Professional Documents
Culture Documents
- MCCD ASSIGNMENT
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
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
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
SELF MANAGEMENT Personal Accountability Self Confidence Self-Awareness Open to Feedback Flexibility Adaptability
Dominant Competencies
The following were the recurring competencies identified from the behavioral codes: Achievement Orientation Persuasive Communication [Flexibility]
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.
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
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?
Identifies opportunities to improve situations by asking probing questions to gain deeper understanding of the issue
-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
- 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
10