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

 Holistic Domain Integration

Person Purpose People Process Perfection

 Actions to be performed by self
Person which can not be delegated

Ensuring that each Action / Task /

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

Involving, delegating, teaming the

People right people to support / share the
purpose and execute coherently

Ensuring actions, steps and tasks

Process are in line with approved process
of respective areas

Monitoring, measuring for

Perfection perpetual improvement
 The
Managing Leadership Managing
Person Results Excellence Emotions
Excellence
Model
Workshop / Project Modules

Setting Building
Building Values

Purpose Mission and

Vision
Workshop SMART
Goals
Execution
Competencies

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

HR
Process Competency
Modeling
Competency
Mapping
Business
Ethics
Policies &
Systems

Competency

Perfection Developing
Competencies
Personal
Excellence
Performance
Excellence
Based
HR Practices
 Setting Smart Goals

Goal – the direction of our effort
Role Plays – Reviewing Goals

Re-Train - Reap Results

Linkage to Vision and Strategy

5. Implement,
monitor, and
1. Understand
previous level
goals

2. Identify

The Goal Setting Process
Building a Competency Model
possible measures
revise

4. Set goals 3. Select 3 or 4

key measures

Goal dimensions
Aligning Goals

SMART and STRETCH Goals Yes, I think that would

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

2 Standards of Goals
Periodic Fine-tuning

Defining ‘Measures’
Corporate

Checklist for Reviewing Goals

Overcoming Goal Difficulties
Goals

Business Business Business

Yes No 1. Does the goal state a result?
Goals Goals Goals

Yes No 2. Is the goal stated in clear,

precise terms?

Deciding ‘Criteria’
Department De partment Department

Trouble shooting – Re-aligning

Goals Goals Goals

Associate’s Associate’s Associate’s

Goals Goals Goals

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 (what to, why to)

Maturity Continuum
Mind

P and PC Balance
3. Put First Things First
Stimulus Response
Stimulus - Response
4. Think Win-Win

Reactive –Proactive Behaviour
5. Seek First to
Circles Concern and Influence
Understand, Then to CIRCLE OF
INFLUENCE


Moving to Quadrant II
be Understood

6. Synergize
Win-Win or No Deal

Levels of Leadership
7. Sharpen the Saw
 Behavioural Interviewing

How do your identify the best?
Rating Errors and Bias

Language of the Eye

Dangers of mismatch

What are competencies?
Behaviour Anchored Rating

Competency based Interviewing
S T A R technique

Types of Interview Questions
Global Research on Interviewing

DDI –4 Dimensional Approach

Framing BEI Questions

Education records
Proof of licensure
What, Why, When, How, Where,

Structuring Interviews
Record of certification
Evaluation of performance

Who
Special awards
Volunteer work
References

Getting deeper into facts
Capturing Evidence Factors

How and why interviews go
Looking for consistent display of

wrong? required competencies

Dimensions of Integrity
Assessment Center Approach
 Building Competencies
Performance
Prediction
How to predict Performance?
Relate – Recruit - Retain
Academic
Tests?
? Thoughts
Behaviours?
Academic scores or Behaviors?

Re-Train - Reap Results

Knowledge
Skill

Attitude

What are Competencies? BUSINESS
BUSINESS
MISSION
MISSION
VISION
VISION
INTEGRATED
INTEGRATED
HRM
HRM

Execute Actions and Implem ent Strategies

DRAFT
DRAFT
COMPETENCY
COMPETENCY
MODEL
MODEL

Building a Competency Model
Evaluate Results with Planning and Strategies

OBJECTIVE
OBJECTIVE
Attributes PILOT
PILOT--DATA
DATA

Customising the Model

AWARENESS
AWARENESS
Values

What are its dimensions?

WORKSHOP
WORKSHOP

Motives © Cha ndramo wl y

Empathy

Shows Concern ,
Listens well

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

Business Linkage
Level of emotional

Thematic Clustering
involvement, anxiety/Comfort
level towards others

Beliefs, Attitudes, values,

options/Assumptions
about others

GM/VP

Frame work - Overview

De aling With Paradox

Mapping to Job Bands

Le arning on the Fly
Interpersonal Savvy
Pe rs pec tive Range/Inte rests
Develop Develop Sr Managers Strategic A gility

B uilding Te am Spirit
Employee Competency C omposure
De cision Quality
Innovation Manage me nt
Competencies Model Managers Motivating Subs. & Othe rs

Developing Subordinate s
Conflict Management
Priority Se tting
Asst Mgrs Process Manage me nt
Time ly Decision making
Desired Ac tion Orie nte d
Lis tening
Objectives Pee r Relations hips
Proble m Solving

Type of Competencies
Res ults
Executive

Easy-Difficult cascading
Execute Func tional/Tec hnical Skills
Pe rseve rance
Pe rsonal Le arning
Assess Actions - Planning
Total Quality Management

Employee Implement
Competencies Strategies

Mission

Competency Gap Analysis

Vision
S u c c e s s io n P la n n in g

Competency Application
C a r e e r M an a g e m e n t

B a la n c e S c o r e C a r d
C – B a s e d I n t e r v ie w
P e rf orm a n c e M g m t

IS O - P r e s c r ip t io n
PC M M – Leve l 3
C - C o n n e c t io n

J o b P r o f ile

Competencies

Dimensions of Dis-values
Mow ly / vbc / hr

Development plan / choice

 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
Continue
Performance
Ongoing
&
Process
Set Goals
 Communication Excellence
‘Talk to take you up’

Self: Material – Social - Spiritual

Receivers/ Feedback
Decoders

Message
&
Channel
Sender/
Encoder

Communication Framework

Language of the Eye
Noise
Frames of
Reference

Context
Feedforward
Frame of
Reference
Human Communication, Men /
Women

Blind men and the Elephant
JOHARI Window

Enhancing Media Richness
Discovering Ideal Window

Listen
Write
9% Read
16%
What do we do in communication
Motivating people to listen
45%

Speak
time?
Maslow’s Hierarchy
30%

Accuracy in Communication

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
IQ

EI Linkage to Business Perf.

Champion Profile

Exploring Emotional Skill

(SK)
Make--Up
Make
(MU)

EI and Competencies
Intelligence
Emotion
Experience (EM)
(EX)

Attitudes/Beliefs
(BL) Complexity
(CP)

Developing EI

Administration of EI
Instrument
4

Primary Emotions
Anger
Sadness
5 3
Awareness - Regulation Fear
Career Conversation
1 2
5 Dimensions of EI
Feedback
How can one become
Others
Practice Reflection emotionally intelligent?

Self & Social Awareness
Self

Personal Change Model

Awareness

Self- Social Theory

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
Wr on g

Global Ethical Issues

Ri gh t

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

Developing your own tenets
CHARACTER
+

-
ROBUST
C+ B -
INSPIRING
C+ B+
+

Character – Behaviour Matrix
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 no body
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
keep us in the dark and
feed us manure”

Development of Leadership Style

“Include me out.”
“I’m right behind
you all the way, so
long as you don’t
look”
Emerging
gaps
“If you have any
problems at all,
don’t hesitate to
shut up”

Competency Gap Analysis
“Our change programme
uses many clever words to
say a lot about nothing”

Leadership Competencies
Development plan / choice

 Achieving Success
through Personal Excellence

Results and Reality
Stimulus - Response

Secret of effort and Balance
Time Robbers

Perfection Purpose

5 P – The success model
Blockage Survey
BLOCKAGE
Person

People Process
5 P – Concurrent Actions

SURVEY

Development Plan

Natural Laws and Time
Setting Clear Goals

What can be managed
Coming out of Comfort
and controlled? Zones
1

5 P – The success model

6

True North
2

Steps to Manage Results
Principles
5
3

5 P – Concurrent Actions 4

The ‘Cheese’ Focus

Urgency Index
Coming out of conditioning

U and I Quadrants
Unleashing Potential
 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:
1:
Planning

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

Day-to-Day
Step
Step 2:
2:
Monitoring

How to conduct PM Reviews?
High Recognizing
Directing Delegating Communications
Communications
Performance Progress

Designing the FORM , BSC

Confidence

Low Conf Low Conf

Managing Individual and Team Step 3:
3:
Evaluating
Performance

Low

Low
Low Comp

Coaching

Competence
H Comp

Supporting

High Performance Approach

66
DEV.EMPLOYEES
EMPLOYEES

Competency based PMS

9

Providing Performance Feedback

Current Performance
DEV.
11 Guideemployee
Guide employee
55
DEFINETHE
DEFINE THEJOB
JOB careergoals
career goals MAKE
MAKE
IdentifyCompetencies
Identify Competenciesfor
for DECISIONS
DECISIONS
LinkMission,
Mission,Vision,
Vision, Developmentandand
Link
CompanyObjectives
Company Objectives
Development
Implementthe
Implement thePlan
Plan Incentives/Retention
Overkill OK
toEmployee
EmployeeGoals
Goals
Incentives/Retention
Solve 5
to SolvePerformance
Performance
JobAnalysis
Analysis//Description
Description related
Job
KeyCompetencies
Competencies related issues
issues&&
Key Organisational
Organisational
Problems
Problems

SET
22
SETEXPECTATIONS
EXPECTATIONS
PerformancePlanning
Performance Planning
IdentifyObjectives,
Identify Objectives,
33
MONITOR
CONDUCT
44
CONDUCTREVIEW
REVIEW
Appraise
AppraisePerformance
Performance
And
1 Not important
1 5
Improve
9
Avoiding Rating Errors

PMS Cycle
And
Projections
Projections
MONITOR Hold
Holdperiodic
periodicreview
review Importance
MeasuresVs
Measures VsStandards
Standards PERFORMANCE
PERFORMANCE
MonitoringPlan
Monitoring Plan
Provideongoing
Provide ongoing
Feedback
Feedback
ReviewGoals
Review Goals

Performance and Reward Program

Forced Ranking and related issues

Performance Measure
Team
Lead 1
Where Where
we are we need
Team
to be

Solving Performance Issues

Lead 2

Critical Success Factors Team

Lead 3

Am I clear on what
should I accomplish ?
What my Organisation
wants? How
many skills?
What is the learning
model for my
development?

Development inputs under
Pay Strategy and PMS
Which Knowledge?
What
Behaviour?

What I need to learn?

How it helps?
How do I learn?
What should I do to
develop? PMS

360 DFBS – as a part of PMS
Activators, Behaviors and
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,
monitor, and
1. Understand
previous level
goals

2. Identify

The Goal Setting Process
Building a Competency Model
possible measures
revise

4. Set goals 3. Select 3 or 4

key measures

Goal dimensions
Aligning Goals

SMART and STRETCH Goals Yes, I think that would

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

2 Standards of Goals
Periodic Fine-tuning

Defining ‘Measures’
Corporate

Checklist for Reviewing Goals

Overcoming Goal Difficulties
Goals

Business Business Business

Yes No 1. Does the goal state a result?
Goals Goals Goals

Yes No 2. Is the goal stated in clear,

precise terms?

Deciding ‘Criteria’
Department De partment Department

Trouble shooting – Re-aligning

Goals Goals Goals

Associate’s Associate’s Associate’s

Goals Goals Goals

Skills -Knowledge Matching
Manager’s Role

Associate’s Role

Resources and Recognition
 6σ
World Class
Performance

Systems
6+

Strategy
People
σ - An Introduction
Top Management

People
People
Skills
Skills
Middle Management
Technical
Technical
Skills
Skills

Objective : To achieve World class Performance
Supervisors

Individual
Contributors

Developing and maintaining Loyal Customers

Cost of Poor Quality

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

External Failure COQ reduction

Cost of

Could be up to 60%

Internal Failure
External Failure
opportunities
Conformance

Appraisal Internal Failure

Cost of

Appraisal

Methodology to achieve the Process:

Prevention

Prevention

Define- Measure-Analyse-Control
Six Sigma COQ Education
Black Belt Training

COQ
Committee

Steps of Strategic Planning
Resource
Commitment
Definition of
Scope of The
COQ Program
Balance Score Card and 6s Projects
Bulk of Opportunities

Result Areas: Financial-Management-Customer-Growth

Low Hanging Fruit

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

Leadership

Suppliers
Re-Design
Products & Services

Measure
Value
Competitors

What is Critical to Quality (CTQ)?
Products Services
Work Processes
Distribution
Customer
Satisfaction

Visions Values
Strategic Direction
Employee Development
Involvement Business
Results

Quality and Cost Relationship

 The Values Workshop

Mission, Vision & Values
Resolving Value Conflicts

Connections of Cause & Effect
Individual and Orgn Values

Roots of Revelations
Blockage Survey

Discovering hidden Values
Discovering Value Orientation

Play of Mind and Intellect
Business Ethics and Integrity

Personality Profile
Displaying Values on Job

Value Auction
Living Values and Credo

Crossing the ‘I’ Beam
Walk through ‘My Value Gallery’

RESULT ACCOMPLISHMENT
COMPETENCIES

Ethical Orientation
Breathing Values

VALUES
Human Feelings Emotions
Dimensions of Dis-values
Mentoring and Coaching
 Building World Class
Recruiting the right Winning Attitude
ones HR Systems
Continuous
Competency
Improvement
Based 360

Adding Value
New Competencies
to Business
C-Based Appraisal

Retaining role
C – Based
models
Dept/Succn Plng

Technical Converting Vision

Competencies Into reality