Making competency_management_a_reality by aiesec

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Making competency_management_a_reality by aiesec

  1. 1. Global Competency ModelMaking CompetencyManagement a reality
  2. 2. Global Competency ModelKey to Implementation This is NOT a HR tool for VPPDs to work with, Rather it is a Management Tool, therefore everyone in the Leadership Team needs to understand all aspects to it A Competency framework influences many systems like Selections, Performance Assessment, Member Goal Setting, Rewards and Recognition so all people of the LC need to be made aware and educated about the different competencies and how that affects their development path in AIESEC
  3. 3. Global Competency ModelThe Model has 2 aspects – Individual Perspective – How Individuals can develop themselves through by focusing themselves on the development of competencies – Organizational Perspective – How the Talent Management systems can be aligned to a Competency framework, so that it is one integrated process, and so that everyone speaks and understands one language
  4. 4. Global Competency ModelStep 1 – Understanding the Model Understand and educate what a Competency Model Framework is and how it affects AIESEC Understand and Educate the Logic behind the Global Competency Model Understand and Educate how an Individual can develop himself using competencies Understand and Educate how Talent Management processes can be aligned to a Competency Framework
  5. 5. Global Competency ModelStep 2: Understanding theCompetencies and Behaviours How are the competencies connected to the Change Agent Characteristics How do the defined 16 competencies fit into the Logic of the Competency Model Understand the Definitions of the 16 competencies and the different levels of behaviours under each competency
  6. 6. Global Competency ModelDocuments Used The Global Competency Model – WORD file, includes the Explanation of the Model, the Logic and How it would be used. The Global Competency Model – PPT Competency Management – EXCEL sheet – Includes the definition of all competencies and different levels of behaviors – Includes the unique competencies at each stages of @ XP and the appropriate level of behaviours people can possibly develop at that stage depending upon the opportunities available at each stage
  7. 7. Global Competency ModelWhat is the Scope ofcustomization? You can You Should not  Choose what competencies  Add/Remove the and behaviour levels are competencies developed and required at each stage of AIESEC XP  Change the Behaviour and Competencies definitions  Choose what different  Change the Logic of the competencies and behaviour Model levels you want for each role in your LC(s)
  8. 8. Global Competency ModelCustomization ExampleLet’s say these were the competencies and behaviourlevels for a leadership role. (We have given a lot of thought onputting the right competencies and level of behaviour levels of what anindividual develops at each stage) Foundation Knowledgeble Proficient Advanced Competencies Behaviour 1 Behaviour 2 Behaviour 3 Behaviour 4 Comp X X Comp Y X Comp Z X Comp A X
  9. 9. Global Competency Model This is how you can customize it, if you want. Foundation Knowledgeble Proficient Advanced Competencies Behaviour 1 Behaviour 2 Behaviour 3 Behaviour 4 Competency X X Competency Y X Competency C X Competency B X Customized Customized Competencies Behaviour LevelsNote! All competencies (X,Y,C,B etc.) are chosen from the 16 competencies of the model.
  10. 10. Global Competency ModelHow does an Individual work with aCompetency Model? An Individual first understands what the competencies are and how can they affect his/her personal development He or she assesses his competencies at the start of each role they assume as well as every three months Gets feedback from Mentor/Team leader Identifies his/her Strengths and Development needs Makes his personal Learning Plan and Sets goals based on the competencies he wants to develop
  11. 11. Global Competency ModelOne Important thing Self Assessment is critical every 3 months It is important for us to understand that for each stage or role, Individuals can Choose to focus on certain competencies because they feel that they need to develop those/or they feel that they have the others So an Individual can prioritize “n” number of competencies for each stage and he does not need to make plans for development of all 16 competencies, otherwise he/she will loose focus
  12. 12. Global Competency ModelThe Process for an IndividualEvery 3 Months Self Assessment Feedback from Mentor/ Team leader Identify Strengths and Weaknesses Personal Learning Plans Setting Goals
  13. 13. Global Competency ModelSetting Goals My LC My Team Me Working goalsSMART GOALS Development goalsSpecificMeasurableAchievableResult orientatedTime bound
  14. 14. Global Competency ModelDocuments Used Use the Individual Learning Plan and Goal Setting to understand the process and give it to your members to follow the process
  15. 15. Global Competency ModelHow does an LC work with aCompetency Model? An LC aligns its Talent Management Processes to the competency Framework
  16. 16. Global Competency ModelAligning Talent Planning In a Talent Planning exercise answer the question of “ what kind of people you want for your LC” by identifying competencies which would become the criterion for selection of new members Example Number of People Needed Kind of People Needed – Competencies and behaviour Levels 20 Competency A, B,C, D Selection Criterion
  17. 17. Global Competency ModelAligning Selections You can align selections at Pre-Induction, Post-Induction, Leadership Role and Exchange role of the AIESEC Experience with the competency framework The competencies identified at the Talent Planning stage becomes the criterion for new member recruitment Likewise you can also Identify competencies and Desired levels of behaviours under each competency as benchmarks or selection criterions for that stage You also need to Assess SKILLS, and for that you need to Identify which skills you need for each positions and what level of skills you need for that position – The levels are(1-4) Basic, Average, Good, Excellent
  18. 18. Global Competency ModelSelection Process Identify Competencies and skills you want to assess for all Stages Set up a Selection process – clarify everyones role and prepare all parties involved Asses Individuals on Competencies and Skills
  19. 19. Global CompetencyExample ModelCriterion Sheet Foundation Knowledgeble Proficient AdvancedCompetencies Behaviour 1 Behaviour 2 Behaviour 3 Behaviour 4Comp X XComp Y XSkills Basic Average Good ExcellentSkill A XSkill B XRating Sheet Foundation Knowledgeble Proficient AdvancedCompetencies Behaviour 1 Behaviour 2 Behaviour 3 Behaviour 4Comp XComp YSkills Basic Average Good ExcellentSKill ASkill B
  20. 20. Global Competency ModelDocuments used for Selections The Global Selection System – Word Doc Selection Systems – To help you understand different competencies and Behaviours can be benchmarked for selections How to set up a Selection Process – Methods that can used for selection Selection Sheets – to Help you customize the selections to your own reality, including rating form How to set up an Interview – effective Interviewing Competency Based Interview Questions
  21. 21. Global Competency ModelAligning Performance Assessments You can align performance assessment for each stage of AIESEC experience Assess People on their Professional goals (work performance) and as well on the Personal goals (competencies and skill development) they develop on that stage every 3 months
  22. 22. GlobalAssessment Process Competency Model Set criterions for Assessment Set up an Assessment process Prepare the members and team leaders for assessment Assess Personal and Professional Goals Give Feedback and Identify Strengths and Development Needs Training and Education needs Make a Development Plan
  23. 23. Example Global Competency ModelCompetencies and Skills Assessment ADVANCED PROFICIENT KNOWLEDGABLE IMPROVEMENTCompetenciesComp ASkills Basic Average Good ExcellentSkill A Goals Assessment Professional/personal Goals Specific Objective Results Achieved/Non Comments achievement
  24. 24. Global Competency ModelDocuments used for performanceAssessment Global Performance Assessment System – Introduction to the Idea Member Guide to Performance Assessment Team Leader’s Guide to performance assessment Performance Assessment Sheets – To customize it to your Local Reality Member Development Plan
  25. 25. Global Competency ModelAligning Rewards and Recognition Rewards and Recognition should be aligned, based on how a Team or an Individual delivers on his work performance and on his/her competency development All members of the organization should know about the criterion of a R&R system from the beginning
  26. 26. Rewards and Recognition Global Competency ModelProcess Set criterions for Individual and Team Set up an Rewards and Recognition R&R System Educate People on the R&R Process Align the R&R with Performance Assessment Rewards high work Performance and competency Development
  27. 27. Global Competency ModelDocuments Used for R&R Global Rewards and Recognition System
  28. 28. Global Competency ModelAligning Member Development Give opportunities to your members based on their Learning needs which you have assessed through the performance assessments The stronger your LC learning environment would be, the stronger the competency development would be
  29. 29. Global Competency ModelAligning Member Education Assess Competencies gap in the LC and to make a Member Education Cycle (MEC) based on it Develop strengths of members to increase AIESECs impact Design Training and Education both off & on the job leaning Create a coaching culture Ensure succession pipeline
  30. 30. Global Competency ModelExample Name of Goals Competency and Skill Education/ Completion Member needed Training Date NeededXYZABCSYJ
  31. 31. Global Competency ModelAligning Talent Pipeline Maintain a record of your membership, how many people on what stages of AIESEC XP and what are their needs Manage Membership’s lifecycles – an approximation of what possible role they might assume next Identify your Talented people and Fast Track them Succession Planning – for your leadership positions, identify the key people who you want to see on those positions
  32. 32. Global Competency ModelDocuments used for Talent Pipeline Talent Pipeline Management

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