages Innovation or Creativity
7
Fosters a Cooperative Work Environment
8
Learns from Others
9
Delegates & Involves Others
10
Develops Staff
11
Provides Feedback or Encouragement
12
Is Fair & Ethical to Others
13
Displays Responsibility & Self Management
14
Rigorous in Their Approach
15
Makes Things Happen
16
Uses Resources Effectively
17
Manages Performance
18
Achieves Planned Results Actively seeks feedback & Encourages Criticism
19 20
LCF Sample Charts: Comparative Analysis of Behaviours: Self vs. Cohorts Self Vs. Cohort 7.0
6.0
5.0
4.0
3.0
2.0
1.0
0.0 1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
Behaviour Code (Refer Legend)
Self Average
Total Cohort Average
16
17
18
19
20
LCF Sample Charts : Analysis of Change Leadership Self Vs. Cohort :Change Leadership Behaviours Achieves Planned Results Manages Performance Uses Resources Effectively Makes Things Happen Rigorous in Their Approach Develops Staff Delegates & Involves Others Demonstrates Flexibility Communicates Effectively & Openly Builds a Strategic Approach Describes a Future We Believe 0.0
1.0
2.0
3.0
Self Average
4.0
5.0
Total Cohort Average
6.0
7.0
INDEX z z z z z z z z z
Competency Mapping Concept Competency Identification Steps Competency Identification Tools Tools : Example Change Competency Measurement Tools : Example of Day in the Life Of Tools : Example of Leadership Competency Mapping Tools : Example of Skills Matrix Competency Mapping & Development About Master Sun
Skills Matrix
Objective :The matrix helps to monitor the area wise, individual wise skills needed.
57
SKILLS MATRIX z
Tools
z
The Matrix helps to identify the gap between the people who are untrained , trained and experienced enough to train the others.
z
It helps in identifying the skills attained by individuals and by area
z
It is the tool which helps to focus on the training needs and helps to prepare the schedule .
58
SKILLS MATRIX z
Skill Matrix Example for Tata SSL
Figure indicates the % Multiskill attained by a area/ division/ region.
Skill Matrix for TSSL % Multi-Skill attained by area
% people trained for particular skill
90.0
Influencing Skills
90.0
Team Building
90.0
Team Motivation
90.0
Change Management
Rajesh Jadhav
Sanjeev Singh
MULTI-SKILL
Prashant Nagle
% TRAINED PEO PLE BY SKILL
100.0 0.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 Jagdish Anne
% SKILL ATTAINED BY INDIVIDUAL
90.0
Figure indicates the %skill attained by 100.0 individual.
T
UT
TR
TR
TR
TR
The TR individual TR TR TR
T
UT
TR
TR
TR
TR
TR
TR
TR
TR
T
UT
TR
TR
TR
TR
TR
TR
TR
TR
T
UT
TR
TR
TR
TR
TR
TR
TR
TR
The skills required by individual
to be trained
59
SKILLS MATRIX Skill Matrix for TSSL 90.0
% M ulti-Skill attained by area
Influencing Skills Team Building Team Motivation Change Management Behaviourial Understanding Training Ability Presentation Verbal Communications Listening Product Knowledge Marketing Essentials Selling Essentials Financial Knowledge Process / System / Structure Consumer Behaviour Decision Making DMCS System understanding
T T T T T T T T T T T T T T T T T
UT UT UT UT UT UT UT UT UT UT UT UT UT UT UT UT UT
TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR
Rajesh Jadhav
90.0 90.0 90.0 90.0 90.0 90.0 90.0 90.0 90.0 90.0 90.0 90.0 90.0 90.0 90.0 90.0 90.0
Sanjeev Singh
MULTI-SKILL
0.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0
Prashant Nagle
% TRAINED PEOPLE BY SKILL
100.0
Jagdish Anne
% SKILL ATTAINED BY INDIVIDUAL
TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR
TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR
TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR
TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR
TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR
TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR
60
TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR
SKILLS MATRIX Skill Matrix for Distributor 90.0
% M ulti-Skill attained by area
90.0 90.0 90.0 90.0 90.0 90.0 90.0 90.0 90.0 90.0 90.0 90.0 90.0 90.0 90.0
Influencing Skills Team Building Team Motivation Behaviourial Understanding Training Ability Verbal Communications Listening Product Knowledge Marketing Essentials Selling Essentials Financial Knowledge Process / System / Structure Consumer Behaviour Decision Making DMCS System understanding
T T T T T T T T T T T T T T T
UT UT UT UT UT UT UT UT UT UT UT UT UT UT UT
100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 M/s Dubey & co
MULTI-SKILL
0.0 Maheswari steels
% TRAINED PEOPLE BY SKILL
100.0 Laxmi Steels
% SKILL ATTAINED BY INDIVIDUAL
TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR
TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR
TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR
TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR
TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR
TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR
TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR
61
TR TR TR TR TR TR TR TR TR TR TR TR TR TR TR
INDEX z z z z z z z z z
Competency Mapping Concept Competency Identification Steps Competency Identification Tools Tools : Example Change Competency Measurement Tools : Example of Day in the Life Of Tools : Example of Leadership Competency Mapping Tools : Example of Skills Matrix Competency Mapping & Development About Master Sun
COMPETENCY ASESSMENT z
Following methods are used: z z z z z z z
Assessment/Development Centre 360 Degree feedback Role plays Case study Structured Experiences Simulations Business Games
Dr. MG Jomon, XIMB
COMPETENCY ASSESSMENT z
Following tools are used: z z z z z
360 Degree feedback Role plays Benchmarking & Case study Change Competency Study Top Performer Survey
Dr. MG Jomon, XIMB
COMPTENCY DEVELOPMENT Role
Dr. MG Jomon, XIMB
Identified competencies
Assessment result
Areas of improvement
Action plan
COMPETENCY MAPPING z z
Strategy structure congruence Structure role congruence z z z
z z z z
Each role to be unique Non-Repetitive Value adding
Vertical and horizontal role congruence Ensure non repetitive tasks in two different roles Ensure core competencies for each task Link all the above and position to bring in competitive advantage
Dr. MG Jomon, XIMB
INTEGRATION OF HR SYSTEMS (Competency based HR practices) Performance Management System
Reward System
Recruitment & Selections
Competency requirement Competency availability Competency acquisition/ Development
Training /development Plans & Programmes
Career Plan & Career Development
Succession plans & Succession Development
SOME OF THE DELIVERABLES z z z z z
Role Directory Competency Profiles Competency Mapping Competency based HR Initiatives Various Recommendations: Relating to structure, performance, incentivization, capability training etc.
INDEX z z z z z z z z z
Competency Mapping Concept Competency Identification Steps Competency Identification Tools Tools : Example Change Competency Measurement Tools : Example of Day in the Life Of Tools : Example of Leadership Competency Mapping Tools : Example of Skills Matrix Competency Mapping & Development About Master Sun
Strategy Execution Methodology: Building Blocks Success of Key Tasks X Impact of Drivers = Success of Strategy Execution
Strategic Plan Health Check & Plan Alignment & Measurement - Balanced Scorecard Synergy : Org. Restructuring
Leadership Sponsorship Goal-Setting Follow Through Right Man-Right Job
People Capability Building Leadership Capability Productivity & Flexibility Continuous Improvement Linking HR to Performance Competency Mapping
Systems & Processes Management Control Systems Process Design , Re-engineering Best Practices Standard Operating Procedure IT Strategy & Automation
Change Management Minds Path Matrix Communications Attitudes & Climate Change Assessment Measurement
Project Management Progress & Outcomes Estimating Scheduling, WBS Taskforce, MAT Risk Management
Master Sun’s Approach to Human Capital Development Human Capital Capital Human Development Development Learning Learning
Effectiveness– –Team, Team,Personal Personal Effectiveness TeamLeadership, Leadership,Managerial Managerial Team
ProblemSolving Solving&&Decision DecisionMaking Making Problem E.g.:Six SixHat, Hat,Even EvenSwaps, Swaps,Pareto Pareto E.g.:
Functional– –Sales, Sales,Distribution, Distribution, Functional Service, Brand Building etc. Service, Brand Building etc.
SixSigma, Sigma,BPR BPR&&TQM TQMMethodologies Methodologies Six
Communication-Negotiation, Communication-Negotiation, Tel/Email/Video,Presentation Presentationetc. etc. Tel/Email/Video, Offsite&&Meets Meets : :Team TeamTasks, Tasks,Visioning Visioning, , Offsite Adventure/ Fun & Bonding etc. Adventure/ Fun & Bonding etc.
ChangeLeadership Leadership&& Change StrategyExecution Execution Strategy
Attitudes&&CapabilityCapabilityAttitudes ManagementClimate ClimateStudy Study Management
OrganizationalRestructuring, Restructuring, Organizational CompetencyMapping Mappingetc. etc. Competency
BalancedScorecard ScorecardImplementation Implementation Balanced
Leadership Assessment Assessment Leadership SituationalLeadership Leadership &&Situational
ChangeProgramme Programme Change Plan&&Pilot& Pilot&Execution Execution Plan
Performance&&Productivity Productivity Performance Management Management
CorporateArjuna Arjuna: : Corporate GreatManager ManagerProgramme Programme Great
VarianceAnalysis: Analysis: Variance ProblemSolving-Decision Solving-DecisionMaking Making Problem
Man-loading&&Flexibility FlexibilityAnalysis Analysis Man-loading
“You see, all the right things are written in books and research papers. The trick is to ensure that there is no gap between what is written in the books and your vision; from what is happening on the shop-floor and what is going on in the marketplace. That is execution. That is what makes the difference” Mukesh Ambani
http://www.mastersungroup.com [email protected] Sarvajeet : +91 9920803060
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