Level wise list of Competencies

Level wise list of Competencies which can be better developed through means other than training programmes

Supervisor - Level Competencies

1) Positive Attitude Is positive in his outlook towards work and the environment in general. Enthusiastic in accepting new initiatives / challenges and demonstrates a feeling of optimism and energy.
2) Functional Knowledge Has a good grasp of his job and related processes. Can evaluate job related information for its practical application.
3) Interpersonal Skills Involves others, interacts effectively and is a committed team member. Understands others and is able to deal with them effectively. Shares information and ideas and seeks to resolve conflicts.
4) Self Empowerment Is confident, decisive and action-oriented. Assumes ownership and responsibility for the job. Is committed, resilient and energetic and has a clear sense of what needs to be done.
5) Analytical Ability Is able to identify and diagnose key issues, seek relevant information, draw accurate conclusions / inferences in order to find the appropriate solution.
6) Adaptability Is open and adapts to different situations quickly. Accepts change willingly.
7) Improvement Orientation Seeks, suggests and implements new ideas for continuous improvements. Can think, think, think of innovative (think out of box), multiple options.


Executive – Level Competencies

1) Planning & Organising/ Self Management Identifies and prioritises resources, anticipates constraints, work scheduling and mobilises resources so as to achieve the targets/goals. Is personally organised and systematic.
2) Problem Solving/Analytical Skills Overcomes problems and obstacles through systematic analysis and balanced decision-making. Seeks all relevant information and finds the optimal solution.
3) Interpersonal Skills/Team Working/Conflict Resolution (Interpersonal Skills) Is an effective and committed team member? Understands other people and relates effectively to them. Shares information and ideas and seeks to resolve conflicts.
4) Self Empowerment (Action Orientation) Confident, decisive and action-oriented. Assumes ownership and responsibility for his job. Is committed and energetic and has a clear sense of what needs to be done.
5) Creativity/Flexibility Is open and adaptable. Looks at situations creatively and finds new solutions.


Middle Management – Level Competencies

1) Listening/ Summarising (Networking) Collects, interprets and shares information effectively. Interacts, liases and builds relationships with a diverse range of parties both internal and external to the organisation.
2) Motivation/Caring Creates an urge in an employee to achieve specific objectives. Shows genuine concern and respect and are sensitive to employees' needs. Is committed to supporting and protecting staff.
3) Empowering/ Development of Subordinates Creates an environment where people have the confidence to assume responsibility and ownership of the job. Supports ongoing feedback and development and helps staff to realise their full potential through appropriate interventions.
4) Improvement Orientation Keeps own skill set up to date and is proactive in ensuring the implementation of new and better ways of achieving desired objectives. Ensures that learning is shared and that quality is maintained and improved upon.
5) Integrity/Drive Fully internalises the organizations philosophy of doing business and acts as a role model and example. Is committed to the job and works hard for the long term good of the organisation. Takes on responsibility and accepts challenges.
6) Specialist Knowledge Has a good grasp of a wide range of operational issues and demonstrates good technical project skills. Keeps updated on new developments, theories and methods and continuously expands his knowledge base. Capable of conducting research in a specialist area.
7) Influencing & Persuading Makes an impact and puts his/her ideas and views across clearly. Establishes credibility, gains acceptance and converts resistance to acceptance.


Senior Management – Level Competencies

1) Influencing Is able to impact upon, gain the acceptance of, and effect behaviour changes in individuals, groups and large audiences either through directly presentational skills or liasing, networking and indirect influence.
2) Resource Optimisation/Work Process Orientation Plans effectively to make the best possible use of the existing resources. Optimises the workflow and ensures effective integration and alignment with other related processes. Sets goals and objectives, monitors progress and responds rapidly when required.
3) Stress Management (People Management) Shows genuine concern for staff and takes responsibility for their welfare and development. Seeks to improve and optimise man-management processes and the working environment.
4) Multi-functionality Has a complete overview of the operation and business area. Understands the specific operational components and diverse functional responsibilities and ensures their smooth integration
5) Leadership in adversity (Leadership by Example) Motivates, inspires, influences and pushes people to attain organisational and project goals. Leads by example and delegates effectively
6) Learning Facilitation/ People Process Orientation (Organisation Development Orientation) Initiates and supports a continuous process of increasing the skill base and systems and process improvement. Makes optimal utilization of various people management techniques for effective recruitment, reward and development.
7) Integrity Fully internalizes the organizations philosophy of doing business and acts as a role model and example. Does whatever he/she believes to be right in spite of pressures to the contrary

Interview Qusstion

Next time you go to an interview, be prepared for these questions (situations)......
E = Employer
C = Candidate
Situation I
E: Do u have a boyfriend?
C: I have.
E: Is he working Locally?
C: No. He is working Overseas.
E: Sorry, my company cannot employ u!
C: Why?
E: U will not be able to settle down here permanently. And my Company don't want to pay extra expenses on the Overseas calls just because of u.
Situation II
E: Any girl friends?
C: No.
E: So far chased any before?
C: Have, but not successful.
E: Ever think of getting a job first then start looking for a girlfriend?
C: Career is first priority. Currently didn't want to consider This personal issue.
E: Sorry, my company cannot employ u.
C: Why?
E: You are lacking of P.R skills and confidence!!
Situation III
E: Any girlfriends?
C: Yes.
E: Is she pretty?
C: Not quite.
E: Sorry, my company cannot employ you.
C: Why? Will this affect your company's reputation?
E: No, it does not affect the company's reputation but because My company is dealing with arts, our company requested an artist.
Situation IV
E: Any girlfriends?
C: Yes.
E: Is she pretty?
C: Yes.
E: Is she your first lover?
C: Yes.
E: Sorry, we can't employ you because you lack of fighting spirit.
Situation V
E: Any girlfriends?
C: Yes.
E: Is she your first lover?
C: No. Have a few already.
E: Sorry, my company cannot employ you because you are a "grasshoper"! (Job hoper jaisa!)
Situation VI
E: Any boyfriends?
C: Yes.
E: Is he rich?
C: No.
E: Then sorry, my company cannot employ you because our Company is dealing with money and you will seduce
Situation VII
E: Any boyfriends?
C: Yes.
E: Is he rich ?
C: Yes, very rich.He owns a company.
E: Sorry, we cannot employ you because your boyfriend don't Even want to employ you, neither do we!
C: But,...... there is no position in his company.
E: Then,..... what is your qualification?
C: Secretary!
E: Sorry, we still cannot employ you because your prettiness Will affect our managers' working spirits.
C: But,...... I am not pretty at all.
E: It is even worse because my managers will not be interested In you!!

Poaching

Poaching: Poaching talent is the practice of proactively targeting and hiring top talent away from a competitor or top firm, with the specific intention of:
Securing skills or capabilities faster than if you were to attempt to develop talent internally through training and development efforts
Securing expanded capacity (i.e. more bodies) that will require less ramp up time
Mitigating high-level talent losses due to attrition
Damaging your competitors' ability to achieve their strategic objectives

Poaching activities largely fall into one of three categories:
Direct sourcing: Firms use new data-mining techniques and tools, combined with age-old recruiter phone techniques, to mine the organizational structure, employee identities, and employee performance indicators of talent and product competitors. This competitive intelligence is later used to determine who specifically should be targeted for poaching. All work is carried out internally.
Third-party poaching: This strategy relies on using a vendor or series of vendors to identify everything from which firms to target to what individuals to go after based on your strategic objectives. (It is also by far the most common way organizations that find poaching unethical actually practice it themselves. In their minds, poaching is perceived as unethical only if you do it yourself.)
Attract them with "honey": This approach utilizes six different channels to drive candidates to your organization from other specific organizations, much like product firms steer you to their products in grocery stores. The "honey" strategy is powered by a number of channels that drive candidates into your recruiting process.
Employment branding
Employee referrals
Event recruiting
Magnet hiring
Boomerang hiring
Internet

The Employment Branding Channel
Many firms that have made an attempt to manage their employer brand do so with no particular goals other than to develop either "Best Place to Work" or "Employer of Choice" status (note that both of those terms are registered trademarks!). Such efforts are, for lack of a better word, lame. Employment branding is not an art, but rather a science. It focuses on identifying which employer attributes and characteristics are needed to recruit a highly defined target audience, aligning organizational structure and management practices with those attributes where possible, and communicating both directly and indirectly with the target audience to position the organization as a leading firm providing those attributes. Employer branding relies on:
External recognition as a leader in providing specific employer attributes, such as a value on diversity, innovation, or talent development
Consistent messaging that continuously communicates who and what the firm is and what value it provides to prospective employees
A story inventory that provides specific examples of how management programs and practices deliver value to employees
A specific and differentiated theme (slogan) that competitors cannot easily mimic or assert
Recognition for functional excellence
Lots of lots of press coverage in very specific publications that reach into the targeted audience

The Employee Referral Channel
Just as most firms approach employment branding with no specific goal or outcome in mind, they often develop employee referral programs that meander and produce mediocre results at best. A targeted employee referral program, on the other hand, utilizes the employee population to do all of the competitive intelligence mining that enables targeted poaching, with an added benefit: It gets employees to utilize their personal networks to initiate the recruiting process. A targeted poaching effort that utilizes the employee referral channel relies on:
Active referrals: An approach that goes to employees with a specific set of questions that prime them to remember who they know in specific roles, organizations, etc.
Top performer referral prioritization: An approach that acts on all referrals coming in from proven top performers before acting on those from other employees
Reference referrals: An approach that contacts references of past hires that proved to be top performers and asks who else they know
Stakeholder referrals: An approach that leverages non employees who have a vested interest in the success of the company to generate referrals, such as consultants, suppliers, stock holders, etc.

The Events Channel
Nearly every organization that recruits will attend at least one event a year, be it a recruiting event, an industry trade show, or a vendor exposition. But few select events to participate in based on their probability of attracting employees from specific competitors. Utilizing events as a poaching channel relies on:
Identifying and participating in specific industry trade shows or association events that have a proven attraction to employees of targeted competitors
Hosting onsite seminars and certification courses that are attractive to the competition
Participating in non-industry/non-professional events that attract a target audience, such as a beer and wine or arts festival.

The Magnet Hire Channel
The magnet hire channel is quite possibly the easiest one to understand. It simply relies on polling top performers to identify the most respected or most visible professional who they would be interested in working with, and then working to hire that person in hopes that they would attract others to your organization.

The Boomerang Channel
At some point in time, nearly every employee decides to make a change and severs an employment relationship. The boomerang channel is used in poaching by identifying former employees that are currently employed by a competitor and developing specific strategies to lure them back — which brings the added benefit of lots of competitive intelligence about organizational structure and management practices, but not trade secrets or product information.

The Internet Channel
The final major channel that is used to power the "honey" approach to poaching is the Internet channel. Unlike job posting and data mining, these approaches use the Internet to develop resources that employees of competing organizations are drawn to.

Data Mining

Data mining refers to the automated analysis of large data sets stored in a data warehouse with a view to finding patterns that might otherwise go undiscovered. It will be apt to understand data mining as technology/software that helps unearthing and utilization of information. With information power, it helps solve critical business/marketing problems. It also helps tap opportunities and secure new revenues.
The process involved is similar to the extraction of metal out of ore, and hence the use of the term mining. As with extraction of metal from ore, data mining too is based on the filtration process. It involves the assaying of a mountain of data ore in order to get at some data nuggets
Today, with the decline in the cost of computing power, most organizations are anyway generating mountains of data. The question is one of intelligent extraction of meaningful information. Data mining technique comes handy in this context.
Data mining can be of use in such tight targeting. For example, assuming that direct mail is the tool used for direct marketing the marketer will naturally like to fine-tune his list of target prospects for direct mail. With data mining software’s, he will be able to achieve the purpose. He can sweep through mountains of databases, identify previously hidden patterns and develop an ideal list of target prospects. The software can analyze massive databases in minutes reckon all the data generated by previous direct mailings and zero in on a list of target prospects that will not only definitely result in sales, but will also lead to most profitable kind of sales.
Data mining leads to customer database, which, in turn forms the foundation of all tightly targeted marketing. Data mining leads to other kinds of database as well besides customer database. For example, it can generate useful database on dealers / franchisees / other types of marketing channels. It can also provide a database on media. Practically in all aspects of marketing, where data is involved and there is no aspect where data is not involved – data mining will be of help.
While data mining can be of use in all forms of direct marketing as all of them rest on tight targeting through carefully developed customer database it can be of special use in online/Internet marketing. We have explained therein how online/Internet marketing generates and uses appropriate customer database and thereby customized offers to individual customers possible.
Data mining can also be of use to retail stores in selling more to their customers. To sell more they have to first know who requires what. Then, they can cry to sell them more through suitable special offers etc