Competencies and Human Resources Management

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Competencies and Human Resources Management Acitivities

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Competencies and Human Resources Management

  1. 1. COMPETENCIES & Human Resources Management
  2. 2. What is competency?  Competency is observable mixing ability that is comprised of combining knowledge, skill and high performance.  Competency is definition of measurable work habit and personal ability while realizing purpose of works.
  3. 3. Components of Competency
  4. 4. Components of Competency
  5. 5. Classification of Competency 1. Behavioral Competency 2. Cognitive Competency 3. Technical Competency
  6. 6. Classification of Competency Behavioral Competency : That is expected that behavioral competency has to be in all of employee. - Being flexible for innovations and changes - Having analytical thinking - Taking initiative and risk without hesitation - Being proactive - Using sources effectively
  7. 7. Classification of Competency - 2 Cognitive Competency : Having cognitive competency is expected to employee who is applicant to be manager. - Having positive interpersonal communication - Being innovative and creative - Having planning and organizing skills - Thinking strategically
  8. 8. Classification of Competency - 3 Technical Competency : This type is including knowledge, ability and behavior for doing job. - Marketing knowledge - Solving customer’s problems and provide assistance - Development of strategy - Being convincing - Review goodsservices quality
  9. 9. Features of Competencies - Competencies must overlap with strategies - Competencies must be observable and measurable - It must focus on behaviors - It can change depending on company and sector
  10. 10. What is Competency Modeling “...We define competency model as an overarching representation of multiple success profiles. We’ll define success profiles as the unique combination of competencies that describe the skill set of the ideal person for a specific level or key job.” By J. Evelyn Orr, Craig Sneltjes, and Guangrong Dai, 2010 The Korn/Ferry Institute, The Art and Science of Competency Modeling:Best Practices in Developing and Implementing Success Profiles
  11. 11. Proper Model Selection  Questions to  consider while developing a Competency Model include:  What level of detail is needed to meet our human capital functions?  How different is our environment from other successful organizations like ours?  To what extent do the competencies of today's employees reflect the competencies required of tomorrow's employees?  What is our timeframe to accomplish this effort?  What are our resources to invest in this effort? Retrieved from http://www.dusenbury.com/competency_analysis.htm
  12. 12. Some of Competency Models  LeBleu and Roger ( flexibility )  McLagan ( less dependence on experts )  Shoonover ( need, simple, compliance with organizational culture )
  13. 13. Testing the Validity of the Model  Evaluation of employees are not taken into account in the design phase of the model and collecting new data  Developing tests and applying to another group  Determination and training
  14. 14. Implementations of Competencies in Human Resources Management • Competency-based Job Analysis • Recruitment • Performance Management • Employee Training • Competency-based Pay • Career Planning
  15. 15. Job Analysis 19.10.12 • Competency-based job analysis is defining of job in terms of skills, abilities, behaviors and motivations required.
  16. 16. Recruitment It generally includes 2 steps; 1) Definition of competencies essential for success 2) Comparison of those with individuals’ competencies
  17. 17. Recruitment Process Competency Based Interviewing System: 'STAR' S – Situation And Circumcantes T –Tasks And Goals A –Actions R – Results Achieved From The Action
  18. 18. Competency-based Questions • Give an example of a significant decision you made in your last position. • Tell me about a time when you had to go above and beyond the call of duty ? • Give an example of a change you initiated in your organization. • As a manager, do you direct the project or the people? • Tell us about a time in which you developed an unconventional approach to solve a problem. How did you develop this new approach? What challenges did you face and how did you address them?
  19. 19. Competency Evaluation Methods • Oral and Written Examinations • Practical-Skills Examination • On-the-Job Monitoring • Peer Assessment • 360-degree Feedback
  20. 20.  Oral and written examinations It may be given before an applicant gets a job offer or throughout the worker's employment. An interview is an example of an oral examination: The applicant must answer how the experience on her resume is a good fit for the job, among other questions.  Practical-Skills Examination Many hands-on positions require the employee to possess competencies that can only be measured by observation. For example, professions such as aeronautics and athletics, and positions in manufacturing, require an observational approach. “
  21. 21.  On-the-Job Monitoring  On-the-job monitoring gauges competency based on routine surveillance of the worker while he is performing the job. This type of competency assessment is often conducted without the applicant's knowledge.  Peer Assessment Peer assessment is another competency instrument used in circumstances where group projects and collaborative ventures are common. Peer assessment may arise after the project's cessation or occur periodically throughout the task.  360 Degree Feedback 360 Degree Feedback is a system or process in which employees receive confidential, anonymous feedback from the people who work around them. This typically includes the employee's manager, peers, and direct reports.
  22. 22. SCANS’ 5 Competencies Resources: Identifies, organizes, plans, and allocates resources. Interpersonal: Works with others Information: Acquires and uses information Systems: Understands complex inter-relationships Technology: Works with a variety of technologies
  23. 23. Performance Management • Performance management deals with not only outcomes, but also how to do jobs. • The purpose is not to distinguish between the best and the worst. • In this stage, HR determines what is required to improve overall performance.
  24. 24. Employee Training Competence-based training is another implementation. Measurable and observable behaviors are tried to develop, and it take places in three stages basicly.; 1.Identification of competencies to be developed, 2.The creation of suitable model 3.The implementation of model.
  25. 25. Competency-based Pay •Rewarding the individuals' abilities and behaviors which are critically important to the organization
  26. 26. Why Do We Use Competency-Based Pay? •The primary objective is to maximize employee motivation. We want to keep our competent employees, and rewarding the success provide employee retention.
  27. 27. Career Planning • How do we fill in the gaps that may occur in the organization?
  28. 28. Areemployeesworking in their suitable positions? “Career planning assessment results are used to evaluate the degree of fit between current dimensions/competencies and possible new jobs/roles. New jobs/roles can be sought as an end in themselves (e.g., for the types of activities or quality of life provided) or as a development step in a planned career.” Byham William C. & Moyer Reed P. , Using competencies to build a successful organization, Development Dimensions International

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