The document discusses 12 core competencies that employees should possess. It defines competency as the sum of skills, knowledge, and attitudes demonstrated through behavior. The 12 competencies are divided into 4 categories: administrative, communication, supervisory, and cognitive. Administrative competencies include time management, goal setting, and work planning. Communication competencies involve listening, clarity, and obtaining objective information. Supervisory competencies comprise training, evaluating performance, and advising/disciplining. Cognitive competencies are problem-solving, decision-making, and analytical thinking. The level of competencies required varies by job responsibilities, authority, people involvement, and decision-making power.
Salam,
MS1 level ; Sequence 3 - Me & My daily activities ( Part 1)
The Sequence is planned with PPU speaking lessons and PIASP teaching grammar and pronunciation items
Good luck
By Mr Samir Bounab ( teacher trainer at MONE)
the links
How to plan lesson ? ( according to CBA > < Official Approach in Algerian eaducational system, PPU and PDP frame works & PIASP teaching grammar or pronunciation items .
Performance Appraisal and Human Resource developmentGovinda Rokka
This presentation gives idea about the concept of performance appraisal and its techniques adopted in organization, staff grievances for effective human resource development
Strategic Approach to Manpower Acquisition: SelectionSharon Raju
Objectives of Strategic Selection
Getting the right candidate for staffing key position
Getting the right candidate for strengthening the existing culture or for creating new one
Skills of selected candidates
Characteristics of Selection Instruments
The presentation covers Competency Models which is a framework for defining the skill and knowledge requirements of a job. It is a collection of competencies that jointly define successful job performance.
When hiring an executive, you cannot afford for the candidate to be anything short of a success. While there are tangible costs associated with recruiting the wrong person, there are also intangible costs to consider.
The wrong executive hire can cause significant disruption and damage to morale and productivity and diminish work quality and your business’s overall reputation.
With changing times, business operations are transforming, complexities are increasing, workforce diversity is growing, and tech is emerging at the forefront.
These transformations call for leaders who are adept communicators, agile and flexible in their approach, analytical thinkers and quick decision-makers.
With these, it is therefore imperative to deploy assessment tests to determine the executive’s observable behaviours and evaluate how they approach challenges, engage in interpersonal communication, and solve problems, thus enabling you to understand how to leverage the incoming leader’s strengths, given the needs and business strategy.
In this deck, you will learn;
1. The basis of executive hiring using Assessment
2. Proven strategies to adopt when filling an executive position
3. Path to take when deploying Assessment
4. How to use Assessment for hiring Senior staff
Information about Bellevue University Human Capital Lab's latest assessment tool to aid Chief Learning Officers and Training & Development Leaders in determining the Power Skills (soft skills) gaps they may have in their organization combined with consultation services to assist developing a plan, tools, and performance measurement ROI outcome studies to help demonstrate the to all who invest the value of these efforts.
Salam,
MS1 level ; Sequence 3 - Me & My daily activities ( Part 1)
The Sequence is planned with PPU speaking lessons and PIASP teaching grammar and pronunciation items
Good luck
By Mr Samir Bounab ( teacher trainer at MONE)
the links
How to plan lesson ? ( according to CBA > < Official Approach in Algerian eaducational system, PPU and PDP frame works & PIASP teaching grammar or pronunciation items .
Performance Appraisal and Human Resource developmentGovinda Rokka
This presentation gives idea about the concept of performance appraisal and its techniques adopted in organization, staff grievances for effective human resource development
Strategic Approach to Manpower Acquisition: SelectionSharon Raju
Objectives of Strategic Selection
Getting the right candidate for staffing key position
Getting the right candidate for strengthening the existing culture or for creating new one
Skills of selected candidates
Characteristics of Selection Instruments
The presentation covers Competency Models which is a framework for defining the skill and knowledge requirements of a job. It is a collection of competencies that jointly define successful job performance.
When hiring an executive, you cannot afford for the candidate to be anything short of a success. While there are tangible costs associated with recruiting the wrong person, there are also intangible costs to consider.
The wrong executive hire can cause significant disruption and damage to morale and productivity and diminish work quality and your business’s overall reputation.
With changing times, business operations are transforming, complexities are increasing, workforce diversity is growing, and tech is emerging at the forefront.
These transformations call for leaders who are adept communicators, agile and flexible in their approach, analytical thinkers and quick decision-makers.
With these, it is therefore imperative to deploy assessment tests to determine the executive’s observable behaviours and evaluate how they approach challenges, engage in interpersonal communication, and solve problems, thus enabling you to understand how to leverage the incoming leader’s strengths, given the needs and business strategy.
In this deck, you will learn;
1. The basis of executive hiring using Assessment
2. Proven strategies to adopt when filling an executive position
3. Path to take when deploying Assessment
4. How to use Assessment for hiring Senior staff
Information about Bellevue University Human Capital Lab's latest assessment tool to aid Chief Learning Officers and Training & Development Leaders in determining the Power Skills (soft skills) gaps they may have in their organization combined with consultation services to assist developing a plan, tools, and performance measurement ROI outcome studies to help demonstrate the to all who invest the value of these efforts.
Organizations need to have a pool of managerial talent to take on jo.pdfrajeshjangid1865
Organizations need to have a pool of managerial talent to take on jobs from senior managers and
new management jobs that may be created. One way is to hire from outside, another way is to
\"grow your own manager talent pool\" from within.
Create a 700 to 1050 word recommendation that describes how you will grow the manager talent
pool at your organization.
How will you select candidates for your manager development program? For example: select
from existing staff or hire them in? How would you assess their potential so you know who to
pick? For example: interviews, tests. What might you need to do so that you consider all
potential candidates and do not unfairly discrimminate?
How would you develop these candidates and over what time period? What different
jobs/experiences should they have so that at the end of say 2-3 years they are ready for a
management slot? What formal training might they need?
So after all the training and job experience, how will you assess who is ready to move up to the
position of manager? Again, consider how you would make sure you individuals are chosen
fairly and objectively.
What support should be provided to new managers to ensure their success?
Solution
It is clear that there is need for consideration of the managerial talent which is an entire role and
responsibility of the HR management in the context of ensuring an organization retains its
employees and ensuring effectiveness through competition which is an organization strategy to
effectively compete in the market.
.
Selecting candidates for a managerial development program
The main consideration that in selecting various candidates existing in the organization for the
managerial development programs includes;
The process will involve internal selection in the context that the process is less costly as
compared with external hiring where the process is costly due to lack of experience based on our
organizational operations which will require more resources to integrate employees with our
organizational operations. In this regards, to this angle the main assessment considerations will
be based on;
Past performance of potential candidate for the managerial development program in the context
that the candidate should be among the top performers in the organization operations. This is in
regards that if the current performance of an employee is poor this has great prediction for the
future managerial position.
The potential of the candidate which will be based on considerations such as current performance
by the employee, lateral potential in that an employee is able to move into other positions at the
same level, potential of an employee to supervise and relate with other employees and high
potential based on that the employee can be promoted to the managerial position within 1 year or
making multiple move upwards in the next couple of years.
There will also be consideration of the requisite knowledge and ability through clearly outlining
the knowledge and ski.
Similar to 12 competencies your people should possess today (20)
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
SAP Sapphire 2024 - ASUG301 building better apps with SAP Fiori.pdfPeter Spielvogel
Building better applications for business users with SAP Fiori.
• What is SAP Fiori and why it matters to you
• How a better user experience drives measurable business benefits
• How to get started with SAP Fiori today
• How SAP Fiori elements accelerates application development
• How SAP Build Code includes SAP Fiori tools and other generative artificial intelligence capabilities
• How SAP Fiori paves the way for using AI in SAP apps
Pushing the limits of ePRTC: 100ns holdover for 100 daysAdtran
At WSTS 2024, Alon Stern explored the topic of parametric holdover and explained how recent research findings can be implemented in real-world PNT networks to achieve 100 nanoseconds of accuracy for up to 100 days.
The Metaverse and AI: how can decision-makers harness the Metaverse for their...Jen Stirrup
The Metaverse is popularized in science fiction, and now it is becoming closer to being a part of our daily lives through the use of social media and shopping companies. How can businesses survive in a world where Artificial Intelligence is becoming the present as well as the future of technology, and how does the Metaverse fit into business strategy when futurist ideas are developing into reality at accelerated rates? How do we do this when our data isn't up to scratch? How can we move towards success with our data so we are set up for the Metaverse when it arrives?
How can you help your company evolve, adapt, and succeed using Artificial Intelligence and the Metaverse to stay ahead of the competition? What are the potential issues, complications, and benefits that these technologies could bring to us and our organizations? In this session, Jen Stirrup will explain how to start thinking about these technologies as an organisation.
Welcome to the first live UiPath Community Day Dubai! Join us for this unique occasion to meet our local and global UiPath Community and leaders. You will get a full view of the MEA region's automation landscape and the AI Powered automation technology capabilities of UiPath. Also, hosted by our local partners Marc Ellis, you will enjoy a half-day packed with industry insights and automation peers networking.
📕 Curious on our agenda? Wait no more!
10:00 Welcome note - UiPath Community in Dubai
Lovely Sinha, UiPath Community Chapter Leader, UiPath MVPx3, Hyper-automation Consultant, First Abu Dhabi Bank
10:20 A UiPath cross-region MEA overview
Ashraf El Zarka, VP and Managing Director MEA, UiPath
10:35: Customer Success Journey
Deepthi Deepak, Head of Intelligent Automation CoE, First Abu Dhabi Bank
11:15 The UiPath approach to GenAI with our three principles: improve accuracy, supercharge productivity, and automate more
Boris Krumrey, Global VP, Automation Innovation, UiPath
12:15 To discover how Marc Ellis leverages tech-driven solutions in recruitment and managed services.
Brendan Lingam, Director of Sales and Business Development, Marc Ellis
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
Essentials of Automations: The Art of Triggers and Actions in FMESafe Software
In this second installment of our Essentials of Automations webinar series, we’ll explore the landscape of triggers and actions, guiding you through the nuances of authoring and adapting workspaces for seamless automations. Gain an understanding of the full spectrum of triggers and actions available in FME, empowering you to enhance your workspaces for efficient automation.
We’ll kick things off by showcasing the most commonly used event-based triggers, introducing you to various automation workflows like manual triggers, schedules, directory watchers, and more. Plus, see how these elements play out in real scenarios.
Whether you’re tweaking your current setup or building from the ground up, this session will arm you with the tools and insights needed to transform your FME usage into a powerhouse of productivity. Join us to discover effective strategies that simplify complex processes, enhancing your productivity and transforming your data management practices with FME. Let’s turn complexity into clarity and make your workspaces work wonders!
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
Observability Concepts EVERY Developer Should Know -- DeveloperWeek Europe.pdfPaige Cruz
Monitoring and observability aren’t traditionally found in software curriculums and many of us cobble this knowledge together from whatever vendor or ecosystem we were first introduced to and whatever is a part of your current company’s observability stack.
While the dev and ops silo continues to crumble….many organizations still relegate monitoring & observability as the purview of ops, infra and SRE teams. This is a mistake - achieving a highly observable system requires collaboration up and down the stack.
I, a former op, would like to extend an invitation to all application developers to join the observability party will share these foundational concepts to build on:
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
Elevating Tactical DDD Patterns Through Object CalisthenicsDorra BARTAGUIZ
After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more ‘mechanical’ approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
2. “Employees who have the right
attitude that translates to the best
behaviour are said to be the more
competent.”
You will know why in this lecture.
3. Introduction
The concept of competency as a factor
in recruitment, selection, hiring and
employee performance evaluation has
become very popular not only among
HR practitioners but to the
management echelons as well.
Yet, in the more than three decades
since it became a buzzword, still many
are really unfamiliar with the details of
the concept. More so with its
appropriate application and utility.
4. Introduction
Competency is still equated or defined as skills,
ability to perform, capacity, and knowledge. As
such, the term has been used loosely. While it
does not really matter much when used
casually to mean physical and mental abilities,
it does matter when used in job analysis to
describe job requirements and performance
standards.
Competency takes more than skills and
knowledge. It requires the right and
appropriate attitude that eventually translates
to behaviour.
5. What Competency is:
Competency is the sum
total of skills, knowledge
and attitudes, manifested
in the employee's
behaviour.
It is the "means" to
achieve the "ends."
6. Example of Competencies
A golfer for example, may have the skills
to drive 300 yards, the knowledge why
the golf ball fades or draws, yet he is not
competent if he does not practice or if he
gets easily affected by his opponent's
better shots.
A computer service customer
representative may be very skillful and
knowledgeable in repairing computers,
but if he does not arrive on an appointed
time to the client, is similarly
incompetent.
7. In Organisations……
For managers, competencies are vital
if they want better performance in
their employees.
Whether during recruitment and
selection phases or while already on
board, competencies should be
identified and studied.
It should always be borne in mind that
the competencies required of each job
position differ from one another.
8. Determining The Appropriate
Competencies:
In the job analysis and writing of job
descriptions, quick guides can make the
task easier.
The following factors should be
considered in determining the appropriate
competencies:
Level of Decision-Making, Responsibilities and
Authorities.
Level of Internal Personnel Inter-Action.
Level of Customer Contact and Inter-Action.
Level of Physical and Aptitudinal Skills and
Knowledge.
9. Categorising Competencies
Many studies have been undertaken on
the subject of job competency for
managerial and supervisory positions, and
they are one in categorising and lumping
them into:
Administrative Competencies;
Communication Competencies;
Supervisory Competencies, and;
Cognitive Competencies.
These competencies were found to be the
most important or vital for managerial
and supervisory effectiveness.
10. Competency: IS it for all?
For the rank and file employees, the
level of physical and aptitudinal
competencies form the larger part
in consideration. This is due to the
lack or absence of decision making
tasks that involve significant
physical and manpower resources of
the company. In many cases, their
jobs entail routines, clerical and
manual.
11. Common to all jobs in the rank and
file category are competencies that
enhance inter-personal
relationship, physical skills, and job
knowledge.
13. Administrative Competencies
which involves "management of
the job" and this includes more
specifically:
Management of Time and Priority
Setting.
Goals and Standards Setting.
Work Planning and Scheduling.
15. Supervisory or Building Teams
Competencies
Supervisory or Building Teams
Competencies that encompasses:
Training, Mentoring and Delegating.
Evaluating Employees and
Performance.
Advising and Disciplining.
17. 1. Management of Time and Priority
Setting
Cutting across all position levels,
time management is considered to
be a required competency that must
be possessed by everybody.
It is the ability to manage both
one's time as well as others'.
18. It includes:
self-discipline,
controlling interruptions by
moulding the behaviour of
others who have varying
priorities, and
being time-effective and time-
efficient.
19. 2. Goals and Standards Setting
Setting goals and standards are
usually competencies that are required
of managerial and supervisory
positions.
It is about the ability to determine
activities and projects toward
measurable goals and standards,
setting these in collaboration with
others so as to arrive at a clear
understanding and elicit commitment.
20. 3. Work Planning and Scheduling
Like time management, this
competency must be possessed by
managerial and supervisory
employees and to those that are
engaged in production.
It is about controlling manpower
assignments and processes by using
the major tools and techniques of
management.
21. This includes the following skills:
Analysing complex tasks and breaking
them into manageable units,
Selecting and managing resources
appropriate to the tasks,
Using systems and techniques to plan
and schedule the work, and
Setting checkpoints and controls for
monitoring progress.
22. 4. Listening and Organising
Listening and organising are
communication competencies that deal
with relating to people in the
organisation.
It is about the ability to understand,
organise, and analyse what one is hearing
in order to decide what to think and do in
response to a message.
These competencies are appropriate for
employees who deal with customers and
those who work as a team, either as a
leader or a member.
23. Specifically, they include skills like
Identifying and testing inferences and
assumptions,
Overcoming barriers to effective
listening,
Summarising and reorganising a
message for recall, and
Withholding judgment that can bias
responses to a message.
24. 5. Clarity of Communication
Giving clear information is a
competency that should be required of
managerial and supervisory
employees.
Whether verbally or in written forms,
the messages conveyed to audiences
(whether internal staff or customers)
should be clear and concise and should
attain the objectives.
25. The skills would consist of
a) Overcoming physical, psychological, and
semantic barriers in interactions with
others;
b) Keeping on target and avoiding
digressions;
c) Using persuasion effectively; and
d) Maintaining a climate of mutual benefit
and trust.
26. 6. Getting Objective Information
For positions involving substantial
people management, getting objective
information is a critical competency
requirement in order to ensure
fairness.
This competency is about the ability to
use questions, probes, and
interviewing techniques to obtain
unbiased information and to interpret
it appropriately.
27. It considers such skills as:
using directive, non-directive, projective
and reflecting questions effectively,
employing the funnel technique of probing,
using probing methods to elicit additional
information,
recognising latent and underlying
meanings,
confirming understanding and attaining
agreement.
28. 7. Training, Mentoring and
Delegating
These competencies should be required of
supervisors and managers as well.
They involve the ability to develop people
under them to attain higher levels of
excellence.
The skills could consist of
Coaching,
Advising,
Transferring of knowledge and skills, and
Teaching and pinpointing employees where tasks
can be transferred with trust and confidence.
29. 8. Evaluating Employees and
Performance
The ability to undertake a constructive
performance evaluation involving joint
assessment of past performance,
agreement on future expectations are
managerial and supervisory
competencies.
The skills would consist of :
ability to develop parameters of evaluation,
benchmarking and face to face
confrontation with the employees being
evaluated without any bias and hesitation.
30. 9. Advising and Disciplining
The ability to advise and counsel as well
impose discipline in a positive manner
are competencies required of managerial
and supervisory positions that handle
large number of employees.
This is to restore, within the acceptable
range of standards, the employees'
performance while maintaining respect
and trust.
It also involves the ability to impose
penalties and sanctions with firmness
and resolve in appropriate cases.
31. 10. Problem Identification and
Solution
Problem identification and arriving
at solutions cut across
organisational functions and job
positions. It is about the ability to
identify barriers that prevent
achieving goals and standards.
It also involves the application of
systematic sets of procedures to
eliminate and reduce the problem
origins and causes.
32. It requires skills like:
distinguishing between problems,
symptoms and indicators,
inputs and outcomes,
gathering and assessing evidence relating
to causes, and
plotting a decision matrix and eventually
choosing and recommending the best
options.
This competency should be required
for positions that engage in evaluation,
whether in managerial, supervisory, or
technical job levels.
33. 11. Assessing Risks and Decision-
Making
Assessing risks and decision-making
are competencies required of higher
managerial positions where
decision-making can involve
commitment of company resources
and processes that could have
company-wide implications.
34. Like problem identification and
solution competencies, assessing
risks and decision-making involve
the:
ability to construct a decision matrix that aids to
identify and evaluate alternatives and options,
identify limits, desirables, and risks to be
considered,
assign weights to each option and
choose the best option to achieve the desired goals
and standards.
35. 12. Thinking Clearly and Analytically
The ability to apply clear and logical
thinking is a competency required for
both supervisory and managerial
positions.
The competencies include skills as
Determining valid premises,
Arriving at logical conclusions from them,
Separating fact from hearsay,
Unwarranted assumption and false inferences,
Applying inductive and deductive logic
appropriately,
Culling of logical fallacies,
Invalid premises and conclusions based on
insufficient information.
36. Conclusion
As a basic process in determining
competencies during job analysis, writing
of job specifications and developing
performance assessment instruments,
one can easily be guided by plotting jobs
against these 12 major competencies.
Choosing which competencies and the
mix should follow, with the most
important competency taking precedence
over the others.
37. The degree and level of competencies
that will be required will vary
according to:
Scope of responsibilities,
Authorities,
People involvement, and
Decision-making powers.
Putting them in a matrix could provide
a visual guide that would make the
tasks easier and convenient.
38. References Used
From: ExecutiveBrief, the technology
management resource for business
leaders, offers articles loaded with
proven tips, techniques, and action
plans that companies can use to better
manage people, processes and tools -
the keys to improving their business
performance.
To learn more, please visit:
http://www.executivebrief.com
Editor's Notes
In detail, these competencies would be the following: