This presentation talks about how organizations can go about linking people development to strategy, and ongoing career plans.

1. People Development in
Organizational Setting
Dipen Vadodaria
+91-9820593288
©SALT

2. Introduction
The importance of people development in organizational setting
is very well documented, read and known. In spite of this, most
organizations fail to give enough importance and allocate
enough resources to people development.
This presentation talks about how you would go about
identifying short and long term competency requirements to
successfully execute your business strategies.
It covers neither formation of strategies and execution of it nor
the development plan.
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3. Why develop people?
• Any strategy formulated by management must be executed by people in the
organization. They either do a good job or not so good job at executing them.
•People are probably the only differentiators why most companies fail to deliver on
strategy where as a few succed.
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4. Strategic People Development
Linking Development to Strategy
STRATEGY COMPETENCIES COMPETENCIES GAP
REQUIRED AVAILABLE***
Near Term New Technology (E) New Technology (S) Need to develop the identified
Deploy existing Staffing (E) Staffing (E) employee in the new technology and
product in new Vision (S) Vision (B) vision
technology Innovation (E) Innovation (E)
Medium Term Business Acumen (E) Business Acumen (B) Need to develop business acumen
Enter New Business Customer Focus (E) Customer Focus (E)
Segments Vision (E) Vision (E)
Increase Automation Automation (E) Automation (E) None
Staffing (S) Staffing (S)
Long Term Business Acumen (E) Business Acumen (E) Need to develop the ability to
Enter New Ability to Influence (E) Ability to Influence (S) influence, and awareness of the culture
Geography Awareness of New Awareness of New of the identified geography
Culture (E) Culture (S)
E = Excellent S= Standard B = Below
•Identify critical required roles and required competencies to execute strategy
•Allocate best suited and available internal employees to fill in identified competencies/positions
•Evaluate gaps between the likely candidates and the requirement and plan development
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5. Ongoing tracking and career development
Role 1/Position 1 Role 2/Position 2 Role 3/Position 3
Required Competencies Required Competencies Required Competencies
Behavioral Behavioral Behavioral
BC1 - Excellent BC2 - Excellent BC1 - Excellent
BC4 - Standard BC9 - Standard BC5 - Standard
Functional Functional Functional
FC1 – Excellent FC4 - Excellent FC1 - Excellent
FC7 – Excellent FC5 – Excellent FC2 – Excellent
Employee’s Displayed Employee’s Displayed Employee’s Displayed Competencies
Competencies Competencies Behavioural
Behavioural Behavioural BC1 - Excellent
BC1 - Excellent BC2 - Excellent BC5 - Standard
BC4 - Below BC9 - Standard Functional
Functional Functional FC1 - Excellent
FC1 – Excellent FC4 - Standard FC2 – Excellent
FC7 – Standard FC5 – Excellent
BC1.. BCn are behavioral competencies and FC1.. FCn are functional competencies
Developmental needs are shown in yellow
•Employees must be assessed twice a year against the required competencies in their existing role and for the role
they are likely to move in next
•Companies must have standard development plans, actions, tools, literature, trainings etc. that can be used by
employees for development
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6. Competency Assessment
• Employees must display competencies in the organizational
settings
• Employees must be assessed thru 180 degree feedback for
the displayed competencies
• For senior management and leadership positions, it is
suggested that a committee does the assessment of critical
competencies
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7. Thank You
Dipen Vadodaria (+91-9820593288)
©SALT