Competency based hr with aic model
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Competency based hr with aic model Competency based hr with aic model Presentation Transcript

  • Competency-Based HR Management Imagination Knowledge By: Atif Choudhary EastWestArabia Consultant E-mail: atif.choudhary@gmail.com HP: +966 50 978 5770 Skills
  • Imagination Introduction   Knowledge       Skills  Electronics Engineer MBA Marketing (CSU, Australia) BBA Marketing ADMM (Advanced Diploma in Marketing Management), University of Wales, UK Marketing Development Manger, AHCSC – Olayan Group Country Marketing Manager, FMS, Saudi and Gulf Division Manager (MCC), FMS, Saudi Arabia Business Manager, Academy Manager, General Electric Healthcare Training Center Manager, Dräger Medical 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 2
  • Imagination Why Imagination, Knowledge and Skills? Knowledge Imagination at work (GE) Imagination is more important than knowledge (Einstein) Knowledge is Power (Anonymous) Skills Competency is Knowledge, Skills and Imagination with Right Attitude and Behavior. (AIC) 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 3
  • Imagination Knowledge “Live out of your IMAGINATION not your history” Skills -Stephen R. Covey- 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 4
  • Imagination Agenda  Knowledge      Skills  Introduction Framework for Building Competency-based HR Management System Developing competency Model Competency-based Interview Method Competency-based Career Planning Competency-based Training & Development Competency-based Performance Management 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 5
  • I FRAMEWORKS AND CHALLENGES V EMPLOYEE RELATIONS AND ASSESSMENT Knowledge Imagination HR Framework Skills IV COMPENSATION AND PROTECTION 2014 II PREPARATION AND SELECTION III DEVELOPMENT AND EVALUATION Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 6
  • Imagination Skills Knowledge Vacant Position 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 7
  • Imagination Vacant Position What? Whom? Knowledge Why? How? When? Who? Skills Where? 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 8
  • Imagination Conventional Way HR Planning Knowledge Compiling List (Department Requirements) Selection Conventional Interview (Looking Within the CV) Skills Job Description Typical Copy Paste 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 9
  • Imagination Challenges Knowledge What Kind Of People? Where To Find Them? Skills How To Get The Right People? 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 10
  • Imagination The Value Chain Porter 1985 Firm Infrastructure Human Resources Management Procurement Marketing Sales Outbound Logistics Operation Inbound Logistics Gross Sales Knowledge Technology Development Gross Sales Skills Support Activities Primary Activities 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 11
  • Imagination The Value Chain Firm Infrastructure Knowledge Skills Marketing Sales Outbound Logistics Operation Gross Sales Procurement Business Results Technology Development Inbound Logistics Business Strategy Human Resources Management 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 12
  • Imagination AIC Model People Makes it Happen Brand Equity Business Strategy Skills 1- Competencies 2- Resources 3- Business Processes Business Results People Utilizing, Interacting and Optimizing Networking Knowledge Code of Conduct Core Values 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 13
  • Imagination Competency Based Selection Business Model Building Blocks Knowledge Job Analysis HR Planning Identify Competencies Job Design Competencies Criteria Job Specification Matching Competencies Selection Job Description Searching Competencies Skills Interview Design Specific Job Orientation and Further Development 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 14
  • Imagination Business Model Knowledge INFRASTRUCTURE PARTNER NETWORK CORE CAPABILITIES OFFER CUSTOMER RELATIONSHIPS VALUE PROPOSITION VALUE CONFIGURATION CUSTOMER SEGMENTS DISTRIBUTION CHANNELS FINANCE REVENUE STREAMS Skills COST STRUCTURE CUSTOMER 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 15
  • Imagination 1 2 Knowledge 3 OG Skills BO/MP • Business Strategy • Products & Solutions Unique Value Proposition/Innovatio n/ Differentiation QT Projects • Vision & Mission Tenders Orders OP PM Service 2014 OF WH BO/MP 16 Entire Contents © 2014, Atif Choudhary. All Rights Reserved
  • Imagination What do you think about this?   Knowledge      Business Model (Define Your Business Model) Organizational Architecture (Building Blocks) Job Analysis (Roles and Responsibilities) Job Design Job Objectives (With Set KPIs) Job Specifications (Identify the Competencies Required to Perform Job) Job Description (A broad, general, and written statement of a specific job, based Skills on the findings of a job analysis. It generally includes duties, purpose, responsibilities, scope, and working conditions of a job along with the job's title, and the name or designation of the person to whom the employee reports. Job description usually forms the basis of job specification) 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 17
  • Imagination Knowledge Competency-Based HR Management Skills A FRAMEWORK 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 18
  • Imagination Knowledge Skills Harvard HRM Framework Shareholder Interests: • • • • • Shareholders Management Employee Government unions Situational Factors: • Workforce Characteristics • Business strategy and conditions • Management philosophy • Labor market • Unions • Task technology • Law and social values 2014 HRM Policy Choices: • Employee influence • Human resources flow • Reward systems • Work systems HR Outcomes: • Commitment • Congruence • Costeffectiveness Long-Term Consequences: • Individual wellbeing • Organizational effectiveness • Societal wellbeing The Harvard Framework for Human Resources Management (1984) Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 19
  • Imagination Performance Management as an Integrating Force Performance Management Skills Reward Commitment Knowledge Performance Improvement Motivation Employee Development 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 20
  • Imagination Use of Competencies as an Integrating Force Knowledge Use of Competencies Skills Development Reward Recruitment 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 21
  • Imagination Competency-Based HR Management Framework Recruitment & Selection Training & Development Business Strategy Performance Management Competency Framework Reward Management Skills Knowledge Competency-Based People Strategy 2014 Business Results Career Management Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 22
  • I FRAMEWORKS AND CHALLENGES V EMPLOYEE RELATIONS AND ASSESSMENT Knowledge Imagination HR Framework Skills IV COMPENSATION AND PROTECTION 2014 II PREPARATION AND SELECTION III DEVELOPMENT AND EVALUATION Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 23
  • Competency Knowledge Imagination What is Competency? • A combination of skills, job attitude, and knowledge which is reflected in job behavior that can be observed, measured and evaluated. • Competency is a determining factor for successful performance. • The focus of competency is behavior which is an application of skills, job attitude and knowledge. Skills Competency is the ability of an individual to do a job properly. A competency is a set of defined behaviors that provide a structured guide enabling the identification, evaluation and development of the behaviors in individual employees. 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 24
  • Imagination Defining the Jargons Knowledge Behavior • • • • • The manner of conducting oneself Anything that an organism does involving action and response to stimulation The response of an individual, group, or species to its environment The way in which someone behaves; also: an instance of such behavior The way in which something functions or operates Competency Is the ability of an individual to do a job properly. A competency is a set of defined behaviors that provide a structured guide enabling the identification, evaluation and development of the behaviors in individual employees. Skills Attitude •The arrangement of the parts of a body or figure: posture •A position assumed for a specific purpose <a threatening attitude> •A ballet position similar to the arabesque in which the raised leg is bent at the knee •A mental position with regard to a fact or state <a helpful attitude> •A feeling or emotion toward a fact or state The position of an aircraft or spacecraft determined by the relationship between its axes and a reference datum (as the horizon or a particular star) 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 25
  • Imagination What is Competency? Skill Job Attitude Knowledge Knowledge Competency Observable Behavior Skills Job Performance 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 26
  • Imagination Competency and Job Description   Skills Knowledge  Job description looks at what, whereas competency model focuses on how. Traditional job description analysis looks at elements of the job and defines the job into sequences of tasks necessary to perform the job. Competency studies the people who do the job well, and defines the job in terms of the characteristics and behaviors of these people. 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 27
  • Imagination Types of Competency Knowledge Managerial Competency (soft competency) This type of competency relates to the ability to manage job and develop an interaction with other persons. For example: problem solving, leadership, communication, etc. Functional Competency (hard competency) Skills This type of competency relates to the functional capacity of work. It mainly deals with the technical aspect of the job. For example: market research, financial analysis, electrical engineering, etc. 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 28
  • Imagination Competency Identification Process Competency Identification Generate Competency Model Knowledge Clarify Organizational Strategy and Context Validate, Refine and Implement Skills • Analyze Work Role and Process • Gather Data through Behavior Event Interview and Focus Group • Conduct Benchmark Study 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 29
  • Imagination Examples of Competency  Definition Knowledge   Key Behavior    Skills  2014 Adaptability: Maintaining effectiveness when priorities change and new tasks are encountered, and when dealing with individuals who have different views and approaches. Effective performing in different environments, cultures, and locations, and when working with different technologies and levels of individuals. Seeking understanding: Makes efforts to better understand changes in the environment; actively seeks Information or attempts to understand nature of individual differences, logic, or basis for change in tasks and situations. Embracing Change: Approaches change or newness with a positive orientation; views change or newness as a learning or growth opportunity. Making accommodations: Makes accommodations in approach, attitudes, or behaviors in response to changing environmental requirements. Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 30
  • Imagination Examples of Competency  Definition Knowledge   Key Behavior   Skills   2014 Analysis/Problem Assessment: Securing relevant information and identifying key issues and relationships from a base of information; relating and comparing data from different sources; identifying cause-effect relationships. Identifying issues and problems: Recognizing major issues; identifying key facts, trends, and issues; separating relevant from irrelevant data. Seeking information: Identifying/Recognizing information gaps or the need for additional information; obtaining information by clearly describing what needs to be known and the means to obtain it; questioning clearly and specifically to verify facts and obtain the necessary information. Seeing relationships: Organizing information and data to identify/explain trends, problems, and their causes; comparing, contrasting, and combining information; seeing associations between seemingly independent problems or events to recognize trends, problems and possible cause-effect relationships. Performing data analysis: Organizing and manipulating quantitative data to identify/explain trends, problems, and their causes. Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 31
  • Imagination Benefits of Using Competency Model  For Managers, the benefits are:  Knowledge  Skills  Identify performance criteria to improve the accuracy and ease of the hiring and selection process. Clarify standards of excellence for easier communication of performance expectations to direct reports. Provide a clear foundation for dialogue to occur between the manager and employee about performance, development, and career-related issues. 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 32
  • Imagination Benefits of Using Competency Model  For Employees, the benefits are:  Knowledge  Skills  Identify the success criteria (i.e., behavioral standards of performance excellence) required to be successful in their role. Support a more specific and objective assessment of their strengths and specific targeted areas for professional development. Provide development tools and methods for enhancing their skills. 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 33
  • 1. Alignment: Competencies impact systems that actively support the organization’s vision, strategy, and key capabilities. 2. Integration: Competency initiatives that produce the most significant change are applied systemically across a range of HR development processes. 3. Distribution: Competency standards alone produce little effect. They must be actively and relentlessly communicated and installed with users. Imagination Skills Knowledge Key Characteristics of Successful Implementation 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 34
  • 4. Self-Directed Application: Competency systems frequently fail because they are too complex or require an unsustainable level of sponsorship or program support. Implementations that work best focus on the development of “tools” that can produce results for users with relatively little ongoing support. 5. Acculturation: In competency systems that work, they become part of the culture and the mindset of leaders through repeated application and refinement over a significant period of time. Imagination Skills Knowledge Key Characteristics of Successful Implementation 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 35
  • Imagination Knowledge Skills COMPETENCY-BASED INTERVIEW FOR SELECTION 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 36
  • Imagination Types of Interview Knowledge Conventional Interview Skills Competency-Based Interview 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 37
  • Imagination Conventional Interview  Unstructured:  Knowledge    Has low reliability and validity—there is no accuracy in predicting performance. Susceptible to bias and subjectivity (gut feeling) Skills  Is a type of interview where the questions are not designed systematically and not properly structured. There is no standard format to follow, therefore the process of interviewing can go in any direction. Is seldom equipped with formal guidelines regarding the system of rating/scoring the interview. 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 38
  • Imagination Competency-Based Interview (CBI)  Structured:  Knowledge    Has a high level of validity and reliability. Equipped with a standard scoring system which refers to behavior indicators. Skills  Is a structured type of interview. The questions and focused on disclosing examples of behavior in the past. The process of interview is intended to disclose specifically and in detail examples of behavior in the past. Is designed based on the principle: past behavior predicts future behavior (candidates are most likely to repeat these behaviors in similar situation s in the future). 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 39
  • Imagination Approach in Competency-Based Interview What was the Task you needed to accomplish? A What Action(s) did you take? R What Results did you achieve? Skills What was the Situation in which you were involved? T Knowledge S 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 40
  • Imagination Approach in Competency-Based Interview  Situation   Knowledge  Skills  Can you explain the situation? Were and when did the situation happened? What events led us to it? Who was involved in the situation (work colleagues, supervisor, customers)? 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 41
  • Imagination Approach in Competency-Based Interview  Tasks/Actions   Knowledge   Skills  What tasks were you supposed to do at that time? What did you actually do at that time? How did you do it? What specific steps did you take? Who was involved? 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 42
  • Imagination Approach in Competency-Based Interview  Results   Skills Knowledge  What was the outcome? Can you tell me the results of taking such actions? What specific outcome was produced by your action? 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 43
  • Imagination Sample Questions in CBI Sample Question Persistence In the process of selling, we are sometimes not successful in securing a new transaction. Can you tell me about one or two situations where you repeatedly failed to get a new client? Knowledge Competency What specific steps did you take? What was the result? Can you describe one or two cases in your effort to obtain new customers? What did you do? What was the result? Skills Influencing Others 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 44
  • Imagination Sample Questions in CBI Competency Sample Question Interpersonal Understanding Can you tell me about a situation where you faced a client who was disappointed with your product? Knowledge What was the situation like? What specific steps did you take? What was the result? In working, we often face a number of priorities that must be tackled at the same time. Can you tell me about one or two actual cases where you had to face such a situation? What did you do? What was the consequences? Skills Planning & Organizing 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 45
  • Imagination Knowledge Bias in the Interview Process Skills First Impressions An interviewer might make a snap judgment about someone based on their first impression – positive or negative – that clouds the entire interview. 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 46
  • Imagination Knowledge Bias in the Interview Process For instance, knowing someone went to a particular university might be looked upon favorably. Everything the applicant says during the interview is seen in this light. Skills Halo Effect The “halo” effect occurs when an interviewer allows one strong point about the candidate to overshadow or have an effect on everything else. 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 47
  • Imagination Knowledge Bias in the Interview Process Contrast Effect Strong(er) candidates who interview after weak(er) ones may appear more qualified than they are because of the contrast between the two. Skills Note taking during the interview and a reasonable period of time between interviews may alleviate this. 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 48
  • Imagination Knowledge Skills COMPETENCY-BASED CAREER PLANNING 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 49
  • Imagination Career Planning Flow Knowledge Career Planning System Career Path Design Analysis of Employees Future Plan Skills Implementation of Development Program 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 50
  • Imagination Knowledge What is Career Path? The “path” is based on the position competency profile that an employee must have to be able to hold a certain position. Skills What is Career Path? Career Path is a series of positions that one must go through in order to achieve a certain position in the company. 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 51
  • Analyzing a position or job based on the competency required Knowledge Imagination Defining Career Path Categorizing the positions into a job family Identifying career paths based on the job family • Career Path: Vertical, Lateral and Diagonal • Mandatory Training Skills Competency profile (Functional and Management competency) Per Position Categorizing the positions that require similar competencies into one job family 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 52
  • Imagination Assessing Employee Career Plan Employee Career Needs Organization Career Needs • Assessment of the competency profile required by the position • Assessment of the organization’s need of manpower planning Skills Knowledge • Assessment of the career type of the employee • Assessment of the employee competency level (for example through assessment center) Match? 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 53
  • Imagination Employee Development Program Knowledge Employee Career Needs Match? Organization Career Needs Development Program and Interventions Apprenticeship in Other Company Training/Workshop Executive Development Program On the Job Development Presentation Assignment Monitoring Job Enrichment Desk Study Skills Special Assignment 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 54
  • Imagination Knowledge Skills COMPETENCY-BASED TRAINING & DEVELOPMENT 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 55
  • Imagination Competency-Based Training Framework Finding the Gap in the Competencies Knowledge Training & Development Program Skills Competency Gap Required competency level for certain position Competency Assessment Current competency level of the employee 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 56
  • Imagination Competency Profile Per Position Communication Skills Public Speaking Leadership Training Need Analysis Material Development Training Evaluation Recruitment Supervisor Reqired Level 2 3 4 Communication Skills Interview Skills Analytical Thinking Understand Selection Tools Teamwork Customer Orientation 1 5 Skills Required Competency Training & Development Manager Knowledge Position 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 57
  • Imagination Knowledge Competency Profile Per Position Position Competency Requirement Leadership Supervisor Skills Ahievement Orientation 2014 Relevant Training Module Leadership I Communication Skill I The Art of Motivating Employee Providing Effective Feedback Goal Setting Technique Work Motivation Planning & Organizing Continuous Self Improvement Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 58
  • Skills Supervisor Manager 2014 Communication Skills Leadership Teamwork Achievement Orientation Customer Focus Job Functional Skills Communication Skills Leadership Teamwork Achievement Orientation Customer Focus Strategic Thinking Problem Solving & Decision Making Job Functional Skills Professional Seminar Series Building Productive Teamwork Strategic Management Creative Problem Solving Achievement Motivation Training Service Excellence for Customer On Becoming Leader 2 On Becoming Effective Leader 1 Knowledge Position Training Title / Managerial Competency Productive Communication Series Imagination Training Matrix for Competency Development V V V V V V V V V V V Entire Contents © 2014, Atif Choudhary. All Rights Reserved V V V Slide 59
  • Imagination Knowledge Skills COMPETENCY-BASED PERFORMANCE MANAGEMENT 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 60
  • Imagination Individual Performance Element Knowledge 1. Performance Results: Hard or quantitative aspects of performance (result) Individual Performance elements has tow main categories: Skills 2. Competencies: It represents soft or quantitative aspects of performance (process) 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 61
  • Imagination Individual Performance Element Knowledge 1. Performance Results Score Overall Score 2. Competencies Score Skills Will determine the employee’s career movement, and also the reward to be earned 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 62
  • Imagination Element # 1: Performance Results No. Main Performance Target Target to be Achieved All employees submit their performance assessment form on time Improve the system for performance assessment Target: completed 100% 3 Conduct training activitie Target: to conduct 6 training modules in one year 4 Skills Conduct an assessment of the employee's performance 2 Knowledge 1 Carry out on the job training activities Target: 90% of the total employees who attend the training experience an increase in skill and knowledge Target should be measurable and specific 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 63
  • Imagination Element # 2: Competency Competency: Collaboration Basic Intermediate Advance Expert Actively listen, and clarifies understanding where required, in order to learn form others. Actively listen, and clarifies understanding where required, in order to learn form others. Actively listen, and clarifies understanding where required, in order to learn form others. Empathies with audience and formulate message accordingly. Empathies with audience and formulate message accordingly. Empathies with audience and formulate message accordingly. Empathies with audience and formulate message accordingly. Share resources and information. Share resources and information. Share resources and information. Share resources and information. Responds promptly to other team members’ needs. Balance complementary strengths in teams and seek diverse contributions and perspectives. Actively builds internal and external networks. Builds internal and external networks and uses them to efficiently to create value. Involves teams in decisions that effect them. Uses cross functional teams to draw upon skills and knowledge throughout the organization. Uses cross functional teams to draw upon skills and knowledge throughout the organization. Encourages co-operation rather than competition within the team and with key stakeholders. Knowledge Actively listen, and clarifies understanding where required, in order to learn form others. Build and maintain relationships across the company. Drives and leads key relationship groups across the company. Manages alliance relationships through complex issues such as points of competing interest. Skills Ensures events and systems, e.g. IT, for collaboration are in place and used. Draws upon the full range of relationships (internal, external, cross the company) at critical points in marketing and negotiations. 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 64
  • Imagination Assessing Competency through Assessment Center Assessment Center Characteristics:    A standardized evaluation of behavior based on multiple inputs. Multiple trained observers and techniques are used. Judgments about behavior are made, in major part, from specifically developed assessment simulations. These judgments are pooled in a meeting among the assessors or by a statistical integration process. Skills Knowledge  2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 65
  • Imagination Types of Test in Assessment Center Role Simulation • In a play, you are given a particular role to assume for a certain task. The task will be involve dealing with a role player in a certain way, and there will be an assessor watching the role play. Skills Knowledge In-Basket Exercise • In-trays or in-baskets involve working from the contents of a manager’s in-tray, with typically consists of letters, memos and background information. You may be asked to deal with paperwork and make decisions, balancing the volume of work against a tight schedule. 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 66
  • Imagination Types of Test in Assessment Center Knowledge Presentation • In a fact-finding exercise, you may be asked to reach a decision starting from only partial knowledge. Your task is to decide what additional information you need to make the decision, and sometimes also to question the assessor to obtain this information. Skills Fact Finding Exercise • You may be required to make a formal presentation to a number of assessors. In some cases this will mean preparing a presentation in advance on a given topic. In other cases, you may be asked to interpret and analyze given information, and present a case to support a decision. 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 67
  • Imagination Knowledge Types of Test in Assessment Center Skills Group Discussion • Group exercises are timed discussions, where a group of participants work together to tackle a work-related problem. Sometimes you are given a particular role within a team, for example sales manager or personnel manager. Other times there will be no roles allocated. You are observed by assessors, who are not looking for right or wrong answers, but for how you interact with your colleagues in the team. 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 68
  • Results of Observation Through the Assessment Center Competency Score Skills Knowledge Imagination Competency Assessment Rating 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 69
  • Imagination Further Readings  Skills Knowledge  Paul Green, Building Robust Competency, John Wiley and Sons David Dubois, Competency-Based HR Management, Black Publishing. 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 70
  • Imagination Skills Knowledge Any Question? 2014 Entire Contents © 2014, Atif Choudhary. All Rights Reserved Slide 71