HR management module by Norberto Cercado

5. Define what is required of employees to perform
successfully
• Review of Job description – actual vs ideal
• List actual daily jobs
• Sort into recurring and project jobs
• Conduct time and motion study – base on actual employee assessment
• Review time & motion study to assess and compare with ideal JD
• After review determine overload staff and underload
• Re-allocate jobs from overload to underload
• Properly allocate time to recurring jobs any excess for project jobs
• Re-run within a month new job structures measuring competencies of
every staff – KPI : To lessen allocated time each job after 2 months
• As a results of competencies of each staff new projects can be inserted
into the JD’s
• Any in-competencies shall be root cause analyzed if load driven or work
attitude driven

6. Competence is the ability of an
individual to do a job properly

7. Job properly
RIGHT
TIME

8. Some scholars see "competence" as a combination of
practical and theoretical knowledge,
cognitive skills, behavior and values used to improve
performance; or as the state or quality of being
adequately or well qualified, having the ability to
perform a specific role. For
instance, management competency might include
systems thinking and emotional intelligence, and skills
in influence and negotiation.

10. The four stages of competence
• Unconscious incompetence - the individual does not understand or know how to
do something and does not necessarily recognize the deficit. They may deny the
usefulness of the skill. The individual must recognize their own incompetence, and
the value of the new skill, before moving on to the next stage. The length of time
an individual spends in this stage depends on the strength of the stimulus to learn.
• Conscious incompetence - though the individual does not understand or know
how to do something, he or she does recognize the deficit, as well as the value of a
new skill in addressing the deficit. The making of mistakes can be integral to the
learning process at this stage.
• Conscious competence - the individual understands or knows how to do
something. However, demonstrating the skill or knowledge requires concentration.
It may be broken down into steps, and there is heavy conscious involvement in
executing the new skill.
• Unconscious competence - the individual has had so much practice with a skill
that it has become "second nature" and can be performed easily. As a result, the
skill can be performed while executing another task. The individual may be able to
teach it to others, depending upon how and when it was learned.

11. Competency is sometimes thought of as being shown
in action in a situation and context that might be
different the next time a person has to act. In
emergencies, competent people may react to a
situation following behaviors they have previously
found to succeed. To be competent a person would
need to be able to interpret the situation in the
context and to have a repertoire of possible actions to
take and have trained in the possible actions in the
repertoire, if this is relevant. Regardless of training,
competency would grow through experience and the
extent of an individual to learn and adapt.

12. Core competency differentiate an organization from its
competition and create a company’s competitive advantage in
the marketplace. An organizational core competency is its
strategic strength.

13. Competencies provide organizations with a way to define in behavioral terms what it is
that people need to do to produce the results that the organization desires, in a way
that is in keep with its culture.
By having competencies defined in the organization, it allows employees to know
what they need to be productive. When properly defined, competencies, allows
organizations to evaluate the extent to which behaviors employees are demonstrating
and where they may be lacking.
For competencies where employees are lacking, they can learn. This will allow
organizations to know potentially what resources they may need to help the employee
develop and learn those competencies.
Competencies can distinguish and differentiate your organization from your
competitors. While two organizations may be alike in financial results, the way in
which the results were achieve could be different based on the competencies that fit
their particular strategy and organizational culture.
Lastly, competencies can provide a structured model that can be used to integrate
management practices throughout the organization. Competencies that align their
recruiting, performance management, training and development and reward practices
to reinforce key behaviors that the organization values.