A study that uses multiple methodologies and tools to ascertain the impact of competencies and personality on performance of debt collectors in US. The industry is heavily regulated and competitive. Research was done by me. Please reach out to me for any questions that you may have.

1. Wednesday, September 17, 2014
MANAGERS’ COMPETENCY FRAMEWORK

2. Note of Disclaimer and Copyright
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This document is presented with thematic integrity only
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The document is adapted from a real study, details however have been morphed in entirety
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Data presented is not proprietary and has been changed
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Statistical outputs are also not representative of the real data
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Author doesn’t guarantee the integrity of data
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Framework provided is not to be used without expressed permission of the author
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All rights reserved.
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The author can be contacted at:
shirshendupandey@gmail.com
Wednesday, September 17, 2014 1

3. Agenda : What is this all about?
Why Manager Competency Framework
Our Approach
What did we find
How to leverage the framework
2

4. In the first place, Why did we take this up?
Why Manager Competency Framework
Our Approach
What did we find
How to leverage the framework
3

5. 4
MANAGER COMPETENCY FRAMEWORK IS AN UMBRELLA SOLUTION
Identify just the right talent
Reduce wrong hire risk
Person job fit ensures engagement
Better hire quality
Better understanding of Manager behaviour
Transform HR Practices to provide maximum impact
Legal compliance by most international standards

6. We started with a basic hypothesis
Managers who are top performers, are differently competent as compared to the ones that are not.
5
If yes, what differentiates them?
Can I identify a BE from EE while hiring?
Can we develop our Manager s better?
Are some people by nature inclined to be better Manager s than others?
What skills should we most focus on?

7. How to prove that the hypothesis is right?
Why Manager Competency Framework
Our Approach
What did we find
How to leverage the framework
6

8. A four step approach to prove the hypothesis
Preparation
•Job Study
•Sampling
•Calibration
BEI Interviews
•Conduct Interviews
•Coding and Scoring
Analysis
•Regression Analysis
•Correlation Analysis
Insights
•Inferences from the Analysis
7

9. Before deciding what competence means at Manager ’s level, we decided to understand Manager ’s role
Scientific job analysis from O*Net from DOL was studied to derive at a list of skills necessary for Manager s. Click Here to view.
A set of 20 skills and abilities were listed.
Knowledge aspect of job was ignored.
Skills and abilities were compressed into 3 clusters and 11 competencies as identified by FYI’s competency Dictionary.
Each competency was defined by six behaviours as relevant to an Manager’s job.
8

10. We zeroed in on an initial set of eleven competencies most critical in Manager ’s Role through Repertory Grids
Drive
Action oriented
Perseverance
Drive for Results
Interpersonal
Compassion
Interpersonal savvy
Customer Focus
Negotiating
Personal
Composure
Learning Agility
Listening
Integrity
9

11. 30 Manager s were assessed on competencies using BEI to find differentiators using statistical tools like…
Regression
•Regression tries to predict Manager rating basis their competency scores
•Helps understand the interaction of multiple competencies and their cumulative impact on Manager rating
Correlation
•Correlation tries to establish a relationship between individual behaviours and Manager rating
•Correlation helps understand the impact of one competency at a time on Manager rating
10
To see outputs go to Appendix.

12. Before we appreciate the analysis let’s first understand some key concepts
Validity
Reliability
Significance
11
4 shots
10 shots

13. To be sure, we also used Psychometrics to see if personality traits were also differentiators
Agreeableness: Being positive, compassionate, cooperative and accommodating in interaction with others
Conscientiousness: Being dutiful, responsible, organized, disciplined and achievement oriented
Extraversion: Being outgoing, friendly, sociable, assertive and energetic
Neuroticism: Not in control of impulses, emotional instability and tendency to express negative emotions
Openness to Ideas: Being open to new experiences and ideas, inventive, adventurous and emotions
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•The Six Factor personality test was adapted from the famous IPIP NEO test based on the most researched Big Five Personality Theory
•Why IPIP NEO? Open Source, Accessible, Powerful

14. Psychometrics contd.
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The adaptation was necessary due to number of items (240 in the original one) and comprehension ability of the target audience
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The test’s adapted version is reliable at r = 0.78 as against r = 0.87 to 0.92 of the original one
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The adapted version has 110 question as against 240 in NEOPI-R
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Additional Social Desirability Scale was used to weed out highly desirable responses
13

15. So what did we find after all?
Why Manager Competency Framework
Our Approach
What did we find
How to leverage the framework
14

16. Our hypothesis was true: high performance Manager are indeed different from the others
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0
1
2
3
4
5
6
EE
BE
AM Rating
Competencies 87%
Other Factors 13%
87% of performance difference between a BE and EE rated Manager is manifestation of competency deficit.
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BE=Low Performance; EE= High Performance

17. Four competencies have the maximum impact on Manager performance
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Negotiation Skills 25%
Composure 23%
Perseverance 21%
Interpersonal Savvy 13%
Action Oriented 8%
Integrity 5%
Compassion 4%
Customer Focus, Learning, Listening, Drive for Results 1%
Positive Impact of Competencies on Performance

18. By focusing on four competencies we can derive 90% of total impact on Manager Performance
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Acting With Perseverance
Composure in Action
Negotiating with Consumers
Interpersonal Savvy
To see the competency definitions Click Here.

19. But what about impact of Personality traits on Manager Performance? Small but significant.
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Regression model shows 16% of significant contribution to Manager performance
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Agreeableness, Neuroticism and Conscientiousness impact the Manager performance the most
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Ranges and weights for each construct have been defined so that hiring decisions can be made by lowering risk
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Extraversion is a hygiene factor while others can be used to provide a complete picture of the candidate
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Openness to ideas was found irrelevant to Manager s’ performance
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Agreeableness, 8%
Conscientiousness, 39%
Extraversion, 13%
Neuroticism, 33%
Openness, 1%
Other Traits, 6%
Personality Trait
Low Risk Ranges
Impact
Agreeableness
0 to 20
8%
Conscientiousness
10 to 40
39%
Extraversion
-25 to 25
Hygiene
Neuroticism
-25 to 5
33%

20. Other insights also emerged through our qualitative research
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27%
53%
0
10
20
30
40
50
60
BE
EE
Events of Learning by Trying new things on call
73%
37%
0
10
20
30
40
50
60
70
80
BE
EE
Attributing the responsibility of their learning to their GMs
82%
16%
0
10
20
30
40
50
60
70
80
90
BE
EE
Attributing Success/Failure to External Factors
45%
0%
0
10
20
30
40
50
BE
EE
AMs High* on Drive for Results and Low* on Composure
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*High Scores are more than 5 for DFR while Low scores are less than 2 for Composure.
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BE=Low Performance; EE= High Performance

21. What do we do with all our insights
Why Manager Competency Framework
Our Approach
What did we find
Leveraging the framework
20

22. The sum total of what we learnt through the mapping: Manager Behavioural Model
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•Easiest to develop.
•Focus on immediate/tangible results
•Internalised skills applied without conscious discretion
•Can be developed over time by coaching and counselling
•Focus on sustainable results
•Behaviours applied with conscious discretion
•Can’t be changed much
•Focus is internal to self concept
•Are not controlled by conscious mind
•Can be reinforced but not actively learnt
•Are not controlled by conscious mind

23. This holistic understanding has implications on our people practices 22
Screen For
Integrity (BGV) Traits (Personality Test) Drive for Results (Resume Screening, General Interaction) Language Skills (Telephonic Interview)
Hire For
Interpersonal Savvy Composure Perseverance (BEI, Group Discussion)
Train For
Negotiation Skills Technical Competence Job Specific Knowledge
Coach For
Perseverance Composure Negotiation Skills
To see the competency definitions Click Here. To see detailed competency based assessment BARS tool Click Here.

24. To make the best of the framework we recommend the following
Leadership Buy In
•Getting leaders to adapt the framework
•Seeking their influence in inspiring change
Hiring Well
•Adding psychometric tests as apart of screening process
•Adding aptitude, group discussions or situational judgement tests as a part of selection criteria
•Introducing Structured BEI and coding for recruiters
•Auditing and certifying the recruiting talent in partnership with Talent Acquisition Team
Training Better
•Focusing on the key behaviours
•Partnering with L&D team to add elements that emphasize and drive competencies in Manager s
Managing Behaviour in Action
•Communicating the findings to the operations team and HRBP
•Inclusion of competencies in performance improvement plan
•Communicating and coaching Manager s on the framework and how it benefits and impacts them
Talent Orientation
•Using the framework to make talent decisions like internal job postings
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25. Ultimately, these insights are an opportunity to grow
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“When the winds of change blow, some people build walls and others build windmills.” Chinese Proverb

26. Appendix I: Regression Model
R Squared: 0.868 (0.76 adjusted) Sig: 0.018 ( 98.2%) Alpha = 0.68
N=30
Unstandardized Coefficients
Standardized Coefficients
Model
B
Std. Error
Beta
t
Sig.
1
(Constant)
0.734
1.025
0.716
0.494
Action oriented
0.13
0.058
0.348
2.255
0.054
Perseverance
0.214
0.049
0.907
4.35
0.002
Drive for Results
-0.476
0.171
-0.809
-2.783
0.024
Compassion
0.059
0.066
0.195
0.891
0.399
IP Savvy
0.108
0.044
0.549
2.427
0.041
Customer Focus
0.013
0.037
0.06
0.364
0.725
Negotiation Skills
0.245
0.071
1.108
3.446
0.009
Composure
0.413
0.101
0.984
4.094
0.003
Learning Agility
-0.065
0.031
-0.312
-2.091
0.07
Listening
-1.772
0.393
-1.08
-4.51
0.002
Integrity
0.093
0.096
0.214
0.968
0.361
a. Dependent Variable: Pace rating 25

27. Appendix II: Competency definitions
Acting with Perseverance (Weight = 30%)
Showing persistence and never ending conviction toward achieving breakthrough results. Pushing the bar higher by hard work, aspiration and challenging personal goals.
Negotiating with Consumers (Weight = 25%)
Negotiating with consumers to achieve a win-win situation for both the consumer and the company. In doing so, treating consumers with respect and fairness.
Composure in Action (Weight = 23%)
Showing great restraint and maturity in thoughts, words and action by acting with integrity. Responding to situations flexibly, adapting to challenges and finding learning opportunities in every difficult experience.
Interpersonal Savvy (Weight = 13%)
Winning by creating great relationships through collaboration at workplace with consumers, peers, supervisors and other stakeholders.
26

28. Appendix III: Detailed Competency framework
Acting with Perseverance (Weight = 30%)
BARS
Beginner
BARS
Practitioner
BARS
Expert
1.2
Has a positive outlook/optimistic
2.2
Doesn't waste time
3.3
Takes control of situations
1.4
Doesn't give up easily
2.5
Bears a sense of urgency
3.5
Holds oneself accountable for meeting objectives
1.5
Motivates him/her self
2.7
Doesn't compromise on goals
3.9
Sets challenging personal goals
1.7
Shows resolve in dealing with challenges
2.9
Enjoys working hard
Negotiating with Consumers (Weight = 25%)
BARS
Beginner
BARS
Practitioner
BARS
Expert
1.2
Believes in creating win-win situation
2.2
Gains consumers' trust
3.3
Acts both submissive and assertive flexibly
1.7
Controls the tone of conversations
2.6
Reads people well
3.5
Knows when to say what
1.9
Is truthful in negotiating with others
2.7
Is tactful while negotiating with others
3.8
Customises approach for different consumers
Composure in Action (Weight = 23%)
BARS
Beginner
BARS
Practitioner
BARS
Expert
1.3
Handles stress positively
2.2
Doesn't become defensive when faced with criticism
3.2
Doesn't get frustrated when things don't go as expected
1.4
Maintains cool under pressure
2.5
Is open to change
3.5
Signals positivity to others
2.8
Learns and adapts proactively
Interpersonal Savvy (Weight = 13%)
BARS
Beginner
BARS
Practitioner
BARS
Expert
1.3
Gets along with all kinds of people
2.2
Builds profitable relationships
3.3
Embraces conflicts and defuses tension
1.4
Builds rapport with ease
2.4
Demonstrates empathy with others
1.9
Cares about others
2.9
Is diplomatic in conversations
27

29. Appendix IV: Psychometric analytical Model (Predicted cut offs and hit rates)
Weights
A = 8%
C = 39%
N = 33%
n = 109 (100 clean responses)
Constructs
A (0 - 20)
C (10 - 40)
E (-25 - 25)
N (-25 - 5)
All Criteria
Ratings
In Range
Out Range
In Range
Out Range
In Range
Out Range
In Range
Out Range
In
Out
BE (20)
90%
10%
75%
25%
85%
15%
65%
35%
35%
65%
PM (10)
70%
30%
60%
40%
90%
10%
80%
20%
50%
50%
ME (20)
80%
20%
95%
5%
100%
0%
85%
15%
75%
25%
PE (20)
95%
5%
90%
10%
100%
0%
90%
10%
80%
20%
EE (30)
97%
3%
90%
10%
100%
0%
94%
6%
85%
15%
28

30. Appendix V: Manager Behavioural Model
29