Competency development

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Competency development

  1. 1. “…BELIEVE THAT LASTING ORGANIZATIONAL CHANGETAKES PLACE ONLY THROUGHCOMPENTENCY DEVELPOMENT
  2. 2. CompetenciesSkills , knowledge and personalcharacteristics which are vital forthe successful delivery of desiredresults.
  3. 3. CompetenciesCompetencies are visible by :• measurable Results and• perceived Behavior andAttitude
  4. 4. Know Talenthow Experience
  5. 5. Know talentshow - what you have learned - what you can do - how and when you can apply it experience
  6. 6. The experience you have undergoneThe experience you have integrated Knowin your daily behavioral talents how The experience you are aware of
  7. 7. - AmbitionKnow-how Motivations Talent- Genes experience
  8. 8. BehaviorKnowledge Results Values Motives Genes Drives Skills
  9. 9. Types of competencies• MANAGERIAL: – give direction – organize work processes – motivate people• ORGANIZATION/UNIT – client satisfaction – communications – work planning – collaboration – management support• FUNCTIONAL – deliver results – improve processes
  10. 10. What is valuable – the need to build Leadership? • Entrepreneurship • Strategic ThinkingSome • Make Moneyexamples • Know the Business • Leadership • People Skills • Corporate Values
  11. 11. Define each competency • Set Aggressive goals – Drives for results – demonstrates a strong commitment to organizational successStrategic Thinking – Works to do what is best for all stakeholders. • Financial Acumen – Understand the meaning andMakes Plan implications of key financial indicators – Manages overall financialEntrepreneurship performance – Leads sound financial processes tailored to maximize profitability Knows the Business • Driving Execution – Assigns clear authority and accountabilityLeadership – Manage change, while maintaining operating effectiveness – Integrates efforts across units and functions,People Skills – monitors results, tackles problems directly and with urgency
  12. 12. Example DefinedENTREPRENEURSHIP• Challenge the status quo and championing new ideas and initiatives• Identifying new business opportunities and making them a reality• Taking responsibility for decisions, actions and results• Driving for results and success with a sense of urgency and persisting despite obstacles and opposition
  13. 13. What is needed ?Competency Development
  14. 14. Manage Competency Development•Know what matters most in the job•Develop clear picture of where organization going•Set specific goals and dates to achieve that vision get inputfrom the people affected by the CHANGE•Outline the transition state in detail•Determine action to achieve the desired CHANGE•Develop/execute plan for managing transition
  15. 15. Architecture to competency developmentSHARED MIND-SET• To what extent does our company have the right culture?COMPETENCE• To what extent does our company have the required HR knowledge, skills and abilities?CONSEQUENCE• To what extent does our company have the appropriate HR measures, rewards and incentives?G0VERNANCE• To what extent does our company have the right organisational structure, communications systems, and policies?CAPACITY FOR CHANGE• To what extent does our company have the ability to improve work processes, to CHANGE, and to learn?LEADERSHIP• To what extent does our company have the leadership to achieve its goals?
  16. 16. Critical factors for Competency DevelopmentKEY SUCCESS FACTORS FOR COMPETENCY DEVELOPMENT• Leading CHANGE (Who is responsible?)• Creating a shared Need (Why do it?)• Shaping a Vision (What will it look like when we are done?)• Mobilising/commitment (Who else needs to be involved)• Modifying systems/structures (How will it be institutionalised?)• Monitoring progress (How will it be measured?)• Making it last (How will it get started and last?)
  17. 17. How to beSuccessful… DELIVERING VALUE MAKES MONEY •Innovation Management •Timely decision making •Drive for results •Customer focus SUCCESS FACTORS PEOPLE AND TEAM BUSINESS LEADERSHIP LEADERSHIP •Managing vision & purpose •Interpersonal effectiveness •Functional excellence •Building effective teams •Dealing ambiguity •Withstands pressure •Strategic with capability •People development •Business acumen •Takes ownership •Financial acumen
  18. 18. This mix of Competency Factors change . . . DELIVER HR PEOPLETOP: STRATEGIES LEADERSHIP MANAGEMENT DELIVER HR PEOPLEMIDDLE: RESULTS LEADERSHIP MANAGEMENT DELIVER HR PEOPLEENTRY: PROGRAM LEADERSHIP MANAGEMENT

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