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CROMPTON GREAVES LIMITED

Competency Frame Work in

Recruitment.

22nd Jan., 2010,

IMS CD&R

Prepared by Joseph Premraj, Sr. Manager - HR

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129 years of historical presence.70 years as Company of today.

A GautamThapar Group Company.A Rs 6000 Crore CompanyA Pan Indian and an ever increasing Global Footprint.

About Crompton Greaves

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In May 2005, CG acquired the Pauwels Group ofBelgium, a leading manufacturer of the entire range

of transformers, with manufacturing facilities inBelgium, Ireland, Canada, USA and Indonesia.

In October 2006, CG acquired Ganz Transelektro, inHungary, with its leading edge position in EHVTransformers, GIS Switchgear and RotatingMachines (HT Motors)

In May 2007, CG acquired Microsol, Ireland aleading company in the area of substationautomation and development

About Crompton Greaves..Contd..

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Business Spectrum

Crompton Greaves Limited

Power Systems

Transformers:PT - DT - ACT

Special purposeSwitchgearHT/MVVCB/VI/LAGISSub-station Automation

and Development

Power Quality SolutionsEngineering Projects

Industrial Systems

Motors - HT/LT/ FHP/DC

Alternators/AC Gen

Rail Transportation/Traction

Stampings &Laminations

Railway SignalingEquipments

Consumer Products

Fans & appliancesLuminaires &

accessoriesLight Source

Lamps FTL & CFLPumps

http://www.cglonline.com/products/industrial/stamp_profile.htmhttp://www.cglonline.com/products/industrial/stamp_profile.htmhttp://www.cglonline.com/products/industrial/stamp_profile.htmhttp://www.cglonline.com/cg/avs/home/fhp/http://www.cglonline.com/cg/avs/home/fhp/http://www.cglonline.com/cg/avs/home/fhp/http://www.cglonline.com/products/industrial/stamp_profile.htmhttp://www.cglonline.com/cg/avs/home/fhp/

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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.

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Building CG Values:

1. Performance Excellence

2. Leading Edge Knowledge

3. Nurturance

4. Customer Orientation

5. Intellectual Honesty

Features

Non-terminalValues

Action focused Business Oriented

Easy to Link withMeasures

Simple, easy tounderstand

CROMPTON GREAVES:

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What is Recruitment?

It is a Process of Hiring a Candidate for a vacant

position

Recruitment Process

Determining

Requirement

Getting

Resumes

Shortlisting

Candidates

FilteringCandidatesInterviewingEvaluating &

Selecting

Activity

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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.

Cost of Bad Recruitment

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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 todo something successfully.

To further understand the word Competency, it would appropriate tounderstand the word Compete too.

Compete Means: Try to gain or win something by defeating others.

Hence from the above Competency can be defined As anUnderlying Characteristic of an individual that is CasuallyRelated to Criterion Referenced effective and / or superiorperformance in a job or situation

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Evolution of Competency in Industrial &Organizational Psychology

Modern Competency Movement started from mid 1950s &

early 1970s.

Pioneers in this field were John Flanagan (1954) & DaveMcClelland (1970)

The Work of John Flanagan Established the use of CriticalIncidents Technique.

Critical Incidents Technique It is a set of procedures foridentifying 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 bethe determination of Critical Requirements.

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Dave McClellands work looked at :

1) Use of Criterion Sample To clearly distinguish betweensuccessful & less successful persons on the job & identifythose characteristics with success.

2) Identification of Operant Thoughts (Knowledge) andbehaviours casually related to those successful outcomes.

Essence of the Work was While Job Analysis looks atelements of the Job, Competency Studies look at the peoplewho do the job well & defines the job in terms of the character-

ristics and behaviours of these people.

Evolution of Competency in Industrial &Organizational Psychology

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

Evolution of Competency in Industrial &Organizational Psychology

Therefore, competency in Industrial PsychologymeansVital Behavioral Skills, Knowledge and PersonalAttributes that are translations of Organizational

Capabilities and are deemed essential forsuccess. They distinguish exemplaryperformers from adequate performers.

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Competency Framework in Recruitment

Skills

Knowledge

Self Image

Trait

Motive

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Elements of Competency

Skill: Capabilities acquired through Practice.

Knowledge: Understanding acquired throughLearning.

Personal Attributes: Inherent Characteristics

like Self Image, Motives that are brought to theJob, 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.

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Elements of Competency

Therefore a Competency Framework wouldessentially mean & is only those Skill,

Knowledge, Personal Attributes & Behaviourthat produces SUCCESS.

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Elements of Competency

Skills

PersonalMotives

Knowledge

Competency:Position a new productintroduction so that it is

clearly differentiated inthe market

Knowledge: Understand

market pricing dynamics

Skill: Set up newproduct introductionproject

Personal Motives:Achievement wants to do anexcellent job

Competencies

Competency:Uses an understanding ofmarket pricing dynamics

to develop pricing models

Competency:Meets all commitments ina timely manner

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Competency Model

Personal Attributes/MotivesKnowledgeSkills

Job PERFORMANCE

Observable Behaviors

Competency

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Relevance of Competency Framework to therealm of Management

For the Company:

To determine the Corporate Strategy, Culture &

Vision.

To establish Standards for Performance

Excellence.

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.

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Relevance of Competency Framework to therealm 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 theirmanager or team about performance, development, and careerrelated issues.

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Competency Framework in Recruitment

Competency Model - Example

15 FQ+

Role Analysis - Example

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