COMPETENCY MODEL

A competency can be defined as the underlying sets of

skills, knowledge, personal characteristics and abilities
needed to effectively perform a role in the organization
and help the business to meet its strategic objective.
The roots of competency modeling date as far back as
the early 1900’s but these models have become widely
popular these days.

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WHAT IS COMPETENCY MODEL

Skills + Knowledge + Ability

=
Competency

=
Observable Behavior

=
Effective Outcomes [Performance on Job]

=
Strategic Success Modeling – A
Competency Model
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WHAT IS COMPETENCY MODEL

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Base of Simbhaoli Competency Model -
ASSESS
• ASSESS is a state-of –art windows,
internet based expert system that
produces psychological evaluations for use
in the business environment.
• These judgments have been developed by
Bigby, Havis & Associates’ (BHA)
experience in assessing over 35,000
managerial and professional candidates
• The ASSESS Personality Battery contains
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THE ASSESS PERSONALITY SURVEY
• The ASSESS Personality Survey measures a number
of personality traits and characteristics which can
impact a person's job performance.

• Provides description on 3 characteristics of a

candidates :
– Thinking Style
– Working Style
– Relating Style
(Refer – SSM Competency Library on next page)

• Keep in mind that for personality characteristics low

scores are not necessarily bad and high scores are 5
 The ASSESS SSM Competency Library
The ASSESS Strategic Success Model Builder uses 38 competencies grouped into three
general areas: Thinking, Working and Relating. Company-specific success models or
success models tailored to a job or job class are usually constructed from 5-10 of these
competencies with some drawn from each general area.
Thinking Working Relating

Visioning or Planning And Organizing Teamwork and

Innovation* Driving For Results Collaboration
In-Depth Problem Or Influencing And Persuading
Solving And Analysis Delivering Results* Or
or Quality Focus Persuading to Buy*
Decisive Judgment* or Managing Others or
Championing Change Continuous Improvement Team Leadership*
or Or Coaching And Developing
Adapting to Change* Policies, Processes and Procedures* Others
Safety Motivating Others
Customer Focus Organizational Savvy or
Or Relationship
Customer Service* Management*
Resilience Negotiation or
Conflict Management*
Interpersonal
Communication
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 MAJOR COMPONENTS

•They are observable or measurable skills,

knowledge, and abilities.

•These SKAs (skills, knowledge, attitude) must

distinguish between superior/high and other
performers.

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 FOR AN ORGANISATION

It sends a strong message about the

- specific knowledge,
- skills,
- capabilities,
- attitudes and behaviors that are important.

Such an organization recognizes that building

intellectual capital and maintaining core
competencies are key to achieving sustained
success, and it is willing to make the investment
required to support continuous learning and
development as a business strategy

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 WHAT COMPETENCIES CAN DO
• Translate strategic direction into action

• Clarify behaviors that support important values and

principles

• Establish standards of excellence that are shared across

functions and boundaries

• Focus learning and development on the achievement of

business outcomes

• Provide a basis for ongoing performance feedback and

development

• Identify emerging vs. declining skill sets to help facilitate

organizational transitions

• Accelerate development of a learning culture

• Facilitate self-directed learning and career development for

enhanced employability 9
WHAT COMPETENCIES CAN'T DO

• Describe every technical skill in detail

• Reduce performance feedback to

numbers

• Replace the need for performance

feedback and coaching

• Serve as a job description

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SIMBHAOLI SUGARS COMPETENCY
MODEL

• A two day workshop on “Strategic Success Modeling” from 25th – 26th

April 2005 was conducted. The participants of the workshop were the
Senior & Middle Level Managers from the two Sugar units –
Simbhaoli and Chilwaria and from the Simbhaoli Distillery unit. In all
28 executives participated during the two days.

• M/s Lakshya HRITSS Pvt, Ltd Chennai along with their Strategic
Partners M/s CareersIndia Pvt Ltd, Chennai, facilitated the workshop.
• Cluster of jobs in the organization were identified

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 JOB CLUSTERS & GROUP PARTICPANTS
Engineering Finance & Sales

K Suresh Babu AK Agarwal

US Mishra SM Shastri
HK Dubey Sanjay Kulshrestha
Pritpal Singh KN Singh
Ved Prakash

Process Support Services

AK Srivastava SN Mishra
P.RangaRao A.K. Dua
NK Jha IS Bhaita
DK Chaturvedi Sudhir Kumar
Gopalkrishnan Iyer PN Singh
Parminder Singh
VK Teotia
KK Tyagi
Distillery Senior Management

SM Tomar Dr GSC Rao

PS Chauhan Sanjay Tapariya
Rajesh Kumar
Neeraj Mehrish

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SIMBHAOLI SUGARS COMPETENCY
MODEL
• Job Outcomes for the various jobs in the Organization were
identified – these were identified through an open house
process.
      This approach was adopted to involve participation of
all executives, healthy debates, and arriving at mutual
consensus. The final job outcomes were displayed across
the boardroom.

• Formation of job groups to identify the behavioral competencies

• Sorting Exercise – Based on the 38 competencies a minimum of 6

and a maximum 8 competencies were identified for each Job
group by group consensus.

• Revalidation of the identified 8 competencies by the cross

functional team.
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SIMBHAOLI SUGARS COMPETENCY
MODEL

• Simbhaoli Competency Development Model defined. The

competency model was created and uploaded by M/s Lakshya
HRITSS and M/s Careers India.

• Current incumbent were assesses against the Simbhaoli

Competency Development Model. All the participants took the
online ASSESS test.

• Following the two-day workshop M/s Lakshya HRITSS

representatives generated the report for each participant. Following
this the report was interpreted for each participant.

• Area of executive development were identified.

• Individual development action plan drawn up.

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SIMBHAOLI SUGARS COMPETENCY
MODEL

• Attitudinal and behavioral programs initiated.

• Followed up on the individual progress as per the development

plan

• Workshop again conducted next year (March 2006) for Middle

Level Managers. In all 24 executives participated in this workshop.

• The session main focus was to brief the potential middle level
managers on “The Simbhaoli Competency Model’ which was
framed during 2005 by the senior managers of the group.

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Example Engineering – First Cut
The Simbhaoli Competency Success
Model
1. Minimize the stoppages/ downtime
2. Smooth functioning of equipments- Best
maintenance by optimizing cost and minimum
inventory
3. Capacity utilization
4. Minimize Losses/ wastages
5. Optimize inputs – energy conservation, fuel
economy
6. Manpower utilization (productivity)
7. Safety of equipment
8. Quality – steam, fly ash
9. Adoption of new technology/ systems/
automation
10. Expansion of plant – Engg
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Example Engineering – Final
The Simbhaoli Competency Success
Model

• Minimize the stoppage / down time

• Optimum maintenance with minimum cost &
inventory
• Best (maximize / optimum) capacity utilization
(incl: resources, manpower, etc) with minimum
losses / wastages
• Adoption of new Technology / systems /
automation
• SHE – safety, housekeeping & environment

Back

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Example
Engineering – Final Competencies
The Simbhaoli Competency Success Model

 Adapting to Change
 Planning & Organizing
 Resilience
 Teamwork & Collaboration
 Motivating Others
 Safety
 Functional Acumen
 Interpersonal Communication

6- 8 cannot be measurable in the test

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Example
Outcomes - Process
First Cut
1. Quality of final product
2. Maximizing the output
3. Minimizing losses
4. Optimizing input
5. Converting sugar into value added products /
product development
6. Adding new technology to the process
7. Expanding the scale of operations
8. Optimizing/ minimizing the energy requirements
9. Final products double to the market
requirement – flexibility as per market
requirements
10. R&D related to process technical
11. Housekeeping (Hygiene) & Safety
12. Customer satisfaction
13. Scaling up operations
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Example
Outcomes - Process

• Quality of Final Product with value

addition (incl: R&D and Technology)
• Maximize the output
• Optimizing the input
• Customer Satisfaction
• SHE – safety, housekeeping &
environment

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Example
Competencies Identified - Process

1. Innovation
2. In-depth problem solving and analysis
3. Planning & Organizing
4. Driving for Results
5. Continuous Improvement
6. Customer Service
7. Team Work & Collaboration
8. Motivating Others

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Example Outcomes – Distillery
First Cut

1. Maximum Recovery
2. Quality & cost
3. Input/ output
4. Minimum utilization of fuel/ losses
5. Hygiene, Safety, Environment – Pollution /
waste
6. New Technology / upgradations
7. Market Reach
8. Expanding
9. Customer Satisfaction
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Example
Outcomes - Distillery

• Plant Efficiency (incl: production

parameters, input / output and
recovery)
• Quality of products / new products /
product development
• Market Expansion
• SHE – safety, housekeeping &
environment
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Example
Competencies Identified - Distillery

 Innovation
 Decisive Judgment
 Adapting to Change
 Planning & Organizing
 Continuous Improvement
 Persuading to Buy
 Motivating Others
 Safety
8 – cannot be measurable in the test
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Example
Outcomes – Finance & Sales
First Cut

FINANCE SALES
• Fund • Specific product
management focus
• Book keeping • Bulk Markets
• Maximizing
• MIS / Statutory
realization
Compliance/ Asset
Management
• Budgetary Control
• Cost Control
• Management
Accounting
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Example
Outcomes – Finance & Sales

FINANCE
• Fund Management
• Management Accounting
• Statutory / MIS / Asset Management
• Cost Control

SALES
• Sales (Market Realization, etc)
• Market (Research / Expansion / Positioning /
New Markets, etc)
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Example
Competencies Identified – Finance
& Sales

 Visioning
 Decisive Judgment
 Customer Focus
 Planning & Organizing
 Negotiation
 Relationship Management
 Interpersonal Communication
 Integrity
8 – cannot be measurable in the test
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Support Services

- Materials
- Cane
- IT
- Legal
- Administration
- Human Resources

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Example
Outcomes – Support Services
First Cut

MATERIALS CANE
2. On time good 2. Quality / Variety/
Quantity of raw
quality material material
with minimum 3. Supplier
cost relationship
3. Material (farmers)
procurement at 4. Cost of
procurement –
the right time
transport, labour,
and right cost cut to crush
4. Internal 5. Timely Supply /
customer arrival
satisfaction 29
Example
Outcomes – Support Services
First Cut

IT LEGAL
2. Integrated system 2. Standardization of
– ERP legal formats
3. Networking / PC 3. Interface of legal
Mgt experts
4. Sound legal
practices within
the organisation
5. Continuous
pursuance of legal
issues

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Example
Outcomes – Support Services
- First Cut

ADMINSTRATION HR
2. Effective Mgt of 2. Align people to
Internal / External business strategy
interfaces 3. Organisation
Development
4. Implementation of
best HR practices
& systems

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Example
Outcomes – Support Services

MATERIALS
• Timely procurement of material (incl: internal
customer satisfaction)

CANE
• Cost procurement (i.e. all types of costs –
transport, labour, etc incurred)
• Quantity / Quality - Cane Management System
(Computerization payment to farmers)
• Relationships
• Cane Development Strategy

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Example
Outcomes – Support Services…

IT
• Integrated system – ERP solution
• Networking / PC Management

LEGAL
• Sound legal practices within the
organisation
• Continuous pursuance of Legal Issues
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Example
Outcomes – Support Services…

ADMINISTRATION
• Effective management of internal and
external interfaces

HR
• Organisation Development (OD)
• Implementation of best HR practices &
systems

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Example
Competencies Identified – Support
Services

1. Decisive Judgment
2. Adapting to Change
3. Planning & Organizing
4. Continuous Improvement
5. Resilience
6. Team Work & Collaboration
7. Managing Others
8. Coaching & Developing Others

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