Internship Project Report

ANURAG CHAURASIA PGDM-HRM 2011-12 XIMB uh11001@stu.ximb.ac.in 6/1/2012

Identificcation of unique roles and job analysis within ISCIndia and Standardization of Job Descriptions
By:Anurag Chaurasia Under the Guidance of Abhay Singh MAnager: HR

In (Partial) Fulfillment of the Requirements for the Degree of PGDM-HRM

XAVIER INSTITUTE OF MANAGEMENT JULY, 2012

Xavier Institute of Management
Xavier Square, Bhubaneswar - 751 013, India

Automation and Control Solutions

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Certificate

ACKNOWLEGEMENT
These last two months of summer training had been nothing short of a journey- a journey of great learning experiences. I got my first glimpse of corporate culture and also how the Human Resources department fulfils its role in an organization. My internship at Honeywell Automation India Ltd. has been possible because of many people, who throughout my project have been constant sources of encouragement, support and guidance.

First of all, I would like to express my earnest gratitude and sincere thanks towards my project guide, Mr. Abhay Singh (Manager HR) for his timely and valuable guidance and support offered to me throughout the course of this project work.

I whole heartedly thank Mr. Kaushik Mitter (Director HR), who was always ready with a helping hand and quick tips, for providing me with imperative insights and feedback throughout the project.

I offer my sincere gratitude to the stakeholders, Director ISC- India and Leaders of all the SBUs as without their immense help and unfailing support in giving the necessary information of processes, this project would not have been possible.

I would also like to express my sincere gratitude to all the members of the Honeywell Automation India Ltd., Pune and Human Resources team for their support and guidance in the summer internship program.

TABLE OF CONTENT
1. EXECUTIVE SUMMARY ..................................................................................... 7 2. METHODOLOGY ............................................................................................... 8 3. HONEYWELL AND ACS OVERVIEW ................................................................. 10 4. HAIL ISC-INDIA AND HOS OVERVIEW ............................................................. 16 5. UNIQUE IDENTIFIED ROLES WITHIN ISC-INDIA ACROSS ENTITIES .................. 17 6. DEVELOPING JOB DESCRIPTION .................................................................... 20 7. JOB DESCRIPTION TEMPLATE ......................................................................... 22 8. DEVELOPING A SKILL INVENTORY FRAMEWORK ............................................ 28 9. SKILL SET ......................................................... Error! Bookmark not defined.30 10. DEVELOPING A STANDARD COMPETENCY FRAMEWORK .............................. 31 11. STANDARD COMPETENCY FRAMEWORK ....................................................... 35 12. CONCLUSION ................................................................................................ 36 13. REFERENCES .................................................................................................. 37

EXECUTIVE SUMMARY

Any company trying to compete must figure out a way to engage the mind of every employee Jack Welch, former CEO General Electric
One common element grounds organizations ability to advance through its environment: People. People are more than ever a source of critical skill and knowledge, as well as sustainable competitive advantage. People want to invest their skills and knowledge on behalf of their employers. Yet few organizations are fully tapping that source and achieving the results that come through full investment of the workforce. Identification of suitable roles within Integrated Supply Chain and mapping there respective responsibility, is what this report is all about. The project tiltle is: Identification of Unique roles within ISC-India and developing a standardized job descriptions and Skill matrix for respective positions. The project synopsis is: Rolling out the framework for ISC India Talent Agenda; Developing an inventory of skill matrix (basic technical competency framework), framework forintegrating talent across ISC India. Common norms for deployment and mobiity across SBGs within ISC. The project thus involved understanding the organisation structure of Honeywell and ISC, such that various demading roles within ISC can be identified. The methodology followed included, conducting focused group discussions with HR managers, Stakeholders (consisting of Heads of respective SBUs) and Director of ISC. Another part of the project focused on the development of job description of the respective identified roles. The responsibilties including essential and marginal functions demanded by the unique roles where identified. A standard template for job description was developed and the identified responsibilties, communication with internal and external customers, accoutablity in terms of budget and revenue, Knowledge Skills and Abilities (KSA), Key Performance Indicators (KPI), Key Resut Area (KRA), Average Performance Score (APS), Average Competency Score(ACS) and Overall Performance Rating (OPR) were used to develop the Job analysis. This job analysis was further documented and a standardized job description format was developed which was futher validated by the stakeholders and ISC Director. Hence this project helped the organisation in developing a standardized format of job description template and the job description for the identified unique roles within ISC- India.

METHODOLOGY

The project can be classified into four segments with respect to key deliverables:

Identification of Roles within ISC:

Understanding the organization structure of HAIL: SBUs and there line of business. Understanding the organization structure of ISC India. Understanding the organization structure of other entities across India: HTT, ED&S, HLS, GCSC, PMT, AERO and NPI. Identifying ISC Roles within these entities.

Identification of the positions key responsibilities:

Arranging meetings and appointments with the respective position holders. Analyzing the job responsibilities by identifying and understanding- Key Result Areas (KRA), Knowledge Skills and Abilities (KSA), Leadership Standardized Work (LSW), Key Performance Indicators (KPI) which include Average Performance Score (APS), Average Competency Score(ACS) and Overall Performance Rating (OPR) etc. Interviewing the respective Reporting Managers to understand the desired Job Roles responsibility in terms of- and Internal customer interface, People management, business process, technical management and levels of direction being received. Analyzing the existing Job Descriptions of similar positions in various job portals for example: Jobsvite, Monsterjobs, Etalent, Times Job etc. Analyzin the organisational charts and Job Descriptions of exsisting similar Band 4 and Band 5 roles within Honeywell.

Updating the existing JOB DESCRIPTION and developing new JOB DESCRIPTIONS for the non existing roles.
Defining the position summary for the respective roles. Categorizing the responsibilities in terms of Internal and External customer interface, People management, Business and Technical process. Identifying the purpose/nature of communication within and outside Honeywell and quantifying the positions scope w.r.t. revenue/ budget accountability. Citing the education level, previous experience, specific knowledge, skills and abilities required to meet minimum requirements.

Developing a inventory of skill matrix and competency framework for the respective roles.
Understanding the key skills that are required in day to day activities for the respective Job positions. Analyzing the necessary skills set for similar position and verifying the relevancy of those skills w.r.t. the identified positions. Developing a set of standard Skill inventory that can be used for reference for individual identified positions. Developing a Competency framework based on the 12 behavioral traits as per Honeywell standards. Standardization- Validating the Job Descriptions, required skill set and competencies, for individual positions by there respective Reporting Managers.

OVERVIEW

Honeywell has 128,000 employees in more than 100 countries designing and delivering quality products, integrated system solutions, and services that make life safer and more secure, more comfortable and energy efficient, and more innovative and productive in every corner of our world. There are four strategic business groups, or SBEs:

1-Specialty Materials: maker of chemicals, nylon, electronic materials and performance

materials (polymers).

2-Aerospace: we provide systems and products for aircraft manufacturer and airlines.
Honeywell makes nearly everything on an aircraft, except the frame.

3-Transportation Systems which makes turbo technologies, friction materials for brake
applications, consumer products and car care products.

4-Automation and Control Solutions is the largest SBE and the one where I did my
summer internship, located in Pune, India. Honeywell products touch the lives of most people every day, whether you're flying on a plane, driving a car, heating or cooling a home, furnishing an apartment, taking medication or playing a sport. Looking at the global economy, there is increasing demand for Honeywells solutions, products and services. It was a pleasant learning experience at Honeywell. Vision: Be the premier growth company delivering unsurpassed value to Honeywell customers by providing Innovative Total Solutions and Services enhancing the safety, security, comfort, energy efficiency and productivity of the environment where they live, work and travel. Mission: Maximize the value and impact on Honeywell businesses and customers by providing Technology Product and Business Solutions and Services setting standards of world class performance. Quality Policy: To delight our customers by providing six sigma quality total solutions, demonstrating value and continuous improvement through competent and disciplined professionals.

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ACS participates in the Automation and Control market, which is ~$200B. ACS is the fastestgrowing and now largest segment. Its 65,000 employees strength is spread across seven businesses and 1,000 facility in every corner of the world. Its a truly global organization as more than 57% of the revenue comes from outside US. Developed Markets such as Western Europe and Asia account for 44% and it is steadily expanding its growth opportunities in emerging markets, which currently stands at 13%. Emerging Markets are areas such as Eastern Europe, Russia and North Africa. ACS focuses on three main vertical markets Homes, Buildings and Industrial. The Macroeconomic trends that drive these markets- Safety, Security, Comfort, Convenience, Productivity, and Energy Efficiency- are very favorable. Apart from that they also focus on capitalizing key trends such as Energy Costs, Green Movement, Legislation, Maintenance Costs, etc. ACS provides customers controls for heating, ventilating, and air conditioning, security systems, fire alarm systems, and energy management solutions. A pioneer in automation control, ACS also monitors and controls processes to improve productivity of complex industrial plants around the world. From home thermostats to large commercial building management systems, Honeywell ACS is a global leader. ACS brings many strengths to the $200B industry, including strong customer relationships, a large installed base, which means it has a large existing customer base that already has HON products/solutions onsite. This is important because if its products are already installed it allows them to drive future sales opportunities (service contracts, add-on solutions, etc.) and makes it much more difficult for competitors to come in. Other ACS strengths also include our diversified portfolio, broad distribution channels, global brand recognition, and of course, there passion and commitment to service.

ACS is comprised of seven strategic business units and we categorize these business into Products or Solutions businesses.So,

What is the difference between a Solutions and Products business?

A Products business sell just thatproducts. Now, a Solutions business also offers products but then provides the ability to create broader end-to-end solutions that address a specific business issue. So, it links various products together into a complete solution or provide services that solve larger business problems, which allows customers to improve processes, increase productivity and enhance their business performance.

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Building Solutions and Process Solutions make up Honeywells Solutions businesses, while its Products businesses cover Environmental and Combustion Controls, Security Group, Scanning & Mobility, Life Safety, and Sensing and Control.

Honeywell Building Solutions installs and maintains the systems to help keep buildings
and facilities safe, secure, comfortable and cost-efficient, and is a leading provider of energy efficiency solutions worldwide. It specializes in service of critical building systems, including heating, ventilation and air conditioning (HVAC), building automation, fire, security and energy management. Well talk more about our energy solutions and services a bit later in the presentation. Key HBS customers include Johnson & Johnson, the US Government, airports and cities around the world.

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Honeywell Process Solutions improves the productivity and profitability of industrial

facilities on every continent around the world. It offers a full range of industry-leading automation and control solutions and advanced software applications to key vertical markets including mining, refining, pulp & paper, power generation, chemical, and pharmaceuticals. Key HPS customers include ExxonMobil, ConocoPhillips, Alcoa and Boehringer Ingelheim.

Environmental and Combustion Controls provides integrated product solutions in

heating and heating processes, ventilation, cooling and refrigeration, air purification, zoning, humidification, air conditioning, water controls and processes, electrical devices and systems, lighting control, switches, sensors and controllers. ECC technologies are found in more than 150 million homes, 5 million buildings, and a multitude of manufacturing plants around the world. Customers include original equipment manufacturers (OEM), commercial, homeowners, contractors, retail, trade building managers, consulting engineers and distributors. Companies such as Home Depot, Trane, Wolseley and Hagemeyer turn to Honeywell for their combustion and controls needs.

Sensing and Control is one of the world's leading suppliers of sensors, switches, machine
safeguarding and other devices for a variety of OEM applications in the aerospace, medical, transportation, industrial, information technology and consumer appliance sectors. Key customers include Boeing, Pratt & Whitney and IBM.

Honeywell Life Safety is a global leader in commercial fire systems, smoke and gas
detection, personal protective equipment, and home healthcare monitoring products. Its quality products, integrated system solutions, and services make life safer, more comfortable, more secure, and more productive in every corner of our world. Key customers include Johnson Controls (distributor), ADT (distributor), Home Depot, British Petroleum, Brinks and city fire departments around the world.

Honeywell Security Group is one of the worlds leading suppliers and distributors of
electronic security technology protecting millions of homes, businesses and government facilities across the globe. Products include burglar and fire alarm, access control and video surveillance systems. It serves customers worldwide from more than 120 offices in over 40 countries and its distribution business, ADI, has more than 200 branch locations. Key customers include ADT, Brinks, Monitronics and Diebold.

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Honeywell Scanning & Mobility (HSM) is a leading manufacturer of high-performance

image- and laser-based data collection hardware, including rugged mobile computers and bar code scanners. Our product portfolio is one of the broadest in the Automatic Identification and Data Collection (AIDC) industry, providing customers with solutions for vertical markets such as retail; healthcare; and transportation and logistics. Honeywell Scanning and Mobility products are sold worldwide through a network of distributor and reseller partners. HSM products are found in businesses with household names like WalMart, Target, FedEx, the US Government and hospitals around the world. Sixty percent of the Automation and Control Solutions (ACS) business groups products and services are related to energy efficiency. For example, building owners can reduce their heating and cooling demand by 15 to 20 percent by using Honeywells programmable thermostats and energy management systems. Industrial site managers can decrease energy use up to 35 percent by utilizing Honeywells industrial solutions that reduce and monitor consumption and emissions. We estimate the global economy could operate on 10 to 25 percent less energy by using our existing ACS technologiespretty impressive!

OTHER ENERGY BACKGROUND

Fluctuating oil prices, and rising costs for natural gas and electricity, have added to the hardship for organizations with fixed budgets. At the same time, there is a growing awareness across the country about environmental impact and the effects of global warming. And many organizations are looking for ways to serve as models of energy conservation. However, finding the right technologies to cut emissions and help ease economic strains can be extremely difficult, especially with the recent inundation of green products. Thats where Honeywell comes in. We have the experience and expertise to pinpoint the mix of building retrofits, service and renewable energy that will deliver the greatest return on investment. The history of innovation with an eye on the bottom line continues with offerings like the Renewable Energy Scorecard. This first-of-its-kind selection tool analyzes a number of locationspecific criteria e.g., resource availability, local utility rates, and heating and cooling loads to help steer our customers toward the renewable technology with the most significant environmental and financial drivers. ACS is also working with organizations to conserve energy, optimize building operations and leverage renewable energy sources. We were one of four energy services companies selected at the outset of the Clinton Climate Initiative to help the worlds larges t cities reduce energy consumption and carbon emissions.

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Intellectual Property 20,000 HON researchers and engineers in 48 R&D facilities. 33,000+ patents / pending patent applications. ACS is the Wireless technology leader with 300 patents. Innovation has delivered half of ACSs growth+$3B over seven years Huge pipeline of new ACS products.

New products and services are the lifeblood of ACSs growth and a major differentiator. Environmental and Combustion Controls business launched a solar water heater and our Security Group introduced My Keypad App, an application for the Apple iPhone that allows home and business owners to control security systems remotely. The concept of Energy Savings Performance Contracting developed by ACS is now reaping the benefits along with hundreds of cities, governments and companies across the globe.

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HAIL ISC- INDIA AND HOS OVERVIEW

HPS System Assembly & Integration Centre / CSC, key activities include:
Assembly of pressure transmitters. Testing and calibration using highly accurate pressure controllers. Manufacture of Specials; Exotic material transmitters

S&C, key activities include:

Assembly, Testing of Throttle Position Sensors , LCD Hour meters

Functional testing of product by specially designed Functional Test Set Up integrated with inbuilt date code stamping All process / procedures as per TS 16949:2002 & HOS guidelines Value Addition of catalog products for customer delight In-built process check, Poka Yoke has been implemented in most of the processes

HC-900, key activities include:

I/O and CPU modules testing and delivery. 4 Slot IO Rack Assembly

Enraf LC-PI, key activities include:

PCB Testing & Calibration, EPROM Burning, Conformal Coating Mechanical Assembly EOL Testing.

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KEY DELIVERABLES
The project can be classified into four segments
Identification of Roles within ISC. Identification of the positions key responsibilities. Updating the existing JOB DESCRIPTION and developing new JOB DESCRIPTIONS for the non existing roles. Developing a set of skill inventory and competency framework for the respective roles.

IDENTIFIED UNIQUE LEADERSHIP ROLES WITHIN ISC-INDIA ACROSS HONEYWELL ENTITIES

Entity

Roles ISC DIRECTOR ISC Leader: HPS ISC LEADER: S&C ISC LEADER: ECC PLANT MANAGER: ASG (HBS) ISC LEADER: FACTORY SOURCING HEAD: AME HEAD: LOGISTICS AND STORES HEAD: SYSTEM FACTORY MANUFACTURING MANAGER MATERIALS MANAGER LEADER PROJECT PROCUREMENT LEADER SIX SIGMA LEADER: QMS & CC HEAD: MANUFACTURING QUALITY AND HOS ISC HEAD SITE LEADER

Band 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4

HAIL

ED&S ISC

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HLS ISC

HTT ISC

HTT SUPPLY BASE

HTS, SCM/FINANCE

AERO ISC

SOURCING LEADER LEADER: LOGISTICS LEADER: QA LEADER: FACILITIES LEADER: HS&E PLANT MANAGER: HLS Sr. MANAGER: SOURCING Sr. MANAGER: MANUFACTURING Sr. MANAGER: QUALITY MANAGER: SUPPLY CHAIN MANAGER: OPERATIONS DIRECTOR MANAGER: PRODUCTION MANAGER: SCM MANAGER: QUALITY MANAGER: NPL MANAGER: MAINTAINANCE MANAGER: ME PROCESS MANAGER: IT MANAGER: HSE MANAGER LEADER SB INDIA MANAGER: C&M MANAGER: SQ&D MANAGER: NPI MANAGER: SPECIALITY LEADER SQ&D: C&M LEADER SQ&D: P&W LEADER SQ&D: SPECIALITY HEAD ISCM MANAGER: ISCM ASST. MANAGER: ISCM Sr. EXECUTIVE: ISCM Sr. ENGINEER: ISCM LEADER SENIOR MANAGER: COMMODITY

4 3 3 3 3 4 3 4 4 3 3 4 4 4 4 4 4 3 3 3 3 4 4 4 4 4 3 3 3 3 3 3

4 4
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AME ACS HTS

ACS NPI PMT ISC

ENGINEERING SENIOR MANAGER: COMMODITY SOURCING SENIOR MANAGER: MANUFACTURING ENGINEERING Sr. SPECIALIST: Mfg PROCESS SPECIALIST: Mfg PROCESS Tech LEADER: Mfg PROCESS Sr. ENGINEER MDM LEADER: SOURCING Tech LEAD COMMODITY SOURCING DIRECTOR: PROCUREMENT MANAGER: SOURCING Sr. BUYER Sr. PROCUREMENT SPECIALIST PROCUREMENT SPECIALIST TEAM LEADER: CUSTOMER SUPPORT COMMERCIAL MANAGER: PT&E-COM CUSTOMER SERVICE REPRESENTATIVE

4 3 3 3 3 3 3 4 3 3 3 3 4 2

GSC, PROCUREMENT SERVICES DIRECTOR: IT & PROCUREMENT

LEADER: PROCUREMENT LEADER: PROJECTS Sr. MANAGER Ops MANAGER Ops 4 4 3 3

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JOB DESCRIPTION

Job descriptions are written statements that describe the:

duties, responsibilities, most important contributions and outcomes needed from a position, required qualifications of candidates, and reporting relationship and coworkers of a particular job.

Job descriptions are based on objective information obtained through job analysis, an understanding of the competencies and skills required to accomplish needed tasks, and the needs of the organization to produce work. They clearly identify and spell out the responsibilities of a specific job. Job descriptions also include information about working conditions, tools, equipment used, knowledge and skills needed, and relationships with other positions. The best job descriptions are living, breathing documents that are updated as responsibilities change. They do not limit employees, but rather, cause them to stretch their experience, grow their skills, and develop their ability to contribute within their organization.

Methodology followed in developing Job Descriptions

I followed the following steps to develop the Job description template.

Gathering the appropriate people (stakeholders, leaders, head and directors of the respective SBUs) for the task. The manager to whom the position will report takes
the lead for reviewing and validating the job description, but other employees who are performing similar jobs can contribute to its development, too.

A job analysis was performed by collecting as much data as possible to develop a job
description. The job analysis may included:

the job responsibilities of current employees, Internet research and sample job descriptions online or offline highlighting similar jobs, an analysis of the work duties, tasks, and responsibilities that need to be accomplished by the employee filling the position, research and sharing with other companies that have similar jobs, and articulation of the most important outcomes or contributions needed from the position.

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Writing the job description. The company had a format for job descriptions of some band
4 and band 3 emloyees with Human Resources. It was used as referance to develop the final format congruent with other job descriptions across the company. The normal components of the job description included:

Overall position description with general areas of responsibility listed, Essential functions of the job described with a couple of examples of each, Required knowledge, skills, and abilities, Required education and experience, A description of the physical demands, and A description of the work environment.

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JOB DESCRIPTION TEMPLATE

Job Description
Reports to Solid Line (Title) Reports to Line (Title) SBU/E Location Comp (name) Contact Dotted

Job Title

GJC SBG Country HR Contact name (Name)

POSITION SUMMARY In a sentence or two, broadly describe the main purpose or function of the job. Indicate what is done and why (outcome).

PRINCIPAL RESPONSIBILITIES List and describe this positions key responsibilities in concise, comprehensive statements. Address what the position holder does to achieve the positions main purpose. Also check the approximate amount of time spent on each Area of Responsibility. Time should be expressed relative to 100%. Note: These statements are intended to describe the general nature of the job and are not intended to be an exhaustive list of all responsibilities, skills and duties.
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Area of Responsibility Key Activities/Elements

% Time Spent Under 20% 20% to 35%

36% to 50% Over 50% Under 20%

20% to 35%

36% to 50%

Over 50% Under 20%

20% to 35% 36% to 50% Over 50% POSITION SCOPE

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Provide quantitative and qualitative information related to the positions scope and job impact. If not applicable, indicate N/A. PROFIT & LOSS ACCOUNTABILITY Yes very low (under $1 million) Yes low ($1 $5 million) Yes -- medium ( $5.1-10 million) No Yes -- high (over $10.1-100 million) Yes other _________ Yes -- low (under $1 million) Yes -- medium ($1 $5 million) No Yes -- high (over $5 million) Yes other________

Position has revenue generation accountability?

Direct Accountabilit y Indirect Accountabilit y

Position has budget management accountability?

Direct Accountabilit y Indirect Accountabilit y

Position directly/indirectly supervises a staff? (hiring, coaching, scheduling /delegating work, No conducting performance reviews, and determining pay/promotions) MANAGERIAL

Yes -- low (under 20 people) Yes -- medium (20 99 people) Yes -- high (100 people or more)

Indicate the type and number of employees supervised in order to be able to define the span of accountability of the position

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Is position directly accountable for managing staff? (hiring, coaching, scheduling/delegating work, No determining pay/promotions, and HPD/GCP ownership)

Yes -- low person) Yes -- med (2 more people) Yes -- high Team Leader) Yes very high Team Leader)

(1 or (1 (2

mainly Ba n d 4 employees mainly Ba n d 3 employees mainly Ba n d 2 employees mainly hourly employees Influences (Check all appropriate) Hire/Discharg e decisions

Is position indirectly accountable for managing staff? (direct report's staff, may include dotted line responsibility, or No influencing/coaching behaviors, i.e. program managers)

Yes -- low (under 20 people) Yes -- medium (20 99 people) Yes -- high (100 people or more)

Initiate/recom mend salary. Work performance of the team Train Conduct performance appraisal Coach for career development

Does position purely manages Advance Manufacturing and Engineering?

Yes

No

Highest level of organization accountability over which the position operates: SBG SBU SBE COE LOB Work Team/Small Group Individual Job Geographical responsibility - (Honeywell Region =North America; Latin America; EMEA; Asia Pac) Sub Region = Eastern Europe; Western Europe; Middle East/Africa; North Asia; SEA; SAPAC) 1-2 Countries 3-5 Countries 6 or more Sub Region Regions Global (min 3 regions)

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Level of Management Direction received: Number of employees performing this role Communication

Direct 1

Moderate 2 -4

Limited 5>

Primary internal and external (Outside Honeywell) contacts with whom position interacts on a regular and recurring basis, and purpose/nature of the contact: Contact Title: Purpose/ Nature/ Frequency

KNOWLEDGE, SKILLS AND ABILITIES Indicate the education level, previous experience, specific knowledge, skills and abilities required to meet minimum requirements for this position. Education level and/or relevant experience(s) Knowledge and skills (general and technical) Other Requirements (licenses, certifications, specialized training, as well as physical or mental abilities required). If position requires personal protective equipment, please list in Additional Information section below. ADDITIONAL INFORMATION

Date Completed

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DEVELOPING A SKILL INVENTORY FRAMEWORK

A skill inventory is a set or collection containing information on knowledge, skills, abilities, and experiences of current employees. It aims to identify the skills an individual is supposed to use or could use, in the day to day activities, identify the ones they would like to acquire in the future, and highlight patterns of skills. Skills are developed through paid and unpaid work experiences, volunteerism, hobbies, classroom experiences, training and through everyday living.

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Design Principles of a Skill Matrix Threshold questions: Initial ideas must address the following questions satisfactorily before a full proposal is invited:

does it address a demonstrable skills need? is it appropriate for financial/monetory funding? That is, will it support the contribution employees and stakeholders make in addressing skills needs? Will it provide broad benefit to more than one SBU/SBG and/or to a significant proportion of the relevant provision? Should costs be covered from existing resource? are there better options or other institutions we should discuss the approach with? does it fit the areas demanded by the identified position/role?

Full project descriptions:

Full proposals, to be developed in discussion during the focused group discussions

and face to face interview, should give at least the following items of basic information and address the challenge questions set out below: Basic information:

aims planned activity timetable, Leadership Standardized Work (LSW)including key milestones clear commitments from all partners, including signature(s) of Principal(s) (Strategic Development funds applications: cover sheet.

Challenge questions:

what are you trying to achieve and why? What are your aims? what activity are you planning? What will your outputs be? how will you measure progress on delivering activity and achieving aims?

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will this address the SBUs main objectives? Will this deliver strategic change? is this new? Will it happen anyway?Will it add value? What impact will it have? who is going to do it? How will each of the partners be involved in the project? Are the industry sectors involved? Is everyone involved who should be? Do you have good links with them and/or a record of managing collaboration? is there another, better way? Did you consider alternative ways of addressing this issue? Why have you chosen this option? what about embedding? How will the benefits of the project continue beyond the period of complition? how will you evaluate the process and outcomes at the end of the project? dissemination how will you ensure that other SBUs learn from your experience and the outcomes of this project? how will you manage and deliver the project? how will you manage collaboration with external bodies? what are the main risks for your project and how will you monitor and control these?

Skill inventory: Based on the above questioner and discussios with the stakeholders, position holders, communication partners, internal and external customers etc an inventory of skill was developed and it was thereby mapped with respect to the respective identified positions.

SKILL SET
Plant management Communication Skills Lean Management Expert HOS Specialist Production Management Techno Commercial Skills Expertise on Indian Supplier base Strong ME knowledge- AME/ VPD/ NPI
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Strong QUALITY background- XYZ, COPQ, BIQ Six Sigma GREEN, Black Certified Quality Engineering Vendor Scheduling and management, negotiation Skills Program Management SAS Analytic Visioning skill Strategic Capability Customer Orientation Knowledge of Advance Statistics Knowledge of Predictive Analytics Knowledge of Modeling in Analytics CPM Approved Certified purchasing manager risk management Supplier Relationship Management Standard transition Management Mfg Process knowledge: Complex parts, Machining, Fabrication, Sub Assembly manufacturability Ananlysis, Complexity and Yeild analysis, Tooling Application od CAD tools Process Design, MOT preparation product Assembly methods AME WBE and NPD program DFx Analysis NPI Manufacturing Part Set up in SAP SQE and SDE Employee relation ER/LER

DEVELOPING A STANDARD COMPETENCY FRAMEWORK

A competency framework defines the knowledge, skills, and attributes needed for people within an organization. Each individual role will have its own set of competencies needed to perform the job effectively. To develop this framework, we need to have an in-depth understanding of the roles within the organisation. To do this, I followed following different approaches:

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Use a pre-set list of common, standard competencies, and then customize it to the specific needs of the organization. Create a general organizational framework, and use it as the basis for other frameworks as needed.

Developing a competency framework calls for a lot of research and it shuld adress the need. it's important to make it relevant to the people who'll be using it and so they can take ownership of it.

Design Principles of a Competency Framework

1. Focused Group Discussions: Involve the people doing the work These frameworks should not be developed solely by HR people, who don't always know what each job actually involves. Nor should they be left to managers, who don't always understand exactly what each member of their staff does every day. To understand a role fully, you have to go to the source the person doing the job as well as getting a variety of other inputs into what makes someone successful in that job. 2. Communicate People tend to get nervous about performance issues. We should communicate the purpose of developing the framework, how it will be created, and how we'll use it. 3. Use of relevant competencies Ensuring that the competencies included apply to all roles covered by the framework. If irrelevant competencies are included, people will probably have a hard time relating to the framework in general.

Developing the Framework

There were four main steps in the competency framework development process. Each steps had key actions that encouraged people to accept and use the final product.

Step One: Preparation

Defining the purpose a well defined purpose ease the task of creating the framework. How you plan to use it will impact whom you involve in preparing it, and how you determine its scope. For example, a framework for filling a job vacancy will be very specific, whereas a framework for evaluating compensation will need to cover a wide range of roles. Create a competency framework team Include people from all areas of your business that will use the framework. Where possible, aim to represent the diversity of your organization. It's also important to think about long-term needs, so that you can keep the framework updated and relevant.

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Step Two: Collect Information

This is the main part of the framework. Generally, the better the data you collect, the more accurate your framework will be. For this reason, it's a good idea to consider which techniques you'll use to collect information about the roles, and the work involved in each one. You may want to use the following:

Observe Watch people while they're performing their roles. This is especially useful for jobs that involve hands-on labor that you can physically observe. Interview people Talk to every person individually, choose a sample of people to interview, or conduct a group interview. You may also want to interview the supervisor of the job you're assessing. This helps you learn what a wide variety of people believe is needed for the role's success. Create a questionnaire A survey is an efficient way to gather data. Spend time making sure you ask the right questions, and consider the issues of reliability and validity. If you prefer, there are standardized job analysis questionnaires you can buy, rather than attempting to create your own. Analyze the work Which behaviors are used to perform the jobs covered by the framework? You may want to consider the following: Business plans, strategies, and objectives. Organizational principles. Job descriptions. Regulatory or other compliance issues. Predictions for the future of the organization or industry. Customer and supplier requirements. Job analysis that includes a variety of techniques and considerations will give you the most comprehensive and accurate results. If you create a framework for the entire organization, make sure you use a sample of roles from across the company. This will help you capture the widest range of competencies that are still relevant to the whole business.

As you gather information about each role, record what you learn in separate behavioral statements. For example, if you learn that Paul from accounting is involved in bookkeeping, you might break that down into these behavioral statements: handles petty cash, maintains floats, pays vendors according to policy, and analyzes cash books each month. You might find that other roles also have similar tasks and therefore bookkeeping will be a competency within that framework. When you move on to Step Three, you'll be organizing the information into larger competencies, so it helps if you can analyze and group your raw data effectively.

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Step Three: Building the Framework

This stage involved grouping all of the behaviors and skill sets into competencies.: Group the statements Asking team members to read through the behavior statements, and group them into piles. The goal was to have three or four piles at first for instance, manual skills, decision-making and judgment skills, and interpersonal skills. Create subgroups Break down each of the larger piles into subcategories of related behaviors. Typically, there were three or four subgroupings for each larger category. This provided the basic structure of the competency framework. Refine the subgroups For each of the larger categories, the subgroups were defined even further. Questions like why and how the behaviors relate, or don't relate, to one another were raised and the groupings were revised as necessary. Indentify and name the competencies The team was asked to identify a specific competency to represent each of the smaller subgroups of behaviors. Groupings and subgroupings for general management competencies: Supervising and leading teams. Provide ongoing direction and support to staff. Take initiative to provide direction. Communicate direction to staff. Monitor performance of staff. Motivate staff. Develop succession plan. Ensure that company standards are met. Recruiting and staffing. Prepare job descriptions and role specifications. Participate in selection interviews. Identify individuals' training needs. Implement disciplinary and grievance procedures. Ensure that legal obligations are met. Develop staff contracts. Develop salary scales and compensation packages. Develop personnel management procedures. Make sure staff resources meet organizational needs. Training and development. Deliver training to junior staff. Deliver training to senior staff. Identify training needs. Support personal development. Develop training materials and methodology. Managing projects/programs. Prepare detailed operational plans.
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Manage financial and human resources. Monitor overall performance against objectives. Write reports, project proposals, and amendments. Understand external funding environment. Develop project/program strategy.

The main objective of the framework was to develop a compensation or performance review system hence each competency was measured by leveling-dividing the related behaviors into measurement scales according to complexity, responsibility, scope, or other relevant criteria.

Validate and revise the competencies as necessary For each item, these questions were raised: Is this behavior demonstrated by people who perform the work most effectively? In other words, are people who don't demonstrate this behavior ineffective in the role? Is this behavior relevant and necessary for effective work performance? These questions were often asked in the form of a survey. It's important to look for consensus among the people doing the job, as well as areas where there's little agreement. Also, possible issues with language, or the way the competencies are described, and refine those as well should be done effectively.

Step Four: Implementing

To help get buy-in from members of staff at all levels of the organization, it's important to explain to them why the framework was developed, and how it will be used, how it will be updated, and which procedures are put in place to accommodate changes.

Link to business objectives connection between individual competencies and organizational goals and values should be maintained as much as possible. Reward the competencies The policies and practices should support and reward the competencies identified. Provide coaching and training adequate coaching and training availablity. People need to know that their efforts will be supported. Keep it simple The framework should be as simple as possible. The document is to be used, not filed away and forgotten. Communicate The implementation should be treated as any other change initiative. The more open and honest the process is, the better the end result and the better the chances of the project achieving the desired objectives.

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STANDARD COMPETENCY FRAMEWORK

Competencies: Indicate 5 most vital competencies that are most critical for this specific Job Role. RATINGS 1 2 3 At par 4 5

Need attention Need motivation

Good Excellent

Growth and Customer Focus Leadership Impact Gets Results Makes People Better Champions Change Fosters Teamwork and Diversity Global Mindset Intelligent Risk Taking Self-Aware/Learner Effective Communicator Integrative Thinker Technical or Functional Excellence

CONCLUSION

The Job description template Skill Matrix and Competency framework can be used as a toll and reveiwed periodically to make sure it acurately reflects what the employee is doing and your expectations of results from the employee holding the identified positions. The job description can be used as a basis for the employee development plan (PDP): An employee's job description is integral in the development of his or her quarterly employee development plan.

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An effective job description establishes a base so that an employee can clearly understand what they need to develop personally, and contribute within your organization. Develop job descriptions to provide employees with a compass and clear direction. A skill inventory allows a person to take an accurate an inventory of their skills, to prioritize skills according to level of interest, and then to assess their proficiencies. It is commonly used in career counseling, personal marketing strategies, employee assessments. Creating a competency framework is an effective method to assess, maintain, and monitor the knowledge, skills, and attributes of people in your organization. The framework allows you to measure current competency levels to make sure your staff members have the expertise needed to add value to the business. It also helps managers make informed decisions about talent recruitment, retention, and succession strategies. And, by identifying the specific behaviors and skills needed for each role, it enables you to budget and plan for the training and development your company really needs. The process of creating a competency framework is long and complex. To ensure a successful outcome, involve people actually doing carrying out the roles to evaluate real jobs, and describe real behaviors. The increased level of understanding and linkage between individual roles and organizational performance makes the effort well worth it.

REFERENCES

http://in.honeywell.com/WorkingAtHoneywell/Pages/WorkingAtHoneyw ell.aspx http://in.honeywell.com/BusinessFunction/Pages/BusinessFunctionalDir. aspx http://www.naukri.com/

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 http://www.monsterindia.com/index.html Shared data: Organization Charts, Job Descriptions etc.

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