5P

The
Excellence
Model
 Excellence

“Our bosses treat us

like mushrooms. They
keep us in the dark and
feed us manure”
“Include me out.”
“If you have any
“I’m right behind Emerging problems at all,
you all the way, so don’t hesitate to
long as you don’t gaps shut up”
look”
“Our change programme
uses many clever words to
say a lot about nothing”

Person Purpose People Process Perfection

 Educational
Excellence

Person
Technical
Excellence

Operational
Excellence

Purpose
Professional
Excellence

Leadership

People
Excellence

Arts and
Sports
Excellence
Integration

Process
Social
Excellence
Holistic Domain

Spiritual
Excellence
Perfection
 Actions to be performed by
Person self which cannot be
delegated

Ensuring that each Action /

Purpose Task / Effort is related to the
main purpose, objective, goal
or KPI
Domain Focus

Involving, delegating, teaming

People the right people to support /
share the purpose and
execute coherently
Ensuring actions, steps and
Process tasks are in line with
approved process of
respective areas
Monitoring, measuring for
Perfection perpetual improvement
 The

Person Managing Leadership Managing Excellence

Results Excellence Emotions Model
Workshop / Project Modules

Setting Building

Purpose
Building Values
SMART Execution
Mission and Workshop
Goals Competencies
Vision

People Behavioral
Interviewing
Coaching
And
Mentoring
Communi-
cation
Excellence
Change
Leadership

Process Competency
Modeling
Competency
Mapping
Business
Ethics
HR
Policies &
Systems

Perfectio
Competency
Developing Personal Performance Based
Competencies Excellence Excellence HR Practices

n
 Setting Smart Goals
§ Goal – the direction of our effort
§Role Plays – Reviewing Goals
§ Re-Train - Reap Results
§ Linkage to Vision and Strategy

5. Implement,
1. Understand
previous level
goals
§ The Goal Setting Process § Building a Competency Model
2. Identify
monitor, and possible measures

§ Aligning Goals
revise

§ Goal dimensions
4. Set goals 3. Select 3 or 4
key measures

§ SMART and STRETCH Goals Yes, I think that would

be great. I would
especially like to
Planning and Coaching
§
improve my project

2 Standards of Goals
management skills
§ § Periodic Fine-tuning

Bu siness
Goals
Corporate
Goals

Busines s
Goals
Business
Goals
§ Defining ‘Measures’ C h e c k l is t f o r R e v ie w i n g G o a l s
Y e s N o 1 . D o e s th e g o a l s ta t e a re s u lt?
§ Overcoming Goal Difficulties
Y e s N o 2 . Is th e g o a l s t a te d in c le a r ,
Department
Goa ls
De partment
Goals
Department
Goals
§ Deciding ‘Criteria’ p r e c is e t e r m s ?
§ Trouble shooting – Re-aligning
Ass ociate’s Associate’s Associate’s
Goals Goals Go als

§ Skills -Knowledge Matching

§ Manager’s Role
§ Associate’s Role
§ Resources and Recognition
 Covey’s 7 Habits
§ What are Habits?
1. Be Proactive
§ Character and Competence
2. Begin With the End in
Mind (what to, why to)
§ Maturity Continuum
3. Put First Things First § P and PC Balance
4. Think Win-Win
5. Seek First to S ttii m u l u s R esp o n se § Stimulus - Response
Understand, Then to § Reactive –Proactive Behaviour
be Understood
6. Synergize Circles Concern and Influence
§

Sharpen the Saw §

Moving to Quadrant II
CIRCLE OF

7. INFLUENCE
§

§ Win-Win or No Deal
§ Levels of Leadership
 Behavioural Interviewing
§ How do you identify the best?
§ Rating Errors and Bias
§ Language of the Eye
§ Dangers of mismatch

§ What are competencies?

§ Behaviour Anchored Rating
§ S T A R technique
§ Competency based Interviewing

§ Types of Interview Questions

§ Global Research on Interviewing
DDI –4 Dimensional Approach
§

§ Framing BEI Questions

Education records
§ What, Why, When, How, Where,
Structuring Interviews
Proof of licensure

§
Who
Record of certification
Evaluation of performance
Special awards
Volunteer work

§ Capturing Evidence Factors

References

§ Getting deeper into facts

§ How and why interviews go

§ Looking for consistent display of
wrong? required competencies
§ Dimensions of Integrity
§ Assessment Center Approach
 Building Competencies
Performance § How to predict Performance?
§Relate – Recruit - Retain
Prediction

Academic
Tests?
? Thoughts
Behaviours?
§ Academic scores or Behaviors?
§ Re-Train - Reap Results

K n o w le d g e
S k ill
il l
§ What are Competencies? BUSINESS
BUSI NESS
MI SSION
MISSI
VISI
VI
ON
SION
ON
I NTEGRATED
INTEGRATED
HRM
HRM

Execute Actions and Implement Strategies

DRAFT
DRAFT
COMPETENCY
COMPETENCY
MODEL
MODEL
§ Building a Competency Model
A t titu d
dee

§ Customising the Model

Evaluate Results with Planning and Strategies

A tt rib u te s

§ What are its dimensions?

OBJECTIVE
OBJECTIVE PILOT
PILOT-- DATA
DATA

V a lu e s
AWARENESS
AWARENESS
WORKSHOP
WORKSHOP

M o ttiv
iv e
ess © Chandramo wly

Empathy

Shows Concern ,
Listens well
§ Link of Motive –Action - Outcome Methodology and Data Capture
§
Experience in dealing with
people, sensing perceptions of others

Level of emotional
inv olv ement, anxiety/Comfort
level towards others

Beliefs, Attitudes, values,

options/Assumptions
about others
§ Business Linkage § Thematic Clustering

Frame work - Overview Mapping to Job Bands

GM/VP

§
De aling With Paradox
Le arning on the Fly

§
Interpe rsonal Savvy

Develop Develop Sr Managers

Perspe ctive Range/Intere sts
Strate gic Agility

Employee Competency B uilding Te am Spirit

Composure
De cision Q uality

Competencies Model Managers

Innovation Manage ment
Motivating Subs. & Othe rs

De ve loping Subordinates
Conflict Manage ment
Priority Se tting
Asst Mgrs Process Manage me nt
Time ly Dec is ion making
Desired

§ Type of Competencies
Ac tion Orie nte d
Liste ning

§ Easy-Difficult cascading
Objectives Pee r Relationships
Proble m Solving
Results
Executive
Execute Functional/Technic al Skills
Pe rseverance

Assess Actions -
Pe rsonal Le arning
Planning
Total Q uality Manage me nt
Employee Implement
Competencies Strategies

Competency Gap Analysis

Mission
Vision
§
§ Competency Application
– Level 3

ISO - Prescription
C – Based Interview
C - Connection

Succession Planning

Balance Score Card

Career Management
Performance Mgmt

Job Profile

§ Development plan / choice

PCMM

§ Dimensions of Dis-values
Mowly / vbc / hr

C o m p e te n c i e s
 Change Leadership
Creating Competitive Advantage :
Customer Service, Brand Awareness, Cost,
Quality and Speed to market
Getting the Best from Teams :
Creating Quality Teams, You Get what you
Measure, Values underpin Teamwork, Dialogue
and Feedback, Resolving Conflicts
Building Loyal Customers :
Knowing Customers, Targeting Customers,
making customers feel special, Providing
an offer which is too good to refuse
Creating Momentum for Change :
Knowing the market dynamics, Shaping up
with change, Promoting entrepreneurial
behavior, competing on core competencies
Managers Seminar
Aligning Change with Strategy
Defining and implementing strategy,
Aligning People, Process, Profits, System
Thinking
Sustaining Change
Art of turning ‘can’t’ into ‘can’, Creating
new habits to replace the old ones,
Creating Bottom-up leadership,
Motivating Through Change
Making work meaningful, Besides the end
point, focus on journey too, Creating a
culture which thrives on change
Developing Talent
Aligning learning needs to pace of change,
Making Learning a part of work, Driving it
as everyone’s responsibility
 Coaching Process

Discover
Initiate the Define the
the Needs
Coaching Structure
of the
Relationship for Coaching
Individual

Provide
Develop Coaching
Training Observe
Based on the
Curriculum Employee Individual
Needs

Review Annual
Performance Continue
& Ongoing
Set Goals Process
 Communication Excellence
‘Talk to take you up’
R e c e ive rs/
D e c o d e rs
F ee db ack
S e n d e r/
E ncoder § Communication Framework
§ Self: Material – Social - Spiritual
M e ss a g e

§ Language of the Eye

&
C ha n n e l

N o ise
Frames of
R e fe re n c e
F e e d fo r w a r d
F ram e o f
R e fe r e n c e
§ Human Communication, Men /
Women
C o n te x t

§ Blind men and the Elephant

§ JOHARI Window
§ Enhancing Media Richness
§ Discovering Ideal Window

Write
9% Read § What do we do in communication
§ Motivating people to listen
Listen 16%
45%
time? § Maslow’s Hierarchy
Speak § Accuracy in Communication
30%

§ Win the Battle – Lose the War

§ Interpreting Non Verbal Cues
§ Principle of communication
§ Active Listening Practice

§ Inter-cultural differences in
§ Power of words & Dimensions of
body language Voice
§ The Art of Listening
§ Spatial Distance
 Emotional Intelligence
EQ Technical
Skill § IQ – EQ - SQ
§LeDoux’s Research and EI
§ EI Linkage to Business Perf.
Champion Profile
IQ
§

§Exploring Emotional Skill

(SK)
Make--Up
Make
(MU)
§ EI and Competencies
Intelligence Experience
Emotion
(EM)

§ Developing EI
(EX)

Administration of EI
Attitudes/Beliefs
(BL) Complexity

§
(CP)

Instrument
Primary Emotions
§
4 Anger

5 3 § Awareness - Regulation Sadness

Fear
§ Career Conversation
§ 5 Dimensions of EI
1 2
F ee d b ac k
§How can one become
P rac tice R e fle c t io n
emotionally intelligent?
Self & Social Awareness
Self Others
§
§ Personal Change Model
Awareness

Self- Social T h eo ry
Awareness Awareness

§ Self Management, Social Skills

Actions

Self- Social
Management Capability

§ EQ and Brain Theory

§ You are, what you think
§ Individual Action Plan
§ The Amygdala Hijack
 Integrity - Ethics
§ The Right and Wrong in Business
§Integrity and Moral Values
Ri gh t Wr ong
§ Global Ethical Issues
§ Champion Profile

§Integrity – ‘Integratedness of the § Factors affecting ethical Behaviour

principle behind our actions
§ What causes unethical behavior?
§ Doing what is right, moral & legal
Obstacles – Ethical weakness
§

Character – Behaviour Matrix Developing your own tenets

CHARACTER
+

§ §
ROBUST INSPIRING
C+ B - C+ B+
+

- BEHAVIOUR

§ Ethics is what majority agrees for

HOPELESS DANGEROUS
C-B- C - B+
-

long § Defining standards of Business

integrity
§ Honour is better than Honors § Assessing Ethical Behaviors
§ Self Management, Social Skills

§ What do you do when nobody

§ Remedy: Creating Consequences
is looking around? § Defining in simple terms
§ Dimensions of Integrity
 Leadership
Response Style : 4 Es:
§

§ Function of Leadership Envision, Enable, Empower,

§ Leadership effectiveness Energise

§ Leadership Style - Dimensions § 7 Cs : Clarity, Confidence,

§ Influence Approaches
Concentration, Consistency,
§ Socio-Emotional Leadership Commitment, Character, Capacity to
§ Leadership and Trust enjoy

§ Leadership and Decision making Leadership Theory and Practice

§

§ Motivation for Leadership

Blake and Mouton Grid
§

“Our bosses treat us

like mushrooms. They

Competency Gap Analysis

keep us in the dark and
feed us manure”

§
Development of Leadership Style
“Include me out.”
“If you have any

§
“I’m right behind Emerging problems at all,
you all the way, so don’t hesitate to
long as you don’t gaps shut up”
look”
“Our change programme

§ Development plan / choice

uses many clever words to
say a lot about nothing”

§ Leadership Competencies
 Achieving Success
through Personal Excellence

§ Results and Reality

§ Stimulus - Response
§ Time Robbers
§ Secret of effort and Balance

Perfection Purpose § 5 P – The success model

§ Blockage Survey
§ Development Plan
BLOCKAGE
Person

§ 5 P – Concurrent Actions
SURVEY
People Process

§Natural Laws and Time

§Setting Clear Goals
§Coming out of Comfort
§ What can be managed

and controlled? Zones

1

§ 5 P – The success model

6
2 § Steps to Manage Results
True North

§ The ‘Cheese’ Focus

Principles
5 3

§ 5 P – Concurrent Actions 4

§ Urgency Index
§ Coming out of conditioning
§ Unleashing Potential
§ U and I Quadrants
 Stress Management

§Consequences of Distress,
§ Stressors and Stress outcome
Resiliency Factors

§ Role Related Stress, §Understanding the BMI, Stress

Response: Fight or Flight?
§ What can Stress lead you to?
§ Interpersonal Stressor § Stressors and Stress outcome,
Stressor on the Road
§Occupational Stressor, Job
Burnout
§ Stress Management Practices,
§ Discover your Type : A or B? Stress Defense mechanisms
§ The Yoga Way
§ Individual Differences in Stress,
Work-Life Balance
 Pursuing Performance Excellence
§ Purpose of an Appraisal
§ Clarifying Goal Expectations
§ Performance Monitoring
§ Concept and Framework
Step 1:

H Conf
Low Comp
H Conf
H Comp
§ Current Issues and Trends Step
Step 4:
4:
Planning
Expectations

Step 2:
§ How to conduct PM Reviews?
High Directing Recognizing Day-to-Day Monitoring

§ Designing the FORM , BSC

Delegating Communications
Communications
Performance Progress

§ Managing Individual and Team

Confidence

Step 3:

Approach
Evaluating

Performance
Low Conf Low Conf Performance
Performance
Low Comp H Comp

Coaching Supporting
Low

Low
Competence High

66
DEV.EMPLOYEES
EMPLOYEES

§ Competency based PMS

9
§ Providing Performance Feedback

Current Performance
DEV.
11 Guideemployee
employee
55
Guide
DEFINE
DEFI NETHE
THEJJOB
OB careergoals
career goals MAKE
MAKE
IdentifyCompetencies
Identify Competenciesfor
for DECI
DECISI
SIONS
ONS
LinkMission,
Mission,Vision,
Vision, Developmentandand
Link
CompanyObjectives
Objectives
Development Overkill OK
Company I Implement
mplementthethePlan
Plan I Incentives/
ncentives/Retention
toEmployee
EmployeeGoals
Goals Solve
Retention 5
to SolvePerformance
Performance
J Job
obAnalysis
Analysis/ /Description
Description related
relatedissues
issues&&

Avoiding Rating Errors

KeyCompetencies
Key Competencies Organisational
Organisational
Problems
Problems

22 44 1 Not important Improve

§
SETEXPECTATIONS
SET EXPECTATIONS CONDUCT
CONDUCTREVIEW 1 5 9

PMS Cycle
REVIEW
PerformancePlanning
Performance Planning 33 Appraise
AppraisePerformance
Performance
I Identify

§
dentifyObjectives,
Objectives, And
Projections
MONITOR
MONITOR And
I mportance
Projections Hold
Holdperiodic
periodicreview
review
MeasuresVs
Measures VsStandards
Standards PERFORMANCE
PERFORMANCE
MonitoringPlan
Monitoring Plan
Provideong
Provide ongoing
oing
Feedback
Feedback
ReviewGoals
Review Goals

§ Forced Ranking and related issues

W here
w e are
P e rfo rm a n c e a n d R e w a rd P ro g ra m
W here
w e need
§ Performance Measure Team
Lead 1

Solving Performance Issues

Team
to b e
§
§ Critical Success Factors
Lead 2

Team
Lead 3

Am I clear on what
should I accomplish ?
What my Organisation
wants? How
What is the learning
model for my
development?
§ Development inputs under
§ Pay Strategy and PMS
many skills?

PMS
Which Knowledge?
What
Behaviour?

What I need to learn? How do I learn?

Activators, Behaviors and

How it helps? What should I do to
develop?

§
§ 360 DFBS – as a part of PMS

Consequence of Performance
 Setting Smart Goals
§ Goal – the direction of our effort
§Role Plays – Reviewing Goals
§ Re-Train - Reap Results
§ Linkage to Vision and Strategy

5. Implement,
1. Understand
previous level
goals
§ The Goal Setting Process § Building a Competency Model
2. Identify
monitor, and possible measures

§ Aligning Goals
revise

§ Goal dimensions
4. Set goals 3. Select 3 or 4
key measures

§ SMART and STRETCH Goals Yes, I think that would

be great. I would
especially like to
Planning and Coaching
§
improve my project

2 Standards of Goals
management skills
§ § Periodic Fine-tuning

Bu siness
Goals
Corporate
Goals

Busines s
Goals
Business
Goals
§ Defining ‘Measures’ C h e c k l is t f o r R e v ie w i n g G o a l s
Y e s N o 1 . D o e s th e g o a l s ta t e a re s u lt?
§ Overcoming Goal Difficulties
Y e s N o 2 . Is th e g o a l s t a te d in c le a r ,
Department
Goa ls
De partment
Goals
Department
Goals
§ Deciding ‘Criteria’ p r e c is e t e r m s ?
§ Trouble shooting – Re-aligning
Ass ociate’s Associate’s Associate’s
Goals Goals Go als

§ Skills -Knowledge Matching

§ Manager’s Role
§ Associate’s Role
§ Resources and Recognition
 6σ - An Introduction
World Class
Performance

Systems
6+ People
People

Strategy

Objective : To achieve World class Performance

T op M anagem ent
§
PPeeoopp lele TTeecchh nn icicaall
M id dle M a n a gem en t
SSkkill
il lss SSkkililllss

§ Developing and maintaining Loyal Customers

S u p e r v is o r s

I n d iv i d u a l
C o n t ri b u to r s

Cost of Poor Quality

§ Defects cost money: Less than 3.4 defects in a million
Non Conformance

COQ reduction

opportunities
External Failure
Cost of

Could be up to 60%

IInternal
nternal Failure
External Failure

Appraisal
Conformance

Internal Failure

Methodology to achieve the Process:

Cost of

Appraisal
Prevention
§
Prevention

Define- Measure-Analyse-Control
Six Sigma COQ Education

Steps of Strategic Planning

Black Belt Training
§
COQ
Committee

Resource
Definition of
Scope of The
§ Balance Score Card and 6s Projects
Commitment
COQ Program

Result Areas: Financial-Management-Customer-Growth

Bulk of Opportunities
§

Low Hanging Fruit

§ Cost of Poor Quality / Defects / Failure, COPQ Equations
Blinding Obvious

L e a d ers h ip
Re-D es ign
P ro d uc ts & Se rv ic es

M e as ure
§ What is Critical to Quality (CTQ)?
S up p lie rs V a lu e
C om pe tit ors

P ro d uc ts Se rv ice s
W o rk P roc es s e s

Quality and Cost Relationship

D is tr ibu tion
C u s tom e r
S a tis fa c tio n

V is io n s Va lu es
S tra teg ic D irec tion
E m p loy e e D e v e lop m e n t
In v o lv e m e n t B us in es s
Re su lts
§
 The Values Workshop
§ Mission, Vision & Values
§ Resolving Value Conflicts
§ Individual and Orgn Values
§ Connections of Cause & Effect

§ Roots of Revelations
§ Blockage Survey
§ Discovering Value Orientation
§ Discovering hidden Values

§ Play of Mind and Intellect §Business Ethics and Integrity

§ Personality Profile § Displaying Values on Job

§ Value Auction
§ Living Values and Credo
§ Walk through ‘My Value Gallery’
§ Crossing the ‘I’ Beam

RESULT ACCOMPLISHMENT
COMPETENCIES

§ Ethical Orientation
§ Breathing Values
§ Mentoring and Coaching
VALUES § Dimensions of Dis-values
Human Feelings Emotions
 Building World Class
Recruiting the
Right ones HR Systems Winning Attitude

Continuous
Competency
Improvement
Based 360

Adding Value
New Competencies
to Business
C-Based Appraisal

C – Based Retaining role

Dept/Succn Plng models

Technical Converting Vision

Competencies Into reality
 Chandramowly is a HR professional with 30 years of experience. He is
specialised in developing a concept of Value based Competencies, a
new mix of Indian values system and western analytical/system
approach. Having worked with organisations such as Bosch, Bull, and
Praxair, he has taken up Competency modelling, mapping and
management as core area of interest. As a Competency architect, Mowly
has developed competency models for organisations such as GMR
Group, Shahi Exports, Quasar Innovations and provided training
guidance to develop /implement such models for organisations such as
Praxair, Ace Group, Qatar Bank, GSK, TUV, AstraZeneca etc.
 Now in his post retirement stage, he has opted out of full
time employment to provide coaching and consultation to
select people/organisations. The approach is to touch the
younger minds to tickle their potential for preparing them to
use their fullest capabilities to reach career heights, thus
linking individual excellence and organisational excellence.
The curriculum of the model is carefully selected to bring
out excellence through competency development and
human value embedment. The method is blending the roots
of ancient wisdom with the fruits of technology and winning
strategies. The core objective is more to do with social
cause than the commercial fees.
 M R Chandramowly

Education
Post Graduate in Literature & Anthropology , Graduate in Science
Course Graduation / Training from Covey Leadership, USA
Competency Management Accreditation - SMR, Singapore
Multipoint Feed Back – ‘VOICES’ certification from Lominger Inc,
USA
License to administer Thomas Profiling- Thomas International, UK

Experience
HR and OD Training
CPO – Karle Group
Silva Mind Control - Nigiel Taylor Competency Architect
Team Leadership - Leadtrain Corporate Vice-President HR
Basic Human Process Laboratory - Praxair India – 7 Years
ISABS. General Manger HR
Human Value Foundation – IIM PSI Bull – 7 Years
Calcutta Manager – Per & Adm
Career Architect - Competency Model G R Engineering – 7 Years
– USA  
Coaching Pilot - Singapore
Human Organisationcmowly@gmail.com
9008989046 - Praxair Asia http://www.scribd.com/Chandramow