CROMPTON GREAVES LIMITED

Competency Frame Work in Recruitment.

22nd Jan., 2010, IMS CD&R

Prepared by Joseph Premraj, Sr. Manager - HR

About Crompton Greaves

129 years of historical presence. 70 years as Company of today. A Gautam Thapar Group Company. A Rs 6000 Crore Company A Pan Indian and an ever increasing Global Footprint.

About Crompton Greaves..Contd..

In May 2005, CG acquired the Pauwels Group of Belgium, a leading manufacturer of the entire range of transformers, with manufacturing facilities in Belgium, Ireland, Canada, USA and Indonesia. In October 2006, CG acquired Ganz Transelektro, in Hungary, with its leading edge position in EHV Transformers, GIS Switchgear and Rotating Machines (HT Motors) In May 2007, CG acquired Microsol, Ireland a leading company in the area of substation automation and development

Business Spectrum
Crompton Greaves Limited
Power Systems
Transformers: PT - DT - ACT Special purpose Switchgear HT/MV VCB/VI/LA GIS Sub-station Automation and Development Power Quality Solutions Engineering Projects Industrial Systems Motors - HT/LT/ FHP/ DC Alternators/AC Gen Rail Transportation/ Traction Stampings & Laminations Railway Signaling Equipments

Consumer Products Fans & appliances Luminaires & accessories Light Source Lamps FTL & CFL Pumps

In view of the fast changing economic scenario, CG decided to:

Build a Value-driven Leadership; Develop a Performance sensitive Organization; Create an Engaged Culture amongst Employees; Make a Socially Responsible Organization.

CROMPTON GREAVES:
Features
Building CG Values: 1. Performance Excellence 2. 3. 4. 5. Leading Edge Knowledge Nurturance Customer Orientation Intellectual Honesty Non-terminal Values Action focused Business Oriented

Easy to Link with Measures

Simple, easy to understand

What is Recruitment?

It is a Process of Hiring a Candidate for a vacant position

Recruitment Process
Determining Requirement Getting Resumes Shortlisting Candidates

Evaluating & Selecting

Interviewing

Filtering Candidates

Activity

Cost of Bad Recruitment

It is estimated to be Three Times the Annual CTC of an Employee. It is on account of the following: Direct Recruitment Costs. Induction Costs.

Stabilization Costs.
De-motivation Costs. Client Related Costs. Leaving Costs.

Meaning of Competency Competency is interchangeably used with Competence. Competency is the description of behaviour. Competence is the description of the work tasks or job content. Competent Means Having the necessary skills or knowledge to do something successfully. To further understand the word Competency, it would appropriate to understand the word Compete too. Compete Means: Try to gain or win something by defeating others.

Hence from the above Competency can be defined As an Underlying Characteristic of an individual that is Casually Related to Criterion Referenced effective and / or superior performance in a job or situation

Evolution of Competency in Industrial & Organizational Psychology Modern Competency Movement started from mid 1950s & early 1970s. Pioneers in this field were John Flanagan (1954) & Dave McClelland (1970) The Work of John Flanagan Established the use of Critical Incidents Technique. Critical Incidents Technique It is a set of procedures for identifying behaviours that contribute to the success or failure of individuals or organisations in specific situations. Key outcome of his Study was that Job Analysis should be the determination of Critical Requirements.

Evolution of Competency in Industrial & Organizational Psychology Dave McClellands work looked at : 1) Use of Criterion Sample To clearly distinguish between successful & less successful persons on the job & identify those characteristics with success. 2) Identification of Operant Thoughts (Knowledge) and behaviours casually related to those successful outcomes. Essence of the Work was While Job Analysis looks at elements of the Job, Competency Studies look at the people who do the job well & defines the job in terms of the characterristics and behaviours of these people.

Evolution of Competency in Industrial & Organizational Psychology

Work of Richard Boyatzis He was successful in bringing about a clear linkage between a particular Competency to the Resultant Behaviour & finally to the Outcome.

Therefore, competency in Industrial Psychology means Vital Behavioral Skills, Knowledge and Personal Attributes that are translations of Organizational Capabilities and are deemed essential for success. They distinguish exemplary performers from adequate performers.

Competency Framework in Recruitment Skills Knowledge

Self Image Trait Motive

Elements of Competency Skill: Capabilities acquired through Practice. Knowledge: Understanding acquired through Learning. Personal Attributes: Inherent Characteristics like Self Image, Motives that are brought to the Job, i.e., the foundation upon which Knowledge & Skills can be developed. Behaviour (Traits): The observable demonstration of some Skill, Knowledge & Personal Attributes. This can be observed, taught, learned & Measured.

Elements of Competency

Therefore a Competency Framework would essentially mean & is only those Skill, Knowledge, Personal Attributes & Behaviour that produces SUCCESS.

Elements of Competency
Competency: Position a new product introduction so that it is clearly differentiated in the market Competency: Uses an understanding of market pricing dynamics to develop pricing models

Knowledge: Understand
market pricing dynamics
Knowledge

Skills Competencies

Skill: Set up new product introduction project

Personal Motives

Personal Motives: Achievement wants to do an excellent job

Competency: Meets all commitments in a timely manner

Competency Model

Personal Attributes/Motives Knowledge Skills

Competency

Observable Behaviors

Job PERFORMANCE

Relevance of Competency Framework to the realm of Management

For the Company: To determine the Corporate Strategy, Culture & Vision. To establish Excellence. Standards for Performance

To increase the Effectiveness of Training & Professional Development.

To Design Career Paths & Succession Plans.

Provide a Common Understanding for the scope & Specific Requirements of a Job.

Relevance of Competency Framework to the realm of Management

For the Managers: To improve the accuracy & ease of hiring & selection process. Provide more objective Performance Standards. For The Employees:
Identify the success criteria in their role. Support a more specific and objective assessment for their professional development. Provide the basis for a more objective dialogue with their manager or team about performance, development, and career related issues.

Competency Framework in Recruitment

Role Analysis - Example Competency Model - Example

15 FQ+