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CompetencyCompetency MappingMapping ,, AssessmentAssessment && ManagementManagement

Competency Competency Mapping Mapping , , Assessment Assessment & & Management Management

INDEXINDEX

CompetencyCompetency MappingMapping ConceptConcept
CompetencyCompetency MappingMapping ConceptConcept

CompetencyCompetency IdentificationIdentification StepsSteps CompetencyCompetency IdentificationIdentification ToolsTools ToolsTools :: ExampleExample ChangeChange CompetencyCompetency MeasurementMeasurement ToolsTools :: ExampleExample ofof DayDay inin thethe LifeLife OfOf ToolsTools :: ExampleExample ofof LeadershipLeadership CompetencyCompetency MappingMapping ToolsTools :: ExampleExample ofof SkillsSkills MatrixMatrix CompetencyCompetency MappingMapping && DevelopmentDevelopment AboutAbout MasterMaster SunSun

Competency Competency Mapping Mapping & & Development Development About About Master Master Sun Sun

CompetencyCompetency MappingMapping

Competency Competency Mapping Mapping Research Research indicates indicates that that • • Source Source of of

ResearchResearch indicatesindicates thatthat SourceSource ofof 50%50% ofof jobjob performanceperformance problemsproblems isis thatthat peoplepeople areare inin thethe wrongwrong job.job. 25%25% ofof onon--thethe--jobjob performanceperformance problemsproblems isis thethe inabilityinability toto identifyidentify thethe gapsgapsbetweenbetween thethe competenciescompetencies ofof thethe personperson andand thethe requirementsrequirements ofof thethe job.job.

CONCEPTCONCEPT OFOF ROLEROLE

ExpectationsExpectations ofof significantsignificant othersothers andand selfself LinkingLinking conceptconcept

IndividualIndividual TeamTeam organizationorganization

DifferentDifferent fromfrom positionposition

Dr. MG Jomon, XIMB

Individual Team Team organization organization Different Different from from position position Dr. MG Jomon, XIMB

CONCEPTCONCEPT OFOF COMPETENCYCOMPETENCY

Skill:Skill:

AbilityAbility accomplishaccomplish

Talent:Talent:

InherentInherent abilityability

Competency:Competency:

UnderlineUnderline characteristicscharacteristics thatthat givegive riserise toto skillskill accomplishmentaccomplishment Knowledge,Knowledge, skillskill andand attitudeattitude

Dr. MG Jomon, XIMB

skill accomplishment accomplishment Knowledge, Knowledge, skill skill and and attitude attitude Dr. MG Jomon, XIMB

DEFINITIONDEFINITION

FirstFirst popularizedpopularized byby BoyatzisBoyatzis (1(1982)982) withwith ResearchResearch resultresult onon clustersclusters ofof competencies:competencies:

AA capacitycapacity thatthat existsexists inin aa pepersonrson thatthat leadsleads toto behaviourbehaviour thatthat meetsmeets thethe jobjob demandsdemands withinwithin parametersparameters ofof organizationalorganizational environment,environment, andand that,that, inin turnturn bringsbrings aboutabout desireddesired resultsresults

Dr. MG Jomon, XIMB

that, that, in in turn turn brings brings about about desired desired results results ” ”

COMPETENCYCOMPETENCY VS.VS. COMPETENCECOMPETENCE

Competency:Competency: AA personperson-- relatedrelated conceptconcept thatthat refersrefers toto thethe dimensionsdimensions ofof behaviourbehaviour lyinglying behindbehind competentcompetent performer.performer. Competence:Competence: AA workwork-- relatedrelated conceptconcept thatthat refersrefers toto areasareas ofof workwork atat whichwhich thethe personperson isis competentcompetent Competencies:Competencies: OftenOften referredreferred asas thethe combinationcombination ofof thethe aboveabove two.two.

Often Often referred referred as as the the combination combination of of the the above above

TYPESTYPES OFOF COMPETENCIESCOMPETENCIES

GenericGeneric oror specific:specific:

ThresholdThreshold oror performance:performance:

BasicBasic competenciescompetencies requiredrequired toto dodo thethe job,job, whichwhich dodo notnot differentiatedifferentiate betweenbetween highhigh andand lowlow performersperformers PerformancePerformance competenciescompetencies areare thosethose thatthat differentiatedifferentiate betweenbetween highhigh andand lowlow performersperformers

DifferentiatingDifferentiating Competencies:Competencies:

Differentiating Differentiating Competencies: Competencies: Behavioral Behavioral characteristics characteristics that

BehavioralBehavioral characteristicscharacteristics thatthat highhigh performersperformers displaydisplay

Dr. MG Jomon, XIMB

COMPETENCIESCOMPETENCIES APPLICATIONSAPPLICATIONS

CompetencyCompetency frameworks:frameworks: DefineDefine thethe competencycompetency requirementsrequirements thatthat covercover allall thethe keykey jobsjobs inin anan organization.organization. ThisThis consistsconsists ofof genericgeneric competencies.competencies.

CompetencyCompetency maps:maps: DescribeDescribe thethe differentdifferent aspectsaspects ofof competentcompetent behaviourbehaviour inin anan occupationoccupation againstagainst competencycompetency dimensionsdimensions suchsuch asas strategicstrategic cacapability,pability, resourceresource managementmanagement andand quality.quality.

resource management management and and quality. quality. Competency Competency profiles: profiles: A A set set of

CompetencyCompetency profiles:profiles: AA setset ofof competenciescompetencies thatthat areare requirerequire toto performperform aa specifiedspecified role.role.

Dr. MG Jomon, XIMB

MACROMACRO COMPETENCYCOMPETENCY MANAGEMENTMANAGEMENT

STRATEGIC FRAMEWORK

COMPETENCY FRAMEWORK

COMPETENCY MODELING FRAMEWORK

Stakeholder Interest

Market Positioning

Achieving Business Targets

Employee Satisfaction

Organizational Strategy

Vision, Mission, Values, Strategic, Intent, Corporate Governance, Corporate Social Responsibility & Ethics

Governance, Corporate Social Responsibility & Ethics Business Strategy Business Plan & Goals, Culture

Business Strategy

Business Plan & Goals, Culture People, Technology

Core Competencies (Organizational wide)

Business Competencies (SBU specific)
Business Competencies (SBU specific)
Business Competencies (SBU specific)

Business Competencies (SBU specific)

(Organizational wide) Business Competencies (SBU specific) Teamwork Strategy Team Competencies (Project driven)
(Organizational wide) Business Competencies (SBU specific) Teamwork Strategy Team Competencies (Project driven)
(Organizational wide) Business Competencies (SBU specific) Teamwork Strategy Team Competencies (Project driven)
(Organizational wide) Business Competencies (SBU specific) Teamwork Strategy Team Competencies (Project driven)
(Organizational wide) Business Competencies (SBU specific) Teamwork Strategy Team Competencies (Project driven)
Teamwork Strategy Team Competencies (Project driven) Profit Center Orientations Leadership, Communication Conflict
Teamwork Strategy
Team Competencies
(Project driven)
Profit Center Orientations
Leadership, Communication
Conflict Management, Interpersonal
Skills, Project Orientation, Self
Managed Teams (SMT)
Team Development & Synergy
Role Strategy
Role Competencies
(Role wise)
Performance Accomplishment
Individual Development

Ability, Autonomy, Multiskilling, Task identity, Performance Evaluation & rewards and performance

ROLEROLE COMPETENCIESCOMPETENCIES

AA setset ofof competenciescompetencies requiredrequired toto performperform aa givengiven rolerole EachEach competencycompetency hashas aa skillskill setset

Dr. MG Jomon, XIMB

a a given given role role Each Each competency competency has has a a skill skill

INDEXINDEX

CompetencyCompetency MappingMapping ConceptConcept CompetencyCompetency IdentificationIdentification StepsSteps
CompetencyCompetency MappingMapping ConceptConcept
CompetencyCompetency IdentificationIdentification StepsSteps

CompetencyCompetency IdentificationIdentification ToolsTools ToolsTools :: ExampleExample ChangeChange CompetencyCompetency MeasurementMeasurement ToolsTools :: ExampleExample ofof DayDay inin thethe LifeLife OfOf ToolsTools :: ExampleExample ofof LeadershipLeadership CompetencyCompetency MappingMapping ToolsTools :: ExampleExample ofof SkillsSkills MatrixMatrix CompetencyCompetency MappingMapping && DevelopmentDevelopment AboutAbout MasterMaster SunSun

Competency Competency Mapping Mapping & & Development Development About About Master Master Sun Sun

IDENTIFICATIONIDENTIFICATION OFOF ROLEROLE COMPETENCIESCOMPETENCIES

StructureStructure andand listlist ofof rolesroles DefinitionDefinition ofof rolesroles JobJob descriptiondescription CompetencyCompetency requirementrequirement

Dr. MG Jomon, XIMB

of roles roles Job Job description description Competency Competency requirement requirement Dr. MG Jomon, XIMB

STRUCTURESTRUCTURE ANDAND LISTLIST OFOF ROLES:ROLES:

STEPSSTEPS

OrganizationalOrganizational structurestructure studystudy andand examinationexamination ListList allall thethe rolesroles inin thethe structurestructure IdentifyIdentify redundantredundant andand overlappingoverlapping rolesroles FinalFinal listlist ofof rolesroles

Dr. MG Jomon, XIMB

redundant and and overlapping overlapping roles roles Final Final list list of of roles roles Dr.

DEFINITIONDEFINITION OFOF ROLE:ROLE: STEPSSTEPS

IdentifyIdentify KPAsKPAs ofof thethe rolerole LinkLink thethe KPAsKPAs withwith Dept.Dept. andand OrganizationalOrganizational goalsgoals StateState thethe contentcontent ofof thethe abovabovee inin oneone oror twotwo sentencessentences PositionPosition thethe rolerole inin perspectiveperspective withwith thatthat ofof othersothers

Dr. MG Jomon, XIMB

the the role role in in perspective perspective with with that that of of others others

JOBJOB DESCRIPTION:DESCRIPTION: STEPSSTEPS

ListList downdown allall thethe activities/tasksactivities/tasks

smallsmall andand bigbig RoutineRoutine andand CreativeCreative

CategorizeCategorize activitiesactivities underunder majormajor headsheads

Dr. MG Jomon, XIMB

Creative Creative Categorize Categorize activities activities under under major major heads heads Dr. MG Jomon, XIMB

COMPETECNYCOMPETECNY IDENTIFICATION:IDENTIFICATION:

STEPSSTEPS

IdentifyIdentify againstagainst eacheach activityactivity thethe following:following:

RoleRole holderholder interviewinterview andand listinglisting DayDay inin thethe LifeLife ofof StudyStudy Internal/ExternalInternal/External customercustomer interviewinterview andand listinglisting StarStar performerperformer interviewinterview andand listinglisting RoleRole holderholder criticalcritical incidentincident analysisanalysis ChangeChange CompetencyCompetency StudyStudy BenchmarkingBenchmarking

Competency Study Study Benchmarking Benchmarking Consolidate Consolidate the the above above and and make

ConsolidateConsolidate thethe aboveabove andand makemake aa checklistchecklist ofof competenciescompetencies RankRank-- orderorder andand finalizefinalize onon 5/65/6 competenciescompetencies criticalcritical toto thethe rolerole

Dr. MG Jomon, XIMB

INDEXINDEX

INDEX INDEX Competency Competency Mapping Mapping Concept Concept Competency Competency Identification Identification

CompetencyCompetency MappingMapping ConceptConcept

CompetencyCompetency IdentificationIdentification StepsSteps

CompetencyCompetency IdentificationIdentification ToolsTools

ToolsTools :: ExampleExample ChangeChange CompetencyCompetency MeasurementMeasurement ToolsTools :: ExampleExample ofof DayDay inin thethe LifeLife OfOf ToolsTools :: ExampleExample ofof LeadershipLeadership CompetencyCompetency MappingMapping ToolsTools :: ExampleExample ofof SkillsSkills MatrixMatrix CompetencyCompetency MappingMapping && DevelopmentDevelopment AboutAbout MasterMaster SunSun

Competency Competency Mapping Mapping & & Development Development About About Master Master Sun Sun

COMPETENCYCOMPETENCY IDENTIFICATIONIDENTIFICATION TOOLSTOOLS

BehaviourBehaviour && SkillsSkills

BenchmarkBenchmark JobJob RequirementsRequirements

ClientClient CompanyCompany RequirementsRequirements againstagainst aa KeyKey CompetitorCompetitor

OutcomesOutcomes :: Organizational,Organizational, TeTeamam && IndividualIndividual RequirementsRequirements

PerformancePerformance

BenchmarkBenchmark PerformancePerformance MeasuresMeasures

ClientClient CompanyCompany RequirementsRequirements againstagainst aa KeyKey CompetitorCompetitor

OutcomesOutcomes :: Organizational,Organizational, TeTeamam && IndividualIndividual RequirementsRequirements

BenchmarkingBenchmarking CustomerCustomer ExpectationsExpectations

Benchmarking Customer Customer Expectations Expectations Quantitative Quantitative Questionnaire Questionnaire comp

QuantitativeQuantitative QuestionnaireQuestionnaire compcomparingaring CategoryCategory PlayersPlayers withwith aa vavalidlid samplesample sizesize OutcomesOutcomes :: Organizational,Organizational, TeamTeam && IndividualIndividual RequirementsRequirements && GapsGaps

EXAMPLEEXAMPLE :: BENCHMARKINGBENCHMARKING JOBJOB REQUIREMENTSREQUIREMENTS

EXAMPLE EXAMPLE : : BENCHMARKING BENCHMARKING JOB JOB REQUIREMENTS REQUIREMENTS
EXAMPLE EXAMPLE : : BENCHMARKING BENCHMARKING JOB JOB REQUIREMENTS REQUIREMENTS

ExampleExample :: BenchmarkingBenchmarking CustomerCustomer ExpectationsExpectations

RELATIVERELATIVE DISTANCEDISTANCE FROMFROM AVGAVG AVGAVG HDFCHDFC IMP.IMP. ICICIICICI BANKBANK CitibankCitibank
RELATIVERELATIVE DISTANCEDISTANCE FROMFROM AVGAVG
AVGAVG
HDFCHDFC
IMP.IMP.
ICICIICICI BANKBANK
CitibankCitibank
PERFPERF
BANKBANK
HIGHHIGH IMPORTANCEIMPORTANCE -- LOWLOW
PERFORMANCEPERFORMANCE
PhonePhone BankingBanking --PBOPBO CompetenceCompetence
5.255.25
5151
--1212
1111
11
PhonePhone BankingBanking -- CallCall transfertransfer andand holdhold
experienceexperience
5.205.20
2121
--2626
1515
1111
ServicingServicing -- TimeTime ofof receivingreceiving thethe
statementstatement
5.185.18
6060
--1414
22
1111
PhonePhone BankingBanking --PBOPBO ImpressionImpression
5.155.15
6363
--88
99
--11
PhonePhone BankingBanking-- TimeTime takentaken toto connectconnect
toto PBOPBO
5.135.13
2323
--2222
1111
1111
ServicingServicing -- ProductProduct relatedrelated featuresfeatures
5.105.10
4848
--66
--44
1111
ServicingServicing –– SpecialSpecial RequestRequest
5.085.08
3535
--1515
99
66
HIGHHIGH IMPORTANCEIMPORTANCE -- HIGHHIGH
PERFORMANCEPERFORMANCE
ServicingServicing--AccuracyAccuracy andand EaseEase ofof
understandingunderstanding thethe statementstatement
5.265.26
7171
--1010
22
88
InternetInternet BankingBanking –– AccessAccess && BrowsingBrowsing
5.075.07
6969
77
77
--1414

COMPETENCYCOMPETENCY IDENTIFICATIONIDENTIFICATION TOOLSTOOLS

AttitudeAttitude ChangeChange CompetencyCompetency && AttitudinalAttitudinal StudyStudy

SetSet ofof QuestionsQuestions measuringmeasuring 88 typestypes ofof changechange competenciescompetencies MeasuresMeasures && identifiesidentifies gapsgaps

ManagementManagement StyleStyle SystemSystem OrientationOrientation OrganisationOrganisation Culture/DecisionCulture/Decision MakingMaking QualityQuality OrientationOrientation CustomerCustomer ServiceService OpennessOpenness toto ChangeChange CommunicationCommunication AccountabilityAccountability

Communication Communication Accountability Accountability Also Also looks looks at at perceived perceived

AlsoAlso lookslooks atat perceivedperceived performanceperformance && opportunitiesopportunities forfor improvementimprovement BenchmarkingBenchmarking againstagainst otherother capablecapable organizationsorganizations OutcomesOutcomes :: Organizational,Organizational, TeamTeam && IndividualIndividual GapsGaps

COMPETENCYCOMPETENCY IDENTIFICATIONIDENTIFICATION TOOLSTOOLS

BehaviourBehaviour && SkillsSkills-- DayDay inin thethe LifeLife ofof KeyKey ManagersManagers

SnapshotSnapshot ofof ProductivityProductivity && EffectivenessEffectiveness ofof KeyKey ManagersManagers 44 --88 HoursHours observationobservation ofof criticalcritical skills,skills, behaviourbehaviour && attitudeattitude toto succeedsucceed MeasurementMeasurement ofof ASAS--IS,IS, DESIREDDESIRED && SHOULDSHOULD--BEBE OutcomesOutcomes :: Organizational,Organizational, TeamTeam && IndividualIndividual GapsGaps

BehaviourBehaviour && SkillsSkills :: TheThe SkillsSkills MatrixMatrix

Skills Skills : : The The Skills Skills Matrix Matrix Behaviour Behaviour & & Skills Skills

BehaviourBehaviour && SkillsSkills-- TopTop PerformerPerformer SurveySurvey

2020 toptop performersperformers ofof ClientClient CompanyCompany andand letlet themthem calibratecalibrate andand rankrank thethe necessarynecessary competenciescompetencies forfor superiorsuperior performanceperformance OutcomesOutcomes :: Organizational,Organizational, TeTeamam && IndividualIndividual RequirementsRequirements

ValuesValues :: TopTop managementmanagement interviewsinterviews

OutcomesOutcomes :: KeyKey ValuesValues toto UpholdUphold

INDEXINDEX

INDEX INDEX Competency Competency Mapping Mapping Concept Concept Competency Competency Identification Identification

CompetencyCompetency MappingMapping ConceptConcept

CompetencyCompetency IdentificationIdentification StepsSteps CompetencyCompetency IdentificationIdentification ToolsTools

ToolsTools :: ExampleExample ChangeChange CompetencyCompetency MeasurementMeasurement

ToolsTools :: ExampleExample ofof DayDay inin thethe LifeLife OfOf ToolsTools :: ExampleExample ofof LeadershipLeadership CompetencyCompetency MappingMapping ToolsTools :: ExampleExample ofof SkillsSkills MatrixMatrix CompetencyCompetency MappingMapping && DevelopmentDevelopment AboutAbout MasterMaster SunSun

Competency Competency Mapping Mapping & & Development Development About About Master Master Sun Sun

ExampleExample ofof ChangeChange CompetencyCompetency :: LeadingLeading IndianIndian DiversifiedDiversified CompanyCompany

of of Change Change Competency Competency : : Leading Leading Indian Indian Diversified Diversified Company Company

ProfileProfile OfOf RespondentsRespondents

Unknowns

SBU

DM & Above

BM

AM

AE

5 1 3 7 3 12 0 2 4 6 8 10 12 14
5
1
3
7
3
12
0
2
4
6
8
10
12
14
ChangeChange CompetenciesCompetencies :Individual:Individual PerceptionPerception 100% 90% 80% 70% 60% 50% 40%
ChangeChange CompetenciesCompetencies :Individual:Individual
PerceptionPerception
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%

Management

Style

System

Orientation

Org Structure / Decision Making

Quality

Customer

Service

Change

Communication

Accountability

ChangeChange CompetenciesCompetencies :: CompanyCompany PerceptionPerception

100%

90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Management System Quality Customer Service
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Management
System
Quality
Customer Service
Change
Communication
Accountability

Style

Orientation

Org Structure / Decision Making

AttitudeAttitude ProfileProfile

100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Strong Capable Requires training
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Strong
Capable
Requires training
Weak
1
4
7
10
13
16
19
22
25
28
31
34
37
40
43
46
49
52
55
58
61
64
67

AttitudeAttitude Profile:Profile: LevelsLevels

100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% AE AM BM DM
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
AE
AM
BM
DM & Above
SBU
Unknowns
Strong
Capable
Requires Training
Weak
70% 60% 50% 40% 30% 20% 10% 0% AE AM BM DM & Above SBU Unknowns

INDEXINDEX

INDEX INDEX Competency Competency Mapping Mapping Concept Concept Competency Competency Identification Identification

CompetencyCompetency MappingMapping ConceptConcept

CompetencyCompetency IdentificationIdentification StepsSteps CompetencyCompetency IdentificationIdentification ToolsTools ToolsTools :: ExampleExample ChangeChange CompetencyCompetency MeasurementMeasurement

ToolsTools :: ExampleExample ofof DayDay inin thethe LifeLife OfOf

ToolsTools :: ExampleExample ofof LeadershipLeadership CompetencyCompetency MappingMapping ToolsTools :: ExampleExample ofof SkillsSkills MatrixMatrix CompetencyCompetency MappingMapping && DevelopmentDevelopment AboutAbout MasterMaster SunSun

Competency Competency Mapping Mapping & & Development Development About About Master Master Sun Sun

Example:Example: DayDay inin thethe LifeLife ofof CementCement SalesmanSalesman SellingSelling throughthrough thethe RetailRetail ChannelChannel

Life of of Cement Cement Salesman Salesman Selling Selling through through the the Retail Retail Channel

DILODILO SALESMANSALESMAN -- AHMADABADAHMADABAD

DILO DILO SALESMAN SALESMAN - - AHMADABAD AHMADABAD

DILODILO SALESMANSALESMAN -- AHMADABADAHMADABAD

Activity Time Observations Comments 940 Traveling Most of the times the Sales officer does not
Activity
Time
Observations
Comments
940
Traveling
Most of the times the Sales officer does not start his day from the office, he directly heads
Left from the office at Ashram Road, heading out to the field.
out to the field from his residence.
The only time the sales officer is scheduled to spend time in the office is on Saturday
afternoon for completing paper work and reports.
950
Traveling
1000
Traveling
1010
Traveling
1020
Delivery / Order Taking
Reached the office of Ambica Enterprises. The salesman gets a call on the
The salesman frequently uses his mobile phone to conduct business activity. Certain
mobile from some other dealer and has to arrange for some stock to be
critical business decisions are done by him on the e mobile. Currently he uses a personal
delivered to him. There is some problems with torn bags, that the sales officer
mobile phone which is not issued by the company.
addresses and solves on the phone
Mobile phones are now considered an essential sales tool and should be made available to
1030
Passive Selling
the sales officers
The sales officer starts doing small talk about the business in the local area
The dealer seems to be interested in some accounting and paperwork and
gives little attention to the sales officer at first.
The sales officer is talking about schemes of sales promotion to the dealer.
The dealer, suddenly gets involved and is quite critical of the schemes, he says
that the rates of L&T are cheaper and more profitable. Also says that GAC has
better credit terms. They also speak of GAC schemes.
The sales officer admits that L&T is cheaper, but explains nothing further in
terms of quality, service, etc. Dealer also complains about some undercutting
is cheaper, but explains nothing further in terms of quality, service, etc. Dealer also complains about

DILODILO SALESMANSALESMAN -- AHMADABADAHMADABAD

Activity Time Observations Comments in the market, he's seen Siddhi available cheaper in the market.
Activity
Time
Observations
Comments
in the market, he's seen Siddhi available cheaper in the market. Sales officer
asks him to call up accounts and confirm. The dealer sneers at him and says
he doesn’t trust people at accounts at all.
The sales officer asks the dealer to place more orders. The dealer refuses.
There are dealers who deal in both, Siddhi and Hathi cement. In some areas, there are no
While leaving as a passing comment, the sales officer asks him about sales of
sales of Hathi at all, and dealers are uninterested in selling Hathi.
1040
Hathi, the dealer says its nil, he says Hathi wont sell here at all.
Reach Sun traders, a dealer one block away. This dealer has a retail counter.
The sales officer does some small talk about the business.
Sales officer looks in the back of the store for the status of stock with the
The primary responsibility of the sales officer is Sales promotion and schemes, the sales
1050
dealer. The sales officer gets phone call on mobile from the office.
officer is not playing a direct role in pushing volumes, tracking sales targets, and volumes
The dealer is keen to know when he would get his sales promotion articles like
The sales officer is involved with only soft sales activities like schemes and promotions
books, caps, etc. The salesman assures him that they are on its way and
and not frontline sales activities
explains the sales promotions to the dealer in detail.
The sales officer pushes the dealer to sell more volumes to avail of more sales
promotion benefits and schemes
Siddhi brand has very good visibility in the dealer's shop, there are large paintings
inside and outside the shop.
The dealer also has a paper weight of JK white cement and a Pen stand of
Birla white cement.
1100
Passive Selling
Reached Rashmi trading, the person responsible was not there. The people in
the shop were not sure where he'd gone. The sales officer spent 5 mts chatting
with the sales officer about the potential entry of Sanghi cement and other
small talk about the market in general.
with the sales officer about the potential entry of Sanghi cement and other small talk about

DILODILO SALESMANSALESMAN -- AHMADABADAHMADABAD

Activity Time Observations Comments 1105 Reached a sub-dealer's shop nearby, the sub dealer was not
Activity
Time
Observations
Comments
1105
Reached a sub-dealer's shop nearby, the sub dealer was not used to the sales
officer visiting his shop and seemed a bit uncomfortable at first, he started
getting less edgy later.
Sub-dealer says that its very difficult to sell Hathi, people ask for GAC and
siddhi cement by name.
1110
Sales officer started chatting with someone else in the sub dealer's shop about
the business, the other person was working in some other shop and was now
looking for doing some business of his own.
1120
Traveling
1130
Passive Selling
Maru - a dealer, says that there is not much money in the cement business
he is of the opinion that there's more money in the fixtures business and he
has to keep cement only to fill the complete order of his customers.
All customers keep track of the cement prices from the different shops in
the market before placing the order for the cheapest brand.
The salesman talks to the dealer as a person of authority about the cement
business and advices him on the nuances of the cement trade. The dealer is not
completely convinced
Visited Laxmi traders, the owner was not available.
Reach Shri Uma traders, the dealer is concerned about the potential entry of
Sanghi Cement, the sales officer tries to pacify his concerns.
1140
Suddenly there is a scooter accident across the road, a lady driver bangs into
The sales officer is very involved in developing a congenial relationship with the dealers.
a scooter rider and all conversation for the next 5 minutes is directed towards
He tries hard to be friendly with the dealer, but he is not revered and considered with a lot of
the accident. The sales officer joins with retorts in the discussion.
respect in the trade, since he is not directly involved in the sales process.
joins with retorts in the discussion. respect in the trade, since he is not directly involved

DILODILO SALESMANSALESMAN -- AHMADABADAHMADABAD

Activity Time Observations Comments The group continues its small talk about the market place and
Activity
Time
Observations
Comments
The group continues its small talk about the market place and the business.
Sales officer starts asking the dealer about his targets and actual sales, the
dealer is not very concerned and takes this query very lightly. He says he's doing
all right but not so well on his target. The sales officer has no further comments
suggestions or reprimands about sales targets
There is a contractor in the dealers shop, the dealer gives some Siddhi caps to
the contractor as a goodwill gesture, the contractor asks for a bag to carry the
caps, the dealer helper boy stuffs all the Siddhi caps into a JK cement plastic
bag.
The sales officer starts chatting with the contractor about the business. The
conversation goes to construction techniques, the contractor says that he
The sales officer in his keenness to get along with the people from the trade is passing on
uses a Vibrator to mix the cement. The sales officer tells him that although using
information which could be potentially detrimental to the business.
a vibrator is a good practice, vibrators increase the consumption of cement.
He says " I wouldn’t normally say this to people, but I am telling you".
1150
Traveling
1200
Passive Selling
Reach a dealer of GAC. The sales officer says that he visits the competition
dealer on a regular basis to collect information and to find potential converters
The dealer doesn’t show too much interest and seems to be pre-occupied.
The shop has many other hardware items besides Ambuja cement and the
visibility of the GAC brand is not that strong.
There is a Siddhi Cement calendar on one of the walls of the shop.
The sales officer and the dealer do some small talk about the market and the
business and the potential entry of Sanghi cement.
officer and the dealer do some small talk about the market and the business and the

DILODILO SALESMANSALESMAN -- AHMADABADAHMADABAD

Activity Time Observations Comments A potential consumer comes to the counter and asks for cement,
Activity
Time
Observations
Comments
A
potential consumer comes to the counter and asks for cement, he wants to
know the prices of all brands. The dealer says he keeps only GAC, the customer
walks off without saying anything else, not even asking for the price.
1210
Passive Selling
Ashok trading - the sales officer looks at the stock in the shop, talks with the
helper boys. The owner is out of town and the boys are looking after the shop.
He gives them phone numbers of important people to contact for stock and
also his personal number, including his mobile number.
1220
Reach Bhagya Lakshmi hardware, a potential dealer who has shown some
interest in joining up. The sales officer tries to convince him to take dealership
He talks about rates and schemes to the shop owner, the owner is not very
convinced. The sales pitch is not successful.
Reach Gayatri traders, the sales officer asks for the status of the stock.
The dealer then asks for Sales promotion material like caps etc which was
promised to him in the past. The sales officer makes a call to the office and
organizes for the material to be delivered to the dealer.
1230
Active Selling
Visit an upcoming construction site.
The sales officer gets a few leads about non-trade opportunities from the market place.
The sales officer asks for a senior person by name and is told to wait for a
He visits the site offices of the building contractors as soon as he gets the leads. The
while. The site engineer comes after a while. The sales officer introduces
leads are not passed to the non-trade sales office immedietly.
himself and asks the site engineer to contact him if he has any cement
requirement. The site engineer asks in a cynical tone what would he do if he was
to
be contacted. The sales officers says "then I'll give you a rate". The site
engineer enquires about the present rate, the sales offices says that the non
trade rate varies and he would be giving him a rate only when there is a
rate, the sales offices says that the non trade rate varies and he would be giving

DILODILO SALESMANSALESMAN -- AHMADABADAHMADABAD

Activity Time Observations Comments requirement. This irritates the site engineer, who says that he has
Activity
Time
Observations
Comments
requirement. This irritates the site engineer, who says that he has an immediate
requirement and wants to know the rate right then. The sales officer is a bit
shaken by the attitude and tells him a price. There is a very negative reaction
from the site engineer, who sneers at the prices comparing them with the prices
of Rajasthan brands. The sales officer immedietly reduces the price by 1 Re.
1240
The site engineer still shows no interest in the proposal. He talks about the
The sales officer bases his entire sales pitch around rates. He starts the conversation by
rates of Binani Cement. The sales officer admits that the Rajastahan rates
offering "Non Trade" rates to the site engineer. There is no mention of any other function of
would be Rs. 4 cheaper than Gujarat rates always. If Gujarat player bring down
the cement or of the brand in the whole sales pitch, no mention of quality, brand, service,
rates, the Rajasthan players would follow suit and rates would further reduce.
consistency, etc.
The sales officer is not in a position to understand the nature of the specific needs of the
The site engineer comments that Siddhi and Hathi rates were the same some
builder and relies upon his skills and understanding of the trade segment to sell to him.
time back, and now they are different. He doesn’t understand why? The sales
Ideally he should pass the lead of "Non trade" sales to specialist sales officer who is involved
officer doesn’t give him a convincing reply.
in the activity on a day to day basis.
The Sales officer says that the company moves along with the market and
they will always be 4 Rs. more expensive than the Rajasthan brands.
1255
Active Selling
Visit another upcoming project site.
The responsible person is busy and asks the sales officer to wait.
The head of the office then gives the sales officer the name and number of the
purchase manager for the builder who takes decision of cement purchase. The
Sales officer takes down the details and starts pitching to the head of the office.
He again starts with "Non Trade" rates and goes on about the rate talks. The
prospect tells him that off hand the rates look very high but he should talk to the
purchase manager for the negotiations.
tells him that off hand the rates look very high but he should talk to the

DILODILO SALESMANSALESMAN -- AHMADABADAHMADABAD

Activity Time Observations Comments 1300 Passive Selling Reach Ambika trading. The sales officer does small
Activity
Time
Observations
Comments
1300
Passive Selling
Reach Ambika trading. The sales officer does small talk about the market
There are a few places where the sales officer visits in his PJP and makes no conversation
and the business. The dealer talks about the potential entry of Sanghi cement.
about either sales or sales promotions. The conversation is very superficial and generic.
The sales officer doesn't talk about schemes and sales promotions at all in
the whole conversation.
1325
Lunch
1340
Lunch
1350
Lunch
1400
Passive Selling
Reach Laxmi traders. The owner is not there, the sales officer does some
enquires about stocks and business to the person handling the shop.
1410
Traveling
1420
Passive Selling
Niranjan trading company.
The sales officer only indulges in small talk. There is no conversation about
Sales or Sales promotions
1440
Passive Selling
Dhanraj traders - Ambuja Dealer.
The sales officer tries to connect with the dealer and get information about GAC.
Dhanraj traders - Ambuja Dealer. The sales officer tries to connect with the dealer and get

DILODILO SALESMANSALESMAN -- AHMADABADAHMADABAD

Activity Time Observations Comments The dealer shows some friendly signs and the conversation goes to
Activity
Time
Observations
Comments
The dealer shows some friendly signs and the conversation goes to the potential
The potential entry of Sanghi cement is a very hot topic of discussion in the field. All dealers
entry of Sanghi cement.
have some concern about the entry of the new player and the aggressive actions that are
The sales officer carries on small talk about the business with dealer.
expected. There is a lot of concern and fear in the market. The Sales officer tries to address
all these issues by downplaying the Sanghi brand and the inconsistency of their entry strategy
1450
Passive Selling
But, the sales officer doesn’t lose a single opportunity to make conversation about the
Reach Rajdeep Corporation. The sales officer makes some small talk about the
potential entry.
business. He then talks about schemes and promotions. More small talk about
the business and the potential entry of Sanghi Cement
1500
Available
The sales officer spends one and half hours with a new dealer who has no interest in the
Reach Jay International. Mr. Bhavesh, the person responsible is not available.
trade segment. The dealer only has contacts in the non-trade market. He has an office on the
The sales officer makes small talk with the people in the office while waiting for
5th floor of a commercial building with no storage space or retail counter.
Bhavesh. The conversation automatically steers towards the entry of Sanghi
cement.
1510
Available
1520
Bhavesh enters. He is a new dealer who has recently taken dealership.
He is keen on the non-trade segment of the business and take very little interest
in the trade segment. The dealer has no retail counter, his office is on the 5th
floor of a commercial building in an official locality.
The dealer has very little awareness of the functionality of the company and asks
1530
the sales officer to explain him the functionality in detail.
The sales officer explains to the dealer everything from Pricing, to credit notes,
discounts, schemes and sales promotions.
sales officer explains to the dealer everything from Pricing, to credit notes, discounts, schemes and sales

DILODILO SALESMANSALESMAN -- AHMADABADAHMADABAD

Activity Time Observations Comments 1540 The dealer on understanding the detail comments that it is
Activity
Time
Observations
Comments
1540
The dealer on understanding the detail comments that it is quite possible that
there is some opportunity for officers to take advantage of the confusing pricing
and discounting structures.
1550
The sales officer explains the terms and conditions of the dealership.
1600
The dealer has queries about the competition and wants to know how to counter
the cheaper pricing of the Rajasthan brands. The sales officer says, that’s the
way the market works and its difficult to counter argue on the cheaper pricing.
1610
The dealer probes further, finally the sales officer says that the quality is better.
Says that the compressive strength is more. The sales officer also mentions that
the service levels of the company are good. But leaves the concepts quite vague.
1620
The dealer was not clear about the concept of better service. The conversation
goes back to pricing and discounts.
1630
Traveling
1640
Administration
Reach the office of Vinay trading - a Sales promoter
The sales officer talks to the promoter about the business and the sales situation.
He asks the promoter his opinion about the Rack systems as there's been a
request to collect the opinions of all promoters. The Sales officer reads out a few
questions from a printout of an email, and listens to the responses of the promoter
but he never takes down any comment from the promoter. He keeps no written
1650
record of the option of the sales promoter.
Places a call to the office. Speaks to a colleague about the email to collect
record of the option of the sales promoter. Places a call to the office. Speaks to

DILODILO SALESMANSALESMAN AHMEDABADAHMEDABAD HOWHOW HEHE ACTUALLYACTUALLY SPENTSPENT THETHE DAYDAY

How the salesman actually spent the day

5% 2% 5% 23% 54% 11%
5% 2% 5% 23% 54% 11%

5% 2% 5%

23%

54%

11%

Active SellingTravelling Delivery / Order Taking Passive Selling Administration Available

TravellingActive Selling Delivery / Order Taking Passive Selling Administration Available

Delivery / Order TakingActive Selling Travelling Passive Selling Administration Available

Passive SellingActive Selling Travelling Delivery / Order Taking Administration Available

AdministrationActive Selling Travelling Delivery / Order Taking Passive Selling Available

AvailableActive Selling Travelling Delivery / Order Taking Passive Selling Administration

11% Active Selling Travelling Delivery / Order Taking Passive Selling Administration Available

DILODILO SALESMANSALESMAN AHMEDABADAHMEDABAD HOWHOW HEHE THOUGHTTHOUGHT HEHE SPENTSPENT THETHE DAYDAY

How the salesman thought he spent the day

31%

6%

11%

22%

22%

8%

Active SellingTravelling Delivery / Order Taking Passive Selling Administration Available

TravellingActive Selling Delivery / Order Taking Passive Selling Administration Available

Delivery / Order TakingActive Selling Travelling Passive Selling Administration Available

Passive SellingActive Selling Travelling Delivery / Order Taking Administration Available

AdministrationActive Selling Travelling Delivery / Order Taking Passive Selling Available

AvailableActive Selling Travelling Delivery / Order Taking Passive Selling Administration

22% 8% Active Selling Travelling Delivery / Order Taking Passive Selling Administration Available

DILODILO SALESMANSALESMAN AHMEDABADAHMEDABAD HOWHOW HEHE WANTSWANTS TOTO SPENDSPEND THETHE DAYDAY

How the salesman would like to spend the day

33%

6%

22%

33%

6%

Active SellingTravelling Delivery / Order Taking Passive Selling Administration Available

TravellingActive Selling Delivery / Order Taking Passive Selling Administration Available

Delivery / Order TakingActive Selling Travelling Passive Selling Administration Available

Passive SellingActive Selling Travelling Delivery / Order Taking Administration Available

AdministrationActive Selling Travelling Delivery / Order Taking Passive Selling Available

AvailableActive Selling Travelling Delivery / Order Taking Passive Selling Administration

33% 6% Active Selling Travelling Delivery / Order Taking Passive Selling Administration Available

DILODILO SALESMANSALESMAN -- AHMEDABADAHMEDABAD

Customer Checklist Outlet no 123456789 I PREPARATION: HAS THE SALESMAN? 1/ Planned his route to
Customer Checklist
Outlet no
123456789
I
PREPARATION: HAS THE SALESMAN?
1/
Planned his route to minimise travel time?
YYYYYYYYY
2/
Phoned prospects/clients in advance to confirm mtg?
Y
NNNNNNNN
3/
Read his client notes to refresh his memory?
NNNNNNNNN
4/
Set himself an objective for the meeting?
NNNNNNNN
Y
5/
Prepared a sales presentation/sales material?
NNNNNNNNN
6/
Dressed to suit the client he will be visiting?
YYYYYYYYY
7/
Prepared a list of expected objections and
NNNNNNNNN
how to handle them?
II
BUILDING THE RELATIONSHIP: DOES THE SALESMAN?
1/
Greet the client with a smile and firm handshake?
Y
NNNN
Y
NNN
2/
Enquire after the clients family/health/hobbies?
NNNNNN
Y
N
N
3/
Adapt his voice and manner to suit the person?
N
YYYYYYY
N
4/
Adopt an open and friendly posture?
YYYYYYYYY

DILODILO SALESMANSALESMAN -- AHMEDABADAHMEDABAD

Outlet no 123456789 III IDENTIFYING THE NEEDS AND OBJECTIONS:DOES THE SALESMAN? 1/ Dealing with the
Outlet no
123456789
III
IDENTIFYING THE NEEDS AND OBJECTIONS:DOES THE SALESMAN?
1/
Dealing with the person in the position to buy?
YYYY
N
YYYY
2/
Explaining the benefits rather than the features?
NNNNNNNNN
3/
Making a list of the clients objections?
NNNNNNNNN
4/
Asking open ended questions?
NNNNNNNNN
5/
Listening 70% of the time?
NNNNNNNNN
IV
CLOSING THE DEAL: DOES THE SALESMAN?
1/
Attempt a conditional close?
NNNNNNNNN
2/
Attempt an alternative close?
NNNNNNNNN
3/
If he receives a "no" , asks why and goes back to the previous step
NNNNNNNNN
4/
Ask for the order?
NNNNNNNN
Y
5/
Shut up after asking for the order?
NNNNNNNNN
V
ADMINISTRATION: DOES THE SALESMAN?
1/
Fill in his client record immediately after while still fresh in
NNNNNNNNN
his mind?
2/
List objections/actions for next meeting with dates?
NNNNNNNNN
3/
Record all objections received and non-handled?
NNNNNNNNN
4/
Record details of the competition prices and products?
NNNNNNNNN

DILODILO SALESMANSALESMAN -- AHMEDABADAHMEDABAD

Customer Checklist Outlet no 10 11 12 13 14 15 I PREPARATION: HAS THE SALESMAN?
Customer Checklist
Outlet no
10
11
12
13
14
15
I
PREPARATION: HAS THE SALESMAN?
1/
Planned his route to minimise travel time?
YYYYYY
2/
Phoned prospects/clients in advance to confirm mtg?
N
N
Y
NNN
3/
Read his client notes to refresh his memory?
NNNNNN
4/
Set himself an objective for the meeting?
Y
NNNNN
5/
Prepared a sales presentation/sales material?
NNNNNN
6/
Dressed to suit the client he will be visiting?
YYYYYY
7/
Prepared a list of expected objections and
NNNNNN
how to handle them?
II
BUILDING THE RELATIONSHIP: DOES THE SALESMAN?
1/
Greet the client with a smile and firm handshake?
N
Y
NNNN
2/
Enquire after the clients family/health/hobbies?
N
Y
NNNN
3/
Adapt his voice and manner to suit the person?
N
Y
Y
N
Y
Y
4/
Adopt an open and friendly posture?
YYYYYY

DILODILO SALESMANSALESMAN -- AHMEDABADAHMEDABAD

Outlet no 10 11 12 13 14 15 III IDENTIFYING THE NEEDS AND OBJECTIONS:DOES THE
Outlet no
10
11
12
13
14
15
III
IDENTIFYING THE NEEDS AND OBJECTIONS:DOES THE SALESMAN?
1/
Dealing with the person in the position to buy?
N
YYYY
N
2/
Explaining the benefits rather than the features?
NNNNNN
3/
Making a list of the clients objections?
NNNNNN
4/
Asking open ended questions?
NNNNNN
5/
Listening 70% of the time?
Y
NNNNN
IV
CLOSING THE DEAL: DOES THE SALESMAN?
1/
Attempt a conditional close?
NNNNNN
2/
Attempt an alternative close?
NNNNNN
3/
If he receives a "no" , asks why and goes back to the previous step
NNNNNN
4/
Ask for the order?
Y
NNNNN
5/
Shut up after asking for the order?
NNNNNN
V
ADMINISTRATION: DOES THE SALESMAN?
1/
Fill in his client record immediately after while still fresh in
NNNNNN
his mind?
2/
List objections/actions for next meeting with dates?
NNNNNN
3/
Record all objections received and non-handled?
NNNNNN
4/
Record details of the competition prices and products?
NNNNNN

INDEXINDEX

INDEX INDEX Competency Competency Mapping Mapping Concept Concept Competency Competency Identification Identification

CompetencyCompetency MappingMapping ConceptConcept

CompetencyCompetency IdentificationIdentification StepsSteps CompetencyCompetency IdentificationIdentification ToolsTools ToolsTools :: ExampleExample ChangeChange CompetencyCompetency MeasurementMeasurement ToolsTools :: ExampleExample ofof DayDay inin thethe LifeLife OfOf

ToolsTools :: ExampleExample ofof LeadershipLeadership CompetencyCompetency MappingMapping

ToolsTools :: ExampleExample ofof SkillsSkills MatrixMatrix CompetencyCompetency MappingMapping && DevelopmentDevelopment AboutAbout MasterMaster SunSun

Competency Competency Mapping Mapping & & Development Development About About Master Master Sun Sun

OBJECTIVESOBJECTIVES OFOF THETHE STUDYSTUDY

AssessmentAssessment ofof suitabilitysuitability ofof leadershipleadership competenciescompetencies ofof individualindividual leadersleaders inin ChangeChange ManagementManagementsituationssituations

individual individual leaders leaders in in “ “ Change Change Management Management ” ” situations situations

METHODOLOGYMETHODOLOGY

LeadershipLeadership CompetencyCompetency FeedbackFeedback (LCF)(LCF) StudyStudy FeedbackFeedback fromfrom CohortsCohorts

QuestionnaireQuestionnaire basedbased feedbackfeedback fromfrom cohortscohorts :: boss,boss, 33 peerspeers && 33 subsub--ordinatesordinates SelfSelf ratingrating onon variousvarious behavioursbehaviours incorporatedincorporated AnalysesAnalyses performanceperformance onon 2020 leadershipleadership behavioursbehaviours AnalysisAnalysis ofof behavioursbehaviours crcriticalitical toto changechange leadershipleadership AnalysisAnalysis ofof selfself vs.vs. othersothers

itical itical to to change change leadership leadership Analysis Analysis of of self self vs. vs.

LEADERSHIPLEADERSHIP BEHAVIOURSBEHAVIOURS FEEDBACKFEEDBACK ANALYZEDANALYZED

Behaviour

Code

Describes a Future We Believe

1

Builds a Strategic Approach

2

Fosters a Sense of Pride

3

Respects & Trusts Others

4

Communicates Effectively & Openly

5

Demonstrates Flexibility in Management Style

6

Encourages Innovation or Creativity

7

Fosters a Cooperative Work Environment

8

Learns from Others

9

Delegates & Involves Others

10

Develops Staff

11

Provides Feedback or Encouragement

12

Is Fair & Ethical to Others

13

Displays Responsibility & Self Management

14

Rigorous in Their Approach

15

Makes Things Happen

16

Uses Resources Effectively

17

Manages Performance

18

Achieves Planned Results

19

Actively seeks feedback & Encourages Criticism

20

Manages Performance 18 Achieves Planned Results 19 Actively seeks feedback & Encourages Criticism 20

LCFLCF SampleSample Charts:Charts: ComparativeComparative AnalysisAnalysis ofof Behaviours:Behaviours: SelfSelf vs.vs. CohortsCohorts

7.0

Self Vs. Cohort

   

6.0

6.0  
6.0  
 

5.0

5.0

4.0

3.0

2.0

   

1.0

 

0.0

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19

20

 

Behaviour Code (Refer Legend)

 
 
Self Average

Self Average

  Self Average Total Cohort Average  

Total Cohort Average

 

LCFLCF SampleSample ChartsCharts :: AnalysisAnalysis ofof ChangeChange LeadershipLeadership

Self Vs. Cohort :Change Leadership Behaviours

Achieves Planned Results

Manages Performance

Uses Resources Effectively

Makes Things Happen

Rigorous in Their Approach

Develops Staff

Delegates & Involves Others

Demonstrates Flexibility

Communicates Effectively & Openly

Builds a Strategic Approach

Describes a Future We Believe

0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 Self Average Total Cohort Average
0.0
1.0
2.0
3.0
4.0
5.0
6.0
7.0
Self Average
Total Cohort Average

INDEXINDEX

INDEX INDEX Competency Competency Mapping Mapping Concept Concept Competency Competency Identification Identification

CompetencyCompetency MappingMapping ConceptConcept

CompetencyCompetency IdentificationIdentification StepsSteps CompetencyCompetency IdentificationIdentification ToolsTools ToolsTools :: ExampleExample ChangeChange CompetencyCompetency MeasurementMeasurement ToolsTools :: ExampleExample ofof DayDay inin thethe LifeLife OfOf ToolsTools :: ExampleExample ofof LeadershipLeadership CompetencyCompetency MappingMapping

ToolsTools :: ExampleExample ofof SkillsSkills MatrixMatrix

CompetencyCompetency MappingMapping && DevelopmentDevelopment AboutAbout MasterMaster SunSun

Matrix Competency Competency Mapping Mapping & & Development Development About About Master Master Sun Sun

SkillsSkills MatrixMatrix

Skills Skills Matrix Matrix Objective Objective : : The The matrix matrix helps helps to to

ObjectiveObjective ::TheThe matrixmatrix helpshelps toto monitormonitor thethe areaarea wise,wise, individualindividual wisewise skillsskills needed.needed.

SKILLSSKILLS MATRIXMATRIX

ToolsTools

TheThe MatrixMatrix helpshelps toto identifyidentify ththee gapgap betweenbetween thethe peoplepeople whowho areare untraineduntrained ,, trainedtrained andand experienceexperiencedd enoughenough toto traintrain thethe others.others.

enough enough to to train train the the others. others. It It helps helps in in

ItIt helpshelps inin identifyingidentifying thethe skillsskills attainedattained byby individualsindividuals andand bbyy areaarea

ItIt isis thethe tooltool whichwhich helpshelps toto focusfocus onon thethe trainingtraining needsneeds andand hehelpslps toto prepareprepare thethe scheduleschedule

58

SKILLSSKILLS MATRIXMATRIX

SkillSkill MatrixMatrix ExampleExample forfor TataTata SSLSSL

Figure indicates the % Skill Matrix for TSSL Multiskill attained by a area/ division/ region.
Figure indicates the %
Skill Matrix for TSSL
Multiskill attained by a
area/ division/ region.
% Multi-Skill attained by area
90.0
Figure indicates
the
%skill
attained by
%
SKILL ATTAINED BY INDIVIDUAL
100.0
0.0
100.0
100.0
individual.
% TRAINED
PEO PLE BY
SKILL
MULTI-SKILL
90.0
Influencing Skills
The
individual
T
UT
TR
TR
to be trained
90.0
Team Building
T
UT
TR
TR
TR
TR
TR
TR
TR
TR
90.0
Team Motivation
% people
trained for
particular skill
T
UT
TR
TR
TR
TR
TR
TR
TR
TR
90.0
Change Management
T
UT
TR
TR
TR
TR
TR
TR
TR
TR
The skills
required by
Jagdish Anne
Prashant Nagle
Sanjeev Singh
Rajesh Jadhav

individual

59

SKILLSSKILLS MATRIXMATRIX

 

Skill Matrix for TSSL

 

% Multi-Skill attained by area

 

90.0

   
 

% SKILL ATTAINED BY INDIVIDUAL

100.0

0.0

100.0

100.0

100.0

100.0

100.0

100.0

100.0

100.0

% TRAINED

 

Jagdish Anne

Prashant Nagle

Sanjeev Singh

Rajesh Jadhav

           

PEOPLE BY

MULTI-SKILL

SKILL

90.0

Influencing Skills

T

UT

TR

TR

TR

TR

TR

TR

TR

TR

90.0

Team Building

T

UT

TR

TR

TR

TR

TR

TR

TR

TR

90.0

Team Motivation

T

UT

TR

TR

TR

TR

TR

TR

TR

TR

90.0

Change Management

T

UT

TR

TR

TR

TR

TR