Soghas competency assignment [repaired]


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Soghas competency assignment [repaired]

  1. 1. Application of Competencies in SOGHAS University College CONSULTANTS: Seth O. Asamoah Samuel Y.Okuada Goffa Hayford 23rd March, 2014
  2. 2. • Introduction • Core Values • Competency defined & a model • Categories of competency -Managerial competency -Technical competency -Personality competency • Conclusion • References OVERVIEW
  3. 3. • Competencies - Key to organizational development and growth - Used to detect differences between average and excellent managers - As a tool to effect changes in the head, heart and hands of an individual (3H,s) INTRODUCTION
  4. 4. • INTEGRITY- defending the interest of the organization • PROFESSIONALISM-maintaining the standards of the organization and • CULTURAL SENSITIVITY-respecting the views of all stakeholders. OUR CORE VALUES AND WHY?
  5. 5. • Competency for a job can be defined as a set of human attributes that enables an employee to meet and exceed expectation of his internal as well as external customer and stake holders. WHAT IS “COMPETENCY”?
  6. 6. • Competencies are based on 1. Knowledge: - information accumulated in a particular area of expertise (e.g., accounting, selling, servicing, management) 2. Skills: - the demonstration of expertise (e.g., the ability to make effective presentations, or to negotiate successfully) 3. Attitude: - self-concept, values, self-image and behaviors COMPETENCY AS A TOOL
  7. 7. Competency=Knowledge x Skill x Attitude[KSA] COMPETENCY VARIABLES Competency Knowledge Skill Attitude Superior Job Performance
  8. 8. 1. Managerial Competency Competency which are essential for employees with managerial or supervisory responsibility in any functional area including directors and senior post. 2..Technical/Functional competency Specific competency which are considered essential to perform any job in the organization within a defined technical or functional area of work. 3. Personality Competency Competencies which are considered essential for all employees regardless of their function or level COMPETENCY– BROAD CATEGORIES
  9. 9. MANAGERIAL COMPETENCY KnowingtheOrganization LeadingandManagingPeople ManagingResources CommunicatingEffectively Planning Organizing Successful Manager
  10. 10. • Planning is concerned with 'what', 'how’, and 'when' of performance • Strategic Planning-guiding members of the SOHGAS envision its future and develop the necessary procedures and operations to achieve that future. Eg. SOGHAS 5 year Strategic Plan “VMOST model” MANAGERIAL SUB-COMPETENCY – PLANNING
  11. 11. • Organizing involves -identification of activities -grouping of activities into jobs -assignment of these jobs and activities to departments and individuals -delegation of responsibility and authority for performance. MANAGERIAL SUB-COMPETENCY – ORGANIZING
  12. 12. • Job Factors • Direction • Organizing and planning • Resource mobilization • Coordination • Execution MANAGERIAL SUB-COMPETENCY – ORGANIZING
  13. 13. • The ability to perform the activities within an occupation to a defined standard, consistently and over time. • Sub-competences of Technical Competency. These include : • Data Management Skills , Equipment handling or Program Knowledge, Presentation skills and ICT Skills, Policy and Planning Skills and Subject matter expertise TECHNICAL COMPETENCY
  14. 14. TECHNICAL COMPETENCY MODEL Technical Competency Data Management Skills Equipment handling or Program Knowledge Presentation skills and ICT Skills Subject matter expertise •Fixing Projectors •Preparing power point slides •Modeling concepts into diagrams •System software development •Accounting & Software •HRM and Audit
  15. 15. • Personal competencies are personal traits and abilities that affect your results in the workplace and in life. • Sub-competences of Personal Competency, These include -self-awareness, drive -relationship skills -Confidence -Teamwork -Interpersonal and communication skills PERSONALITY COMPETENCY
  16. 16. Personality CompetencyPERSONAL COMPETENCY MODEL Personal Competency Confidence relationship skills Teamwork Interpersonal & communication skills •Willingness to share information & own expertise • Participation actively in achieving group goals •Demonstrate interest in helping others solve problems •Express ideas, thought and concepts clearly in writing •Demonstrate the ability to convey thought & express ideas effectively •Relates effectively to others
  17. 17. SOGHAS UNIVERSITY COLLEGE TRAINING AND DEVELOPMENT PROJECT Performance Goal : Proficiently perform managerial and technical functions, roles and responsibilities in accordance with the training policies and procedures through effective leadership. Technical Competencies • Contribute expertise to the College’s Occupational Health and Safety Analysis(OHSA) • Develop ICT infrastructure plan to support the training and development • Participate in the procurement of training equipment and logistics Personality Competency • Manage bahaviours associated with emotional responses in self and others • Demonstrate respect for ALL persons and culture • Act within the scope of one’s legal authority Managerial Competency • Develop continuous professional development policy • Conduct training needs analysis on SOGHAS Staff • Participate in improving the organizations capacities (including but not limited to programmes, plans, policies ,laws and workforce training
  18. 18. CONCLUSION • Competency is a valuable tool to the performance, survival and sustainability of an organization. • To SOGHAS, knowledge and skills is not enough to perform a job at the University College but deeply rooted competencies in an individual‘s social role, self-image, traits, and motives(attitude) accurately determine high potential candidates.
  19. 19. REFERENCES • ARMSTRONG,M. – STEPHENS,T.( 2008). Management a Leadership, Grada Publishing, ISBN 978-80-247-2177-4, Praha • BOYATZIS, R. E.( 1982). The competent manager: a model for effective performance. Wiley, ISBN: 0-471- 09031-x, New York • BOYATZIS, R. E.( 1982). The competent manager: a model for effective performance, Wiley, ISBN: 0-471- 09031-x, New York • WHIDDETT, S. – HOLLYFORDE, S.( 2003). A practical guide to competencies: How to enhance individual and organizational performance, CIPD, ISBN: 1-84398-012-6, London
  20. 20. REFERENCES