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COMPETENCY

FRAMEWORK OF
FLIPKART

NAME: SNEHA PATIL


ROLL NO: 32

INTRODUCTION
Flipkart

is an e-commerce company

Founded

in 2007 by Sachin Bansal and Binny

Bansal

Headquarters-Bangalore, Karnataka, India

HOW FLIPKART WORKS?

FUNDING RECEIVED BY
FLIPKART

Approximately 3.5 billions USD (as of January


2016, excluding the credit line from ICICI BANK of
450 crore)

UNDERSTANDING BUSINESS
MODEL

CUSTOMERS

KNOWLEDGE & SKILLS


REQUIRED:

Written and verbal communication skills

Analytical skills

Merchandising skills

Technical knowledge

Up-to-date sector knowledge

CORE COMPETENCIES
Managing
Supply
Time
Creative
Network/building
Result
management
orientation
chain
thinking
resources
management
relationship

FLIPKART HIERARCHY

Level 1: junior executive

Level 2: middle level

Level 3: manager

Level 4: president

Level 5: CEO

MANAGING RESOURCES
Definition:
Is about understanding human, financial and operational resource issues to make decisions aimed at building and planning efficient project
workflows, and at improving overall organizational performance.
Level 1
Organizes the use
of resources to
meet expectations
and identifies
difficulties

Plans, coordinates
and manages
internal and
external resources

To accomplish
assignments within
the given
deadlines.

Level 2
Manages the
allocation of
resources in relation
to business needs.

Manages the work


plan, sets timelines
to deliver on time.

Provides advice on
procedures and the
use of financial
resources.

Level 3
Allocates and controls
resources within own
area of responsibility/
scope of assignment.
Identifies needs for
resources to effectively
support current
initiatives, services and
offerings.
Manages assignments
delivery process and
deadlines.

Level 4
Advises or develops
practical solutions to
address resource
issues that impact the
effectiveness of a
team and the work to
be delivered.

Allocates and controls


financial resources

Organizes people and


activities, separates
and combines tasks
into an efficient
workflow to deliver
outputs.

Level 5
Sets and redefines
priorities and
reorganizes staff to
increase the groups
response capacity to
internal and external
demands.
Evaluates the financial
requirement

Take decisions and


develops strategies to
address financial
resource issues.

SUPPLY CHAIN MANAGEMENT


Definition:
Managing the flow of goods and services involves the movement and storage of raw materials, or work-in-progress inventory and of
finished goods from point of origin to point of consumption.

Level 1
Proper planning
should be done
Ability to identify
what supply chain
the firm wants to
compete in
Manages the flow of
goods and services

Level 2
To take day to day
basis decisions
To focus on
achieving lowest
costs for running the
supply chain
Ability to improve
trust among supply
chain partners

Level 3
To work with
transport companies
for cost effective
transport
To involve in the
process and make
decisions that
concern the entire
organization
Communicate with
carriers and
customer for
shipment updates

Level 4
To collaborate with
suppliers
To take customer
order and move
goods from
warehouse to
customers location
To focus on time
intakes to complete
specific activities

Level 5
Ability to minimize
shortage and keep
costs down
Oversees the
process of
warehousing and
shipping
Recommends to
improve productivity
quality of operations

TIME MANAGEMENT
Definition:
Determines how efficiently we are meeting our customers or agreed deadlines

Level 1

Identify more
critical and less
critical activities
Ensure that required
materials are placed
in appropriate
locations
Plans to have
materials ready
just in time to
complete a task

Level 2

Maintains a log of
work, production or
maintenance
Keep files organized
Fix meetings and
appointments for
others

Level 3

Identifying all the tasks


and track them to
complete
Ability to complete
given task on time
Should able to lead
and manage the work

Level 4

Co-ordinate with
schedules to avoid
conflicts
Identify results you
want to achieve
Keeping update
about all transaction

Level 5

Ensure high priority work


is accomplished within
required timeline
Oversees the work of all
departments
Use time effectively and
prevents irrelevant issues
or destructions from
interfering with work
completion

CREATIVE THINKING
Definition:
Coming up with new or different ideas, or adapting ideas, thinking out of the box and can help departments and organizations to move in
more productive directions.

Level 1

Recognizes when a
new approach is
needed
Suggest new ways to
applying existing
knowledge
Sees alternative ways
to view or define
problem

Level 2

Analyzes strengths
and weaknesses of
current situation of a
company
Modifies and adapts
current methods and
change for better
meets
Identify alternative
solutions

Level 3

Searches for ideas or


solutions that have
worked in other
environments and
applies them to the
organization
Uses existing
solutions in
innovative ways to
solve problems
Sees long term
consequences of
potential solutions

Level 4

Brainstorming at a
staff meeting to set a
strategy for the next
year
Identifying ways to cut
costs during a budget
crisis
Develop creative
improvements to
companys process.

Level 5

Develops an
environment that
nurtures creative
thinking
Encourages
challenges to
conventional
approaches
Targets important
areas for innovation
and develops
solutions that
address meaningful
work issues

NETWORK/BUILDING
RELATIONSHIP
Definition:
Building and actively maintaining working relationships and/or networks of contacts to further the organizations goals.

Level 1
Seeks information from
others
Maintains contacts in other
parts of the organization
with those who can provide
work-related information.
Interacts with customers.

Level 2
Seeks out the expertise
of others and develops
links with experts and
information sources.

Develops and nurtures


key contacts as a
source of information
Participates in
networking and social
events internal and
external to the
organization.

Level 3
Seeks opportunities
to partner and
transfer knowledge

Cultivates personal
networks in different
parts of the
organization and
effectively uses
contacts to achieve
results.
Initiates and
develops diverse
relationships.

Level 4
Builds networks
with parties that
can enable the
achievement of the
organizations
strategy.
Uses knowledge of
the formal or
informal structure
and the culture to
further strategic
objectives
Builds relation with
people whose
assistance,
cooperation, and
support may be
needed.

Level 5
Creates and
facilitates forums
to develop new
alliances and
formal networks.
Identifies areas to
build strategic
relationships.
Contacts senior
officials to identify
potential areas of
mutual, long-term
interest.

RESULT ORIENTATION
Definition:
Focusing personal efforts on achieving results consistent with the organizations objectives

Level 1

Sets goals and works to


meet established
expectations; maintains
performance levels.
Adapts working methods
in order to achieve
objectives.
Accepts ownership of
and responsibility for
own work.

Level 2

Level 3

Consistently achieves
established expectations
through personal
commitment
Makes adjustments to
activities/processes based
on feedback
Evaluate the effectiveness
of solutions to problems

Level 4

Exceeds current
expectations and
pushes for improved
results in own
performance.
Takes on new roles and

responsibilities when
faced with unexpected
changes.
Maintain confidentiality
of sensitive information

.Works on new
projects or
assignments that add
value without
compromising current
accountabilities.
Guides staff to
achieve tasks, goals,
processes and
performance
standards.
Provides and
promotes position
information across
division to educate
staff on respective
duties

Level 5

Encourages
constructive
questioning of
policies and
practices; sponsors
experimentation
and innovation.
Holds staff
accountable for
achieving standards
of excellence and
results for the
organization
Revises and
communicates to
employees
expectations for
achieving results.

COMPENTANCY BASED
HUMAN RESOURCE PROCESS

Competency based recruitment

Competency based training & development

Competency based performance appraisal

Defining competencies are necessary for success in your


organization to recruit & select employees more
efficiently also to identify skills & gap.

The framework allows you to measure current


competency levels to make sure your staff members have
the expertise needed to add value to the business.

It enables you to budget and plan for the training and


development your company really needs.

To ensure a successful outcome, involve people actually


doing carrying out the roles to evaluate real jobs, and
describe real behaviors.

OUTCOMES OF FOLLOWING COMPETENCY FRAMEWORK

CONCLUSION

Flipkart should develop competency model to grow in ecommerce industry.

They provide the individual with a map of the behaviors as well


as the skills that will be valued, recognized and rewarded.

As such, one of their main benefits is to drive up performance


in an organization.

Finally, competency frameworks help to target scarce training


and development resources more effectively and encourage
individuals to take more responsibility for their own
development.

THANK YOU