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HR COMPETENCIES Concept and Framework NHRDN Learning Center – June 12, 2010 Ishlesh Bhaskar Asst Vice President – Human Resources

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Contents

DEFINE COMPETENCY ,[object Object],[object Object],[object Object],The pieces of the puzzle….. …… that form a common language about success … that reflect the values and culture of the organization

Competencies: The KSA Framework COMPETENCY JOB Outstanding Performance on tasks or activities SKILLS relates to the ability to do, physical domain KNOWLEDGE relates to information, cognitive Domain ATTRIBUTES/ ATTITUDE relates to qualitative aspects, personal c haracteristics or traits

COMPETENCIES - Exhibit LAYER 4 Dummy Text Outputs Products + Services Behaviors Actions + Thoughts + Feelings Capabilities Knowledge + Skill + Attitude Competencies are a person’s capabilities in the form of knowledge + skill + attitude , which gets reflected thorough a persons behavior in the form of actions + thoughts + feelings and finally manifests itself in outputs which are products and services

Why Competencies? Does it pay to integrate management systems around competencies?

TO What capabilities do we bring to the businesses we are in now that can serve as foundation upon which future businesses can be built? Write your matter here. Paradigm Shift FROM What business are we in?

Managing Talent: Three Compelling Questions ALIGN ENGAGE MEASURE ,[object Object],[object Object],[object Object]

Importance of Competencies !! …. ,[object Object],[object Object],[object Object]

Importance of Competencies !! …. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Developing a Competency Model

What is a Competency Model? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

[object Object],[object Object],[object Object],[object Object],Step 1 Groundwork and Planning Step 2 Develop Competency Model Steps in Developing a Competency Model… ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Step 3 Application of Competency Model

Guidelines for Effective Competency Model ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

The HR COMPASS HR Competencies

Strategic Partner Administrative Expert Employee Champion Mid-1990s Change Agent Strategic Partner – cum - Leader Functional Expert Employee Advocate/ Human Capital Developer Mid-2000s Strategic Partner Sum of first four roles Also leading the HR Function, Collaborating with other functions, ensuring Corporate Governance HR practices are delivered through administrative efficiency (technology), and others through policies, menus, & interventions EA focuses on today’s employee, HC Developer focuses on how employees prepare for the future Evolution Multiple dimensions – Business Expert, Change Agent, Knowledge Manager, and Consultant. Evolution of HR Roles *Dave Ulrich (HR Value Proposition)

Human Capital Developer Employee Advocate Functional Expert Strategic Partner HR Leader Evolution of HR Roles *Dave Ulrich (HR Value Proposition)

Leader Takes Risks Ethical Decisive Develops Staff Creates Trust Employee Advocate Values Diversity Resolves Conflict Communicates Well Respects Others HC Developer Individual Focus Manages Change Future Orientation Coach Team Relationships Functional Expert Knows HR Principles Customer Oriented Applies Business Procedures Manages Resources Uses HR Tools Strategic Partner Mission Oriented Strategic Planner Systems Innovator Understands Team Behavior Evolution of HR Roles

HR Competency Model ROLE COMPETENCY DEMONSTRATES ACTIVITY STRATEGIC PARTNER ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

HR Competency Model ROLE COMPETENCY DEMONSTRATES ACTIVITY HR LEADER ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

HR Competency Model ROLE COMPETENCY DEMONSTRATES ACTIVITY EMPLOYEE ADVOCATE/ HUMAN CAPITAL DEVELOPER ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

HR Competency Model ROLE COMPETENCY DEMONSTRATES ACTIVITY FUNCTIONAL EXPERT ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Competency Typology HR COMPASS Generic Behavioral Generic Technical Functional Technical Functional Behavioral Behavioral Technical Generic Functional *NHRDN

HR Competencies: Functional Competencies ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],*NHRDN

HR Competencies: Generic Competencies ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],*NHRDN

Competency Model: HR value Proposition Strategic Contribution Business Knowledge HR Technology Personal Credibility HR Delivery *Dave Ulrich (HR Value Proposition)

Competency Model: HR value Proposition 18% 3.69 HR Delivery 23% 4.13 Personal Credibility 43% 3.65 Strategic Contribution Impact on Business Performance HR Effectiveness Competency 3.44 Business Knowledge 5% 3.02 HR Technology 11% *Dave Ulrich (HR Value Proposition)

Linking Competency Model to HR Systems

Graphs – Bar Graph STAFFING ORGANISING LEARNING PERFORMING REWARDING HR SYSTEMS

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Staffing: Selection and Recruitment STAFFING ORGANISING LEARNING PERFORMING REWARDING HR SYSTEMS

Organising ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],STAFFING ORGANISING LEARNING PERFORMING REWARDING HR SYSTEMS

Learning: Training and Career Development ,[object Object],[object Object],[object Object],[object Object],[object Object],STAFFING ORGANISING LEARNING PERFORMING REWARDING HR SYSTEMS

Performing ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],STAFFING ORGANISING LEARNING PERFORMING REWARDING HR SYSTEMS

Rewarding ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],STAFFING ORGANISING LEARNING PERFORMING REWARDING HR SYSTEMS

Competencies Help Integrate Key HR Systems Workforce Planning Selection Performance Management Rewards & Recognition Career Development Training Leadership Development Succession Planning ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Competencies

The ‘ HDFC Bank ’ Story…

History ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

[object Object],Our Vision Multiple Franchises State-of -the-Art Technology Professional Management Strong Corporate Values

Customer Focus Product Leadership Operational Excellence People OUR VALUES Our Values

Our Values ,[object Object],[object Object],[object Object],[object Object],[object Object],People The ultimate identity and success of our bank will reside as it always has, in the exceptional quality of our people and their extraordinary efforts.

Our Culture DIVERSE ETHICAL YOUNG AND DYNAMIC MERITOCRATIC

Competencies Framework ,[object Object],[object Object],[object Object]

Talent Management ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

HR @ HDFC Bank Leaders Country Head – HR Chief People Officer Employee Advocates Frontline HR Team Regional Service Managers HC Developers National Vertical Heads Regional Heads Leadership Academy Talent Management Group Training & Development Team ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Strategic Partners National Vertical Heads Regional Heads

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