147 ~regarding mutual

expectations.

of projects. parties in mind. taking adequate feedback with a view to ensure client satisfaction. Communication Skills Presents information in a clear and concise manner; listens actively and objectively.

Fosters two-way communication through open and constructive discussions; eliminates misunderstandings, if any.

Takes others perspectives into consideration, is open to other ideas and gives them due respect.

Communicates complex issues tactfully through the right channels to promote shared understanding.

Initiative

Would take responsibility only when asked to do so.

Is able to identify the need and takes initiative only in the absence of resources.

Is proactive in taking on responsibility and actively works to achieve results. Encourages others to take up responsibility by providing adequate resources. Negotiation skills Makes appropriate use of data and presents information.

Is confident and often directs discussions in his favour to achieve positive outcomes.

Is able to convince others and bargain to reach a win-win situation. Designs and champions negotiation initiatives; uses competitor information to his advantage. Networking Seek information from others to facilitate organisational goals.

Builds key contacts; participates in networking and social events internal/ external to the organisation.

Creates and facilitates forums to build new alliances; identifies potential areas of mutual, long-term interest. Expands the network to other areas to tap new business opportunities. Resilience and Creativity Maintains focus on goals in stressful situations. Remains persistent towards achieving goals even under adverse circumstances

Handles several challenging tasks or problems at once; senses the issues beforehand and adjusts his behaviour

to respond accordingly. Adapts to changing environments effectively; and helps others to do the same. Adaptability Shows ability to adjust one’s behaviour to suit changing situations.

Shows personal eagerness for adapting to change to achieve desired results.

Actively participates in contributing to change by making changes in his behaviour and plans

Is alert and receptive to changes around him and guide others in order to adapt to the changes.

Source: Competency Mapping Experiences, PowerHR Forum, 2014

5.2.5 Jindal Stainless Limited (JSL)

The Jindal Stainless Limited is part of the $18 billion USD, OP Jindal group that is the one of the largest integrated manufacturers of stainless steel in India. It has been ranked amongst the top 10 stainless steel manufacturers in the world and has a capacity of 1.8 million tons. JSL has successfully crafted its success by fully integrating its operations based

~ 148 ~

on a strategy of both, backward and forward integration, starting from mining, melting, casting, hot rolling to cold rolling and further value additions. The company produces a range of products such as; ferro alloys, stainless steel slabs, blooms, hot rolled coils, plates and cold rolled coils/ sheets, stainless steel strips for razor blade steel and coin blanks for mints in India and European Union (EU).

The company is dedicated to development of its employees and believes that competency mapping is essential for assisting in making decisions on talent acquisition and development process, formation of continuous leadership pipeline, succession planning, etc. The biggest challenge for JSL was during the transitional phase of the plant’s development especially during the stage when the company had to move from project to operation stage. Need-based training and proper identification of competencies for employees was the requirement of the time, for this activity based stage was time driven. In order to accomplish this exercise, the company had adopted a scientific competency mapping system as illustrated in table 5.5. This system enables the company to identify crucial competencies for its employees as well as assisting in identifying skill gaps for future training and development interventions. This system was hugely successful and it helped the company to achieve the ‘Sustainability Award’ for the year 2012.

Table 5.5: Scientific Competency Mapping at JSL

Description Action Outcome

The system helps to develop an effective organisational reporting structure and align it with an effective integrated management system (IMS). This is an activity based phase, in which need- based training or identifying competencies is time driven.

The competency mapping process is initiated through semi-operational, stabilised units with defined positions. Standard operating practices (SOP) were prepared in consultation with the heads of all departments and aligned with the needs of both the technical and behavioural areas. The competency needs were captured in a structured format using a scientific process of assessment. This included:

 Defining competency

requirements for each position. The competency assessment was validated by the head of the department.  Determining scoring scale

These initiatives resulted in the following outcomes:  The list of training activities was prioritised. Critical

needs were urgently addressed in the current year training calendar. Essential and desired trainings were scheduled for subsequent years. A target of three days training was set for each employee, but analysis showed that critical training could be completed in the first year at the rate of 4.08 days/ employee.

 The average competency profile was assessed on behavioural as well as functional competencies. The organisational structure of all operational units was frozen based on the defined competencies and this helped in identifying critical positions. They were given priority in terms of in-house and external training and career succession planning.

 Succession planning was performed on the available vacant positions and the vacancies were filled via internal recruitment. Priority was given to the competency rating or profile of the individual.

 An on-line training management portal was developed in-house. Staffs use the system to nominate themselves

~ 149 ~