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  • - Scope: MIEIC
  • What is a competence? Why is it important? Importance of an organization’s workforce in its corporate performance...- An effective management of competences is **vital**
  • - Scope: MIEIC
  • - Scope: MIEIC
  • - Scope: MIEIC
  • - Competitiveness / Strategic competitive advantage
  • Conclusões! *ufa*
  • FALAR DE ROI

Transcript

  • 1. 2010-03-26 @ Porto, PORTUGAL
    A Competence Management System towards Increased Corporate Success
    Gabriela Soares
  • 2. Overview
    Motivation & Goals
    Competence Management
    Competence Management Systems
    iKnow: a General Purpose CMS
    Requirements Analysis
    Solution Specification
    Prototype Deployment
    Conclusions and Future Work
  • 3. Motivation
    Competence Management
    Leading practice in HR management
    Sustained competitive advantage through workforce knowledge
    Critical Manufacturing
    Lack of a Competence Management strategy
    Lack of modern competence appraisal and reporting tools
    Need for a flexible tool for competence mapping, evaluation, development and monitoring
    Lack of a Competence Management strategy
    Lack of modern competence appraisal and reporting tools
    Need for a flexible tool for competence mapping, evaluation, development and monitoring
    Lack of a Competence Management strategy
    Lack of modern competence appraisal and reporting tools
    Need for a flexible tool for competence mapping, evaluation, development and monitoring
    Lack of a Competence Management strategy
    Lack of modern competence appraisal and reporting tools
    Need for a flexible tool for competence mapping, evaluation, development and monitoring
    Lack of a Competence Management strategy
    Lack of modern competence appraisal and reporting tools
    Need for a flexible tool for competence mapping, evaluation, development and monitoring
    Lack of a Competence Management strategy
    Lack of modern competence appraisal and reporting tools
    Need for a flexible tool for competence mapping, evaluation, development and monitoring
    Opportunity
  • 4. Goals
    IT supported strategy
    Study of CM key concepts and challenges
    State-of-the-art review of CMSs and main features
    Implementation of a working CMS prototype
    Proposal of a CMS suitable for a given organization
    Critical Manufacturing
    Instantiation
    System ought to be generic enough to be marketed externally
    System ought to be generic enough to be marketed externally
    Proof-of-concept
    Competence Management
  • 5.
  • 6. Competence Management
    The Knowledge Era
    Resource-based view of the corporation
    Business scenario highly mutable and heterogeneous
    Efficient management of corporation’s talent pool
  • 7. Competence Management
    The Knowledge Era
    Resource-based view of the corporation
    Business scenario highly mutable and heterogeneous
    Efficient management of corporation’s talent pool
    Why manage competences?
    Impact on the organization structure
    Impact on the organization structure
    Application Areas
    Strategic
    Tactical
    Operational
  • 8. Competence Management
    The Knowledge Era
    Resource-based view of the corporation
    Business scenario highly mutable and heterogeneous
    Efficient management of corporation’s talent pool
    Why manage competences?
    Impact on the organization structure
    Application Areas
    Application Areas
    Strategic
    Tactical
    Operational
    Workforce planning
    Management
    Career development
    Succession planning
  • 9. Competence Management
    The Knowledge Era
    Resource-based view of the corporation
    Business scenario highly mutable and heterogeneous
    Efficient management of corporation’s talent pool
    Why manage competences?
    Impact on the organization structure
    Application Areas
    Application Areas
    Strategic
    Tactical
    Operational
    Workforce planning
    Management
    Recruitment
    Learning
    Performance
    Career development
    Succession planning
  • 10. Benefits
    Competence Management
    Corporate Goals
    More accurate mapping of internal competences to organizational goals
  • 11. Benefits
    Competence Management
    Corporate Goals
    More accurate mapping of internal competences to organizational goals
    Systematic competence development strategy
    Effective targeting
    Granularity
    Increased management awareness
  • 12. Benefits
    Competence Management
    Corporate Goals
    More accurate mapping of internal competences to organizational goals
    Systematic competence development strategy
    Competence matching
    Top down corporate competences overview
    Effective targeting
    Granularity
    Increased management awareness
    Project teams staffing
    Job profiles
    Overall management improvement of the core corporate asset
    Increased flexibility, speed and accuracy by identifying who knows what on a global basis
  • 13. Benefits
    Competence Management
    Corporate Goals
    More accurate mapping of internal competences to organizational goals
    Systematic competence development strategy
    Competence matching
    Top down corporate competences overview
    Effective targeting
    Granularity
    Increased management awareness
    Project teams staffing
    Job profiles
    Knowledge Capital
    Increased flexibility, speed and accuracy by identifying who knows what on a global basis
  • 14. Sustained Competitive Advantage
  • 15. Strategic Perspective
    Competence Management
    Vernhout (2007)
    Organization goals
    Competence
    management
    Performance
    appraisal
    Competence
    development
  • 16. Strategic Perspective
    Competence Management
    Vernhout (2007)
    Role, Opportunities, Threats
    Organization goals
    Competence
    management
    Performance
    appraisal
    Competence
    development
  • 17. Strategic Perspective
    Competence Management
    Vernhout (2007)
    Organization goals
    Needed competences
    Competence
    management
    Performance
    appraisal
    Competence
    development
  • 18. Strategic Perspective
    Competence Management
    Vernhout (2007)
    Organization goals
    Inventory
    Competence
    management
    Performance
    appraisal
    Determine
    present
    competences
    Competence
    development
  • 19. Strategic Perspective
    Competence Management
    Vernhout (2007)
    Organization goals
    Competence
    management
    Performance
    appraisal
    ‘Fit’ analysis
    Competence
    development
  • 20. Strategic Perspective
    Competence Management
    Vernhout (2007)
    Organization goals
    Competence
    management
    Performance
    appraisal
    Competence
    development
    Increase ‘fit’, reduce gap between
    needed and current competences
  • 21. Strategic Perspective
    Competence Management
    Vernhout (2007)
    Organization goals
    Competence
    management
    Performance
    appraisal
    Effective work behaviour
    Competence
    development
  • 22. Strategic Perspective
    Competence Management
    Vernhout (2007)
    Organization goals
    Evaluation
    Competence
    management
    Performance
    appraisal
    Competence
    development
  • 23. Strategic Perspective
    Competence Management
    Vernhout (2007)
    Organization goals
    Goals
    refinement?
    Competence
    management
    Performance
    appraisal
    Competence
    development
  • 24. Strategic Perspective
    Competence Management
    Vernhout (2007)
    Organization goals
    Competence
    management
    Performance
    appraisal
    Competence
    development
  • 25. Strategic Perspective
    Competence Management
    Draganidis et al. (2006)
    Competence
    mapping
    Competence
    diagnosis
    Competencedevelopment
    Competencemonitoring
  • 26. Strategic Perspective
    Competence Management
    Draganidis et al. (2006)
    Competence
    mapping
    Competence
    diagnosis
    Competencedevelopment
    Competencemonitoring
    Needed
    competences vs.
    corporate goals
  • 27. Strategic Perspective
    Competence Management
    Draganidis et al. (2006)
    Competence
    mapping
    Competence
    diagnosis
    Competencedevelopment
    Competencemonitoring
    Inventory and
    gap analysis
  • 28. Strategic Perspective
    Competence Management
    Draganidis et al. (2006)
    Competence
    mapping
    Competence
    diagnosis
    Competencedevelopment
    Competencemonitoring
  • 29. Strategic Perspective
    Competence Management
    Draganidis et al. (2006)
    Competence
    mapping
    Competence
    diagnosis
    Competencedevelopment
    Competencemonitoring
    Performance appraisal
    Requirements redefinition
  • 30. Key Challenges
    Competence Management
    How to define a competence ?
    Context-dependant definition
    Multiple interpretations
    Non-atomic
    Competence modelling
    Competence profiling
    How to build competence profiles ?
    Set of competences to excel in a task
    Multiple concept applications
    Useful for gap analysis
  • 31. Competence Management Systems
    Common Features
    Competence mapping
    Competence diagnosis
    Behaviors associated to specific competences
    Competence definition according to corporate identity
    Categories
    Proficiencyscales
    Tracking by position, department or company wide
    Gap analysis tools
  • 32. Competence Management Systems
    Common Features (cont.)
    Competence development
    Competence monitoring
    Link of competence gap analysis to personalized learning path
    Assessment tools
  • 33. Key Challenges - Revisited
    Competence Management Systems
    How to define a competence ?
    IEEE Reusable Competency Definition
    HR-XML
    Simple Reusable Competency Map
    OntoProPer
    Competence modelling
    Competence profiling
    Competences cannot be directly measured, sensed or observed.
    Self or external assessment
    Community expert finding
  • 34. iKnow: a General Purpose CMS
  • 35. Motivation
    iKnow
    Ad hoc management
    Lack of a centralized competence repository transversal to all business key
    activities
    Large set of workers and projects
    Internal systems do not sustain a CM strategy
    Exponential competence matching complexity
    Design of a suitable CMS for Critical Manufacturing,
    yet comprehensive enough for external corporations
  • 36. Requirements Analysis
    iKnow
    User role hierarchy
    Users characteristics & restrictions
    Assumptions and dependencies
    External interface requirements
    Web-based nature
    User
    Hardware
    Software
    Communication
  • 37. Requirements Analysis
    iKnow
    User stories
    Use case models
    Functional requirements
    Supplementary requirements
    Portability
    Usability
    Efficiency
    Reliability
    Security
    Extensibility
    Maintenance
    Compatibility
    Internationalization
  • 38. iKnow - Requirements Analysis
    Identified Modules
    Competence evaluation
    Competence derivation
    Wishlist
    Basic management
    Hierarchy
    Competence profile
    Competence grouping
    Import/export
    Core Competence Management
    Training
    Gap analysis
    Evaluation
    Lookup
  • 39. iKnow - Requirements Analysis
    Identified Modules
    Talent
    Dashboard
    Gadgets
    Social Network
    Security/Privacy
    Coaching
    Sniffing
    Scouting
  • 40. iKnow - Requirements Analysis
    System Actors
  • 41. iKnow - Requirements Analysis
    Use Case Example
  • 42. iKnow
    Solution Specification: Technology Platform
    Final decisions
    Design patterns
    Presentation
    ASP .NET MVC
    Spring .NET
    jQuery
    Telerik Extensions for ASP .NET MVC
  • 43. iKnow
    Solution Specification: Technology Platform
    Final decisions
    Database
    Interoperability
    PostgreSQL
    Npgsql
    RESTful Web Services (Windows Communication Foundation)
  • 44. High Level Design
    iKnow – Solution Specification
    Physical architecture
  • 45. High Level Design
    iKnow – Solution Specification
    Logical architecture
  • 46. iKnow – Solution Specification
    CM Key Challenges
    How to define a competence ?
    Based on HR-XML
    Hierarchy
    Groups
    Competence modelling
    Competence profiling
    How to build competence profiles ?
    Competences associated to workers
    Workers associated to competence groups
    Gap analysis for sustained competence diagnosis and development
  • 47. Prototype Deployment
    iKnow
    Core Competence Management
    Security/Privacy
    Approached features
    Validation and acceptance
    Competence mapping
    Competence diagnosis
    Competence development
    Competence monitoring
    Unit tests
  • 48.
  • 49.
  • 50.
  • 51.
  • 52.
  • 53.
  • 54.
  • 55. Contributions
    Sustained competitive advantage
    Key strategic stages (mapping, diagnosis, development and monitoring)
    Comprehensive and generic CMS
    Competence Management
    Critical Manufacturing case study
    Fully documented software development cycle
    Adaptable to external organizations
    A Competence Management System towards
    Increased Corporate Success
  • 56. Future Work
    Critical’s system interoperability
    RESTful web services
    Remaining use case models
    Social Network
    Competence concept formalization
    Distributed artificial intelligence techniques
    Goal programming model
    Fully deployed CMS
    Portlets
    Ontology-based models (Draganidis and Mentzas, 2006)
    MACIV system (Oliveira et. al, 1997)
    Preference-based project and training assignment (Peters and Zelewski, 2005)