Competencies and competences     by Toronto Training and HR           February 2012
3-4     Introduction to Toronto Training and HR           5-6     DefinitionsContents   7-9     Commonly sought competenci...
Introduction     Page 3
Introduction to Toronto Training            and HR• Toronto Training and HR is a specialist training and human  resources ...
Definitions    Page 5
DefinitionsWhat are competencies?CompetenceCompetency                    Page 6
Commonly sought  competencies      Page 7
Commonly sought competencies           1 of 2CommunicationAchievement/results orientationCustomer focusTeamworkLeadershipP...
Commonly sought competencies           2 of 2Developing othersProblem-solvingAnalytical thinkingBuilding relationships    ...
Core competences      Page 10
Core competencesStrategic managementHR management                       Page 11
Competency frameworks         Page 12
Competency frameworks 1 of 10TYPES:Off the shelfCustomized                Page 13
Competency frameworks 2 of 10BEHAVIOURS TO INCLUDE:Communication skillsPeople managementTeam skillsCustomer service skills...
Competency frameworks 3 of 10THE PROCESS, STEP ONE:A review (and potentially a refresh) of the currentvision, mission stat...
Competency frameworks 4 of 10THE PROCESS, STEP TWO:This is likely to include asking questions such as:What is important ar...
Competency frameworks 5 of 10THE PROCESS, STEP TWO:How do we do what we do?What do we do best?What’s good about working he...
Competency frameworks 6 of 10THE PROCESS, STEP THREE:Using the data gathered to collaboratively agreeand finalise a clear ...
Competency frameworks 7 of 10             Page 19
Competency frameworks 8 of 10AN INTEGRATED BALANCED FRAMEWORK:Innate qualitiesAcquired skillAdapting behaviours           ...
Competency frameworks 9 of 10GOALS:Underpinning of performance appraisalsEnhanced employee effectivenessGreater organizati...
Competency frameworks 10 of 10 IS YOUR COMPETENCY FRAMEWORK FIT FOR PURPOSE? Communicate the purpose Identify key themes G...
Questions to ask      Page 23
Questions to ask 1 of 2How would you describe the perfect employee?What’s different about employees here?What do you value...
Questions to ask 2 of 2What do people need to do to get promoted?What will get in the way of people gettingpromoted here?W...
Organizational capacity     and context          Page 26
Organizational capacity and            contextDIMENSIONS TO CONSIDERStructural facetCultural componentPsychological elemen...
Clusters of competencies     leading to high      performance          Page 28
Clusters of competencies leading      to high performanceCognitive competenciesEmotional intelligence competenciesSocial i...
Role analysis     Page 30
Role analysis 1 of 2ACTIVITY-BASED TECHNIQUESFocus groupsInventories or questionnairesInterviews including critical incide...
Role analysis 2 of 2PEOPLE-BASED TECHNIQUESRepertory gridsObservationTesting                 Page 32
Rules aroundcompetence-related pay         Page 33
Rules around     competence-related payConsistency ruleBias-suppression ruleAccuracy ruleCorrectability ruleRepresentative...
Benefits of a competency-      based system           Page 35
Benefits of a competency-based         system 1 of 2Employees have a well-defined set of behavioursrequired in their work ...
Benefits of a competency-based         system 2 of 2There is a link between effective individual inputsto work and organis...
Criticisms of acompetency-based system          Page 38
Criticisms of a competency-based           system 1 of 3Focus on the past and therefore cannot keep up todate with rapidly...
Criticisms of a competency-based           system 2 of 3LEADERSHIP AND MANAGEMENT DEVLOPMENTCompetency frameworks are expe...
Criticisms of a competency-based           system 3 of 3LEADERSHIP AND MANAGEMENT DEVELOPMENTRarely discriminate enough be...
Building a competency        model         Page 42
Building a competency modelDetermine performance criteriaSelect criterion sampleCollect dataDevelop modelValidate model   ...
Cultural competency        Page 44
Cultural competencyDefinitionWhy do we need it?What does it do?Who is responsible?                      Page 45
What influencesperformance on the job?          Page 46
What influences performance on            the job?Knowledge abilities and aptitudesWork styles, personality, interests, pr...
Specific types ofcompetency (VARIOUS)         Page 48
Communication competencies     Page 49
Communication competenciesSpeaking (capturing your audience)Listening to othersWritten communicationNonverbal (gestural an...
Interpersonalcompetencies     Page 51
Interpersonal competenciesEmpathyConsensus buildingNetworkingPersuasivenessNegotiatingDiplomacyConflict management (resolv...
Organizationalcompetencies     Page 53
Organizational competenciesPlanning the workOrganizing resourcesDealing with crisesGetting the job doneMeasuring progressT...
Thinking competencies         Page 55
Thinking competenciesStrategic thinkingAnalytical thinking (analyzing problems)Committing to actionApplying ones cognitive...
Human Resources competencies      Page 57
Human Resources competenciesteam building which includes:  mentoring  motivating work colleagues  employment relations  se...
Leadership competencies          Page 59
Leadership competenciesPositioningOrganizational developmentManaging transitionsStrategic orientationDeveloping a visionPl...
Client servicecompetencies     Page 61
Client service competenciesIdentification and analysis of client needsService orientation and deliveryWorking with clients...
Business competencies         Page 63
Business competenciesFinancial managementBusiness decision-making skillsWorking within the systemUsing business acumenMaki...
Self-management  competencies      Page 65
Self-management competenciesBeing self-motivatedActing with confidenceManaging own learningDemonstrating flexibilityInitia...
Technical and operational     competencies           Page 67
Technical and operational         competenciesPerforming office tasksWorking with computer technologyUsing other equipment...
Competencies for people working in substance        abuse          Page 69
Competencies for people working   in substance abuse 1 of 5TECHNICAL COMPETENCIES:CounsellingCase managementCrisis interve...
Competencies for people working   in substance abuse 2 of 5TECHNICAL COMPETENCIES:PharmacologyPrevention and health promot...
Competencies for people working   in substance abuse 3 of 5BEHAVIOURAL COMPETENCIES:Analytical thinking and decision makin...
Competencies for people working   in substance abuse 4 of 5BEHAVIOURAL COMPETENCIES:Diversity and cultural responsivenessE...
Competencies for people working   in substance abuse 5 of 5BEHAVIOURAL COMPETENCIES:Self-careSelf-managementSelf motivatio...
Competencies for people  working in sales &     marketing          Page 75
Competencies for people working     in sales & marketingContent remains kingLeads: Volume down, quality UpEnablement’s nex...
Competencies foroccupational therapists          Page 77
Competencies for occupational     therapists 1 of 2CLINICALAssumes professional responsibilityThinks criticallyDemonstrate...
Competencies for occupational     therapists 2 of 2NON-CLINICALAssumes professional responsibilityThinks criticallyCommuni...
Competencies at theTreasury Board of Canada       Secretariat          Page 80
Competencies at the TreasuryBoard of Canada Secretariat 1 of 3 Deputy Minister Assistant Deputy Minister Director General ...
Competencies at the TreasuryBoard of Canada Secretariat 2 of 3 ALL EXCLUDING EMPLOYEE Values and ethics - Serving through ...
Competencies at the TreasuryBoard of Canada Secretariat 3 of 3 EMPLOYEE Values and ethics - Serving through integrity and ...
Benefits for employers         Page 84
Benefits for employers 1 of 3Ensures that on-the-job training is cost-effectiveand productiveEnsures employees achieve a h...
Benefits for employers 2 of 3Reduces cost overruns related to poorperformance or miscommunication of employeeexpectationsI...
Benefits for employers 3 of 3Increases employee mobility within theorganization, providing the organization withgreater ab...
Benefits for employees         Page 88
Benefits for employees 1 of 3Provides a clear set of expectations for employees,enabling them to make better decisions and...
Benefits for employees 2 of 3Enables employees to be more proactive beyondtheir individual roles, by learning additionalco...
Benefits for employees 3 of 3Provides a mechanism for the recognition ofemployees’ abilitiesEnsures that individual profes...
Case study A    Page 92
Case study A    Page 93
Case study B    Page 94
Case study B    Page 95
Case study C    Page 96
Case study C    Page 97
Case study D    Page 98
Case study D    Page 99
Case study E    Page 100
Case study E    Page 101
Conclusion & Questions         Page 102
ConclusionSummaryVideosQuestions               Page 103
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Competencies and competences February 2012

  1. 1. Competencies and competences by Toronto Training and HR February 2012
  2. 2. 3-4 Introduction to Toronto Training and HR 5-6 DefinitionsContents 7-9 Commonly sought competencies 10-11 Core competences 12-22 Competency frameworks 23-25 Questions to ask 26-27 Organizational capacity and context 28-29 Clusters of competencies leading to high performance 30-32 Role analysis 33-34 Rules around competence-related pay 35-37 Benefits of a competency-based system 38-41 Criticisms of a competency-based system 42-43 Building a competency model 44-45 Cultural competency 46-47 What influences performance on the job? 48-83 Specific types of competency (VARIOUS) 84-87 Benefits for employers 88-91 Benefits for employees 92-101 Case studies 102-103 Conclusion and questions
  3. 3. Introduction Page 3
  4. 4. Introduction to Toronto Training and HR• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR are: - Training event design - Training event delivery - Reducing costs - Saving time - Improving employee engagement & morale - Services for job seekers Page 4
  5. 5. Definitions Page 5
  6. 6. DefinitionsWhat are competencies?CompetenceCompetency Page 6
  7. 7. Commonly sought competencies Page 7
  8. 8. Commonly sought competencies 1 of 2CommunicationAchievement/results orientationCustomer focusTeamworkLeadershipPlanning and organizingCommercial acumen and business awarenessFlexibility and adaptability Page 8
  9. 9. Commonly sought competencies 2 of 2Developing othersProblem-solvingAnalytical thinkingBuilding relationships Page 9
  10. 10. Core competences Page 10
  11. 11. Core competencesStrategic managementHR management Page 11
  12. 12. Competency frameworks Page 12
  13. 13. Competency frameworks 1 of 10TYPES:Off the shelfCustomized Page 13
  14. 14. Competency frameworks 2 of 10BEHAVIOURS TO INCLUDE:Communication skillsPeople managementTeam skillsCustomer service skillsResults orientationProblem solving Page 14
  15. 15. Competency frameworks 3 of 10THE PROCESS, STEP ONE:A review (and potentially a refresh) of the currentvision, mission statement and business strategy-this is likely to involve a series of discussions withthe senior management teamTHE PROCESS, STEP TWO:Conducting workshops, focus groups and surveysto gather views and data from employees (at alllevels) on what they see as being the values, ethosand culture of the organization Page 15
  16. 16. Competency frameworks 4 of 10THE PROCESS, STEP TWO:This is likely to include asking questions such as:What is important around here?What do we want our clients to think of us?What do we want the public to think of us?What attracts people to work here?What informs the way we do business?What are our guiding principles?How do we expect our colleagues to behave? Page 16
  17. 17. Competency frameworks 5 of 10THE PROCESS, STEP TWO:How do we do what we do?What do we do best?What’s good about working here?What sets us apart from our competitors?What makes us successful? Page 17
  18. 18. Competency frameworks 6 of 10THE PROCESS, STEP THREE:Using the data gathered to collaboratively agreeand finalise a clear set of agreed organizationalvaluesTHE PROCESS, STEP FOUR:Presenting these values back to the organizationfor discussion and review, possibly as a series ofinternal briefings Page 18
  19. 19. Competency frameworks 7 of 10 Page 19
  20. 20. Competency frameworks 8 of 10AN INTEGRATED BALANCED FRAMEWORK:Innate qualitiesAcquired skillAdapting behaviours Page 20
  21. 21. Competency frameworks 9 of 10GOALS:Underpinning of performance appraisalsEnhanced employee effectivenessGreater organizational effectivenessBetter analysis of training needsEnhanced career management Page 21
  22. 22. Competency frameworks 10 of 10 IS YOUR COMPETENCY FRAMEWORK FIT FOR PURPOSE? Communicate the purpose Identify key themes Get conditions right Tackle the root cause Keep it simple Train, don’t blame Page 22
  23. 23. Questions to ask Page 23
  24. 24. Questions to ask 1 of 2How would you describe the perfect employee?What’s different about employees here?What do you value most in your staff/colleagues?What really sets apart the best people fromothers?Think of the most effective person in your team-what characteristics and qualities make themeffective? Page 24
  25. 25. Questions to ask 2 of 2What do people need to do to get promoted?What will get in the way of people gettingpromoted here?What gets you noticed around here?What sorts of behaviours are ‘career limiting’around here – for instance, what might cause anindividual to derail, or what would prevent themfrom ‘fitting in’? Page 25
  26. 26. Organizational capacity and context Page 26
  27. 27. Organizational capacity and contextDIMENSIONS TO CONSIDERStructural facetCultural componentPsychological elementPolicy componentContextual facet Page 27
  28. 28. Clusters of competencies leading to high performance Page 28
  29. 29. Clusters of competencies leading to high performanceCognitive competenciesEmotional intelligence competenciesSocial intelligence competencies Page 29
  30. 30. Role analysis Page 30
  31. 31. Role analysis 1 of 2ACTIVITY-BASED TECHNIQUESFocus groupsInventories or questionnairesInterviews including critical incident interviewDiaries and work logs Page 31
  32. 32. Role analysis 2 of 2PEOPLE-BASED TECHNIQUESRepertory gridsObservationTesting Page 32
  33. 33. Rules aroundcompetence-related pay Page 33
  34. 34. Rules around competence-related payConsistency ruleBias-suppression ruleAccuracy ruleCorrectability ruleRepresentativeness ruleEthicality rule Page 34
  35. 35. Benefits of a competency- based system Page 35
  36. 36. Benefits of a competency-based system 1 of 2Employees have a well-defined set of behavioursrequired in their work and are clear about howthey are expected to perform their jobsThe appraisal and recruitment systems are fairerand more openRecruiters are able to assess transferable skills andidentify required behaviours regardless of careerbackground Page 36
  37. 37. Benefits of a competency-based system 2 of 2There is a link between effective individual inputsto work and organisational performanceProcesses are measurable and standardised acrossorganisational and geographical boundaries Page 37
  38. 38. Criticisms of acompetency-based system Page 38
  39. 39. Criticisms of a competency-based system 1 of 3Focus on the past and therefore cannot keep up todate with rapidly-changing environmentsFail to deliver on anticipated improvements inperformanceAre unwieldy and not user-friendlyCreate clones, as everyone is expected to behavein the same way Page 39
  40. 40. Criticisms of a competency-based system 2 of 3LEADERSHIP AND MANAGEMENT DEVLOPMENTCompetency frameworks are expensive to design,install, administer and monitorEncourage a focus on sameness and can thereforeimpede diversityCarry the assumption that selected individuals canbe ‘trained’ into leadership or managementpositions and then provide good role models forothers Page 40
  41. 41. Criticisms of a competency-based system 3 of 3LEADERSHIP AND MANAGEMENT DEVELOPMENTRarely discriminate enough between leadership &managementAssume that a number of discrete components canadequately describe critical features of a role, andthat those components will remain relativelyconstant and standardized through timeNarrow leadership & management perspectivescan stifle questioning and prevent unlearning Page 41
  42. 42. Building a competency model Page 42
  43. 43. Building a competency modelDetermine performance criteriaSelect criterion sampleCollect dataDevelop modelValidate model Page 43
  44. 44. Cultural competency Page 44
  45. 45. Cultural competencyDefinitionWhy do we need it?What does it do?Who is responsible? Page 45
  46. 46. What influencesperformance on the job? Page 46
  47. 47. What influences performance on the job?Knowledge abilities and aptitudesWork styles, personality, interests, principles,values, attitudes, beliefs andleadership/subordinate styles Page 47
  48. 48. Specific types ofcompetency (VARIOUS) Page 48
  49. 49. Communication competencies Page 49
  50. 50. Communication competenciesSpeaking (capturing your audience)Listening to othersWritten communicationNonverbal (gestural and body language) Page 50
  51. 51. Interpersonalcompetencies Page 51
  52. 52. Interpersonal competenciesEmpathyConsensus buildingNetworkingPersuasivenessNegotiatingDiplomacyConflict management (resolving conflict)Respecting othersBeing a team player Page 52
  53. 53. Organizationalcompetencies Page 53
  54. 54. Organizational competenciesPlanning the workOrganizing resourcesDealing with crisesGetting the job doneMeasuring progressTaking calculated risks Page 54
  55. 55. Thinking competencies Page 55
  56. 56. Thinking competenciesStrategic thinkingAnalytical thinking (analyzing problems)Committing to actionApplying ones cognitive capabilityIdentifying the linksGenerating creative ideas Page 56
  57. 57. Human Resources competencies Page 57
  58. 58. Human Resources competenciesteam building which includes: mentoring motivating work colleagues employment relations selection, promotion and development of peopleencouraging participationdeveloping talentproviding performance feedbackvaluing diversity Page 58
  59. 59. Leadership competencies Page 59
  60. 60. Leadership competenciesPositioningOrganizational developmentManaging transitionsStrategic orientationDeveloping a visionPlanning the futureMastering changePromoting a healthy workplace Page 60
  61. 61. Client servicecompetencies Page 61
  62. 62. Client service competenciesIdentification and analysis of client needsService orientation and deliveryWorking with clientsFollowing up with clientsBuilding partnershipsCommitting to quality Page 62
  63. 63. Business competencies Page 63
  64. 64. Business competenciesFinancial managementBusiness decision-making skillsWorking within the systemUsing business acumenMaking business decisionsGenerating revenue Page 64
  65. 65. Self-management competencies Page 65
  66. 66. Self-management competenciesBeing self-motivatedActing with confidenceManaging own learningDemonstrating flexibilityInitiating Page 66
  67. 67. Technical and operational competencies Page 67
  68. 68. Technical and operational competenciesPerforming office tasksWorking with computer technologyUsing other equipment and toolsDemonstrating technical/professional expertiseWorking with data/numbers Page 68
  69. 69. Competencies for people working in substance abuse Page 69
  70. 70. Competencies for people working in substance abuse 1 of 5TECHNICAL COMPETENCIES:CounsellingCase managementCrisis interventionCommunity developmentFamily and social supportGroup facilitationMental health Page 70
  71. 71. Competencies for people working in substance abuse 2 of 5TECHNICAL COMPETENCIES:PharmacologyPrevention and health promotionProgram development, implementation andevaluationScreening and assessmentTreatment planningUnderstanding substance use, abuse anddependency Page 71
  72. 72. Competencies for people working in substance abuse 3 of 5BEHAVIOURAL COMPETENCIES:Analytical thinking and decision makingAdaptability and flexibilityClient-centred changeClient service orientationContinuous learningCreativity and innovationCollaboration and network buildingDeveloping others Page 72
  73. 73. Competencies for people working in substance abuse 4 of 5BEHAVIOURAL COMPETENCIES:Diversity and cultural responsivenessEffective communicationEthical conduct and professionalismInterpersonal rapport and savvyLeadershipPlanning and organizing Page 73
  74. 74. Competencies for people working in substance abuse 5 of 5BEHAVIOURAL COMPETENCIES:Self-careSelf-managementSelf motivation and driveTeamwork and cooperation Page 74
  75. 75. Competencies for people working in sales & marketing Page 75
  76. 76. Competencies for people working in sales & marketingContent remains kingLeads: Volume down, quality UpEnablement’s next stepIntegrated social propertiesData: better buyer and customer insight Page 76
  77. 77. Competencies foroccupational therapists Page 77
  78. 78. Competencies for occupational therapists 1 of 2CLINICALAssumes professional responsibilityThinks criticallyDemonstrates practice knowledgeUtilizes an occupational therapy process to enableoccupationCommunicates and collaborates effectivelyEngages in professional developmentManages own practice, advocates within systems Page 78
  79. 79. Competencies for occupational therapists 2 of 2NON-CLINICALAssumes professional responsibilityThinks criticallyCommunicates and collaborates effectivelyEngages in professional developmentManages own work, advocates within systems Page 79
  80. 80. Competencies at theTreasury Board of Canada Secretariat Page 80
  81. 81. Competencies at the TreasuryBoard of Canada Secretariat 1 of 3 Deputy Minister Assistant Deputy Minister Director General Director Manager Supervisor Employee Page 81
  82. 82. Competencies at the TreasuryBoard of Canada Secretariat 2 of 3 ALL EXCLUDING EMPLOYEE Values and ethics - Serving through integrity and respect Strategic thinking - Innovating through analysis and ideas Engagement - Mobilizing people, organizations, partners Management excellence - Delivering through action management, people management, financial management Page 82
  83. 83. Competencies at the TreasuryBoard of Canada Secretariat 3 of 3 EMPLOYEE Values and ethics - Serving through integrity and respect Thinking things through - Innovating through Analysis and Ideas Engagement -Working effectively with people, organizations, partners Excellence through results - Delivering through own work, relationships and responsibilities Page 83
  84. 84. Benefits for employers Page 84
  85. 85. Benefits for employers 1 of 3Ensures that on-the-job training is cost-effectiveand productiveEnsures employees achieve a high level ofcompetence in an efficient mannerProvides documentation of the employee’sacquisition of the knowledge, safety, andprocedures relating to each task Page 85
  86. 86. Benefits for employers 2 of 3Reduces cost overruns related to poorperformance or miscommunication of employeeexpectationsImproves communication between employee andmanagement, creating a more positive workplaceenvironmentEnsures the organizational funded training andprofessional development activities are cost-effective and goal-oriented Page 86
  87. 87. Benefits for employers 3 of 3Increases employee mobility within theorganization, providing the organization withgreater ability scale and flex as neededEstablishes a framework for positive feedback bymanagement at scheduled training andperformance appraisal intervalsClarifies job standards for performance appraisalsOutlines employee development and promotionalpaths within the organization Page 87
  88. 88. Benefits for employees Page 88
  89. 89. Benefits for employees 1 of 3Provides a clear set of expectations for employees,enabling them to make better decisions and workmore effectivelyProvides employees with insight into the overallstrategy of their team, department, andorganization, leading to greater engagement andmotivation Page 89
  90. 90. Benefits for employees 2 of 3Enables employees to be more proactive beyondtheir individual roles, by learning additionalcompetencies that are valued by the organizationProvides clear direction for learning new job skillsProvides a reference resource for day-to-dayrequirementsIncreases the potential for job satisfaction Page 90
  91. 91. Benefits for employees 3 of 3Provides a mechanism for the recognition ofemployees’ abilitiesEnsures that individual professional developmentand training milestones are recorded andacknowledged by the organization Page 91
  92. 92. Case study A Page 92
  93. 93. Case study A Page 93
  94. 94. Case study B Page 94
  95. 95. Case study B Page 95
  96. 96. Case study C Page 96
  97. 97. Case study C Page 97
  98. 98. Case study D Page 98
  99. 99. Case study D Page 99
  100. 100. Case study E Page 100
  101. 101. Case study E Page 101
  102. 102. Conclusion & Questions Page 102
  103. 103. ConclusionSummaryVideosQuestions Page 103
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