Delivering ABM competency Model to our people

1. Welcome to the HR Orientation Sessions
HR Department-ABM
Agile Business Modules
Date:2016-04-19
Provided by:

2. ABM
Core Competences

3. Session Outlines
By the end of this session you will be aware of the following:
1. Competencies definition
2. Linking Competences to ABM Values
3. Competences Framework
4. Measuring Competences
5. Using Core Competence Framework
6. ABM Core Competences

4. Hello!
I am Mahmoud Sayed
I am HR Generalist here and I
am here because I love to give
presentations :)

5. 1.
What are
Competences?

6. “A competence represents the set of skills & behaviors
needed to perform work activities competently.”
Behaviors are the manifestation of an organization
culture, no matter how clearly the organization’s
values are stated, it is the way that people act that
defines the culture.

7. Linking Competences to ABM Value
Values are the beliefs, principles and behaviors that describe what is
important to us and our company. The values influence the way we do our
jobs and how we achieve our vision and mission while outlining our
company expectations.
Values Competences
Dedicated to customer: Keen on client, solution
oriented, Decency
· Problem Solving
· Communication
Hunker: Fast, Efficient, Proactive Planning and organizing
Passion to learn: Up to date
Creative: Optimized, Simple Innovation
Teamwork: Sharing, Helping Teamwork

8. Competence
s
Framework

9. The levels
Each competence has four levels containing statements describing the skills, knowledge
and behaviors needed to perform effectively at each level.
The framework should be used flexibly to suit the needs of different roles. The needs of
the job should help set the expected level of competence needed to perform effectively.
The table below offers a guideline to competence levels. However, the levels should always be
used flexibly to suit the needs of the role
Level 1 Level 2 Level 3 Level 4
•Carried by all employees.
•Applies to those employees
who do not have a line
manager’s responsibilities.
•Carried by those employees who
are responsible for how other
employees perform i.e. Leaders and
Supervisors.
•It is not mandatory at this level to
be managing people – some might
have professional or specialist roles.
•Carried by those employees who work in roles
that need more plan and long-term focus.
•Can describe roles that are responsible for
managing managers.
•Can also describe roles which need a high
degree of professional or specialist expertise.
•Not everyone at this level will be responsible
for managing people, although it includes those
employees who are involved in project and
operation management
•Carried by those
employees who have wide
leadership responsibilities,
or professional or specialist
roles which involve some
leadership, and those
employees who work in a
strategic role.

10. Measuring Competences
First Step
The line manager review
job description and defines
the needs of the role.
Second Step
The manager then
identifies the competence
level that most accurately
reflects the needs of the
role for each competence.
(Remember, the level may
vary between
competences.)
Third Step
They then review the
statements within the
level and choose the
statements that are
relevant to the role.
(Remember, some of
the statements within
each level may not
apply to every role.)
Fourth Step
The manager discusses
and agrees with the
member of staff which of
the statements need to
be specifically shown.
These are recorded as
objectives throughout the
performance
management process.
Fifth Step
The member of staff collects and provides
evidence to show their ability against their
competence-based objectives.

11. Recording Evidence
It is each individual member of staff’s responsibility to collect and
record enough evidence to prove competence. Employees can
record and present evidence in any format, including spoken
statements describing what was done (however, you must agree
this with your manager beforehand).
However an individual agrees to present their evidence, it will
need to be structured in the following way.
A. The situation This is the background which sets the scene
B. What happened What action you took and how you went about it.
C. The outcome The end result and any follow-up actions.

12. What is the Usage of
The Core Competences
Framework?

13. The core competence framework
is used in all human resources
functions
Performance
Management
Learning and
Development
Recruitment Career
Development

14. Problem Solving
ABM Core Competences
Teamwork
Innovation
Planning and
Organizing
Communication

15. LET’S REVIEW SOME CONCEPTS
Problem Solving
Identifies and analyzes
problems; weighs
relevance and accuracy of
information; generates
and evaluates alternative
solutions; makes
recommendations
Communication
The ability to develop and
maintain relations, alliances
within and outside of the
organization and to use them
in order to obtain information,
support and cooperation
Planning and Organizing
The ability to determine
goals and priorities and to
assess the actions, time
and resources needed to
achieve those goals
Teamwork
The ability to work
effectively with others in
order to achieve a shared
goal - even when the object
at stake is of no direct
personal interest
Innovation
The ability to direct one’s
inquisitive mind toward
initiating new strategies,
products, services, and
markets

16. Problem Solving Cascading
Level 1 Level 2 Level 3 Level 4
Proposes solution to
improve customer
satisfaction
Addresses routine
organizational
problems by leading a team
to brainstorm solutions
Synthesizes information
from internal and external
sources to develop an
action plan
addressing program issues
Improves organizational
efficiency by
developing,planning, and
implementing a multi-tier
solution to complex or
unprecedented problems
Determines cause of
workforce problem and
recommends corrective
action
Applies appropriate
methodology to discover or
identify policy issues and
resource concerns
Addresses systemic
barriers inhibiting the
achievement of results by
forming teams to conduct
focus groups and
develop
solutions
Develops and implements a
remediation plan restoring
stakeholder confidence in a
critical agency program
Establishes guidelines to
clarify complex and/or
controversial
processes
Reconciles conflicting
and/or
incomplete information to
develop solutions.

17. Communication Competency Cascading
Level 1 Level 2 Level 3 Level 4
Positively
communicates with
stakeholders
Maintains proper and
effective
communications channels
within the organization
flow
Facilitates staff’s
communication channels
and introduces them to
each other
Cooperates with other
departments in
order to increase the
success rate of
projects
Shows interest in
communic
ating respectfully with
internal and external
stakeholders
Contacts others actively for
information, support or
cooperation
Ensures relevant effective
departmental
communication to both
parties
Works on broadcasting
campaigns to
broaden his/her
organizational image
Takes initiative
to Find new contacts
Ensures that he or she
maintains his /
her network
Consolidates efforts of
different departments to
solve the
issue.
Involves others in his
professional
networks and
stimulates them to expand
theirs

18. Planning and Organizing Competency Cascading
Level 1 Level 2 Level 3 Level 4
Sets personal
objectives to deliver
results on agreed
tasks
Makes needed adjustments
to timelines, steps and
resource allocation
Assigns people and
resources effectively
Defines strategy and goals for
the medium and long range
Prioritises activities
and resources to meet
specific objectives
and/or tasks;
tracks
progress
Drafts an action plan
before
entering a project
Challenges inefficient or
ineffective work processes
and offers constructive
alternatives.
Drafts change initiatives,
including a general time
schedule
Plans activities and Finds the right Drafts general budgets

19. Innovation Competency Cascading
Level 1 Level 2 Level 3 Level 4
Dares to go
against the flow
Take customers’ feedback
into consideration
Is not hindered by
competitive
sentiments when
someone else
comes up with
a good idea;
joins in and
values the idea
instead
Formulates ideas that are not
yet shared by others.
Is informed about
trends and
developments relevant
for his expertise and
organization
Is aware of services
and products
about which clients are
dissatisfied and finds out
what the
reason is for
this
Likes to avoid the obvious
and offers proposals that
are not always clear-cut
yet feasible
IS able to excite others about
new ideas and to make them
advocate those ideas as well.
Is busy innovating and
setting up
services that
Likes to discuss
with colleagues
and fellow experts about
Is able to handle resistance
against his own ideas
without giving

20. Teamwork Competency Cascading
Level 1 Level 2 Level 3 Level 4
Understands the goals
of the team and each
team member’s role
within it.
Establishes and supports a
working environment in
which colleagues work co-
operatively with each
other
Discusses plans and
ideas with
others and invites them to
contribute
Facilitates collaboration across
the organization and with other
organizations to achieve a
common goal
Willingly gives support
to co-workers and
works collaboratively
rather than
competitively
Supports and takes
responsibility for team
decisions
Encourages cross team
working by
liaising and planning with
other managers
Breaks down barriers
(structural, functional, cultural)
between teams, facilitating the
sharing of expertise and
resources
Shares experiences,
knowledge and best
practices with team
Involves others in working
out solutions whilst
retaining responsibility
Emphasizes common
denominators in a team to
reinforce team spirit
Understands the organization’s
strengths and weaknesses
and finds partners

22. Thanks!
Any questions?
You can find me at:
mdishnawy@agilebm.com