Session for National Extension and Research Administrative Officers Conference, May 19, 2010 in Madison, Wisconsin. The goal of this session was for participants to learn about competencies, competency modeling, OSU Extension's model, and competency-based human resource management. Part of the learning will be from group discussion on implications and applications for participant's work in human resources.
This document discusses competency-based human resource management. It defines competencies as characteristics that result in effective performance. There are behavioral, technical, and national vocational competencies. The document outlines how to develop a competency framework in 10 steps and keys to success, such as limiting the framework to 7-8 headings expressed in clear language. It also discusses applying competencies to recruitment, development, and performance management. Emotional intelligence competencies overlap with behaviors included in frameworks.
Overview Of Competencies & Benefits and Uses of a Competency-Based SystemDavid Gay
The document discusses competency-based systems and their benefits and uses. It defines competencies as observable behaviors that superior performers exhibit consistently. Competencies can be general behavioral competencies or technical competencies. A competency model clarifies expectations, identifies development needs, and integrates HR programs like training, performance management, and succession planning. It provides examples of how competencies can be used in career development, performance reviews, interviews, and workforce planning.
Competency Based Performance ManagementAwais e Siraj
The document announces a one day workshop on competency based performance management to be held on December 19th in Islamabad. The workshop will provide participants with a comprehensive understanding of competency models and frameworks, methods for competency measurement and development, and processes for conducting performance reviews. It will be facilitated by Mrs. Samer Awais, an HR professional with 22 years of experience implementing competency based systems at large organizations. The workshop investment is Rs. 21,500 per participant and is aimed at HR managers and other line managers interested in competency based performance measurement.
Training Slides of Competency Approach to Human Resource Management, discussing the importance of Human Resource Management.
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
Competency Based Management PowerPoint Presentation Slides SlideTeam
Competency management is the pulse of performance improvement at any level. Choose our competency based management PPT deck and design beautiful PPT slides based on the key roles that drive your organization and business goals. Merge this professionally designed competency based management PowerPoint slideshow with your presentation and experience a high-quality performance that will enable an everlasting impact on your viewers. This competency based management Presentation template has a set of various pre-made PPT slides representing important competency management fundamentals such as talent acquisition strategy, sources for future recruitment, budget involved, assessment of the current staff, etc. Competency management represents a method of categorizing and tracking the qualification hence they can be more competent. Use this competency based management Presentation for developing an effective competency based management process in your organization. So, download now and incorporate our amazing slide shows into your business presentations and impress your managers. Our Competency Based Management PowerPoint Presentation Slides keep the graph climbing. They ensure a constant growth.
The document discusses competency-based human resource (HR) management. It provides a framework for building a competency-based HR system aligned with business strategy. Key aspects include developing a competency model, using competency-based interviewing for selection, competency-based career planning, training & development, and performance management. Competencies are defined as a combination of skills, attitudes, and knowledge reflected in observable job behaviors. Competency models focus on how jobs are performed rather than just tasks. Competency-based approaches aim to improve the accuracy and objectivity of HR functions.
The document discusses competency-based human resource management (CBHRM). It defines competencies as describing expected work outcomes and performance standards in a way that can be universally understood. CBHRM uses competencies to align HR processes like performance reviews, training, succession planning, and interviews to increase employee performance and achieve organizational goals. Competencies provide a common language to articulate values and objectives throughout the organization.
This document discusses competency-based human resource management. It defines competencies as characteristics that result in effective performance. There are behavioral, technical, and national vocational competencies. The document outlines how to develop a competency framework in 10 steps and keys to success, such as limiting the framework to 7-8 headings expressed in clear language. It also discusses applying competencies to recruitment, development, and performance management. Emotional intelligence competencies overlap with behaviors included in frameworks.
Overview Of Competencies & Benefits and Uses of a Competency-Based SystemDavid Gay
The document discusses competency-based systems and their benefits and uses. It defines competencies as observable behaviors that superior performers exhibit consistently. Competencies can be general behavioral competencies or technical competencies. A competency model clarifies expectations, identifies development needs, and integrates HR programs like training, performance management, and succession planning. It provides examples of how competencies can be used in career development, performance reviews, interviews, and workforce planning.
Competency Based Performance ManagementAwais e Siraj
The document announces a one day workshop on competency based performance management to be held on December 19th in Islamabad. The workshop will provide participants with a comprehensive understanding of competency models and frameworks, methods for competency measurement and development, and processes for conducting performance reviews. It will be facilitated by Mrs. Samer Awais, an HR professional with 22 years of experience implementing competency based systems at large organizations. The workshop investment is Rs. 21,500 per participant and is aimed at HR managers and other line managers interested in competency based performance measurement.
Training Slides of Competency Approach to Human Resource Management, discussing the importance of Human Resource Management.
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
Competency Based Management PowerPoint Presentation Slides SlideTeam
Competency management is the pulse of performance improvement at any level. Choose our competency based management PPT deck and design beautiful PPT slides based on the key roles that drive your organization and business goals. Merge this professionally designed competency based management PowerPoint slideshow with your presentation and experience a high-quality performance that will enable an everlasting impact on your viewers. This competency based management Presentation template has a set of various pre-made PPT slides representing important competency management fundamentals such as talent acquisition strategy, sources for future recruitment, budget involved, assessment of the current staff, etc. Competency management represents a method of categorizing and tracking the qualification hence they can be more competent. Use this competency based management Presentation for developing an effective competency based management process in your organization. So, download now and incorporate our amazing slide shows into your business presentations and impress your managers. Our Competency Based Management PowerPoint Presentation Slides keep the graph climbing. They ensure a constant growth.
The document discusses competency-based human resource (HR) management. It provides a framework for building a competency-based HR system aligned with business strategy. Key aspects include developing a competency model, using competency-based interviewing for selection, competency-based career planning, training & development, and performance management. Competencies are defined as a combination of skills, attitudes, and knowledge reflected in observable job behaviors. Competency models focus on how jobs are performed rather than just tasks. Competency-based approaches aim to improve the accuracy and objectivity of HR functions.
The document discusses competency-based human resource management (CBHRM). It defines competencies as describing expected work outcomes and performance standards in a way that can be universally understood. CBHRM uses competencies to align HR processes like performance reviews, training, succession planning, and interviews to increase employee performance and achieve organizational goals. Competencies provide a common language to articulate values and objectives throughout the organization.
In this file, you can ref useful information about competency based performance appraisal such as competency based performance appraisal methods, competency based performance appraisal tips, competency based performance appraisal forms, competency based performance appraisal phrases … If you need more assistant for competency based performance appraisal, please leave your comment at the end of file.
The document discusses competency-based human resource management. It defines competencies as underlying characteristics like traits, skills, and knowledge that result in effective performance. Competencies are measurable, observable, and critical to individual and organizational performance. Competency models group competencies needed for successful performance in particular jobs or roles. Competency-based HR aims to integrate key HR systems like selection, development, and performance management around competencies.
The document discusses competency models which define the key knowledge, skills, and behaviors required for effective performance. It explains that competency models can be used to align various HR systems including recruitment, performance appraisal, training, development, and compensation. Competencies are observable and measurable, and behaviors provide indicators for recognizing competencies in the workplace.
The document discusses the competency approach to human resource management. It defines competency as an underlying characteristic that enables superior job performance. Competencies include clusters of knowledge, skills, and attitudes. They are behaviors demonstrated by top performers. A competency model includes competency titles, definitions, and key behavioral indicators. It is developed using methods like expert panels and critical incident interviews to identify competencies required for effective performance. The competency approach helps align HR systems like recruitment, performance management, training, and compensation with organizational strategy.
The document lists the competencies required for two jobs: HR consultants and accounts managers.
For HR consultants, key competencies include managing hiring processes, drafting job descriptions, providing coaching and counseling, and assisting with human resources issues. For accounts managers, important competencies are analyzing new business opportunities, delivering presentations, managing teams, and selecting and interviewing candidates for clients. Both roles require competencies such as problem solving, communication, relationship building and managing resources.
The document discusses competency frameworks and their development and use in human resource management. It defines competency as a combination of skills, attitude, and knowledge reflected in observable job behavior. An effective competency framework serves as the basis for people functions like recruitment, development, and performance management. It should be aligned with business strategy. Developing a competency model involves gathering job data, analyzing it to identify core, leadership, and specific competencies, validating the model, and linking it to HR applications. Challenges include ensuring specific, measurable competencies and gaining commitment to their use.
This document discusses the process of conducting a needs analysis to determine where training may be required within an organization. It involves gathering data from multiple sources, including job descriptions, performance standards, and employee assessments. A comprehensive needs analysis considers the organization as a whole, including goals, resources, climate, and environmental factors. The ultimate goal is to identify performance gaps and determine the most effective ways to address them, such as through training or systems improvements. The needs analysis process requires significant effort but is important for aligning human resource development with organizational priorities.
Competency based Selection by Anuraag Maini, Sr. VP(HR), DLF PramericaNational HRD Network
Mr. Anuraag Maini, Sr. VP(HR), DLF Pramerica, explained the importance of selecting the right candidate and the cost (direct & indirect) involved in the same which can be 8-10 times the salary paid. He shared his rich experiences on competency based selection and the dearth of trained people across industries.
He further explained how a non-fit recruitment adversely affects the organization’s performance and stressed the importance of planning before conducting the interview by using the STAR concept i.e.
The document provides an overview of California's process for developing a preliminary leadership competency model. It discusses feedback received from expert panels and high performer interviews identifying the most important competencies. A preliminary competency model is then presented organized into clusters like "Promoting a Team Culture" and "Enabling Organizational Transformation." The model displays behavioral indicators for each competency at different leadership levels.
The document discusses competency modeling and its benefits for human resource management. It defines competency as an underlying characteristic that enables superior job performance. A competency model identifies the key behaviors demonstrated by outstanding performers. It distinguishes competencies from traditional job analysis by focusing on behaviors rather than tasks. Competency modeling aligns HR systems like recruitment, performance management, training, and compensation with organizational goals. The methodology involves collecting data from top performers, analyzing it to identify competencies and behaviors, and building a model that defines competencies and their behavioral indicators.
The document defines competencies as the human capabilities and behaviors that provide a competitive advantage to an organization. Competencies include observable behaviors that demonstrate successful job performance, and may include skills and applied knowledge, but not general knowledge alone. Competencies differ from skills in that they represent behaviors, not just abilities, and from knowledge in that they represent applied behaviors rather than theoretical understanding. The document discusses frameworks for identifying competencies and mapping them to jobs, individuals, and development activities.
The document discusses competency-based human resource management. It provides a framework for building a competency-based HR system that uses competency models as the basis for recruitment, selection, training, performance management, and other HR functions. The document defines competencies, describes how they differ from job descriptions, and provides examples of competency definitions. It also outlines benefits of using competency models for both managers and employees and key characteristics for successful implementation.
The document discusses competency based HR management. It states that HR professionals who understand and map competencies can drive organization performance through increased productivity, retention, and performance. Competency based HRM more effectively translates vision into implementations that deliver business goals. It allows HR leaders to tackle challenges and gain recognition. The document also notes that competencies are abilities and traits needed for successful job performance, and that competency based management standardizes and integrates all HR activities based on competencies to support organizational goals.
Human Resources Management (HRM) Value Chain Processes, Organizational Cultur...Charles Cotter, PhD
Human Resources Management (HRM) Processes, Organizational Culture and Organizational Change Management training programme, facilitated by Dr Charles Cotter, July 2021
Talent management involves developing and implementing strategies to ensure an organization has employees with the necessary skills, knowledge and traits to achieve business objectives. This includes activities like competency modeling, assessments, performance management, coaching and development planning. When business and talent strategies are aligned, it can result in exceptional performance through having the right people in place.
The document discusses competency-based selection for workforce planning. It defines technical and personal/interpersonal competencies and how they are measured through job analysis, examinations, interviews, reference checks, and probation periods. The objectives are to streamline organizations, improve workforce planning, better match jobs to people, and reduce turnover through selecting candidates based on competencies rather than just qualifications.
The document discusses evaluating the effectiveness of human resource development (HRD) programs. It describes common purposes of evaluation such as determining if a program is meeting objectives and identifying strengths and weaknesses. Kirkpatrick's four-level model of evaluation involving reaction, learning, behavior, and results is discussed. Data collection methods that can be used for evaluation like interviews, questionnaires, and observations are also outlined.
Competency-based interviewing skills for recruiters, HR and Talent Acquisition professionals. Dr Siraj Rahman has done pioneering research in the areas of competency based HRM.
This document outlines an event on strategic leadership at Annamalai University Training & Development Centre. The event will discuss concepts of strategic leadership, strategic marketing leadership, strategic project leadership, strategic lean leadership, and strategic information leadership. The goal is to discuss how to set goals towards student loyalty and understand key performance indicators from an institution-centric to student-centric perspective in higher education. The event is aimed at top management teams, teaching staff, and advisory members and will include presentations on the historical perspective of strategic leadership and marching towards applying it in higher education.
This document discusses competency mapping in human resource development. It provides background on the evolution of competency mapping, definitions of competency mapping, the steps involved in competency mapping, and how competency mapping can be used for recruitment, training, performance appraisal, and compensation. It also outlines various tools that can be used for competency mapping such as literature reviews, focus groups, structured interviews, behavioral event interviews, surveys, and observations.
Practice Ready Assessment for IMG PhysiciansMedCouncilCan
1. The document discusses the development of standards for assessing international medical graduates (IMGs) seeking provisional licensure through a Practice Ready Assessment (PRA) in Canada.
2. It outlines accomplishments over the past year in establishing competency-based standards for assessing family medicine physicians through a PRA.
3. Next steps discussed include developing standards for assessing psychiatry and internal medicine physicians, as well as ensuring the long-term sustainability and comparability of the PRA process across Canada.
In this file, you can ref useful information about competency based performance appraisal such as competency based performance appraisal methods, competency based performance appraisal tips, competency based performance appraisal forms, competency based performance appraisal phrases … If you need more assistant for competency based performance appraisal, please leave your comment at the end of file.
The document discusses competency-based human resource management. It defines competencies as underlying characteristics like traits, skills, and knowledge that result in effective performance. Competencies are measurable, observable, and critical to individual and organizational performance. Competency models group competencies needed for successful performance in particular jobs or roles. Competency-based HR aims to integrate key HR systems like selection, development, and performance management around competencies.
The document discusses competency models which define the key knowledge, skills, and behaviors required for effective performance. It explains that competency models can be used to align various HR systems including recruitment, performance appraisal, training, development, and compensation. Competencies are observable and measurable, and behaviors provide indicators for recognizing competencies in the workplace.
The document discusses the competency approach to human resource management. It defines competency as an underlying characteristic that enables superior job performance. Competencies include clusters of knowledge, skills, and attitudes. They are behaviors demonstrated by top performers. A competency model includes competency titles, definitions, and key behavioral indicators. It is developed using methods like expert panels and critical incident interviews to identify competencies required for effective performance. The competency approach helps align HR systems like recruitment, performance management, training, and compensation with organizational strategy.
The document lists the competencies required for two jobs: HR consultants and accounts managers.
For HR consultants, key competencies include managing hiring processes, drafting job descriptions, providing coaching and counseling, and assisting with human resources issues. For accounts managers, important competencies are analyzing new business opportunities, delivering presentations, managing teams, and selecting and interviewing candidates for clients. Both roles require competencies such as problem solving, communication, relationship building and managing resources.
The document discusses competency frameworks and their development and use in human resource management. It defines competency as a combination of skills, attitude, and knowledge reflected in observable job behavior. An effective competency framework serves as the basis for people functions like recruitment, development, and performance management. It should be aligned with business strategy. Developing a competency model involves gathering job data, analyzing it to identify core, leadership, and specific competencies, validating the model, and linking it to HR applications. Challenges include ensuring specific, measurable competencies and gaining commitment to their use.
This document discusses the process of conducting a needs analysis to determine where training may be required within an organization. It involves gathering data from multiple sources, including job descriptions, performance standards, and employee assessments. A comprehensive needs analysis considers the organization as a whole, including goals, resources, climate, and environmental factors. The ultimate goal is to identify performance gaps and determine the most effective ways to address them, such as through training or systems improvements. The needs analysis process requires significant effort but is important for aligning human resource development with organizational priorities.
Competency based Selection by Anuraag Maini, Sr. VP(HR), DLF PramericaNational HRD Network
Mr. Anuraag Maini, Sr. VP(HR), DLF Pramerica, explained the importance of selecting the right candidate and the cost (direct & indirect) involved in the same which can be 8-10 times the salary paid. He shared his rich experiences on competency based selection and the dearth of trained people across industries.
He further explained how a non-fit recruitment adversely affects the organization’s performance and stressed the importance of planning before conducting the interview by using the STAR concept i.e.
The document provides an overview of California's process for developing a preliminary leadership competency model. It discusses feedback received from expert panels and high performer interviews identifying the most important competencies. A preliminary competency model is then presented organized into clusters like "Promoting a Team Culture" and "Enabling Organizational Transformation." The model displays behavioral indicators for each competency at different leadership levels.
The document discusses competency modeling and its benefits for human resource management. It defines competency as an underlying characteristic that enables superior job performance. A competency model identifies the key behaviors demonstrated by outstanding performers. It distinguishes competencies from traditional job analysis by focusing on behaviors rather than tasks. Competency modeling aligns HR systems like recruitment, performance management, training, and compensation with organizational goals. The methodology involves collecting data from top performers, analyzing it to identify competencies and behaviors, and building a model that defines competencies and their behavioral indicators.
The document defines competencies as the human capabilities and behaviors that provide a competitive advantage to an organization. Competencies include observable behaviors that demonstrate successful job performance, and may include skills and applied knowledge, but not general knowledge alone. Competencies differ from skills in that they represent behaviors, not just abilities, and from knowledge in that they represent applied behaviors rather than theoretical understanding. The document discusses frameworks for identifying competencies and mapping them to jobs, individuals, and development activities.
The document discusses competency-based human resource management. It provides a framework for building a competency-based HR system that uses competency models as the basis for recruitment, selection, training, performance management, and other HR functions. The document defines competencies, describes how they differ from job descriptions, and provides examples of competency definitions. It also outlines benefits of using competency models for both managers and employees and key characteristics for successful implementation.
The document discusses competency based HR management. It states that HR professionals who understand and map competencies can drive organization performance through increased productivity, retention, and performance. Competency based HRM more effectively translates vision into implementations that deliver business goals. It allows HR leaders to tackle challenges and gain recognition. The document also notes that competencies are abilities and traits needed for successful job performance, and that competency based management standardizes and integrates all HR activities based on competencies to support organizational goals.
Human Resources Management (HRM) Value Chain Processes, Organizational Cultur...Charles Cotter, PhD
Human Resources Management (HRM) Processes, Organizational Culture and Organizational Change Management training programme, facilitated by Dr Charles Cotter, July 2021
Talent management involves developing and implementing strategies to ensure an organization has employees with the necessary skills, knowledge and traits to achieve business objectives. This includes activities like competency modeling, assessments, performance management, coaching and development planning. When business and talent strategies are aligned, it can result in exceptional performance through having the right people in place.
The document discusses competency-based selection for workforce planning. It defines technical and personal/interpersonal competencies and how they are measured through job analysis, examinations, interviews, reference checks, and probation periods. The objectives are to streamline organizations, improve workforce planning, better match jobs to people, and reduce turnover through selecting candidates based on competencies rather than just qualifications.
The document discusses evaluating the effectiveness of human resource development (HRD) programs. It describes common purposes of evaluation such as determining if a program is meeting objectives and identifying strengths and weaknesses. Kirkpatrick's four-level model of evaluation involving reaction, learning, behavior, and results is discussed. Data collection methods that can be used for evaluation like interviews, questionnaires, and observations are also outlined.
Competency-based interviewing skills for recruiters, HR and Talent Acquisition professionals. Dr Siraj Rahman has done pioneering research in the areas of competency based HRM.
This document outlines an event on strategic leadership at Annamalai University Training & Development Centre. The event will discuss concepts of strategic leadership, strategic marketing leadership, strategic project leadership, strategic lean leadership, and strategic information leadership. The goal is to discuss how to set goals towards student loyalty and understand key performance indicators from an institution-centric to student-centric perspective in higher education. The event is aimed at top management teams, teaching staff, and advisory members and will include presentations on the historical perspective of strategic leadership and marching towards applying it in higher education.
This document discusses competency mapping in human resource development. It provides background on the evolution of competency mapping, definitions of competency mapping, the steps involved in competency mapping, and how competency mapping can be used for recruitment, training, performance appraisal, and compensation. It also outlines various tools that can be used for competency mapping such as literature reviews, focus groups, structured interviews, behavioral event interviews, surveys, and observations.
Practice Ready Assessment for IMG PhysiciansMedCouncilCan
1. The document discusses the development of standards for assessing international medical graduates (IMGs) seeking provisional licensure through a Practice Ready Assessment (PRA) in Canada.
2. It outlines accomplishments over the past year in establishing competency-based standards for assessing family medicine physicians through a PRA.
3. Next steps discussed include developing standards for assessing psychiatry and internal medicine physicians, as well as ensuring the long-term sustainability and comparability of the PRA process across Canada.
The document discusses assessment practices and services offered by Assessment Practice, including psychometric testing, competency-based assessment, and diagnostic and development endeavors. It provides details on various psychometric tools used for assessment, such as the 16PF test, OPI, and RPQ. It also describes processes like competency mapping, assessment centers, and competency-based interviews. Case studies are presented on assessments conducted for organizations across industries.
Competency Assessment System for the Philippine Civil ServiceHilario Martinez
A proposal to establish a Competency Assessment System for government agencies in the Philippines. The resulting assessment results to be used in the decision for entry, continuity or separation from service. the proposal involves the standardization of job titles, formulation of competency standards, competency assessment instruments and preparing for pools of competency assessors. the competency assessment system, replaces the civil service eligibility requirement for employment in government. it aims to minimize complacency through regular competency assessment
Competency-based assessment:The good, the bad, and the puzzlingMedCouncilCan
Three overlapping themes are discussed for effectively assessing competency:
1) Overcoming unintended consequences by reducing emphasis on exams as hurdles and promoting accountability for demonstration of learning. This involves quality improvement activities and using licensing data to facilitate learning plans.
2) Turning quality assurance into quality improvement by further integrating assessment across training with attention to improvement. This involves a formative testing platform and diagnostic assessments to feed data.
3) Ensuring authenticity by using portfolio-supported workplace assessments and increasing real world uncertainties in assessments. Examples include sequential OSCE stations and requiring reflection on alternative actions.
1) The document discusses competency-based assessment and e-portfolios in residency training programs in the Netherlands. It implemented an e-portfolio system called the Maastricht Manchester Transactional Support System (MMTSS) to address problems with traditional workplace-based assessment.
2) The MMTSS uses an online platform to facilitate competency-based assessments aligned with CanMEDS roles. It provides automated feedback reports, allows comparison to peer performance over time, and supports documentation of learning activities.
3) A small-scale pilot of the MMTSS found that it promoted meaningful workplace-based assessment and feedback that was transparent and user-friendly. Ensuring its long-term, purposeful
This document discusses competency mapping and its importance for organizations. It defines competency as any underlying characteristic required for successful job performance, including knowledge, attitudes, skills, and other personal traits. Competency mapping is the process of identifying the competencies needed to effectively perform the tasks and activities associated with a particular job or role. It involves breaking down job descriptions and conducting interviews to determine the technical, managerial, and behavioral competencies that differentiate superior from average performers. Competency maps provide a framework for human resource functions like recruitment, training, performance evaluation, and succession planning.
QuickTime and an H.263 decompressor are needed to view the picture. This summary indicates that the document discusses a picture that requires QuickTime and an H.263 decompressor to be viewed.
1. The document discusses competency-based human resource management (HRM) frameworks, where competencies form the basis for all HR functions and link individual performance to business results.
2. Key aspects include defining competencies, identifying competencies required for jobs, and using competencies in recruitment, training, performance management, and career development.
3. Competency frameworks assess behaviors rather than just skills and knowledge, allow distinguishing outstanding from adequate performance, and facilitate transferring abilities across areas.
The document discusses competencies, including understanding competencies, why competencies are important, and developing a competency model. It defines competencies as underlying characteristics that are causally related to superior job performance. Developing a competency model involves identifying the competencies required for effective performance, defining behaviors associated with each competency, and applying the model to human resource systems like staffing, learning, performance management and rewarding. Linking competencies to these systems can help align them with business strategy and goals.
The document provides an overview of competency modeling, including:
1. A brief history of competency modeling from its origins in the 1950s to its maturation and widespread adoption by Fortune 500 companies today.
2. Definitions of key terms like competency, competence, and components of competency.
3. Examples of competency models and frameworks, and how they are used for various human resource functions.
4. The benefits of implementing competency-based approaches for individuals, companies, and managers.
3. How competency modeling is linked to focused training and development by identifying competency gaps to address.
This document discusses competency mapping. It defines competency mapping as evaluating an individual worker's strengths. It involves measuring an individual's competency in each skill against a performance standard. Competencies include skills, knowledge, behaviors, and motives. Competency mapping is useful for training and development, recruitment and selection, replacement planning, compensation, performance appraisal, and succession planning. It involves job analysis, competency-based job descriptions, performance evaluations, and identifying training needs. Methods for competency mapping include behavioral interviews, competency questionnaires, expert panels, and 360 degree appraisals. Competencies can then be implemented for recruitment, training, career planning, rewards, and performance.
Competency mapping involves determining the skills, knowledge, and behaviors required for a job role. It creates an accurate job profile used for selecting, recruiting, and retaining employees. Competency mapping identifies key attributes for each position through job analysis and behavioral interviews. It allows organizations to focus on core competencies, manage time effectively, and build competitive advantages. Competency mapping aids recruitment, performance appraisal, training, development, and pay systems.
The document provides an overview of operations management concepts including:
- The 10 decision areas of operations management including product/service design, quality, and capacity planning.
- Different types of production systems such as job shop, batch, and mass production and factors to consider when selecting a process.
- Key facility location factors and the general procedure for evaluating location alternatives.
The document provides an overview of competency-based human resource (HR) management. It discusses developing a competency model and framework, competency-based interviewing, career planning, training and development, and performance management. The benefits of using competency models for both managers and employees are highlighted. Assessment centers and various assessment exercises are also described as ways to assess competencies.
2009 Extension PSD (Program and Staff Development) Virtual Conference. Slide set and speaker notes from session titled "Competency modeling and competency-based
human resource management: Ohio's experiences and plans"
ESP 2009 Presentation - Ohio State University Extension Competency StudyGraham Cochran
This document summarizes a study conducted by Ohio State University Extension to develop a competency model. Through a mixed methods approach involving employees, they identified 14 core competencies across various areas of expertise. These competencies and their key actions were then validated through employee surveys. Moving forward, OSU Extension plans to integrate the competency model into human resources functions like recruitment, professional development, and performance management to maximize employee performance.
The document discusses competency models and their uses in human resource management. It provides definitions of competencies and examples of how competency models can be applied to different HR functions like development, career planning, performance evaluation, and recruiting. It also outlines California's process for creating a competency model for managers and supervisors that will integrate competencies into the state's HR systems.
This document summarizes a presentation on selecting the right people and new tools in talent management. It discusses projected leadership shortages in higher education due to retirements. New tools from business like work style questionnaires and simulations can reduce hiring costs and improve effectiveness over traditional interviews and references. A case study demonstrates how these tools were used to select a new college president. The presentation recommends colleges adopt valid assessment tools and share strengthened hiring processes with trustees to strategically address leadership needs.
The document discusses competency-based human resource (HR) management. It provides frameworks and guidelines for developing competency models, conducting competency-based interviews and career planning, and implementing competency-based training and performance management. The goal is to align all HR functions with organizational strategy and link individual performance to business results through the use of competency frameworks.
The document discusses competency-based human resource (HR) management. It provides frameworks and processes for developing competency models, conducting competency-based interviews and career planning, and implementing competency-based training and performance management. The goal is to align all HR functions with an organization's business strategy through the use of competency frameworks that define the behaviors and skills needed for each role.
The document discusses the key aspects of human resource management (HRM), including:
1) The main activities of HRM include workforce planning, recruitment, training, performance management, compensation and benefits administration.
2) The HRM process involves planning human resource needs, recruiting and selecting employees, orienting and training new employees, managing performance, and providing compensation and benefits.
3) Common HRM functions are planning human resource requirements, recruiting and selecting staff, orienting and training new employees, managing employee performance and compensation, and ensuring legal and regulatory compliance.
The document discusses setting HR standards in schools. It summarizes a presentation given by the CEO of SABPP on the role of HR standards and audits in advancing the HR profession and improving school performance. Key points included defining what standards are, developing HR standards projects in Africa, and a case study of St Stithians College undergoing an HR audit to identify areas of excellence and improvement in line with HR standards.
This document provides an overview of Human Resource Systems Group (HRSG), a company that specializes in competency-based management (CBM). HRSG helps organizations align their human resources with strategic goals through CBM products and services. CBM translates organizational goals into expected employee behaviors, increases productivity and hiring effectiveness, and identifies skills gaps. The document demonstrates how CBM can be applied to recruitment, learning and development, performance management, and succession planning through competency profiles and online tools.
This document provides an overview and summary of global and local learning and development (L&D) standards and best practices for building a world-class L&D function. It discusses the need for L&D standards, principles of world-class L&D, L&D benchmarking frameworks and metrics, L&D best practices, and an integrated L&D governance model. It also summarizes the findings of an L&D benchmarking study in South Africa, including trends related to training spend, needs analysis, delivery methods, evaluation techniques, and talent management strategies. The document emphasizes the importance of aligning L&D with business strategy and organizational objectives.
This document summarizes a presentation on performance management in higher education. The presentation includes discussions on:
1) Different types of performance management systems used for operational and strategic purposes, including performance appraisals, balanced scorecards, and total quality management.
2) Findings from a case study on performance development reviews at Lancaster University, which found the process effective for participation but that regular follow-up meetings were lacking.
3) A discussion of how performance management systems can conflict with organizational culture, and the need for research on these systems to have stronger theoretical foundations.
AAA S. Burgor Resume October 2015 HR-SHORTENED Stephen Burgor
Stephen Burgor is seeking a human resource generalist position or eventual HR manager role based on his recent master's degree certification in human resources. He has over 15 years of experience in education and has developed transferable skills in areas relevant to HR like training, development, and organization through both teaching and online facilitation roles. His resume outlines expertise in various HR functional areas developed through related experience and a Society of Human Resources Management certification.
The document discusses the development of a competency model for faculty members at IMT. It involved conducting a behavioral event interview of an assistant professor to identify competencies. Literature was also reviewed on competency modeling and teaching competencies. Key competencies identified for faculty included empathy, being proactive, research orientation, effective pedagogy, sense of purpose and openness to learn. The competency model and organizational SWOT analysis will help IMT evaluate faculty performance and development needs.
The document summarizes the results of a training needs assessment conducted by XX across ten key job categories. An online survey was used to evaluate employees' comfort levels with various skills on a scale of 1 to 5. Skills rated a 3 or lower indicated a need for development. Across all job categories, the most common skills gaps identified related to software proficiency, business/sales strategies, and managing client relationships. The summary provides recommendations for prioritizing and addressing the training needs to ensure they support the organization's objectives.
The document provides an overview of human resource management (HRM) policies and practices. It discusses key topics such as human resource planning, recruitment and selection, training and development, performance appraisal, and employee relations. The summary highlights that HRM involves developing strategies and policies to manage people for business performance. It also notes that training, performance reviews, and maintaining good employee relations are important aspects of HRM.
The document discusses key aspects of human resource management (HRM) including its objectives, functions, job analysis process, recruitment, selection, placement, and separation. It notes that HRM deals with staffing the organization through processes like recruitment, training, and development. Recruitment includes identifying and attracting job applicants through various internal and external sources. Selection involves assessing candidates and hiring the most appropriate individuals. Placement refers to assigning employees to new roles, and separation covers leaving the organization. Reliability and validity are important for effective selection.
The document discusses key aspects of human resource management (HRM) including its objectives, functions, job analysis process, recruitment, selection, placement, and separation. It notes that HRM deals with staffing the organization through processes like recruitment, training, and development. Recruitment includes identifying and attracting job applicants through various internal and external sources. Selection involves assessing candidates and hiring the most appropriate individuals. Placement refers to assigning employees to new roles, and separation covers leaving the organization. Reliability and validity are important for effective selection.
The document discusses talent management and provides recommendations for organizations. It defines talent management as additional processes to develop high-potential employees. Research shows defining talent, developing talent through programs like coaching and internal job rotations, and implementing supportive structures and systems are key. The five core talent management processes are attracting, developing, motivating, appraising, and retaining top performers. The document recommends organizations align talent strategies with business goals and consider culture when implementing programs.
HR professionals are encouraged to apply HR principles to themselves and the HR function in order to be more credible and effective business partners. This involves managing strategic HR, HR strategy, and the HR organization. Strategic HR involves translating business strategies into organizational capabilities through HR practices. Developing an HR strategy establishes the effectiveness and efficiency of HR practices. Examining the HR organization diagnoses strengths and weaknesses to improve how HR services are delivered. HR professionals must model the principles they advocate for others to be truly successful.
Similar to 2010 NERAOC Session #51 Competency-Based HRM (20)
Physiology and chemistry of skin and pigmentation, hairs, scalp, lips and nail, Cleansing cream, Lotions, Face powders, Face packs, Lipsticks, Bath products, soaps and baby product,
Preparation and standardization of the following : Tonic, Bleaches, Dentifrices and Mouth washes & Tooth Pastes, Cosmetics for Nails.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
-------------------------------------------------------------------------------
Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
-------------------------------------------------------------------------------
For more information about PECB:
Website: https://pecb.com/
LinkedIn: https://www.linkedin.com/company/pecb/
Facebook: https://www.facebook.com/PECBInternational/
Slideshare: http://www.slideshare.net/PECBCERTIFICATION
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
Assessment and Planning in Educational technology.pptxKavitha Krishnan
In an education system, it is understood that assessment is only for the students, but on the other hand, the Assessment of teachers is also an important aspect of the education system that ensures teachers are providing high-quality instruction to students. The assessment process can be used to provide feedback and support for professional development, to inform decisions about teacher retention or promotion, or to evaluate teacher effectiveness for accountability purposes.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
1. Competency Modeling & Competency-Based Human Resource Management: Ohio’s experiences and plans 2010 National Extension & Research Administrative Officers Conference ~ May 19, 2010 Graham R. Cochran & Cindy Buxton - The Ohio State University 1
2. Research Problem & Purpose Research-based competency model needed Existing research & gaps Research objectives: Identify & describe competencies Construct a model Validate 2
4. Competencies 4 Strategy Strategic Initiatives Work Context Work Activities Traits Training/ Education Interests Motivations Vision Experience Abilities Performance Standards Competencies Available Competencies Required Exemplary Performance = Alignment * What is needed by the organization and human capital. Adapted from Schippmann, 1999
5. Research Design & Methods Mixed methods, emphasis on qualitative Highly participatory Groups of employees as key informants Four phases 5
6. Findings Findings @ each step Two documents; content was defined, refined, and validated using a multi-step process Trends and Implications 5 trends and 7 implications OSUE Competency Model Operational definitions Description of areas of expertise (AOEs) 14 competencies with a title, definition, and 3-8 key actions 6
7. Implications Be flexible, proactive and embrace change Be customer driven Demonstrate and communicate the value of Extension work Demonstrate an entrepreneurial spirit Become proficient in technology use and application Effectively manage work and life issues Build relationships and collaborate 7
9. Customer service Works constantly to provide superior services for clientele, making each interaction a positive one. Understands.... Key actions Listens and provides a response that is timely and meets clientele needs. Delivers friendly and courteous service. Looks for and makes continuous improvements. 9
10. Survey Findings Competencies & key actions were highly rated Competencies overall 96% rated each as moderately important, very important or essential Key actions 69% rated each as moderately important, very important or essential Open-ended comments 10
11. Relative Priority When asked to select 3 competencies that would be most important, employees selected… Flexibility & change (53%) Customer service (45%) Communication (37%) Teamwork & leadership (31%) Technology adoption & application (25%) 11
12. Conclusions Trends and Implications – current thinking OSUE Competency Model Names and describes core competencies Reflects organizational preferences; customized High face and content validity Catalytic validity 12
13. “Competency-based HR applications represent an integrated framework for maximizing the human capital of an organization.”~Moulton, 2003 Why? What is this approach? What does it look like? 13
15. Implications & Plans for Ohio Next steps for OSU Extension Communication & education Assessment opportunities Integration with HR functions (2010 – 2011) Recruitment & selection Professional development Performance management Succession planning Additional modeling – expand model & add detail 15
17. Competency Modeling & Competency-Based Human Resource Management: Ohio’s experiences and plans 2010 National Extension & Research Administrative Officers Conference ~ May 19, 2010 Graham R. Cochran & Cindy Buxton - The Ohio State University 17
Editor's Notes
Good morning!Thank you for joining us. First, let me share my plan for our time together (then introductions, pending group size)competencies/competency modeling recent research in Ohiobackground on CBHRM & why Ohio decided to move that directiondialogueHandout – We have for you today and is available electronically on the conference web site. Has some info and links to additional information, including the PowerPoint slide set/note posted on SlideshareExciting topic for us:An example of applied research that we are already using in the OSUE to improve our HR practices.More importantly, my research was designed to contribute to OSU Extension’s strategic plan and involved many Extension employees.Findingswill be applied to HR practices in Extension – at time when our talent is more important than ever!Introductions – interest/experience with competencies or competency-based HR management?
For many reasons that we’ll discuss later, CBHRM is one recommended approach in 21st century human resource management. In order to use this approach, an organization needs a competency model as a foundation. Thus, a research-based model was needed for OSU Extension. In reviewing the literature, I found:Competency modeling, identification and assessment are not new to Extension orgs – a number of state Extension organizations and program areas have adopted a set of competencies for some or all of their employees. The Extension Committee on Organization and Policy has recommended use of competencies throughout the Extension system.However…No model for OSU ExtensionLack of research on core competenciesLack of current research (it has been about 10 years since two well-documented models in Extension organizations were developed)>Texas and North Carolina are examplesAdditional validation needed (for example, using exemplary performers)Research objectives:ID and describe competencies required for Extension professionals to be successful now and in the future.Construct a competency model that includes core competencies, describes what they look like in practice, and reflects organizational preferences.Ensure the model created is a valid one.
Before I give an overview of our research in Ohio, it is important to talk a little about what competencies are (as defined for in our research).A competency is a collection of related knowledge, skills, attitudes, and other personal characteristics working in concert to produce outstanding performance.A number of authors use some type of a pyramid or an iceberg model to illustrate the concept of competency. This illustrates that a competency can be made of a number of things. Knowledge – e.g., an organizations structure, policies, proceduresSome are harder to identify and develop than others (below the surface) Values – e.g., respecting all peopleA competency is reflected in behaviors that are above the surface – observable.The behavior results in outcomes we see in job performance.Research last year in Ohio focused on core competencies, a broad set of competencies relevant across job groups.BLACK SCREEN or TURN PP OFF IN WEBEX/CONNECT
NO PP ON ScreenDRAW – have participants fill in their handoutTo help as we begin to talk about research methods, we will fill in the illustration on page 2 of your handout together. This will shows factors that affect the competencies an organization needs and the competencies actually available. The illustration shows:Building blocks for an individual’s competencies – on the right – abilities, training, experience, and other characteristics.AndFactors that affect competencies required by an organization – on the left – strategy, vision, work context, etc.PP UP?Essentially, the purpose of our research was to describe the competencies required by OSU Extension, the circle to the left.I relied heavily on data from exemplary performers – they would be represented by the area of overlap between competencies required and competencies available (shaded in the middle).Data from these exemplary performers, and other research participants, were used to describe the competencies required.To account for the blocks on the left, it was important to focus on competencies required now and in the future. Part of the research objectives included a future-focus. The research design encouraged a focus on the future by:Asking participants to be forward thinkingIncluding the leadership of the orgGenerating a list of trends and their implications for Extension work as part of the research process.
I used mixed methods in my research -- with an emphasis on constructing a competency model using qualitative approaches like interviews and focus groups.Their participation was an important part of the research design. More than 400 Extension employees were involved in some way, from nominating exemplary performers to participating in focus groups. These employees represented the range of jobs in our organization.Relied on a criterion group of exemplary performers and key internal stakeholders for idea generation, model refinement and validation.The research design included multiple cycles of data gathering, analysis, integration, and peer debriefing in four phases. Major sources of data included the literature, administrative cabinet, a competency project team, focus groups with employees, and a survey.
There were findings at each step in the research which informed the next step. For example…nomination data & focus group data…The key findings from my research are represented by two sets of information constructed through the research process. First is a set of trends and implications. Second is the OSU Extension competency model.The trends and implications represent current thinking on the key trends for OSU Extension and the implications those trends have on Extension work. Trends & Implications document – names and describes 5 trends and the implications they may have on Extension work.The five key trends identified include: (These are in your handout)Changing and complex conditionsIncreased competition and limited resourcesChanging and complex organizational structuresChanging demographicsTechnology and life in the e-world
7 implications, lessons for Extension work were associated with those trends. (Also in your handoutFor example:Be customer driven with a focus on quality and responsiveness – talks about expectations rising for timely responses and delivery of effective, high quality programs or services.Effectively manage work and life issues – talks about how technology and organizational changes are leading to more challenges with balancing work and personal lives.Complete list is in your handout. More information on the trends and their implication is available on the web.The next slide shows the 14 core competencies and how they are arranged conceptually in the model.
The OSU Extension Competency model includes a set of core competencies, relevant across job groups, for OSU Extension employees. They are named and described in the model. The competency model includes definitions for terms used in the model, a description of AOEs (Areas of Expertise), and 14 core competencies. Each competency has a title, is defined, and is described with 3-8 key actions that are illustrated using behavioral descriptions.The slide shows how the 14 competencies are arranged conceptually in the model. Based on the literature and my data, the competencies are grouped to facilitate understanding and illustrate connections among them. The competencies in each group are related and performance on the job might involve a number of competencies across groups that build on each other. There are 4 competencies grouped under interpersonal:Communication, diversity, interpersonal relationships, and teamwork & leadership.6 are grouped under the business of ExtensionCustomer service, knowledge of Extension, resource management, technology adoption & application, thinking & problem solving, and understanding stakeholders & communities.4 are grouped under personal competenciesContinuous learning, flexibility & change, professionalism, and self-direction.
The slide shows an example of one competency, customer service. You can see that it has a name, definition, and key actions. In the model, customer service is defined as “Works constantly to provide superior services for clientele, making each interaction a positive one. Understands who clientele are (internal and/or external) and delivers quality service through a customer-focused mindset that acknowledges the importance and value of the person being served; acts accordingly; dedicated to meeting expectations and needs of customers; uses customer feedback to improve.”Three of the 5 key actions for customer service are shown here.
Now that you have a sense of what the competency model looks like…Step back and briefly look at findings from the survey which were used to construct the final modelCompetencies & key actions were highly rated. Employees were asked to rate competencies and key actions on a 5-point Likert-type scale (94 employees were in the exemplary performer pool; 67 responded to the survey; 71% response rate)96% of respondents rated each competency overall as moderately imp, very imp, or essential69% rated each key action as moderately imp, very imp, or essentialNo competencies were eliminated as a result of the ratings.716 open-ended comments were reviewed, coded, and used to support or change language in the draft model.Example of a supportive comment for one key action in customer service:“If we don’t respond quickly, there are many other places where folks can go for answers.”
To collect data on relative priority, survey respondents were asked to select three competencies that they thought would be most important for their job performance during the next three years.While all competencies were highly rated, when forced to pick, there were some competencies that were judged to be more important than others.Five competencies that were selected by at least 25% of respondents for their top 3 are shown.It was still difficult for many respondents to pick only 3. One said “Picking three was hard as you cannot accomplish a goal without all of these competencies working together.”
The trends and implications represent current thinking on key trends and their implications for Extension work. These trends and implications were an important precursor to developing a competency model that is future-focused.There are a set of core competencies, relevant across job groups, for OSU Extension employees. They are named and described in the model. Data from employees supported this conclusion – employees across job groups thought the model described the range of core competencies important for successful Extension work.The competency model developed out of this research reflects organizational preferences, it is customized for OSU Extension. This means the model format and structure as well as the specific content is tailored to the needs of the organization. For example:AOEs (e.g., teaching, subject matter expertise)Language for competency titles, definitions, and key actionsThe model has face, content, and catalytic validity. The way in which in the model was constructed and repeatedly cycled back to employees resulted in a model that made sense to them, had high face validity.Content validity was established with the validation survey. Also, alignment between the OSUE model and other research supports the content.I also concluded that the model has catalytic validity, a term used in qualitative research to refer to the criterion of action. Essentially, evidence the research process, results, or both will lead to insight or informed action. There was evidence that employees gained insight about competencies and competency-based HR management through the research process and that they were anticipating application of the competency model to HR functions and their work.Move from research results to why it was needed…
Move from competency-modeling and research on competencies to the question “WHY?”Why competencies and why now for OSU Extension?*OSUE strategic planning process. I had been working with the strategic planning subgroup related to staffing. -frustrations with the performance evaluation process-hiring (e.g., focused too much on hiring based on subject matter/technical expertise)-professional development-succession planning*Through the strategic planning process, transitioning to a CBHRM was identified by the staff base subgroup as one strategy that would address a number of these critical issues related to staffing.Why CBHRM?Given the trends and issues organizations are facing (technology, increased rates & magnitude of change, flatter more flexible org. designs)A competency-based approach to human resources has been recommended as more effective than the traditional jobs-based approachShift focus from what people do (work done, work activity) to the HOWCBHRM – can provide focus on individual behaviors that contribute the most to organizational success.Core competencies (those that cut across jobs) have become increasingly important…distinctions between jobs become blurred, work roles change, environment is less stable.What is this approach (CBHRM) and what are the benefits?*Focus on identification, modeling, and assessment of competencies*Discover the skills, knowledge and characteristics that contribute to organizational success; are high leverage and configure HR activities around those-Much like Pereto’s Principle from economics…the 80:20 rule. In this case we want to identify the 20% of competencies that affect 80% of performance (high leverage).*Benefits - impact/outcomes for individuals and organizations. Examples include:HR functions – provide a common language to discuss performance & integrate hr functionsAlignment – mission/strategy & talentPortability – within the organization and as employee leave What does CBHR look like? (Use diagram showing competencies supporting the entire hr platform and linking organization strategy with hr and results)
NO PP UPWork with participants to complete blank diagram in the handout.Blank diagram in handoutFill in and discuss
Our research to develop core competencies followed recommended practices and resulted in a model that appears to have high face and content validity. The model being used in the organization, including application in variety of HR functions.How we have used the model & next steps for OSU Extension include:Communication & education – employees participating in the research appeared to benefit from learning about competencies and competency-based HR management. We have begun and will continue to extend this learning beyond the research participants to the entire organization.Assessment opportunities – an employee self-assessment was launched in November, 2009 (opportunities for self-assessment and discussions with supervisors) to help with education about the competency model and provide baseline data for individuals and the organization related to the core competencies and one area of expertise. This data was used to prioritize investments in professional development opportunities. We have other assessment opportunities that will be used and applied to professional development planning.Integration with HR functionsProfessional developmentPerformance management another one good example to discuss briefly. We know that employees and supervisors are frustrated with our current process and would like to see more alignment between what is reviewed and what is important to the organization. Balance between performance results (e.g., teaching, research and service) and demonstration of core competencies in performance review process.More focus on competencies is appropriate in uncertain environments and qualitative/process-oriented service jobs.Additional work will be needed such as identifying and describing what we are calling AOEs and levels for core competencies.
DialogueRelated to what we presented or your experiences and thoughts/questions for the group.
Wrap UpThank you for joining us today for this seminar.During the session today, we talked about competencies, competency modeling, recent research in OSU Extension, and our plans in Ohio for a competency-based approach to HR. We also spent some time sharing and discussing our common interests and experiences. I hope you learned something today. I always appreciate opportunities like this to share with colleagues and learn from each other.Please complete the evaluation of teaching that will be collected by…More information about the OSU Extension Competency Study and how OSU Extension is planning to use competency-based HRM is available online through URLs listed on your handout. Again, thank you for joining us.