Competency Management With Few Tools

Competency Mapping ,
Assessment & Management

INDEX
z Competency Mapping Concept
z Competency Identification Steps
z Competency Identification Tools
z Tools : Example Change Competency Measurement
z Tools : Example of Day in the Life Of
z Tools : Example of Leadership Competency Mapping
z Tools : Example of Skills Matrix
z Competency Mapping & Development
z 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 Expectations of significant others and self
z Linking concept
z Individual
z Team
z organization
z Different from position
Dr. MG Jomon, XIMB

CONCEPT OF COMPETENCY
z Skill:
z Ability accomplish
z Talent:
z Inherent ability
z Competency:
z Underline characteristics that give rise to skill accomplishment
z 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 Competency: A person- related concept that refers to the
dimensions of behaviour lying behind competent performer.
z Competence: A work- related concept that refers to areas of
work at which the person is competent
z Competencies: Often referred as the combination of the above
two.
TYPES OF COMPETENCIES
z Generic or specific:
z Threshold or performance:
z Basic competencies required to do the job, which do not
differentiate between high and low performers
z Performance competencies are those that differentiate between
high and low performers
z 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 COMPETENCY FRAMEWORK COMPETENCY MODELING
FRAMEWORK
Organizational Strategy Core Competencies Stakeholder Interest
Vision, Mission, Values, Strategic,

(Organizational wide) Market Positioning
Intent, Corporate Governance,
Corporate Social Responsibility & Ethics
Business Strategy Business Competencies Achieving Business Targets

Business Plan & Goals, Culture (SBU specific)
Employee Satisfaction
People, Technology
Teamwork Strategy Team Competencies Profit Center Orientations

Leadership, Communication
(Project driven)
Team Development & Synergy
Conflict Management, Interpersonal
Skills, Project Orientation, Self
Managed Teams (SMT)
Role Strategy Role Competencies Performance Accomplishment

Ability, Autonomy, Multiskilling,
(Role wise)
Task identity, Performance Individual Development
Evaluation & rewards and
performance
development
ROLE COMPETENCIES
z A set of competencies required to perform a given role
z Each competency has a skill set
Dr. MG Jomon, XIMB

INDEX
z About Master Sun
IDENTIFICATION OF ROLE
COMPETENCIES
z Structure and list of roles
z Definition of roles
z Job description
z Competency requirement
Dr. MG Jomon, XIMB

STRUCTURE AND LIST OF ROLES:
STEPS
z Organizational structure study and examination
z List all the roles in the structure
z Identify redundant and overlapping roles
z Final list of roles
Dr. MG Jomon, XIMB

DEFINITION OF ROLE: STEPS
z Identify KPAs of the role

z Link the KPAs with Dept. and Organizational goals
z State the content of the above in one or two sentences
z Position the role in perspective with that of others
Dr. MG Jomon, XIMB

JOB DESCRIPTION: STEPS
z List down all the activities/tasks

z small and big
z Routine and Creative
z Categorize activities under major heads
Dr. MG Jomon, XIMB

COMPETECNY IDENTIFICATION:
STEPS
z Identify against each activity the following:
z Role holder interview and listing
z Day in the Life of Study
z Internal/External customer interview and listing
z Star performer interview and listing
z Role holder critical incident analysis
z Change Competency Study
z Benchmarking
z Consolidate the above and make a checklist of competencies
z Rank- order and finalize on 5/6 competencies critical to the
role
Dr. MG Jomon, XIMB

INDEX
z About Master Sun
COMPETENCY IDENTIFICATION TOOLS
z Behaviour & Skills
z Benchmark Job Requirements
z Client Company Requirements against a Key Competitor
z Outcomes : Organizational, Team & Individual Requirements
z Performance
z Benchmark Performance Measures
z Client Company Requirements against a Key Competitor
z Benchmarking Customer Expectations

z Quantitative Questionnaire comparing Category Players with a valid sample size
z Outcomes : Organizational, Team & Individual Requirements & Gaps
EXAMPLE : BENCHMARKING JOB
REQUIREMENTS
Example : Benchmarking Customer
Expectations
RELATIVE DISTANCE FROM AVG
IMP. AVG ICICI BANK HDFC Citibank
PERF BANK
HIGH IMPORTANCE - LOW
PERFORMANCE
Phone Banking -PBO Competence 5.25 51 -12 11 1
Phone Banking - Call transfer and hold
5.20 21 -26 15 11
experience
Servicing - Time of receiving the
5.18 60 -14 2 11
statement
Phone Banking -PBO Impression 5.15 63 -8 9 -1
Phone Banking- Time taken to connect
5.13 23 -22 11 11
to PBO
Servicing - Product related features 5.10 48 -6 -4 11
Servicing – Special Request 5.08 35 -15 9 6
HIGH IMPORTANCE - HIGH
PERFORMANCE
Servicing-Accuracy and Ease of
5.26 71 -10 2 8
understanding the statement
Internet Banking – Access & Browsing 5.07 69 7 7 -14
z Attitude – Change Competency & Attitudinal Study

z Set of Questions measuring 8 types of change competencies
z Measures & identifies gaps
z Management Style
z System Orientation
z Organisation Culture/Decision Making
z Quality Orientation
z Customer Service
z Openness to Change
z Communication
z Accountability
z Also looks at perceived performance & opportunities for
improvement
z Benchmarking against other capable organizations
z Outcomes : Organizational, Team & Individual Gaps
z Behaviour & Skills- Day in the Life of Key Managers
z Snapshot of Productivity & Effectiveness of Key Managers
z 4 -8 Hours observation of critical skills, behaviour & attitude to
succeed
z Measurement of AS-IS, DESIRED & SHOULD-BE
z Outcomes : Organizational, Team & Individual Gaps
z Behaviour & Skills : The Skills Matrix
z Behaviour & Skills- Top Performer Survey

z 20 top performers of Client Company and let them calibrate and
rank the necessary competencies for superior performance
z Values : Top management interviews

z Outcomes : Key Values to Uphold
INDEX
z 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
Change Competencies :Individual
100%
Perception
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Management System Org Structure / Quality Customer Change Communication Accountability
Style Orientation Decision Service
Making
Change Competencies : Company
100%
Perception
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Management System Org Structure / Quality Customer Service Change Communication Accountability
Style Orientation Decision Making
Attitude Profile
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
1
4
7
10
13
16
19
22
25
28
31
34
37
40
43
46
49
52
55
58
61
64
67
Strong Capable Requires training Weak
Attitude Profile: Levels
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
AE AM BM DM & Above SBU Unknowns
Strong Capable Requires Training Weak

INDEX
z About Master Sun
Example: Day in the Life of
Cement Salesman Selling
through the Retail Channel
DILO SALESMAN - AHMADABAD
Activity Time Observations Comments
940 Traveling Most of the times the Sales officer does not start his day from the office, he directly heads
Left from the office at Ashram Road, heading out to the field. 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 Mobile phones are now considered an essential sales tool and should be made available to
1030 Passive Selling the sales officers
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
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 The primary responsibility of the sales officer is Sales promotion and schemes, the sales
1050 dealer. The sales officer gets phone call on mobile from the office. 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.
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

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.
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

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.
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.
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
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 The sales officer bases his entire sales pitch around rates. He starts the conversation by
rates of Binani Cement. The sales officer admits that the Rajastahan rates 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 sales officer is not in a position to understand the nature of the specific needs of the
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.
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.
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

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

Niranjan trading company.
The sales officer only indulges in small talk. There is no conversation about
Sales or Sales promotions

Dhanraj traders - Ambuja Dealer.
The sales officer tries to connect with the dealer and get information about GAC.
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 But, the sales officer doesn’t lose a single opportunity to make conversation about the
Reach Rajdeep Corporation. The sales officer makes some small talk 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.
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
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

HOW HE THOUGHT HE SPENT THE
DAY
How the salesman thought he spent the day
31% 6% 11% 22% 22% 8%

HOW HE WANTS TO SPEND THE DAY
How the salesman would like to spend the day
33% 6% 22% 33% 6%

DILO SALESMAN - AHMEDABAD
Customer Checklist
Outlet no 1 2 3 4 5 6 7 8 9
I 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
how to handle them?
II BUILDING THE RELATIONSHIP: DOES THE SALESMAN?
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

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
IV CLOSING THE DEAL: DOES THE SALESMAN?
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
V ADMINISTRATION: DOES THE SALESMAN?
1/ Fill in his client record immediately after while still fresh in N N N N N N N N N
his mind?
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

Customer Checklist
Outlet no 10 11 12 13 14 15
I 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
how to handle them?
II BUILDING THE RELATIONSHIP: DOES THE SALESMAN?
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

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
IV CLOSING THE DEAL: DOES THE SALESMAN?
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
V ADMINISTRATION: DOES THE SALESMAN?
1/ Fill in his client record immediately after while still fresh in N N N N N N
his mind?
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

INDEX
z 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 Questionnaire based feedback from cohorts : boss, 3 peers & 3
sub-ordinates
z Self rating on various behaviours incorporated
z Analyses performance on 20 leadership behaviours
z Analysis of behaviours critical to change leadership
z 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 19
Actively seeks feedback & Encourages Criticism 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 16 17 18 19 20
Behaviour Code (Refer Legend)
Self Average Total Cohort Average

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 4.0 5.0 6.0 7.0
Self Average Total Cohort Average

INDEX
z 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
Skill Matrix for TSSL area/ division/ region.
% Multi-Skill attained by area 90.0

Figure indicates
the %skill
% SKILL ATTAINED BY INDIVIDUAL 100.0 0.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 attained by
100.0
individual.
Prashant Nagle
Sanjeev Singh
Rajesh Jadhav
Jagdish Anne
% TRAINED
PEO PLE BY MULTI-SKILL
SKILL
90.0 Influencing Skills The TR

individual
T UT TR TR TR TR TR TR TR
to be trained
90.0 Team Building
T UT TR TR TR TR TR TR TR TR
90.0 Team Motivation

% people T UT TR TR TR TR TR TR TR TR
trained for 90.0 Change Management

T UT TR TR TR TR TR TR TR TR
particular skill
The skills
required by
individual
59
SKILLS MATRIX
Skill Matrix for TSSL
% M ulti-Skill attained by area 90.0
% SKILL ATTAINED BY INDIVIDUAL 100.0 0.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0
Prashant Nagle
Rajesh Jadhav
Sanjeev Singh
Jagdish Anne
% TRAINED
PEOPLE BY MULTI-SKILL
SKILL
90.0 Influencing Skills T UT TR TR TR TR TR TR TR TR

90.0 Team Building T UT TR TR TR TR TR TR TR TR
90.0 Team Motivation T UT TR TR TR TR TR TR TR TR
90.0 Change Management T UT TR TR TR TR TR TR TR TR
90.0 Behaviourial Understanding T UT TR TR TR TR TR TR TR TR
90.0 Training Ability T UT TR TR TR TR TR TR TR TR
90.0 Presentation T UT TR TR TR TR TR TR TR TR
90.0 Verbal Communications T UT TR TR TR TR TR TR TR TR
90.0 Listening T UT TR TR TR TR TR TR TR TR
90.0 Product Knowledge T UT TR TR TR TR TR TR TR TR
90.0 Marketing Essentials T UT TR TR TR TR TR TR TR TR
90.0 Selling Essentials T UT TR TR TR TR TR TR TR TR
90.0 Financial Knowledge T UT TR TR TR TR TR TR TR TR
90.0 Process / System / Structure T UT TR TR TR TR TR TR TR TR
90.0 Consumer Behaviour T UT TR TR TR TR TR TR TR TR
90.0 Decision Making T UT TR TR TR TR TR TR TR TR
90.0 DMCS System understanding T UT TR TR TR TR TR TR TR TR
60
SKILLS MATRIX
Skill Matrix for Distributor
% M ulti-Skill attained by area 90.0
% SKILL ATTAINED BY INDIVIDUAL 100.0 0.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0
Maheswari steels
M/s Dubey & co

Laxmi Steels
% TRAINED
PEOPLE BY SKILL MULTI-SKILL
90.0 Influencing Skills T UT TR TR TR TR TR TR TR TR

90.0 Team Building T UT TR TR TR TR TR TR TR TR
90.0 Team Motivation T UT TR TR TR TR TR TR TR TR
90.0 Behaviourial Understanding T UT TR TR TR TR TR TR TR TR
90.0 Training Ability T UT TR TR TR TR TR TR TR TR
90.0 Verbal Communications T UT TR TR TR TR TR TR TR TR
90.0 Listening T UT TR TR TR TR TR TR TR TR
90.0 Product Knowledge T UT TR TR TR TR TR TR TR TR
90.0 Marketing Essentials T UT TR TR TR TR TR TR TR TR
90.0 Selling Essentials T UT TR TR TR TR TR TR TR TR
90.0 Financial Knowledge T UT TR TR TR TR TR TR TR TR
90.0 Process / System / Structure T UT TR TR TR TR TR TR TR TR
90.0 Consumer Behaviour T UT TR TR TR TR TR TR TR TR
90.0 Decision Making T UT TR TR TR TR TR TR TR TR
90.0 DMCS System understanding T UT TR TR TR TR TR TR TR TR
61
INDEX
z About Master Sun
COMPETENCY ASESSMENT
z Following methods are used:
z Assessment/Development Centre
z 360 Degree feedback
z Role plays
z Case study
z Structured Experiences
z Simulations
z Business Games
Dr. MG Jomon, XIMB

COMPETENCY ASSESSMENT
z Following tools are used:
z 360 Degree feedback
z Role plays
z Benchmarking & Case study
z Change Competency Study
z Top Performer Survey
Dr. MG Jomon, XIMB

COMPTENCY DEVELOPMENT
Identified Assessment result Areas of

Role competencies improvement Action plan
Dr. MG Jomon, XIMB

COMPETENCY MAPPING
z Strategy structure congruence

z Structure role congruence
z Each role to be unique
z Non-Repetitive
z Value adding
z Vertical and horizontal role congruence
z Ensure non repetitive tasks in two different roles
z Ensure core competencies for each task
z 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
Reward System
System
Career Plan &

Career
Development
Competency
requirement
Competency
availability
Competency
acquisition/
Recruitment & Development
Selections
Succession
plans &
Training Succession
/development Development
Plans &
Programmes
SOME OF THE DELIVERABLES
z Role Directory
z Competency Profiles
z Competency Mapping
z Competency based HR Initiatives
z Various Recommendations: Relating to structure, performance,
incentivization, capability training etc.
INDEX
z 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 Leadership
- Balanced Scorecard
Synergy : Org. Restructuring Sponsorship
Goal-Setting
Follow Through
Right Man-Right Job
People
Systems & Processes
Capability Building Project
Leadership Capability Change
Productivity & Flexibility
Management Control Systems Management
Continuous Improvement
Process Design , Re-engineering Management
Best Practices
Linking HR to Performance Progress & Outcomes
Standard Operating Procedure Minds Path Matrix
Competency Mapping Estimating
IT Strategy & Automation Communications Scheduling, WBS
Attitudes & Climate Taskforce, MAT
Change Assessment Measurement Risk Management
Master Sun’s Approach to
Human Capital Development
Human Capital
Human Capital
Development
Development
Learning
Learning
Effectiveness– –Team,
Effectiveness Team,Personal
Personal ProblemSolving
Problem Solving&&Decision
DecisionMaking
Making Communication-Negotiation,
Communication-Negotiation,
TeamLeadership,
Team Leadership,Managerial
Managerial E.g.:Six
E.g.: SixHat,
Hat,Even
EvenSwaps,
Swaps,Pareto
Pareto Tel/Email/Video,Presentation
Tel/Email/Video, Presentationetc.
etc.
Functional– –Sales,
Functional Sales,Distribution,
Distribution, Offsite&&Meets
Offsite Meets : :Team
TeamTasks,
Tasks,Visioning
Visioning, ,
SixSigma,
Six Sigma,BPR
BPR&&TQM
TQMMethodologies
Methodologies
Service, Brand Building etc.
Service, Brand Building etc. Adventure/ Fun & Bonding
Adventure/ Fun & Bonding etc.etc.
ChangeLeadership
Change Leadership&&
StrategyExecution
Strategy Execution
Attitudes&&Capability-
Attitudes Capability- Leadership Assessment
Leadership Assessment ChangeProgramme
Change Programme
ManagementClimate
Management ClimateStudy
Study &&Situational
SituationalLeadership
Leadership Plan&&Pilot&
Plan Pilot&Execution
Execution
OrganizationalRestructuring,
Organizational Restructuring,
CompetencyMapping
Mappingetc.
etc.
Competency Performance&&Productivity
Performance Productivity
Management
Management
CorporateArjuna
Corporate Arjuna: : VarianceAnalysis:
Variance Analysis:
BalancedScorecard
Balanced ScorecardImplementation
Implementation Man-loading&&Flexibility
Man-loading FlexibilityAnalysis
Analysis
GreatManager
Great ManagerProgramme
Programme ProblemSolving-Decision
Problem Solving-DecisionMaking
Making
“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
sarvajeet@strategyexecution.in
Sarvajeet : +91 9920803060

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Competency Management With Few Tools

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Competency Mapping ,

Assessment & Management

Research indicates that

Dr. MG Jomon, XIMB

Dr. MG Jomon, XIMB

z First popularized by Boyatzis (1982) with Research result on

z “A capacity that exists in a person that leads to behaviour

Dr. MG Jomon, XIMB

Dr. MG Jomon, XIMB

z Competency maps: Describe the different aspects of

z Competency profiles: A set of competencies that are require to

Dr. MG Jomon, XIMB

Organizational Strategy Core Competencies Stakeholder Interest

Vision, Mission, Values, Strategic,

Business Strategy Business Competencies Achieving Business Targets

Teamwork Strategy Team Competencies Profit Center Orientations

Role Strategy Role Competencies Performance Accomplishment

Dr. MG Jomon, XIMB

Dr. MG Jomon, XIMB

Dr. MG Jomon, XIMB

z Identify KPAs of the role

Dr. MG Jomon, XIMB

z List down all the activities/tasks

Dr. MG Jomon, XIMB

Dr. MG Jomon, XIMB

z Benchmarking Customer Expectations

z Attitude – Change Competency & Attitudinal Study

z Behaviour & Skills : The Skills Matrix

z Behaviour & Skills- Top Performer Survey

z Values : Top management interviews

Strong Capable Requires Training Weak

1020 Delivery / Order Taking

1130 Passive Selling

1200 Passive Selling

1255 Active Selling

1400 Passive Selling

1420 Passive Selling

1440 Passive Selling

5% 2% 5% 23% 54% 11%

Active Selling Delivery / Order Taking Administration

Travelling Passive Selling Available

31% 6% 11% 22% 22% 8%

Active Selling Delivery / Order Taking Administration

Travelling Passive Selling Available

33% 6% 22% 33% 6%

Active Selling Delivery / Order Taking Administration

Travelling Passive Selling Available

I 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

how to handle them?

II BUILDING THE RELATIONSHIP: DOES THE SALESMAN?

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

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