Competency needs assessment

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Competency needs assessment

  1. 1. humantalentsCompetency Needs Assessment (CNA) Jayadeva de Silva.M.Sc,MBIM,FIPM,FITDThe process for developing competencies varies widely from organization to organization.. A typical genericprocess for competency development might include the following steps:  Document search (mission, business plan, job descriptions, generic profiles, competency dictionaries, databases)  Expert Panel to determine: Future needs and Superior performers  Interviews  Draft list of competencies  Validate through focus groups  Assess gaps (variety of instruments: e.g. self-scored questionnaire, 360 degree evaluations, standardized tests)  Validate testing through supervisor interviews  Collate and prioritize training needs.1. Training Needs Survey  Asks key people what knowledge and skills they think or feel performers require to do their job  Prioritizes the knowledge and skills recommended and summarizes them as a training agenda or curriculum.Most likely to be useful in the following circumstances:  when new business opportunities arise  when a new system/work technology must be implemented  when existing training programs must be revised or updated  when new job responsibilities must be assumed by people  when jobs must be upgradedJayadeva de Silva djayadeva@gmail.com 1
  2. 2. humantalents  when organizations undergo downsizing  when organizations experience rapid growth. Advantages Disadvantages D fast, inexpensive l not precise or specific f broad involvement n based on opinion b low-risk b difficult to validate l low-visibility d difficult to set priorities d difficult to relate to output or to evaluate the importance of training d once you ask people what training they feel is important you create an implicit expectation that you will deliver it.2. Competency Studies  Asks key people what competencies they think performers require to do the job  Determines the knowledge and skills required to attain the stated competencies  Prioritizes the knowledge and skills recommended and summarizes as a training agenda or curriculum.Most effective when:  competencies for management, supervisory, or professional jobs must be identified  a credible system or template for recruiting, hiring, developing, and promoting must be developed. Advantages Disadvantages D relatively fast, inexpensive n difficult to assess relative importance of competencies r broad involvement d difficult to relate to output or to evaluate training b consensus creating d difficult to set importance for knowledge and skills input c in addition to training needs d consensus will not necessarily identify the critical differences between articulation and agreement, success exemplary and average performance profile for performer e does not address other factors including performance p helps to identify generic training d can be highly visible needs covering a broad population3. Task Analysis  Determines what tasks are required of the performer for the job to be performed correctly and successfully  Determines the knowledge and skills required to correctly perform the tasks  Identifies priorities among the tasks, and thereby the knowledge and skills, and summarizes as a training agenda or curriculum.Most effective under the following circumstances:  when new or existing job descriptions or profiles for managerial and non-managerial jobs must be developed as part of performance management system  when jobs must be redesigned and tasks (knowledge, skills, and abilities) for each job indemnified  when a consistent set of training requirements must be created, especially those involving highly technical or specialized job functions Clas Room ExerciseJayadeva de Silva djayadeva@gmail.com 2
  3. 3. humantalentsSelect a job and do a Task analysis4. Performance Analysis  Determines what performance is required  Determines the critical job output or accomplishments  Determines what tasks are required of the trainee-performer to produce the job outputs or accomplishments  Determines the knowledge and skills required to correctly perform the tasks identified  Determines the other factors (in addition to knowledge and skills) that influence job performance - such as job design, resources, and feedback  Prioritizes the knowledge and skills required based on impact on job performance and summarizes these as a training agenda or curriculum  Summarizes recommendations to modify negative influences on performance as identified above.Most effective when:  identifying individual training needs  when annual training plans need to be developed  when an organization has an effective performance management process. Advantages Disadvantages D links knowledge and skills p takes time and skill requirements to job performance t visible r can validate, evaluate c addresses other factors affecting performance p impact of training outputs is established and therefore can prioritize knowledge and skills inputQuestionsJayadeva de Silva djayadeva@gmail.com 3
  4. 4. humantalents1 Why do you consider TNA is to be an important exercise?2 What are the methods available for TNA ?Jayadeva de Silva obtained Master’s degree in Science from Russian Friendship UniversityMoscow and Diploma in Personnel Management from National Institute of BusinessManagement( SriLanka). He is a fellow of both the Institute of Personnel Management IPM) andInstitute of Training & development.(SLITAD) He is also professionally qualified in training systems& curriculum design with an ILO fellowship.A strong advocate of Human Talents Development, Jayadeva is the Principal Consultant/Directorof humantalents Unlimited, a professional practice that provides training & consultancy inManagement. Jayadeva has carried out several consultancy projects and conducted numerousmanagement development programs/strategic planning workshops, and has been trained in manymodern management and leadership concepts. He has contributed articles (over 50) and authoredthe trend setting book ‘Human Talents Management’.He founded humantalents International and HRSriLanka virtual learning Groups. Jayadeva deSilva functioned as Group Manager (Human Resources Development) of Hayleys Group ofCompanies and Group Director–Human Resources of Brown & Co.He also serves as a resource person for professional and Post graduate courses primarily in theareas of HRM & HRD at Post graduate Institute, University of Peradeniya, University of Ruhuna,ICFAI University (India), , SriLanka Foundation Institute IPM & SLITAD. He is a past president ofHRDGateway, an International organization of over 45,000 HR Professionals worldwide. He isfeatured in the millennium registry of SriLankan personalities------------He can be contacted as followsE mail djayadeva@gmail.comTel 011 2562449 077 7272295Web humantalents@yahoogrops.comSome of his publications are available for fee download fromwww.slideshare.net/Jayadeva/documentsJayadeva de Silva djayadeva@gmail.com 4

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