Date post: | 14-Apr-2017 |
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Recruiting & HR |
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Midgetamong A Giant
s
"DISCOVERING TRUTH BY BUILDING ON PREVIOUS DISCOVERIES"
Bernard of Charters traced back to the early 21st century, he used to compare us to [puny] dwarfs perched on the shoulders of giants. He pointed out that we see more and farther than our predecessors, not because we have keener vision or greater height, but because we are lifted up by their discoveries.
COMPETENCE VS COMPETENCY
The ability to do something well An important skill that is needed to do a job
The total ability of the individual a single skill of many
COMPETENCE VS CAPABILITY
Confidence
The ability of an organization or organizational unitthe ability of an individual to do something
Capability Competence= +
COMPETENCY FRAMEWORKS
Generic frameworks
Industry-specific frameworks
Organization-specific frameworks
Technique or technology-based frameworks
May apply internationally and apply to a particular discipline
Some industries have their own frameworks that are usually owned by relevant professional bodies or industrial organizations.
Many companies, particularly large ones, have their own competency framework that is geared towards their particular organization. These frameworks are often held and managed by the human resources center
Some specific techniques have their own competence programs that demonstrate an individual’s knowledge and skills for that technique
Regulatory or legally required frameworks Some industries have their own competency frameworks that actually become mandated as part of a certification scheme
COMPETENCY FRAMEWORKS
UKSPEC, the UK Standard for Professional Engineering Competence
(pronounced ‘Sophia’) is a framework that is geared towards the skills required for the effective implementation and use of Information Systems
The International Council on Systems Engineering competencies framework
The Association for Project Management Body of Knowledge
Association of Proposal Management Professionals framework
UKSPEC
SFIA
APMP
APM
INCOSE
?
Principles
Involve the people doing the work
Communicate
Use relevant competencies
DesignPre-set list standard & customize it
Use outside consultants to develop
Create a general framework
Collect Info
Observe
Interview people
Create a questionnaire
Build Framework
Group the statements
Create subgroups
Refine the subgroups
Indentify and name the competencies
Validate and revise the competencies as
necessary
Implement
Link to business objectives
Provide coaching and training
Keep it simple
Communicate
FRAMEWORK IN FOCUS / KEY CONCEPTS
DEVELOPING A COMPETENCY FRAMEWORK
References:-John Salt and Simon A. Perry “Pragmatic Competency”-Universal Competence Assessment Model (UCAM)
THE COMPETENCY MODELING
Company Vision, Mission, Brand values, behavior and strategy
Core Competencies Framework(Competency Foundation)
Technical Competencies Leadership Competencies
Technical BehaviorTechnical knowledge, technical experience,
technical skills.
Leadership CompetenciesKnowledge, skills, abilities,
personal characters
Behavior Indicators
Measurable Performance and MetricsDirect
Link to
PROCESS OVERVIEW – Stage 1
Job Analysis
Task BreakdownTime PercentageEssentiality Rate
Seriousness of errorsMeasurability
FrequencyTraining Requirements
PositionJob Family
Experience RequirementEducation / Knowledge
Physical abilitiesPre-job Training
Job Related CertificationWork Condition
Environment ConditionTools / Equipment
IT Software
Jobs CategoriesPositions Scope
Job FamiliesMinimum Requirement
Direct
Managerial
Behavior
Core / GeneralIntegration
Classification Filte
r & P
roce
ssin
g
Competency Model
Filte
r & P
roce
ssin
gPROCESS OVERVIEW – Stage 2
Tasks List
Core Competency
Supervisor / MGR Comps
Behavior Competency
Analyzing Existence / None ExistenceHow strong a competency is active
Analyzing how deep a behavior is:Classify indicated behavior into:
StrongNeutralWeak
PROCESS OVERVIEW – Stage 3
Information collection Integrity
Core Competency Supervisor / MGR Comps Behavior Competency
29 Competencies
11 Competencies 19 Behaviors
Repetitive Pattern
13 Competencies – 13 Behaviors
PROCESS OVERVIEW – Stage 4
Com
pete
ncy
Map
ping
Sim
ple
Stru
ctur
e
Com
plex
Str
uctu
re
PROCESS OVERVIEW – Stage 4
Core CompetenciesReliability
Communication
Job Knowledge
Customer Care
Quality & Quantity
Work Ethics
Composure
Strategic
Agility
Business
AcumenDrive for
results
Culture Sensitivity
DevelopingCoaching
Operational Asso
ciate
Management
Mid-Management
Exec
utive
s
Function Expertise Org. & People Development
Team
Lea
ders
hip
Com
mer
cial
Orie
ntati
on
Customer FocusMar
ket K
now
ledg
e
Strategic Orientation
Change LeadershipCollaboration &
Influence
Results Orientation
Executives
PROCESS OVERVIEW – Stage 5
Competency Model
Hire Employee
Selection criteria based on competency based
interviews
Train Employees
Creating Course aimed at the development of certain
competencies
Evaluate Performance
Structuring appraisal instrument around
competencies
Promote Employees
Establishing promotion criteria
Develop Employees Careers
Use competency models to guide for job assignment
Support Organization Change
Develop broad systematic support for future oriented
competencies
Utilization
- END-