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COMPETENCY PROFILING

- MCCD ASSIGNMENT

Prepared ByAbhishek (H11002) | Priyanka Ahuja (H11040)

TABLE OF CONTENTS

EXECUTIVE SUMMARY ....................................................................................................................... 2 CANDIDATE PROFILE .......................................................................................................................... 3 BEHAVIORAL EVENTS INTERVIEW .................................................................................................... 4 Behavioral Codes and Competency Label.......................................................................................... 4 Competency Dictionary Used ............................................................................................................. 5 Dominant Competencies .................................................................................................................... 6 COMPETENCY BASED INTERVIEW .................................................................................................... 7 Definition of Practical Creativity .......................................................................................................... 7 Set of questions to test the competency ............................................................................................. 7 Evidence for each indicator ................................................................................................................ 8 Summary of evidence......................................................................................................................... 9 Rating Scale ....................................................................................................................................... 9 Suggested Rating for the Competency ............................................................................................. 10

EXECUTIVE SUMMARY

Competency is the underlying characteristic of an individual that is causally related to criterion-related superior performance. Below mentioned are various tools used to measure competency: Behavioral Events Interview (BEI) Competency based Interview (CBI) Expert Panel Survey Job Analysis Direct Observation Repertory Grid

This report aims at stating the competency profiling of a candidate. We have used two tools to measure the competency of the candidate. One is the behavioral events interview and the other is competency based interview. After the interviews were conducted, a detailed analysis was done to draw out conclusions about what kind of competencies the candidate possessed and to what extent.

CANDIDATE PROFILE

Items
Name Age Sex Education Tanweer Anwar 26 Male

Details

Post-graduation: GMP programme at XLRI, Jamshedpur Graduation: B.E. in Mechanical Engineering from DCE Schooling: D.P.S. Mathura Road 72 months Maruti Suzuki India Ltd. Team Leader of a team of 4 engineers in the Planning Department

Work Experience Organization Roles and Responsibility

BEHAVIORAL EVENTS INTERVIEW


Behavioral Events Interview (BEI) is a structured interview which is used to collect information about past behavior. It is an adaptation of the critical incident interview. The BEI attempts to delve into the past performance of the individual by asking open ended questions. The interview with Mr. Tanweer Anwar was conducted face to face by asking him open ended questions which made him reflect on his past performances from his professional life. The video of the interview was recorded with his due permission. Based on the excerpts of the interview, behavioral indicators were found out which were then mapped into the relevant competencies. From amongst the mapped competencies, the dominant competencies are identified.

Behavioral Codes and Competency Label


S.No.
1 2 3 4 5 6 7 8 9 10 11 12

Behavioral Codes
I interacted with different stakeholders to gain an overall perspective of the issue I gained support from the top management I always focused on the present I overcame a lot of resistance from my Director I enforced something that the management thought would not work For the first meeting with my Director, I got late I mustered courage and said "Sir please let me continue" I will appreciate if you give me 10 minutes of your time I feel very proud about it because it was my first assignment ever I could convince him in the first meeting I used to talk to my colleagues and after nine months of persuasion, I managed to convince them Every time I saw someone, I felt that that if this kid was provided with resources, he would have become better than me I wanted to give back once I was settled after a good job Japanese companies are very conservative in nature so I kept on going to them again and again I told them Mahindra is doing like this, Wipro is doing like this I would consider this as a contribution to myself and my organization I have grown a lot because of my association with eparivaar I know alone I cannot make a difference

Competency Label
Detail Orientation Customer Orientation Establishing Focus Achievement Orientation Innovation [Personal Accountability] Self Confidence Professional Confidence Achievement Orientation Persuasive Communication Persuasive Communication Developing others

13 14 15 16 17 18

Developing others Intercultural Competence Persuasive Communication Achievement Orientation Self-Awareness Team Orientation

19 20 21

I have made people stand behind me and taken them around In those moments, I felt bad because I had put three days of hard work I took it seriously but probably did not have the vision

Team Orientation Result Orientation Personal Accountability;[Strategic Thinking] Achievement Orientation

22

23 24 25 26 27 28 29 30 31 32 33 34

After committing a mistake, I felt good in the long run because I felt that my job had a direct impact on organization's outcomes I appreciate when I am being criticized on a logical ground I used to know what my manager would ask me so I used to go prepared I love challenges When my new manager asked me to do something I did it in my own way I am taking it as a very strong feedback The new manager asked me to do something but I had an ego I am not doing it because I dont agree with you I could not take his authority I told in a fit of rage that I will write a mail to my MD I accept my lack of time management I am aggressive as a person, I would not let anyone go over me I helped people when they had lack of some specific skills which I was good at

Open to feedback Forward Thinking Self Confidence [Flexibility] Open to feedback [Flexibility] [Flexibility] [Flexibility] [Adaptability] Self-Awareness; [Personal Accountability] [Adaptability] Developing others

Competency Dictionary Used


ACHIEVING RESULTS Detail Orientation Customer Orientation Achievement Orientation Innovation Professional Confidence LEADING OTHERS Establishing Focus Developing Others Team Orientation

SELF MANAGEMENT Personal Accountability Self Confidence Self-Awareness Open to Feedback Flexibility Adaptability

PROBLEM SOLVING Forward thinking Strategic thinking

COMMUNICATING & INFLUENCING Persuasive Communication Intercultural Competency

Dominant Competencies
The following were the recurring competencies identified from the behavioral codes: Achievement Orientation Persuasive Communication [Flexibility]

Definition of Achievement Orientation


Achievement Orientation involves working to achieve results and improve individual and organizational contribution.

Definition of Persuasive Communication


Persuasive Communication is asserting own ideas and persuading others, gaining support and commitment from others and mobilizing people to take action.

Definition of Flexibility
Flexibility is adapting to change and different ways of doing things quickly and positively and dealing effectively with a variety of people and situations.

COMPETENCY BASED INTERVIEW


Competency-based interviews (also called structured interviews) are interviews where each question is designed to test one or more specific skills. The answer is then matched against pre-decided criteria and marked accordingly. These kinds of interviews are both behavioral and situational in nature.

The candidate was tested for the competency Practical Creativity.

Definition of Practical Creativity


Its an approach to generating ideas especially suited to organizational problem solving a kind of targeted innovation. The targeted innovation process can be used to diagnose, generate, and apply different creative approaches to specific problems. The goal of the process is to produce high-quality ideas that can be implemented without undue risk because they are appropriate to the task.

COMPETENCY Practical Creativity (to generating ideas especially suited to


organizational problem solving a kind of targeted innovation)

BEHAVIORAL INDICATOR
Identifies opportunities to improve situations by asking probing questions to gain deeper understanding of the issue Builds on the suggestion of others Tries to remove barriers by verifying facts and gathering information Puts forward imaginative ideas and proposes creative solutions Draws logical conclusions based on available data

Set of questions to test the competency


Q1: Tell us about a project where you felt that the conventional approach would not be suitable? How did you derive and manage the new process? Q2: Tell us about a situation where you trusted your team to derive a new approach to an old problem. How did you manage the problem? Q3: Tell us about a time when you had to convince a senior colleague that change was necessary. What made you think that your new approach would be better suited?

Q4: Suppose there a conflict between your team members in relation to two different ways of solving the same problem. What would you do in such a situation? Team member A has proposed a costly but quality-perfect solution and team member B has suggested a cheaper but low on quality solution. Q5: Suppose a new team member has joined your team and he has done exceptionally well in the last quarter when he worked with you. Now is the year-end appraisal and he is awarded an overall poor rating. The new member is extremely dissatisfied with the rating and wants to quit the organization. What would you do in such a situation? Q6: What did you do when you discovered that a problem was a direct consequence of inappropriate service by your team member?

Evidence for each indicator


Competency Indicator Evidence
-People should be told what the actual situation is - There are multiple ways to pacify him like send him seminar - I'll go to my top management with alternatives options - I talked to them to understand what I had to write what I couldn't write like to a and and

Identifies opportunities to improve situations by asking probing questions to gain deeper understanding of the issue

Builds on the suggestion of others

-People showed me things to identify what was right, what was wrong - We discuss as a group and not individually - We used to take care of the inefficiencies in the system in spite of the traditional point of view of Japanese - I will listen to each one of them and list down their understandings - I will talk to my counterpart and get the facts - What are the checks and balances to ensure that ensure that failure is not repeated -I suggested the idea for a video to depict the plight of workers at the Manesar plant during the srike - I'll tell them that these are the four things to do - Grading is not an end of the world. You will be rewarded in other forms if you will keep performing - I studied the lifestyle of the workers in order to come up with the story for the video

Tries to remove barriers by verifying facts and gathering information

Puts forward imaginative ideas and proposes creative solutions

Draws logical conclusions based on available data

- If a thing repeats again and again, then it is easy to convince them - I used to tell them what used to happen before the situation and - then tell them about what after implementing my solution - I used to arrive at a decision after looking at all the figures and numbers - I would tell him that you were with me for only 25% of the time

Summary of evidence
The candidate has shown evidence for all the indicators for the measured competency. Infact the measured competency appears to be one of the strengths of the candidate. His ability to draw logical conclusions has come out to be the strongest amongst all indicators. He has also shown many traits of being a person who removes barriers by verifying facts and gathering information. The candidate has an eye for detail and thereby manages to improve existing situations. As a developmental feedback, the candidate can work on taking others opinion before taking a final decision. But on the whole, the candidate seems competent.

Rating Scale
Rating Description Definition
Candidate has offered multiple examples of behavior, which demonstrate all essential indicators and some additional indicators. Examples of negative behaviors seem inconsequential Candidate has offered several examples of essential indicators for the competency and can be judged as competent Candidate has some limited success but also demonstrated negative examples of behaviors Demonstrates several negative examples No evidence gathered

Strength

Required standard

2 1 0

Below required standard Well below required standard Not observed

Suggested Rating for the Competency


We suggest that the candidate should be given a rating of 3. This is so because he showed evidence for only the essential indicators and no negative behaviors were observed.

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