M A H Y C O S

L E A D E R S H I P

C O M P E T E N C Y

F R A M E W O R K

Customer Centricity

Innovation

growth

Execution Excellence

Business Acumen

nourish

Team - Play

People - EDGE

the mahyco leadership model

Right Grow Talent Services Pvt Ltd.

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TABLE OF CONTENTS
1 . 0 K N O W I N G C O M P E T E N C I E S ................................................................................................................................................. 3 2 . 0 U N D E R S T A N D I N G C O M P E T E N C I E S ................................................................................................................................. 4 3 . 0 T H E N E E D F O R C O M P E T E N C I E S ..................................................................................................................................... 5 4.0 BENEFITS
OF

C O M P E T E N C I E S .......................................................................................................................................... 6
TO TO TO

4.1 BENEFITS 4.2 BENEFITS 4.3 BENEFITS

I N D I V I D U A L S .......................................................................................................................................... 6 L I N E M A N A G E R S ................................................................................................................................... 7 T H E O R G A N I Z A T I O N ........................................................................................................................... 8

5 . 0 T H E L E A D E R S H I P C O M P E T E N C Y M O D E L .................................................................................................................... 9 6.0 PEGGING

OF

C O M P E T E N C I E S ......................................................................................................................................... 22

7 . 0 A N N E X U R E ............................................................................................................................................................................... 24

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1.0 KNOWING COMPETENCIES

Knowledge, Skills, Attitudes, Values and Traits which are expressed in the form of Behaviors that can be observed and required to effectively perform a role in an organization.

Competencies are an amalgamation of

The most widely accepted technical definition of competency is given by Spencer. He defines competency an underlying characteristic of an individual that is causally related to criterion-referenced effective and/or superior performance in a job or situation. Underlying characteristic means the competency is a fairly deep and enduring part of a persons personality and can predict behaviour in a wide variety of situations and job tasks. Causally related means that a competency causes or predicts behaviour and performance Criterion-referenced means that the competency actually predicts who does something well or poorly, as measured on a specific criterion or standard. Competencies define the HOW part of performing any task in the organization.

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2.0 UNDERSTANDING COMPETENCIES

Competency can be understood by using the Iceberg Model. Competencies are similar to an Iceberg, some part of the competencies are visible in the form of Knowledge and Skills, while there are certain part of competencies are ingrained deep within an individual and are
THE ICEBERG MODEL

not clearly visible. The key constituents of

Behavior
Knowledge domain knowledge Skill things that people % can do well Social Role image a Identify and Train for

competency are explained below: Motives: The things a person

consistently thinks about or wants to cause an action. They drive direct and select behaviour towards certain actions or goals.
Select For

Values

person displays in Public Self the way people view themselves Traits enduring characteristics of people %

Traits:

Physical

characteristic

and

consistent responses to a situations or information. Self Concept: A persons attitude, values or self image.

Motive unconscious thoughts and preferences which drive

Knowledge: The information that a person has in the specific content area. Skill: Skill is the ability to apply the knowledge at the workplace and perform certain physical and mental task.

Competencies are thus underlying characteristics of people and indicate ways of behaving or thinking, generalized across situations, and enduring for a reasonable period of time.

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3.0 THE NEED FOR COMPETENCIES

Organizations are witnessing stiff competition in the market place. The competition ranges from domestic players to large companies having global presence. The increase in competition has provided customers / growers a complete array of products to choose from, making the market competitive with lot of alternate options for the buyers. The employment market is also witnessing a change where companies are competing to recruit talent. Organization is competing on one had for a market space and on the other had for the talent to get their market space. The organization needs to build capability within the organization to retain and strengthen itself in the business environment. One of the key aspects of building organization capability is to articulate Leadership Competencies that enables to achieve business successes. Leadership Competencies are the capabilities that need to be demonstrated by the employees to make the organization successful.

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4.0 BENEFITS 4.1 BENEFITS

OF TO

COMPETENCIES INDIVIDUALS

Competencies give clarity to the employees on the capabilities that need to be demonstrated for the success of the organization. Individuals get clarity on the competencies required and the behaviors associated with each competency that need to be demonstrated. Some of the benefits that accrue to the individuals are as follows:

Identify the success criteria (i.e., behavioral standards of performance excellence) required to be successful in their level. It helps individuals to know where they are and what behaviors need to be strengthened on each competency. Individuals can use this knowledge to identify the areas of improvement that will help them to be more successful thereby playing a key role in their skill development.

It also gives clarity to the individuals on the behaviors required by them to move to the higher level of contribution. This helps them to have a better picture of the career development capabilities.

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4.2 BENEFITS

TO

LINE MANAGERS

Competency is a handy tool for the Managers to manage employees concerns related to performance, areas of strength and improvements. Some of the key benefits that Managers get from competencies are:

Identify behavioral criteria to improve the accuracy and ease of the hiring and selection process. Managers can probe for the presence of these behaviors in the prospective candidate and take a better informed decision regarding the candidature of the person.

Observing the behaviors of the employees, managers are better equipped to give objective feedback to the employees on his areas of strength and improvements. It becomes easier for the Managers to convince the employees as both of them are aware of the expected demonstration of behaviors.

The Managers are better equipped to answer the employees on behaviors required by them to move to a higher level. Provides clarity and focus in the dialogue between the Manager and the employee regarding his development and career-related issues.

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4.3 BENEFITS

TO THE

ORGANIZATION

Competencies helps in building organizational capabilities, these capabilities are built over a period of time. Typically it takes 2 years for the competencies being seen and felt in the organization. The long term benefits from competencies are as following:

Better quality of products and services Increase productivity Positions the organization for future growth Facilitates culture change and transformation Foster positive outcomes with customers or suppliers Increase financial performance Establish systematic linkages and integration among HR management practices Align HR management practices with the mission, vision, values, or the business strategies or objectives of the organization

These help to enhance competitive advantage of the organization.

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5.0 THE LEADERSHIP COMPETENCY MODEL

The Leadership Competencies are presented in a model that has the name of the competency, its definition, key components, a pictorial depiction and behavioral descriptor for the key components.

Competency Definition Identity Components

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Customer Centricity*
Seeks to understand and interpret changing needs of market and customers and creates experiences that lead to delight

Understanding Interpreting Exceeding Partnerships

*The definition of Customer here transcends the traditional and all stakeholders Of Mahyco including Regulatory bodies, NGOs, Business partners, Suppliers, Shareholders and internal customers.

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CUSTOMER CENTRICITY

Does not make efforts to sense the needs of customers

Takes steps to Interact and understand the stated needs

Reflects on the customer inputs and takes effort to understand the unstated needs or pain areas Conducts in depth analysis of customer data on his own with little support

Keeps the customer posted on the actions taken and checks for effectiveness

Struggles to conducts basic analysis of customer data even on providing guidance

Conducts basic analysis of customer data Needs guidance in doing so

Interprets the analysis to identify the areas of improvement or opportunities in a precise manner

Is proactive and anticipates future needs based on his in depth understanding of the customer

Tends to blame the customer for problems. Displays negative behavior in meeting customer requests

Demonstrates positive attitude and takes steps to meet the need on his own or on being directed

Creates a sense of urgency for self and team. Designs solutions that meet /exceed expectations.

Seeks to collaborate with customers. Creates solutions that are win-win for the customer and Mahyco

Seeks to build partnerships and build long term relationships with the Customers

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Execution Excellence
Demonstrates proactive alertness and responds to maximize opportunity in a timely manner while displaying commitment to results.

Planning Execution Decisions Urgency Flexibility

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EXECUTION EXCELLENCE
Approaches tasks in an adhoc manner with minimal planning Is able to display basic planning in individual work area. Creates plan based on direction and guidance. Needs direction and guidance while executing. Able to identify the roadblocks while executing Breaks implementable plan into key activities. Contributes in creating tactical plans. Breaks strategic plans into implementable tactical plans. Builds capability of individual for effective planning. Able to anticipate the issues and challenges in execution and take preemptive measures. Create processes to monitor the progress of execution Ability to analyze all possible aspects before taking a decision. Develops capability to take decisions by means Empowerment and delegation. Weighs the short and long term benefits while taking decision that has organizational impact. Creates Strategic plans considering the short and long organizational priorities.

Execution is marked by errors and problems, has no idea about the roadblock

Monitors the progress of execution against plan. Able to explore different options to resolve the roadblock

Takes little or no decisions. Seeks to escalate matters

Is able to evaluate situation and takes routine decisions

Takes non routine decisions when the situation demands. Backs decision by clear logic and options

Demonstrates low level Demonstrates of urgency and allows acceptable level of deadlines to slip urgency when directed. Meets some commitments on ones own

Is able to prioritize and Is able to demonstrate differentiates between high degree of urgency urgent and important especially in critical situations. Motivates others to speedy action

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Innovation
Ability to translate domain knowledge and customer insights into meaningful creation or change leading to business impact

Learning Focus Risk taking Bouncing back

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INNOVATION
Is closed to learning new things. Adheres to the set ways of doing things Is willing to learn new things. Able to spot and exploit new learning opportunities. Comes up with ideas to improve the current way of working Is constantly on the lookout for learning new things. Encourages others to come up with new ideas and ways of working and helps them to translate into action Considers the short and long term impact. Comes up with breakthrough improvements with significant business impact Promotes and rewards innovation having impact at, functional and organizational level.

Demonstrates extremely low risk appetite. Will not take acceptable risks even in critical situations

Takes low to moderate risks. Prefers to follow the laid down procedures

Willing to take measured risks Comes up with improvements that have incremental impact

Encourages his/her team to take calculated risks, promoting innovation

Unwilling to try out anything new citing past failures

Recovers slowly from Has the ability to cope failures with constant with failures on his support from superiors own. Support others to get over failure.

Displays a high degree of resilience when confronted with failures. Develops people capability to handle failure

Demonstrates tolerance to failure and considers them as learning opportunities

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Business Acumen
Ability to discern trends, recognize opportunities and creating newer avenues for growth

Sensing Sizing Mitigating risk Influencing

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BUSINESS ACUMEN
Has basic understanding about the product and solutions offered by the organization. Has detailed understanding about the key products and services of the organization. Understands the key value drivers of business. Is aware of what the competitors are doing in the market Understands the macro economic, social, technological trends in the environment. Seeks to identify new opportunities for growth or value creation Understands the key risks of business. Creates systems & processes to manage risks. Is able to develop an investment rationale and business case Influences Senior Leadership team to commit to the business plan Deep knowledge of industry and factors that impacts the growth. Is able to outline the future direction of the industry and take appropriate steps towards the same Is able to add completely new perspectives to the business plan. Seeks to develop newer business models by leveraging partners, technology etc. Is able to influence key stakeholders such as the Board, strategic investors and regulatory bodies

Is not aware of the concept of risk-return

Is aware of some of the risks that the Organization is exposed to.

Demonstrates a deeper understanding of various risks and possible impact. Is able to conduct a basic risk return analysis

Is unable to articulate and defend an idea or business case

Attempts to defend an idea or business case, however does not succeed on most occasions

Presents logic and rationale. Is able to create a buy in with immediate superior on most occasions

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Team-Play
Ability to transcend beyond self and indulge in self-less collaboration leading to collective winning

Trust Ownership Support Fun @ work

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TEAM-PLAY
Doubts other team members Exhibits respects for each member of the team. Provide support to each member Treat each team member as equal. Provide opportunity to all members. Helps members to perform better Is clear teams contribution in organizational success. Takes responsibility for teams performance. Resolve roadblocks in teams performance Understands issues relating to teams conflicts. Is able to resolve team conflicts. Guides the team in achievement of results. Interacts on regular basis and display faith in their abilities. Ensures team concerns are resolved Creates teams to work Provide resources required by the team to on strategic projects. Regularly reviews the achieve success. progress and provide requisite support.

Is detached from the Is clear about his role team as a member of the team. Contributes in Individual capacity in the team setting

Makes effort to understand others view point in situations of team conflict.

Builds capability in people to understand and resolve team conflict. Creates reward mechanisms to Encourage and motivates teams

Reward teams for significant achievement at organizational forums

Avoids activities which Participates in activities Comes up with creative Creates systems & create fun @ work which involve fun @ ideas which result in opportunities for work fun @ work. Involve infusing fun @ work members in fun activities

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People-Edge
Ability to continuously build capability in self and others leading to realization of aspirations and potential

Understand Invest Accountability

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PEOPLE-EDGE
Is content with the current level of performance and does not invest time in understanding development needs Is able to understand the areas of development based on inputs from supervisors & peers Is able to do a selfanalysis & understands the strength and improvement areas. Able to understand the development needs of the team working with him Knows the capabilities of his team/s and create mechanism to map the capability & development needs on regular basis. Identifies the capabilities required for future in line with the short term and long term focus of organization.

Does not invests time and effort in his development

Creates structured Invests time on an developmental plan for intermittent basis on self development plan. self and guides the team members to create their plans. Ensure that development plan gets implemented Requires monitoring of development plans. Considers his development to be a primary responsibility of organization. Takes initiatives to achieve the development plan. Able to identify road blocks in development and find solution for the same.

Coaches individuals on their areas of development. Converts strategies into structured interventions for capability building.

Creates roadmap and outlines strategies to build capability in the organization.

Guides team in overcoming challenges in the development plan. Identifies projects that can enable development of individual.

Keeps tab on the talent pipeline, identify mechanism to strengthen the talent pool.

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6.0 PEGGING

OF

COMPETENCIES

For the purpose of pegging, employees in different grades were clubbed in four groups.

Band 1 GMs & Above Band 2 M1 & M0 Band 3 M2 & M3 Band 4 M4, M5 & M6

Each band is indicated by a separate color. All employees in the levels mentioned above need to demonstrate all the competencies.

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The table indicates the proficiency level required to be demonstrated on each competency by the respective employee group. These are the minimum desired competencies for each employee group.

Employee Group Competency Customer centricity Execution excellence Innovation Business acumen Team play People edge Band 1 (GMs & Above) 3 4 3 4 3 4 Band 2 (M1 & M0) 2 3 2 3 2 3 Band 3 (M2 & M3) 2 2 2 2 2 3 Band 4 (M4, M5 & M6) 1 1 1 1 1 1

The numbers used in the table above are the proficiency level required to be demonstrated for each competency for the respective bands.

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A NNEXURE

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ANNEXURE 1: THE APPROACH

TO

IDENTIFY LEADERSHIP COMPETENCIES

The Leadership Competency for Mahyco has been created using the SPACE model. The model uses business priorities, drivers and strategic direction to articulate competencies. The competencies will enable the organizations to build a Competitive Advantage and contribute in Business Successes.

It combines the strategic direction with the pressures and challenges that the organization is facing and possible responses to meet these challenges. The competencies emerge from the capabilities that the organization should build to give the desired response to the external pressures to achieve stated business goals.

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ANNEXURE 2: PROCESS FLOW

TO

ARRIVE

AT

LEADERSHIP COMPETENCY

The process followed to arrive at the competency framework is presented below:

INPUT

PROCESS

OUTPUT Business understanding Business priorities Required capabilities

Appreciative Inquiry

Visionary Interviews

Key business priorities Required Capabilities

Focus Group Discussion

Competencies Related Story lines Key behaviors for each competency Validation & recommendation

Competencies Key behaviors for each competency

Design Team

Data processing & Expert input

Right Grow Talent

Final recommendation Presentation to the Leadership & Design team

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ANNEXURE 3: DEPLOYING COMPETENCIES THROUGH HR SYSTEMS

Competencies can be used in the HR systems of Performance Management System (PMS), Recruitment and Selection (R&S), Training and Development (T&D). A judicious use of competency in the HR processes gives a focused approach to people development.

Performance Management System (PMS) Compensation And Benefits (C&B) Training and Leadership Development (T&D)

Competencies
Reward and Recognition (R&R) Recruitment and Selection (R&S)

Career and Succession Planning

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An effective use of Competency based HR practices helps the organization in the following ways

Reinforce corporate strategic direction and purpose Establish clear expectations in terms of competencies and behaviors. Provides direction to professional development, improved job satisfaction, thereby contributing to employee retention. Increase the effectiveness of training and professional development programs by linking them to the success criteria (i.e., behavioral indicators of excellence). Provide common, organization-wide standards for career levels that enable employees to move across business boundaries. Gives predictability to employees performance.

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