Professional Documents
Culture Documents
The
Excellence
Model
Excellence
Person
Technical
Excellence
Operational
Excellence
Purpose
Professional
Excellence
Leadership
People
Excellence
Arts and
Sports
Excellence
Integration
Process
Social
Excellence
Holistic Domain
Spiritual
Excellence
Perfection
Actions to be performed by
Person self which cannot be
delegated
Setting Building
Purpose
Building Values
SMART Execution
Mission and Workshop
Goals Competencies
Vision
People Behavioral
Interviewing
Coaching
And
Mentoring
Communi-
cation
Excellence
Change
Leadership
Process Competency
Modeling
Competency
Mapping
Business
Ethics
HR
Policies &
Systems
Perfectio
Competency
Developing Personal Performance Based
Competencies Excellence Excellence HR Practices
n
Setting Smart Goals
§ Goal – the direction of our effort
§Role Plays – Reviewing Goals
§ Re-Train - Reap Results
§ Linkage to Vision and Strategy
5. Implement,
1. Understand
previous level
goals
§ The Goal Setting Process § Building a Competency Model
2. Identify
monitor, and possible measures
§ Aligning Goals
revise
§ Goal dimensions
4. Set goals 3. Select 3 or 4
key measures
2 Standards of Goals
management skills
§ § Periodic Fine-tuning
Bu siness
Goals
Corporate
Goals
Busines s
Goals
Business
Goals
§ Defining ‘Measures’ C h e c k l is t f o r R e v ie w i n g G o a l s
Y e s N o 1 . D o e s th e g o a l s ta t e a re s u lt?
§ Overcoming Goal Difficulties
Y e s N o 2 . Is th e g o a l s t a te d in c le a r ,
Department
Goa ls
De partment
Goals
Department
Goals
§ Deciding ‘Criteria’ p r e c is e t e r m s ?
§ Trouble shooting – Re-aligning
Ass ociate’s Associate’s Associate’s
Goals Goals Go als
7. INFLUENCE
§
§ Win-Win or No Deal
§ Levels of Leadership
Behavioural Interviewing
§ How do you identify the best?
§ Rating Errors and Bias
§ Language of the Eye
§ Dangers of mismatch
Education records
§ What, Why, When, How, Where,
Structuring Interviews
Proof of licensure
§
Who
Record of certification
Evaluation of performance
Special awards
Volunteer work
Academic
Tests?
? Thoughts
Behaviours?
§ Academic scores or Behaviors?
§ Re-Train - Reap Results
K n o w le d g e
S k ill
il l
§ What are Competencies? BUSINESS
BUSI NESS
MI SSION
MISSI
VISI
VI
ON
SION
ON
I NTEGRATED
INTEGRATED
HRM
HRM
A tt rib u te s
V a lu e s
AWARENESS
AWARENESS
WORKSHOP
WORKSHOP
M o ttiv
iv e
ess © Chandramo wly
Empathy
Shows Concern ,
Listens well
§ Link of Motive –Action - Outcome Methodology and Data Capture
§
Experience in dealing with
people, sensing perceptions of others
Level of emotional
inv olv ement, anxiety/Comfort
level towards others
§
De aling With Paradox
Le arning on the Fly
§
Interpe rsonal Savvy
De ve loping Subordinates
Conflict Manage ment
Priority Se tting
Asst Mgrs Process Manage me nt
Time ly Dec is ion making
Desired
§ Type of Competencies
Ac tion Orie nte d
Liste ning
§ Easy-Difficult cascading
Objectives Pee r Relationships
Proble m Solving
Results
Executive
Execute Functional/Technic al Skills
Pe rseverance
Assess Actions -
Pe rsonal Le arning
Planning
Total Q uality Manage me nt
Employee Implement
Competencies Strategies
ISO - Prescription
C – Based Interview
C - Connection
Succession Planning
Job Profile
§ Dimensions of Dis-values
Mowly / vbc / hr
C o m p e te n c i e s
Change Leadership
Creating Competitive Advantage : Aligning Change with Strategy
Customer Service, Brand Awareness, Cost, Defining and implementing strategy,
Quality and Speed to market Aligning People, Process, Profits, System
Thinking
Getting the Best from Teams :
Sustaining Change
Creating Quality Teams, You Get what you
Measure, Values underpin Teamwork, Dialogue Art of turning ‘can’t’ into ‘can’, Creating
and Feedback, Resolving Conflicts new habits to replace the old ones,
Creating Bottom-up leadership,
Managers Seminar
Coaching Process
Discover
Initiate the Define the
the Needs
Coaching Structure
of the
Relationship for Coaching
Individual
Provide
Develop Coaching
Training Observe
Based on the
Curriculum Employee Individual
Needs
Review Annual
Performance Continue
& Ongoing
Set Goals Process
Communication Excellence
‘Talk to take you up’
R e c e ive rs/
D e c o d e rs
F ee db ack
S e n d e r/
E ncoder § Communication Framework
§ Self: Material – Social - Spiritual
M e ss a g e
N o ise
Frames of
R e fe re n c e
F e e d fo r w a r d
F ram e o f
R e fe r e n c e
§ Human Communication, Men /
Women
C o n te x t
Write
9% Read § What do we do in communication
§ Motivating people to listen
Listen 16%
45%
time? § Maslow’s Hierarchy
Speak § Accuracy in Communication
30%
§ Inter-cultural differences in
§ Power of words & Dimensions of
body language Voice
§ The Art of Listening
§ Spatial Distance
Emotional Intelligence
EQ Technical
Skill § IQ – EQ - SQ
§LeDoux’s Research and EI
§ EI Linkage to Business Perf.
Champion Profile
IQ
§
§ Developing EI
(EX)
Administration of EI
Attitudes/Beliefs
(BL) Complexity
§
(CP)
Instrument
Primary Emotions
§
4 Anger
Self- Social T h eo ry
Awareness Awareness
Self- Social
Management Capability
§ §
ROBUST INSPIRING
C+ B - C+ B+
+
- BEHAVIOUR
§
Development of Leadership Style
“Include me out.”
“If you have any
§
“I’m right behind Emerging problems at all,
you all the way, so don’t hesitate to
long as you don’t gaps shut up”
look”
“Our change programme
§ Leadership Competencies
Achieving Success
through Personal Excellence
§ 5 P – Concurrent Actions
SURVEY
People Process
§ 5 P – Concurrent Actions 4
§ Urgency Index
§ Coming out of conditioning
§ Unleashing Potential
§ U and I Quadrants
Stress Management
§Consequences of Distress,
§ Stressors and Stress outcome
Resiliency Factors
H Conf
Low Comp
H Conf
H Comp
§ Current Issues and Trends Step
Step 4:
4:
Planning
Expectations
Step 2:
§ How to conduct PM Reviews?
High Directing Recognizing Day-to-Day Monitoring
Step 3:
Approach
Evaluating
Performance
Low Conf Low Conf Performance
Performance
Low Comp H Comp
Coaching Supporting
Low
Low
Competence High
66
DEV.EMPLOYEES
EMPLOYEES
Current Performance
DEV.
11 Guideemployee
employee
55
Guide
DEFINE
DEFI NETHE
THEJJOB
OB careergoals
career goals MAKE
MAKE
IdentifyCompetencies
Identify Competenciesfor
for DECI
DECISI
SIONS
ONS
LinkMission,
Mission,Vision,
Vision, Developmentandand
Link
CompanyObjectives
Objectives
Development Overkill OK
Company I Implement
mplementthethePlan
Plan I Incentives/
ncentives/Retention
toEmployee
EmployeeGoals
Goals Solve
Retention 5
to SolvePerformance
Performance
J Job
obAnalysis
Analysis/ /Description
Description related
relatedissues
issues&&
PMS Cycle
REVIEW
PerformancePlanning
Performance Planning 33 Appraise
AppraisePerformance
Performance
I Identify
§
dentifyObjectives,
Objectives, And
Projections
MONITOR
MONITOR And
I mportance
Projections Hold
Holdperiodic
periodicreview
review
MeasuresVs
Measures VsStandards
Standards PERFORMANCE
PERFORMANCE
MonitoringPlan
Monitoring Plan
Provideong
Provide ongoing
oing
Feedback
Feedback
ReviewGoals
Review Goals
Team
Lead 3
Am I clear on what
should I accomplish ?
What my Organisation
wants? How
What is the learning
model for my
development?
§ Development inputs under
§ Pay Strategy and PMS
many skills?
PMS
Which Knowledge?
What
Behaviour?
§
§ 360 DFBS – as a part of PMS
Consequence of Performance
Setting Smart Goals
§ Goal – the direction of our effort
§Role Plays – Reviewing Goals
§ Re-Train - Reap Results
§ Linkage to Vision and Strategy
5. Implement,
1. Understand
previous level
goals
§ The Goal Setting Process § Building a Competency Model
2. Identify
monitor, and possible measures
§ Aligning Goals
revise
§ Goal dimensions
4. Set goals 3. Select 3 or 4
key measures
2 Standards of Goals
management skills
§ § Periodic Fine-tuning
Bu siness
Goals
Corporate
Goals
Busines s
Goals
Business
Goals
§ Defining ‘Measures’ C h e c k l is t f o r R e v ie w i n g G o a l s
Y e s N o 1 . D o e s th e g o a l s ta t e a re s u lt?
§ Overcoming Goal Difficulties
Y e s N o 2 . Is th e g o a l s t a te d in c le a r ,
Department
Goa ls
De partment
Goals
Department
Goals
§ Deciding ‘Criteria’ p r e c is e t e r m s ?
§ Trouble shooting – Re-aligning
Ass ociate’s Associate’s Associate’s
Goals Goals Go als
Systems
6+ People
People
Strategy
I n d iv i d u a l
C o n t ri b u to r s
COQ reduction
opportunities
External Failure
Cost of
Could be up to 60%
IInternal
nternal Failure
External Failure
Appraisal
Conformance
Internal Failure
Appraisal
Prevention
§
Prevention
Define- Measure-Analyse-Control
Six Sigma COQ Education
Resource
Definition of
Scope of The
§ Balance Score Card and 6s Projects
Commitment
COQ Program
L e a d ers h ip
Re-D es ign
P ro d uc ts & Se rv ic es
M e as ure
§ What is Critical to Quality (CTQ)?
S up p lie rs V a lu e
C om pe tit ors
P ro d uc ts Se rv ice s
W o rk P roc es s e s
V is io n s Va lu es
S tra teg ic D irec tion
E m p loy e e D e v e lop m e n t
In v o lv e m e n t B us in es s
Re su lts
§
The Values Workshop
§ Mission, Vision & Values
§ Resolving Value Conflicts
§ Individual and Orgn Values
§ Connections of Cause & Effect
§ Roots of Revelations
§ Blockage Survey
§ Discovering Value Orientation
§ Discovering hidden Values
§ Value Auction
§ Living Values and Credo
§ Walk through ‘My Value Gallery’
§ Crossing the ‘I’ Beam
RESULT ACCOMPLISHMENT
COMPETENCIES
§ Ethical Orientation
§ Breathing Values
§ Mentoring and Coaching
VALUES § Dimensions of Dis-values
Human Feelings Emotions
Building World Class
Recruiting the
Right ones HR Systems Winning Attitude
Continuous
Competency
Improvement
Based 360
Adding Value
New Competencies
to Business
C-Based Appraisal
Education
Post Graduate in Literature & Anthropology , Graduate in Science
Course Graduation / Training from Covey Leadership, USA
Competency Management Accreditation - SMR, Singapore
Multipoint Feed Back – ‘VOICES’ certification from Lominger Inc,
USA
License to administer Thomas Profiling- Thomas International, UK
Experience
HR and OD Training
CPO – Karle Group
Silva Mind Control - Nigiel Taylor Competency Architect
Team Leadership - Leadtrain Corporate Vice-President HR
Basic Human Process Laboratory - Praxair India – 7 Years
ISABS. General Manger HR
Human Value Foundation – IIM PSI Bull – 7 Years
Calcutta Manager – Per & Adm
Career Architect - Competency Model G R Engineering – 7 Years
– USA
Coaching Pilot - Singapore
Human Organisationcmowly@gmail.com
9008989046 - Praxair Asia http://www.scribd.com/Chandramow