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Competency model ver 2  210109
Competency model ver 2  210109
Competency model ver 2  210109
Competency model ver 2  210109
Competency model ver 2  210109
Competency model ver 2  210109
Competency model ver 2  210109
Competency model ver 2  210109
Competency model ver 2  210109
Competency model ver 2  210109
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Competency model ver 2 210109

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  • 1. Competency Based Management Development Framework Training and Development
  • 2.  Page 2 Contents  A. Leadership Development Framework  B. Leadership Practices Model  C. Management Development Competency  D. Training and Development Gap Analysis  E. Multiyear Development  F. 2009 Plan for Management Development  G. Executive Level  H. Manager Level  I. Supervisor Level  J. Senior Manager Level  K. TNA and Bonus  L. Individual Development Plan  M. Evaluation
  • 3.  Page 3 A. Lean Leadership Framework •Managing Self Managing Self •Emotional Intelligence / Self-Awareness •Self-Confidence •Self-Development •Building Trust and Personal Accountability •Resilience and Stress Tolerance •Action Orientation •Time management •Flexibility and Agility •Critical and Analytical Thinking •Creative Thinking Managing the Business •Problem solving •Decision Making •Managing and Leading Change •Driving Innovation •Customer Focus •Resource management •Operational and Tactical Planning •Results Orientation •Quality Orientation •Mastering Complexity •Business and Financial Acumen •Strategic Planning •Strategic Thinking •Global perspective •Organizational Savvy •Organizational Design •Human Resources Planning •Monitoring the External Environment •Core Functional / technical Skills Managing Others •Oral Communication •Written Communication •Valuing Diversity •Building Teams •Networking •Partnering •Building Relationships •Emotional Intelligence / Interpersonal Savvy •Influencing •Managing Conflict •Managing People for Performance •Clarifying Roles and Accountabilities •Delegating •Empowering others •Motivating others •Coaching •Developing Top Talent Leadership Practices •Model the way •Encourage the heart •Challenge the process •Enable others to act •Inspired a shared vision Values •Customer Focus •Intergrity •Performance •Respect for People •Managing Business •Managing Others
  • 4.  Page 4 Competency  Definition: The ability to do something well. It covers skills, knowledge and behaviors or attitudes  Two components of Management Development Framework A. Leadership Culture = Leadership Practices by Kauzes and Posner Model B. Management Development Competency based on AMA model Managing Self Managing Others Managing Business
  • 5.  Page 5
  • 6.  Page 6 B. Leadership Culture Development  Leadership Practices (Kauzes and Posner Model)  The Five Practices of Exemplary Leadership® resulted from an intensive research project to determine the leadership competencies that are essential to getting extraordinary things done in organizations. To conduct the research, Jim Kouzes and Barry Posner collected thousands of "Personal Best" stories—the experiences people recalled when asked to think of a peak leadership experience.
  • 7.  Page 7 5 leadership Practices
  • 8.  Page 8 C. Management Development Competency Model
  • 9.  Page 9 Modification of Competency Model  Selection of Competency – consensus among management, manager, subordinates  Selection of Behaviors – consensus among management, manager, subordinates  Communicate to the masses  Access of documents in server  Implementation of Competency Based Training and Development  Implementation of Competency Based Interview Process  Implementation of Competency Based Performance Management
  • 10.  Page 9 Modification of Competency Model  Selection of Competency – consensus among management, manager, subordinates  Selection of Behaviors – consensus among management, manager, subordinates  Communicate to the masses  Access of documents in server  Implementation of Competency Based Training and Development  Implementation of Competency Based Interview Process  Implementation of Competency Based Performance Management

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