Your SlideShare is downloading. ×
0
Creating value through competencies
Creating value through competencies
Creating value through competencies
Creating value through competencies
Creating value through competencies
Creating value through competencies
Creating value through competencies
Creating value through competencies
Creating value through competencies
Creating value through competencies
Creating value through competencies
Creating value through competencies
Creating value through competencies
Creating value through competencies
Creating value through competencies
Creating value through competencies
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Creating value through competencies

3,487

Published on

Published in: Technology, Business
1 Comment
0 Likes
Statistics
Notes
  • Appreciate with thanks.
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
  • Be the first to like this

No Downloads
Views
Total Views
3,487
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
254
Comments
1
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. "Creating Value through Competencies"
  • 2. What Are Competencies ? Knowledge Skills Attitude Personality Context Job or Role
  • 3. CccCompetence Competency
    • Competence concentrates on the outcomes of job performance. (WHAT has been achieved)
    • Competency focuses on the behaviours that cause that outcome. (HOW was it achieved)
    Competence Vs Competency
  • 4. Competencies Defining Competencies ROLE PERSON ORGANISATION COMPETENCY
  • 5. Why Competencies ?
    • If people know what the success factors are, they attempt to develop them.
    • Competencies offer a more specific and objective basis to define personal factors.
    • Competencies can be used to integrate the various processes on a common objective platform.
  • 6. f Competencies
    • Behaviorally anchored
    • Specific and observable
    • Reflect organizational culture and vocabulary
    • Visionary and forward looking
    • Few and critical (Not more than 8)
    • Discrete
    Characteristics of Good Competency
  • 7.
    • Empirical – Bespoke - Tailored
    • Off the Shelf – Ready made
    • Customized - Adjusted
    AAAA Approaches
  • 8. Bespoke
    • Job analysis
    • Identifying high performers
    • Identifying competencies
    • Defining competencies
    Bespoke
  • 9. MM Of Job Analysis And Competency Identification
    • Diary method
    • Structured interviews
    • Critical incident method
    • Repertory grid method
    Methods of Job Analysis and Competency Identification
  • 10.
    • McBer Generic Competencies
    • Achievement and action competencies
    • Managerial competencies
    • Influencing competencies
    • Personal effectiveness competencies
    • Cognitive competencies
  • 11. MModels Of Competencies
    • Managing tasks
    • Managing people
    • Communicating
    • Thinking creatively
    • Working with information
    Models of Competencies
  • 12. Benefits of Competency Models in HRM Systems
    • Selection
    • Provides a complete picture of the job requirements
    • Increases the likelihood of hiring people who will succeed in the job
    • Minimizes the investment (both time and money) in people who may not meet the company’s expectations
    • Ensures a more systematic interview process
    • Helps distinguish between competencies that are trainable and those that are more difficult to develop
    Benefits of Competency Models in HRM Systems
  • 13. Benefits of Competency Models in HRM Systems
    • Training and Development
    • Enables people to focus on the skills, knowledge, and characteristics that have the most impact on effectiveness
    • Ensures that training and development opportunities are aligned with organizational values and strategies
    • Makes the most effective use of training and development time and dollars
    • Provides a framework for ongoing coaching and feedback
    Benefits of Competency Models in HRM Systems
  • 14. Benefits of Competency Models in HRM Systems
    • Appraisal
    • Provides a shared understanding of what will be monitored and measured
    • Focuses and facilitates the performance appraisal discussion
    • Provides focus for gaining information about a person’s behavior on the job
    Benefits of Competency Models in HRM Systems
  • 15. Benefits of Competency Models in HRM Systems
    • Succession Planning
    • Clarifies the skills, knowledge, and characteristics required for the job or role in question
    • Provides a method to assess a candidate’s readiness for the role
    • Focuses training and development plans to address missing competencies
    • Allows an organization to measure its “bench strength” (number of high-potential performers)
    Benefits of Competency Models in HRM Systems
  • 16. KPAs of Level 2 Work Environment Communication Staffing Performance Mgmt Training Compensation Organizational Performance Alignment Competency Based Assets Mentoring Competency Development Knowledge and Skills Analysis Training and Development Competency Integration Empowered Workgroups Workgroup Development Participatory Culture Communication and Coordination Quantitative Performance Management Competency Based Practices Career Development Compensation Performance Management Work Environment Organizational Capability Management Workforce Planning Staffing Continuous Workforce Innovation Continuous Capability Improvement PCMM & Competencies PCMM & Competencies Levels 5 Optimizing 4 Predictable 3 Defined 2 Managed Building Competencies Building workgroups & culture Motivating and managing performance Shaping the workforce

×