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Capability Development

Here consulting is offered in the following areas:

      15.gif (96 bytes)   Competency Modeling
      15.gif (96 bytes)   Performance Appraisal
      15.gif (96 bytes)   Development Planning
      15.gif (96 bytes)   Career Development & Succession Management
      15.gif (96 bytes)   Coaching & Mentoring
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v_line_blue.gif (58 bytes) Workshops Offered v_line_blue.gif (58 bytes)
Our Approach
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29.gif (198 bytes)   Competency Modeling Top     Home


It is increasingly clear that the difference between superior and average performance is not technical skills that managers possess but managerial & behavioural competencies appropriate to the demands of their jobs. This becomes increasingly so as managers move up the organisational hierarchy. Yet organisations either do not formally recognize this reality or if they do, fail to differentiate between the changing requirement of competencies between one managerial level and another.

 Thinking on some of the following questions may help you to see the need of putting in place or bolstering an already existing competency model in your organisation.

What kind of knowledge, skills and attitudes are required to succeed in your organization, industry, environment and role? Much focus in organisations, particularly when it comes to management competencies is on generic behaviours that are neither defined nor described. This results in managers attributing their own meanings and definitions to management competencies. Thus ‘leadership’ may have different meanings for different managers. This absence of uniformity has several disadvantages/consequences:

1.         Lack of focus to development of managers.

2.         Absence of a planned & organized approach to managing human resource management systems.

3.         Operating systems & processes not grounded in organizational or industry context.

4.         Development of ad hocism and absence of more ‘objective’ approaches to managing people in organisations.

5.         Dissatisfaction, demotivation of employees resulting in increased turnover or reduced productivity.

By identifying behaviours that make for successful performance in your organization & context the competency model helps focus attention on real issues of development and performance. The competency model can be used for several purposes depending upon the specific need of your organization. Some of these are:

1.         Recruitment

2.         Management Training & Development

3.         Succession management & career development

You could start anywhere, experience the outcome and move toward an integrated, competency based approach to managing human resource management systems.

Prerequisites for this intervention: Top management support & involvement. Time commitment, by managers in interviews and or workshops.



29.gif (198 bytes)    Performance Appraisal Top     Home


Does performance appraisal constitute an area of concern in your organization? Is there increasing lack of faith in its objectivity? Has it been reduced to an annual, bi-annual or quarterly ritual and a chore that managers have to complete but do not value? Is it stand-alone and neither drives organisational strategies nor connects with other HR systems? Is performance measurement non-existent or a big question mark? Does goal setting leave much to be desired? Do overall performance ratings of managers not connect with organisational performance? Do you have formal systems & processes for reviewing management performance and moderation of ratings if required? If you do, do you end up reviewing your people rather than their performances?

If some or many of these issues bedevil your organization you are not alone! While most organisations have performance appraisal systems in place they either do not have a well-defined process or there are process violations. Besides, there are questions about their fairness, outcome and connection with larger organisational issues.

This could be because of inadequate system design, absence of or low order of appraising skills among managers, lack of clear objectives for the performance appraisal system or a mismatch between its objectives and the larger organisational values and culture. Systems as crucial as the performance appraisal have to be located in organisational reality & be aligned with organisational goals and objectives. Otherwise they fail to serve their purpose, become discredited and result in cynicism among employees.

Prerequisites for this intervention: Any attempt at modification or design of this system would require the involvement of top management and a sampling of operating managers who will run and be impacted by this system. Unless it incorporates the concerns of both the organization and the affected managers it is not likely to serve much purpose or gain credibility in the organization.

The Offer

Extensive experience in Appraisal system design, development and implementation with focus on specific organizational issues and objectives is on offer. The design is evolved through interaction with organizational members to ensure ownership & acceptance. We will assist the client in implementing the system.

One of the chief methods for implementation is the Appraisal Skills Workshop.

Appraisal Skills Workshops  

Introduction & Objectives -The offering would include understanding the objective of performance appraisal, skills in objective setting, the appraisal content & process, stages of the appraisal process, appraisal interviewing skills, understanding rater biases and rating performance.

Methodology-The workshop would typically use participant experience and combine theoretical inputs with exercises, games and role-plays.

Workshop Contents

  • Appraisal -an overview in the context of Performance Management

  • The organizational context issues & concerns

  • Defining objectives & performance standards

  • The appraisal interview. Interview stages and types of interviews.

  • Analyzing performance

  • Providing feedback

  • Appraisal rating & rater biases

  • Crafting development plans



29.gif (198 bytes)    Development Planning System or Training & Development System Top     Home


On-going investment in people is both desirable and necessary. It is no longer important whether you can provide employment to people, rather do they find your organization a place where they can continue to remain employable. Also the changing business context increasingly places demands for newer skills and approaches to managing and leading. Much effort in organisations goes into the development of people but it remains a moot point whether development really makes an impact. This could be because of several reasons, from the absence of a formal development system, to lack of skills in identifying needs to over-emphasis on conventional forms of development like training courses, to lack of measurement of the impact of training.

There could be other issues at work in your organisation and may be some of the questions posed below will help you pinpoint them.

Is your business environment changing rapidly? Are you growing at a fast pace? Are you expanding into new business areas? Are you shifting directions and strategies to become more competitive? Do you want to develop leaders for tomorrow? Are you inducting a large number of managers to manage your organisation’s new realities? Do you want to ensure the quality of internal promotees? Do you want focus and accountability in the area of people development? Do you want to measure employee development? Has development of your managers become your problem rather than theirs? Do you find that training is the only form of development in your system?

If these are some of the real issues for you, your organization may require a distinct emphasis on development planning or a revitalization of your development system. May be a formal system with requisite inputs to your managers to effectively run it is what is needed to distinguish you as an employer and improve the performance table of your employees.

Prerequisites for this intervention: Involvement of top management to understand the development issues facing the organisation and its business context and the impetus for the intervention. Involvement of operating managers to incorporate their issues and concerns, build commitment and gain credibility.

Existence of a competency model with competency definitions, scaling and behaviour descriptions would greatly enable the process & system.

The Offer

Organisations wishing to focus on learning & development specifically on account of their workforce composition, changing business emphasis or an overall philosophy that reinforces development are offered expertise in this area. In addition to system design & development process detailing through manualisation will be offered as well as development of in-house expertise in needs analysis & input identification

Implementation of development planning is assisted through running Development Planning Workshops.

Development Planning Workshop  

Introduction & Objectives -The primary focus of the workshop is to equip managers to become better developers of people. The emphasis here is to work with live issues of development typically faced by managers including a self-assessment of their own development skills.

Methodology-Combines theoretical inputs with hands-on practice of development interview and crafting development plans.

Workshop Contents

  • Development Planning. An overview

  • Organisational issues & concerns with regard to development

  • Is development the issues? Understanding the factors impacting performance

  • Identifying development needs. Different approaches.

  • Feedback Skills

  • Identifying Inputs

  • Defining standards and measures

  • Understanding & incorporating learning styles & principles of adult learning

  • Creating a structured format for development plans

  • Creating the process for development

  • Creating the context & climate for learning

  • Measuring progress.



29.gif (198 bytes)     Career Development & Succession Management Top     Home

Not only do organisations need to man critical jobs with their most competent resources they must also ensure that a second line is developed as a ‘drop-dead option’. They must also use positioning of people as developmental opportunities so that experience on the job accounts for greater learning.

Employees on the other hand need clarity on the way their careers can pan out in organisations with a view to planning their careers more effectively.

The point of convergence for these two is a formal “Succession & Career Management System”. Apart from providing answers to these macro issues a system such as this also responds to some of the following questions.

Are you conscious of dual careers & their likely impact on your employee? Are you sensitive to work-life balance? Do you take account of individual orientations – functional as against general management preferences for example – before deciding career moves? How much do you involve your employee in his career decisions? Are you experiencing increased turnover and skill gaps in critical jobs? Are managers facing career plateauing in your organisation? Do you maintain an HR inventory? Do you carry out an assessment of resources versus needs? Do you have career dialoguing in place? Do you need to reconcile career expectations with stable or declining career advancement opportunities?

If there are some large gaps that you believe need to be addressed as you begin to see the application and importance of some of these questions to your organisation it may be time to look at a formal Succession & Career Management System.

Prerequisites for this intervention: Existence of organisation structures & role profiles is necessary. Interaction with top management and HR to understand organisational plans and their linkages to HR planning.

Existence of competency requirements for each job would greatly enable the system.

The Offer

This is undertaken in three parts. The first module defines the overall career development philosophy of the organization and its alignment with overall business strategies. Ideal and desirable career moves are then put in place based upon the organisations current & future strategies & manpower inventory. These could be functional/technical, cross-functional or a combination of both. Our add-ons include clearly defined career-stage related inputs that assist mangers in choosing & preparing for career options.

The second part includes a career dialoguing exercise where the preferences and aspirations of managers-particularly high potential & high performing-would be taken into account to undertake planned career moves.

The third part seeks to put in place a formal talent tracking system converging in forums like talent-track meets.

Career Development Workshops

Introduction & Objectives-These workshops are aimed at assisting organisations in designing or re-examining their career development systems or approaches, looking at alternative career development approaches and using these for application in their especial contexts.

Methodology-This comprises lectures, experience sharing, administration of questionnaires and work in syndicates.

Workshop Contents

  • The organizational context

  • The emerging imperative

  • Career development. What is it?

  • Career Paths

  • Career Anchors

  • Discovering preferences & exercising choices

  • Career development & succession management

  • Career management – roles, responsibilities & processes



29.gif (198 bytes)     Coaching & Mentoring Top     Home


Organisations may look at Coaching & Mentoring as a part of their overall development initiative. Resident institutional skills are often lost or dissipated without the existence of a formal system to hold them together and pass them down to posterity. As the human resource profile of organisations changes with increasing turnover and consequent lateral recruitment and the contribution time from intake to delivery crashes, quick skill acquisition becomes paramount. Similarly changes in technology & information require constant revitalization of human resources. Here a formal coaching system can be of great assistance.

But skill acquisition is not all. For performance to be effective it must be in consonance with organisational culture & environment. Here new recruits in particular, or promotees or high performing but highly competitive managers often require the sobering guidance of a mentor who is distant enough from on-going performance to impact rating, yet close enough to help navigate and remove performance obstacles. These mentors can also be employee champions representing their cases in relevant forums, making them visible and clarifying issues and doubts pertaining to them.

For organisations an increased focus on learning & development is the critical means of ensuring organisational effectiveness & sustainable competitive advantage. Organisations need to harness the full brainpower, knowledge & experience available to them, in order to evolve continually for the benefit of all stakeholders. Only organisations that actively manage their learning process will be successful – or indeed will survive

In looking at this area some of the questions/issues that need to be kept in mind are:

Do we recognize the importance of learning styles-that different individuals have different preferences for learning? That understanding of these preferences can help managers work of their strengths as well as invest in certain less preferred styles to become more wholesome and flexible? That learning style analysis suggests that managers may have to adjust their preferences to make the most of the learning opportunities that are actually available.

That the understanding of these styles helps in identifying the most appropriate     learning approach to individuals rather than a one-size-fit-all approach? That learning contracts provide a structured approach of carrying the coaching process forward? That learning inefficiencies can exist at the perceptual, implementation as well as motivational levels & that a coach or mentor could act as a reflector in coming to grips with this or enable dilution or removal of these inefficiencies? That certain coaching techniques can provide coaches with a more focused approach to managing the coaching relationship?

Prerequisites for this intervention: Clarity of objective/s for launching this intervention and the connection of this system with the organisation’s overall development system. Willingness of managers to assume coaching / mentoring role preferably on a voluntary basis & training of these managers in Coaching & Mentoring Skills workshops.

The Offer

Organisations may wish to introduce coaching & mentoring practices as part of their overall capability building philosophy. Coaching could be for inexperienced learners, employees facing motivational or performance problems or experienced and able learners wanting to enhance their performance levels.  Apart from skill development a formal system may need to be put in place as well as an environment that facilitates the coaching & mentoring process.

This intervention will be supported by a coaching & mentoring workshop.

Coaching & Mentoring Skills Workshops

Introduction & Objectives-The workshop explains the concept of coaching, introduces managers to the skills required and application of certain models in this area. Understanding of personal styles, exposure to alternative approaches & developing sensitivity towards the coachee would be the objectives of the workshop.  Participants would also be equipped to draw up a formal coaching plan and follow it through.

Methodology-Concept sharing through lectures, role-plays, participant feedback, use of questionnaires, exercises and experience sharing will comprise the methodology.

Workshop Contents

  • The coaching context

  • What is coaching?

  • My coaching style & its implications

  • Understanding the coachee

  • Learning styles

  • Attributes of effective coaching, understanding and agreeing needs, listening, providing feedback.

  • Defense mechanisms & resistance to change

  • Creating the coaching context

  • Coaching in action

  • Drawing up the coaching plan, measures & milestones

  • Creating structures of review & follow-up.