This document discusses competency management systems and proposes an automated competency management system model. Key points:
- It presents a structure for an automated competency management system that identifies competencies, evaluates them, matches competencies to projects, and tracks time spent on projects using competencies.
- Competencies are defined as the capabilities needed to successfully perform work tasks and include components like intelligence, education, experience, and ethics. Competencies can be behavioral, technical, or vocational.
- The system involves competency mapping to identify competencies for jobs, and competency identification draws from four sources: behaviors/attributes, standards, support, and human relations.
- Job models describe work performance
The document discusses competency-based management and provides competency dictionaries for behavioral and technical competencies relevant to IT jobs. It includes definitions and proficiency levels for 25 behavioral competencies. The behavioral competency dictionary aims to describe the knowledge, skills, abilities and behaviors needed for successful job performance in IT roles. Managers can use the competency definitions and proficiency levels for tasks like developing job profiles, screening candidates and planning employee development.
This document discusses competency mapping and different models and techniques used for competency mapping. It defines competency as the skills, knowledge, behaviors, and attributes required for excellent job performance. There are three main categories of competencies - behavioral, functional, and managerial. Competency mapping involves identifying the competencies required for specific jobs or roles using techniques like critical incident analysis, repertory grid analysis, questionnaires, psychometric tests, and assessment centers. Competency models help organizations define required competencies, assess individuals, and improve human resource processes like selection, training, and performance management.
The document provides definitions and behavioral indicators for various competencies relevant to IT jobs in the federal public service. It includes an introduction to competency-based management and descriptions of behavioral and technical competency dictionaries. The behavioral competency dictionary contains definitions and proficiency scales for 25 competencies such as adaptability, continuous learning, communication, and creative thinking. It is intended to help develop job competency profiles and assess skill levels.
Technical competency dictionary for itConfidential
The document is a technical competency dictionary for the IT community that provides definitions, knowledge requirements, and proficiency scales for various IT competencies. The introduction explains that competencies are observable abilities, skills, knowledge, or traits defined in terms of behaviors needed for successful job performance. It notes that the dictionary identifies technical competencies required for various IT jobs/roles. It describes how the competencies are structured with definitions, knowledge requirements, and 5-level proficiency scales describing behaviors for each level. The first competency described in detail is Application Development/Support and Maintenance.
Competency models identify the skills, knowledge, behaviors, and attributes that distinguish excellent performance. There are different types of competency models such as organizational, HR systems, team, and individualistic approaches. Critical incident analysis and repertory grid analysis are techniques used to map competencies. Critical incident analysis involves analyzing specific incidents that highlighted exemplary behaviors, while repertory grid analysis identifies attributes and establishes bipolar scales to differentiate characteristics. The right competency model for an organization depends on analyzing data on employee competencies and results.
Evaluation of employee performance is an important element in enhancing the quality of the work and
improves employees’ motivation to perform well. It also presents a basis for upgrading and enhancing of
an organization. Periodical employees’ performance evaluation in an organization assists management to
recognize its strengths and weaknesses.
This paper presents a design and implementation of a performance appraisal system using the fuzzy logic.
In addition to the normal process of performance evaluation modules, the system contains step by step
inference engine processes. These processes demonstrate several calculation details in relations
composition and aggregation methods such as min operator, algebraic product, sup-min and sup-product.
The system has foundation to add-on analysis module to analyze and report the final result using various
similarity measures. MS Access database was used to maintain the data, build the inference logic and
develop all setting user interfaces.
The document discusses competency-based management and provides competency dictionaries for behavioral and technical competencies relevant to IT jobs. It includes definitions and proficiency levels for 25 behavioral competencies. The behavioral competency dictionary aims to describe the knowledge, skills, abilities and behaviors needed for successful job performance in IT roles. Managers can use the competency definitions and proficiency levels for tasks like developing job profiles, screening candidates and planning employee development.
This document discusses competency mapping and different models and techniques used for competency mapping. It defines competency as the skills, knowledge, behaviors, and attributes required for excellent job performance. There are three main categories of competencies - behavioral, functional, and managerial. Competency mapping involves identifying the competencies required for specific jobs or roles using techniques like critical incident analysis, repertory grid analysis, questionnaires, psychometric tests, and assessment centers. Competency models help organizations define required competencies, assess individuals, and improve human resource processes like selection, training, and performance management.
The document provides definitions and behavioral indicators for various competencies relevant to IT jobs in the federal public service. It includes an introduction to competency-based management and descriptions of behavioral and technical competency dictionaries. The behavioral competency dictionary contains definitions and proficiency scales for 25 competencies such as adaptability, continuous learning, communication, and creative thinking. It is intended to help develop job competency profiles and assess skill levels.
Technical competency dictionary for itConfidential
The document is a technical competency dictionary for the IT community that provides definitions, knowledge requirements, and proficiency scales for various IT competencies. The introduction explains that competencies are observable abilities, skills, knowledge, or traits defined in terms of behaviors needed for successful job performance. It notes that the dictionary identifies technical competencies required for various IT jobs/roles. It describes how the competencies are structured with definitions, knowledge requirements, and 5-level proficiency scales describing behaviors for each level. The first competency described in detail is Application Development/Support and Maintenance.
Competency models identify the skills, knowledge, behaviors, and attributes that distinguish excellent performance. There are different types of competency models such as organizational, HR systems, team, and individualistic approaches. Critical incident analysis and repertory grid analysis are techniques used to map competencies. Critical incident analysis involves analyzing specific incidents that highlighted exemplary behaviors, while repertory grid analysis identifies attributes and establishes bipolar scales to differentiate characteristics. The right competency model for an organization depends on analyzing data on employee competencies and results.
Evaluation of employee performance is an important element in enhancing the quality of the work and
improves employees’ motivation to perform well. It also presents a basis for upgrading and enhancing of
an organization. Periodical employees’ performance evaluation in an organization assists management to
recognize its strengths and weaknesses.
This paper presents a design and implementation of a performance appraisal system using the fuzzy logic.
In addition to the normal process of performance evaluation modules, the system contains step by step
inference engine processes. These processes demonstrate several calculation details in relations
composition and aggregation methods such as min operator, algebraic product, sup-min and sup-product.
The system has foundation to add-on analysis module to analyze and report the final result using various
similarity measures. MS Access database was used to maintain the data, build the inference logic and
develop all setting user interfaces.
This seminar presentation discusses competency mapping in corporations. Competency mapping is a process that assesses an individual's strengths and examines areas like emotional intelligence, teamwork, leadership, and decision-making. It also describes competent behaviors for different jobs. A case study examines competency mapping of 30 middle managers at a company manufacturing power steering systems. Issues like a lack of common HR guidelines and integrated functions motivated the study. The study's objectives were to adopt competency-based HR management, link organizational issues to functions through mapping, and develop a competency model. Managers were assessed on parameters like quality improvement techniques. The analysis identified training needs for different roles. Competency mapping was concluded to not be complex but can
This document outlines the 10 step process for competency mapping at an organization. The steps include: 1) identifying departments for profiling, 2) identifying hierarchy levels, 3) obtaining job descriptions, 4) preparing interviews, 5) recording interview details, 6) preparing a skills list, 7) indicating proficiency levels, 8) validating competencies, 9) preparing a competency dictionary, and 10) mapping competencies. An example is provided of MMTC Ltd. going through these 10 steps to map competencies for their human resources, personnel, administration, and estate departments.
The document discusses competency, which refers to the characteristics required to perform a job well. It defines competency and lists the core competencies needed by employees, such as adaptability and communication skills. It also describes behavioral competencies for all employees and managers, including customer service, teamwork, and accountability. Finally, it discusses different types of competencies like core competencies, technical competencies, and behavioral competencies.
This document discusses competency mapping. It defines competency mapping as identifying the key competencies required for particular jobs and using this information for tasks like recruitment, training, performance management and succession planning. It outlines several models of competency mapping including single job, multiple job and one-size-fits-all models. The document also discusses benefits of competency mapping like assessing employees against standards, reducing training costs, and facilitating development. Limitations include difficulties in evaluating competencies and assessing results accurately.
This document discusses competency mapping and job analysis. It begins by defining competency mapping as a process to identify key competencies for an organization or job and incorporate those competencies into various HR processes like training and recruitment. It describes different methods for competency mapping, including using assessment centers, critical incidents technique, and analyzing job performance through exercises like case studies, in-trays, and role plays. The goal of competency mapping is to improve employee performance and productivity.
The adaptability competency refers to maintaining effectiveness during major changes in work tasks or environment. Key actions include understanding changes, approaching change positively, and adjusting behavior quickly. Sample activities are adapting to changes in policies, procedures, working with diverse groups, culture change efforts, and changing work assignments.
This document provides a report on competency mapping and skill gap analysis conducted for TATA Power Delhi Distribution Limited (formerly NDPL). It includes an introduction on the importance of competency mapping for organizations. The objective was to understand the current competency levels of technicians at NDPL and identify gaps between the required competencies for roles and employees' current competencies. The methodology, findings and analysis are provided based on research conducted, including competency mapping, job analysis, and assessing technicians. Conclusions are drawn on training impacts and competency development needs.
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.
Competency mapping involves identifying the key skills, behaviors, and attributes that distinguish outstanding performance. Competencies can be used for recruitment, development, succession planning, and organizational analysis. Critical incident analysis and repertory grid techniques are used to map competencies. There are organizational, HR systems, team, and individual competency models. Organizational models focus on competencies across hierarchies while HR systems models link competencies to training and development. Team models emphasize complementary competencies for effective teams. Individual models include person-job matching, strategy-based roles, and intellectual capital models emphasizing dynamic interactions.
NOVA SHRM SIG "Aligning Competencies To Your Organizations Mission"armandojusto
This document discusses competency modeling and aligning competencies to an organization's mission. It provides an overview of competency modeling, including the foundational behavioral, functionalist, and constructivist approaches. It also discusses how competencies can be integrated into various human resource processes like recruitment, performance management, learning and development, and career development. Implementing competency-based management requires competency modeling, analyzing competency gaps, and providing targeted learning solutions to close those gaps. The overall goal is to increase organizational competitiveness, employee employability, and alignment with business needs through a competency-based approach.
Competency mapping is the process of identifying the key skills, attributes, and behaviors required to successfully perform a particular job or role. It involves determining the technical, managerial, and soft skills needed. Competency mapping benefits companies, managers, and employees by informing recruitment, training, performance reviews, succession planning, and rewards programs. Common methods for competency mapping include assessment centers, critical incident interviews, questionnaires, and observing job holders. The competency mapping process involves defining objectives, collecting information through interviews and surveys, building a competency framework by grouping skills into categories, and communicating the framework.
FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
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# Students can catch up on notes they missed because of an absence.
# Underachievers can find peer developed notes that break down lecture and study material in a way that they can understand
# Students can earn better grades, save time and study effectively
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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.
competency mapping is one of the least discussed topic of human resources even though it has its own importance and value in each sector. so here I discussed what exactly competency mapping is and few other aspects of it.
The document discusses competency mapping in the IT industry. It provides an overview of competency mapping and defines technical and behavioral competencies. It then describes the functional competencies required for various human resource development roles like recruitment, promotion, performance appraisal, etc. The objectives of the study are to identify competencies for different job levels or bands in an organization. The scope involves mapping competencies for multiple bands in an IT consulting practice. The study aims to help the organization identify the right fit between jobs and employees.
Introduction to competency mapping, historical development, approaches, case studies of competency mapping, competency mapping procedures, steps in competency mapping, business strategies, performance criteria,tools for data collection, data analysis, validating competency models, using competency profiles in HR decisions.
The document discusses competency mapping and assessment methodology. It covers conceptual frameworks of competency approaches, defining competencies and identifying behavioral indicators, and developing competency models. The key stages involved in competency mapping are data collection from subject matter experts, building the competency framework, and implementing it across human resource processes like recruitment, performance management, and training and development. An effective competency framework is aligned to organizational strategy and culture, and involves stakeholders across levels.
This webinar discusses obtaining buy-in for competency models. It emphasizes communicating and gaining support before, during, and after developing competency models. Speakers recommend assessing stakeholder needs, making a compelling business case, leveraging champions, and integrating models into talent management applications. The webinar provides tips on maintaining communication, addressing resistance, and sustaining models over time as business needs change.
This document discusses competency mapping as a tool for human resource excellence. It defines competency mapping as assessing an individual's strengths through their emotional intelligence and abilities in areas like teamwork, leadership, and decision-making. Large organizations use competency mapping to understand how to effectively employ workers' competencies and strengths. The document outlines various techniques for competency mapping, including behavioral interviews, the STAR method, repertory grids, critical incident technique, and 360-degree feedback. It also discusses implementing competency mapping by identifying positions, conducting job analysis, developing job descriptions, identifying key competencies, creating a competency dictionary, and developing a competency matrix.
This document provides guidance on writing functional competencies. It defines key terms like competencies, tasks, and KSAPs (knowledge, skills, abilities, and personal characteristics). It explains that functional competencies should be written by subject matter experts and consist of important job tasks along with the KSAPs needed for successful performance. The document also discusses using competencies for various human resources purposes and the importance of legal defensibility. It provides a process and templates for competency development.
This document discusses competency mapping and competency models. It defines competency as an underlying characteristic required for successful job performance, including knowledge, skills, attitudes, and other factors. Competency mapping is described as identifying the competencies needed to perform job tasks successfully. A competency model organizes competencies into frameworks showing what is required for effective performance in specific jobs or organizations. Competency mapping and models help define success factors, assess performance, plan succession, and guide HR processes like selection and compensation.
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.
This seminar presentation discusses competency mapping in corporations. Competency mapping is a process that assesses an individual's strengths and examines areas like emotional intelligence, teamwork, leadership, and decision-making. It also describes competent behaviors for different jobs. A case study examines competency mapping of 30 middle managers at a company manufacturing power steering systems. Issues like a lack of common HR guidelines and integrated functions motivated the study. The study's objectives were to adopt competency-based HR management, link organizational issues to functions through mapping, and develop a competency model. Managers were assessed on parameters like quality improvement techniques. The analysis identified training needs for different roles. Competency mapping was concluded to not be complex but can
This document outlines the 10 step process for competency mapping at an organization. The steps include: 1) identifying departments for profiling, 2) identifying hierarchy levels, 3) obtaining job descriptions, 4) preparing interviews, 5) recording interview details, 6) preparing a skills list, 7) indicating proficiency levels, 8) validating competencies, 9) preparing a competency dictionary, and 10) mapping competencies. An example is provided of MMTC Ltd. going through these 10 steps to map competencies for their human resources, personnel, administration, and estate departments.
The document discusses competency, which refers to the characteristics required to perform a job well. It defines competency and lists the core competencies needed by employees, such as adaptability and communication skills. It also describes behavioral competencies for all employees and managers, including customer service, teamwork, and accountability. Finally, it discusses different types of competencies like core competencies, technical competencies, and behavioral competencies.
This document discusses competency mapping. It defines competency mapping as identifying the key competencies required for particular jobs and using this information for tasks like recruitment, training, performance management and succession planning. It outlines several models of competency mapping including single job, multiple job and one-size-fits-all models. The document also discusses benefits of competency mapping like assessing employees against standards, reducing training costs, and facilitating development. Limitations include difficulties in evaluating competencies and assessing results accurately.
This document discusses competency mapping and job analysis. It begins by defining competency mapping as a process to identify key competencies for an organization or job and incorporate those competencies into various HR processes like training and recruitment. It describes different methods for competency mapping, including using assessment centers, critical incidents technique, and analyzing job performance through exercises like case studies, in-trays, and role plays. The goal of competency mapping is to improve employee performance and productivity.
The adaptability competency refers to maintaining effectiveness during major changes in work tasks or environment. Key actions include understanding changes, approaching change positively, and adjusting behavior quickly. Sample activities are adapting to changes in policies, procedures, working with diverse groups, culture change efforts, and changing work assignments.
This document provides a report on competency mapping and skill gap analysis conducted for TATA Power Delhi Distribution Limited (formerly NDPL). It includes an introduction on the importance of competency mapping for organizations. The objective was to understand the current competency levels of technicians at NDPL and identify gaps between the required competencies for roles and employees' current competencies. The methodology, findings and analysis are provided based on research conducted, including competency mapping, job analysis, and assessing technicians. Conclusions are drawn on training impacts and competency development needs.
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.
Competency mapping involves identifying the key skills, behaviors, and attributes that distinguish outstanding performance. Competencies can be used for recruitment, development, succession planning, and organizational analysis. Critical incident analysis and repertory grid techniques are used to map competencies. There are organizational, HR systems, team, and individual competency models. Organizational models focus on competencies across hierarchies while HR systems models link competencies to training and development. Team models emphasize complementary competencies for effective teams. Individual models include person-job matching, strategy-based roles, and intellectual capital models emphasizing dynamic interactions.
NOVA SHRM SIG "Aligning Competencies To Your Organizations Mission"armandojusto
This document discusses competency modeling and aligning competencies to an organization's mission. It provides an overview of competency modeling, including the foundational behavioral, functionalist, and constructivist approaches. It also discusses how competencies can be integrated into various human resource processes like recruitment, performance management, learning and development, and career development. Implementing competency-based management requires competency modeling, analyzing competency gaps, and providing targeted learning solutions to close those gaps. The overall goal is to increase organizational competitiveness, employee employability, and alignment with business needs through a competency-based approach.
Competency mapping is the process of identifying the key skills, attributes, and behaviors required to successfully perform a particular job or role. It involves determining the technical, managerial, and soft skills needed. Competency mapping benefits companies, managers, and employees by informing recruitment, training, performance reviews, succession planning, and rewards programs. Common methods for competency mapping include assessment centers, critical incident interviews, questionnaires, and observing job holders. The competency mapping process involves defining objectives, collecting information through interviews and surveys, building a competency framework by grouping skills into categories, and communicating the framework.
FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
We connect Students who have an understanding of course material with Students who need help.
Benefits:-
# Students can catch up on notes they missed because of an absence.
# Underachievers can find peer developed notes that break down lecture and study material in a way that they can understand
# Students can earn better grades, save time and study effectively
Our Vision & Mission – Simplifying Students Life
Our Belief – “The great breakthrough in your life comes when you realize it, that you can learn anything you need to learn; to accomplish any goal that you have set for yourself. This means there are no limits on what you can be, have or do.”
Like Us - https://www.facebook.com/FellowBuddycom
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.
competency mapping is one of the least discussed topic of human resources even though it has its own importance and value in each sector. so here I discussed what exactly competency mapping is and few other aspects of it.
The document discusses competency mapping in the IT industry. It provides an overview of competency mapping and defines technical and behavioral competencies. It then describes the functional competencies required for various human resource development roles like recruitment, promotion, performance appraisal, etc. The objectives of the study are to identify competencies for different job levels or bands in an organization. The scope involves mapping competencies for multiple bands in an IT consulting practice. The study aims to help the organization identify the right fit between jobs and employees.
Introduction to competency mapping, historical development, approaches, case studies of competency mapping, competency mapping procedures, steps in competency mapping, business strategies, performance criteria,tools for data collection, data analysis, validating competency models, using competency profiles in HR decisions.
The document discusses competency mapping and assessment methodology. It covers conceptual frameworks of competency approaches, defining competencies and identifying behavioral indicators, and developing competency models. The key stages involved in competency mapping are data collection from subject matter experts, building the competency framework, and implementing it across human resource processes like recruitment, performance management, and training and development. An effective competency framework is aligned to organizational strategy and culture, and involves stakeholders across levels.
This webinar discusses obtaining buy-in for competency models. It emphasizes communicating and gaining support before, during, and after developing competency models. Speakers recommend assessing stakeholder needs, making a compelling business case, leveraging champions, and integrating models into talent management applications. The webinar provides tips on maintaining communication, addressing resistance, and sustaining models over time as business needs change.
This document discusses competency mapping as a tool for human resource excellence. It defines competency mapping as assessing an individual's strengths through their emotional intelligence and abilities in areas like teamwork, leadership, and decision-making. Large organizations use competency mapping to understand how to effectively employ workers' competencies and strengths. The document outlines various techniques for competency mapping, including behavioral interviews, the STAR method, repertory grids, critical incident technique, and 360-degree feedback. It also discusses implementing competency mapping by identifying positions, conducting job analysis, developing job descriptions, identifying key competencies, creating a competency dictionary, and developing a competency matrix.
This document provides guidance on writing functional competencies. It defines key terms like competencies, tasks, and KSAPs (knowledge, skills, abilities, and personal characteristics). It explains that functional competencies should be written by subject matter experts and consist of important job tasks along with the KSAPs needed for successful performance. The document also discusses using competencies for various human resources purposes and the importance of legal defensibility. It provides a process and templates for competency development.
This document discusses competency mapping and competency models. It defines competency as an underlying characteristic required for successful job performance, including knowledge, skills, attitudes, and other factors. Competency mapping is described as identifying the competencies needed to perform job tasks successfully. A competency model organizes competencies into frameworks showing what is required for effective performance in specific jobs or organizations. Competency mapping and models help define success factors, assess performance, plan succession, and guide HR processes like selection and compensation.
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.
This document discusses competency mapping and its importance in human resource development. It begins by providing background on the evolution of competency mapping. It then defines competency mapping and describes the key steps in the competency mapping process. It discusses how competency mapping impacts other HR systems like recruitment, performance management, training, development, and compensation. It also explains how competencies can be mapped at different levels within an organization. Various tools for assessing competencies and providing feedback are also outlined.
The document discusses competency models, which are clusters of knowledge, skills, abilities, behaviors, and attitudes related to job success. It outlines different approaches for developing competency models, including universal, functional, job-specific, and multiple job models. The document also discusses how competency models can be used for human resource processes like recruitment, selection, performance management, and career development.
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 discusses competency modeling and defines competencies. It provides various definitions of competency from different sources that refer to underlying characteristics, inputs like knowledge and skills, and abilities that enable superior job performance. The document outlines steps for building competency models, which include identifying behaviors of top performers, collecting data through expert panels and critical incident interviews, analyzing the data to identify competencies and behaviors, and developing the model with competency definitions and indicators. Competency models can then be used to align human resource systems like recruitment, performance management, training, and compensation with organizational goals.
The document discusses competency-based human resource management. It defines competencies as underlying characteristics that enable superior job performance. Competencies include clusters of knowledge, skills, and attitudes. A competency model identifies the competencies required for outstanding performance in specific jobs or roles through behavioral indicators. Competency models help align HR systems like recruitment, performance management, and training with organizational strategy.
This document discusses competency and competence frameworks. It defines them as structures that outline the skills required for each role in an organization. It notes that competency focuses on individual attributes and behaviors, while competence encompasses performance outputs as well. More recently, the terms are used interchangeably to refer to a mix of behaviors, attitudes, and actions needed for effective job performance. The document then discusses challenges with traditional competency matrices and introduces the concept of competency mapping as a more coherent way to describe skills across roles. It provides suggestions for enabling structures to support competency mapping, such as clear role definitions and describing key and peripheral skills.
This document discusses competency models and their development and use. It covers several key points:
1. It defines competencies as clusters of knowledge, skills, abilities, behaviors, and attitudes related to job success. Competency models describe the observable and measurable characteristics of highly effective performance.
2. Competency models can be developed using universal, functional, or job-specific approaches. Validation of models is important to ensure they accurately reflect job requirements.
3. Valid competency models integrate into HR processes like recruitment, performance management, and development. They provide guidance on effective behaviors and differentiate star from average performers.
This document provides an overview of a project report on the performance management system of Vaibhav Plasto Printing and Packaging Pvt. Ltd. It includes an introduction discussing the history and purpose of performance management. It then outlines the objectives, principles, concerns, scope and benefits of performance management systems. The majority of the document discusses the company profile of Vaibhav Plasto and their implementation of a performance management system called "OR3AM".
Competency model development: A study of conceptual frameworkinventionjournals
Adjustment between employer with optimum occupation is not easy when jobs are likely to be complicated. This research shows that the more complex the work, the more difficult to identify the most important tasks and competencies associated with successful. Therefore, competency system is necessarily applied to determines the success or failure of the management functions implementation which strictly depend on the quality of human resources.
CHAPTER SIXNeeds Assessment A Lighthouse BeaconCatherine M. .docxmccormicknadine86
CHAPTER SIX
Needs Assessment: A Lighthouse Beacon*
Catherine M. Sleezer
Darlene Russ-Eft
Those who captain ships at sea rely on a lighthouse beacon to mark a safe path to the journey’s end. The bright, flashing light mounted on a tall tower that is visible over the horizon also reveals underwater areas that are too risky, too shallow, or too dangerous for safe passage. The lighthouse beacon for human learning, training, and performance improvement initiatives—whether labeled as needs analysis, needs assessment, or some other term—is a type of evaluation that lights the path for completing an initiative and reveals places that are too risky, dangerous, or shallow for safe passage. Such analysis takes more time and planning than simply moving forward to implement solutions; it does, however, avoid costly mistakes and greatly increases the likelihood of an initiative’s success.
Indeed, evaluation expertise applied at the beginning of a project to assess needs (predictive analysis) may provide a higher return on investment than the evaluation expertise that is applied after a project is completed (summative evaluation) (Bahlis, 2008; Sleezer, 1990). Such analysis can link learning and performance improvement expertise to an organization’s strategic needs, its mission and goals, and the perceived issues. For a useful visual of this linkage, see the Pershing Performance Analysis Model (Haig & Addison, 2008).
In this chapter, we set the stage by first defining the term needs assessment and describing some needs assessment models and approaches. Then we discuss evaluation standards and principles that are especially important when planning, implementing, or evaluating a needs assessment, and we show how the standards and principles can be applied.
WHAT IS NEEDS ASSESSMENT?
Needs assessment is a diagnostic process for determining the important learning and performance needs in the situation and how to best address them. A “need” is the gap between the current condition and the desired condition. The indicators that a needs assessment should be implemented include dissatisfaction and growing concerns with a current learning, training, or performance situation; a sense that there are gaps in accomplishments, processes, or capacity; and the willingness to expend resources to improve the situation. Sometimes, a needs assessment targets a subset of gaps (for example, critical incident analysis, audience analysis, technology analysis, situational analysis, media analysis, and cost analysis).
Needs assessments are implemented in situations that are dynamic, where some information is unknown and where key players may disagree about the information that is known. Moreover, a needs assessment either supports or challenges the current power structure. In such situations, sound evaluation practices keep a needs assessment grounded and assure the integrity of the process and results.
Implementing a needs assessment involves data collection and analysis and collabo ...
This document discusses a study on assessing the effectiveness of the performance appraisal system of Dhaka Electric Supply Company Limited (DESCO). The objectives of the study were to check the effectiveness of the performance appraisal system, its impact on employee performance, and employee perceptions of the system. The literature review discusses how performance appraisal methods are used to measure employee performance and manage it. It also discusses how factors like competence assessment, development, and performance-based pay can impact employee performance. The study aims to identify strengths and weaknesses of DESCO's performance appraisal system based on employee perceptions.
The document discusses competency models and their uses in human resources. It provides an overview of different approaches to competency models, including organizational, HR systems, team, and individualistic approaches. Organizational approaches focus on competencies across hierarchical levels. HR systems approaches emphasize competencies through training and development. Team approaches examine complementary competencies among team members. Individualistic models include person-job match, strategy-based, strategy development, and intellectual capital models. The document concludes that competency models should specify the behaviors, knowledge, and motivations necessary for critical organizational results but must be based on actual employee and performance data.
Competency mapping involves identifying the key skills, behaviors, and attributes that distinguish outstanding performance. Competencies can be used for recruitment, development, succession planning, and organizational analysis. Critical incident analysis and repertory grid techniques are used to map competencies. There are organizational, HR systems, team, and individual competency models. Organizational models focus on competencies across hierarchies while HR systems models link competencies to training and development. Team models emphasize complementary competencies for effective teams. Individual models include person-job matching, strategy-based roles, and intellectual capital models emphasizing dynamic interactions.
Improving Productivity through Appropriate Performance Appraisal in Pakistan ...Muhammad Arslan
The purpose of this study is to analyze the impact of performance appraisal on productivity. Appraisal tools are
used to measure the output of workers which are compared with the given tasks with specific working
environment in designing these tools there is three step process define the job, appraise the performance and
providing the relative feedback. The manager should take keen in designing. Cross tabulation methods is used to
analyze this phenomenon. Face to face interview and questionnaire will be the research strategy and this will be
cross sectional study i.e. one time study; data collection method will be secondary data, primary data through
random sampling will be collected from the contractors of transport companies of Pakistan State Oil Limited
and general analytical method will be used for data analysis. The finding of study suggests that performance
appraisal system has significant effect on personal skill and by using the combination of two methods; rating and
narrative method leads us improvement in productivity of the organization.
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Automated competency management system an advanced approach to competence management efficiency
1. European Journal of Business and Management www.iiste.org
ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online)
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Automated Competency Management System: An Advanced
Approach to Competence Management Efficiency
Walid Hassan1
Bassam Hussein1
Ali Hassan2
DeniseKerbaj3
Ayman Dayekh1
Hassan Bazzi1
and Hassan M. Khachfe1*
1- Lebanese International University, P.O. Box; 146404, Beirut, Lebanon.
2- The University of Northampton, Newton Building, NW034, United Kingdom.
3- QualiZone (s.a.r.l), Beirut, Lebanon.
* E-mail of the corresponding author: hassan.khachfe@liu.edu.lb
Abstract
In this study, a structure for an automated competency management system model is presented. The system
involves an advanced approach to competency identification and evaluation that takes into account the prediction
of future activities in competency development. Once competencies are identified and graded for all resources,
they are then matched to running projects via a domain of action related to each project. The acknowledged
competencies are then linked to a time management factor, or the occupational rate, in a manner that the
percentage of time dispensed by each resource on a project in a domain of action including a defined
competency is shown. An enrollment criterion for the automated competency management system is proposed.
The presented model may be applied for both products and services.
Keywords: automation, competency, job models, organizational processes
1. Introduction
Competency based management has become a very crucial element in the effective operation of an enterprise or
an organization, due to the increased need of the latter to be agile enough to adapt to quick market changes and
re-orientation of business plans. In such situations, competency management systems (CMS) become the core
human resource tool which enables the enterprise to manage and develop the skills of their employees, recruit
the most appropriate candidates, and make effective succession planning and employee development plans.
(Kochanski 1996)
Stakes associated with market challenges confirm that the competency-based approach is an appropriate way to
overcome the lack of flexibility of job-based approaches to organizational design (Sector 2011). Even though
this approach is somehow weighted with the competency evaluation and identification processes – of which it
shows high dependence – it is still possible to consider these processes as independent model components in a
competency based management system. There is a common thinking in managerial practice that considers
competencies as “universal” concepts independently directed out of the specific organizational context in which
they are activated and developed (Beheshtifar, 2011). This approach can be traced back to the well-known
McClelland studies (1978), an approach in which competencies are mapped by using statistics to identify those
behaviors distinguishing average from the best performers, and to Spencer and Spencer’s (1993) surveys aimed
at identifying general competency profiles for standard professional figures.
2. How competency is defined, characterized and identified?
As presented by McClelland in 1970, competencies, or individual’s characteristics, were presented as significant
predictors of employee performance and success, equally as important as an individual’s academic aptitude and
knowledge content as indicated by tests scores or results. A competency is the capability of applying or using
knowledge, skills, abilities, behaviors, and personal characteristics to successfully perform critical work tasks,
specific functions, or operate in a given role or position.
This definition is outlined through a combination of the following components:
• Intelligence.
• Education.
• Experience.
• Ethics.
• Interest.
However, these components are retroactive, and some of them could enhance and promote other components
such as education and intelligence, intelligence and experience, experience and interest, education and ethics,
etc…
Rankin presented a more recent definition of competency in 2004; he expressed that competencies represent the
language of performance. They can articulate both the expected outcomes from an individual’s efforts and the
manner in which these activities are carried out (Calhoun, 2002).
2. European Journal of Business and Management www.iiste.org
ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online)
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Because everyone in the organization can learn to speak this language, competencies provide a common,
universally understood means of describing expected performance in many different contexts. (Figure 1)
Competences, as presented in literature, fall into three categories (Capaldo, 2006).
• Behavioural competencies: They reflect behavioral expectations. This category reveals important
indications about the type of behavior required for attaining capabilities as teamwork, communication
skills, leadership and decision-making. They are often referred to as ‘soft skills’. Those skills are
usually set out in a competency framework.
• Technical competencies: They define what people have to know and should be able to do (knowledge
and skills) in order to carry out their roles effectively. They are related to either generic roles (groups of
similar roles) or to individual roles (‘role-specific competencies’). They are not usually part of a
behaviour-based competency framework, although – of course – the two are closely linked when
considering and assessing role demands and requirements.
• Vocational competencies: These specify minimum standards for the achievement of set tasks and
activities expressed in ways that can be observed and assessed with a view to certification. An element
of competence in NVQ (National Vocational Qualifications) language is a description of something that
people in given work areas should be able to do. They are assessed as being competent or yet to be. No
attempt is (has been) made to assess the degree of competence.
Nevertheless, a more detailed sub-identification would divide competencies into the following seven types:
• Generic competencies: General competencies that are considered as common sense knowledge and
essential for all staff regardless of their function or level or responsibilities.
• Specific competencies: These are the competencies needed for a specific job or task.
• Threshold or performance competencies: These fall into the following two categories
− Basic competencies; required to achieve a job or task regardless of the quality level of the task.
− Performance competencies; distinguish between high-level and low-level performers as per defined
quality levels.
• Differentiating competencies: These are considered as behavioral characteristics that usually appear on
high performers.
• Managerial competencies: Those are essential for staff with managerial or supervisory responsibilities
regardless of services or areas, including directors and senior positions (decision making, team
leadership…).
• Technical competencies: presented earlier.
• Behavioral competencies: presented earlier as well.
2.1 Competency Mapping
Competency mapping is a process of identifying key competencies for an organization, the jobs and functions
within it. Competency mapping is important and is an essential activity. Every well-managed firm should have
well defined roles and list of competencies required to perform each role effectively (Langdon 2002).
Competency mapping identifies individuals’ strengths and weaknesses in order to help them better understand
themselves and to show them where career development efforts need to be directed. Competency mapping does
not only apply for full-time permanent employees of an organization, but also for contract workers as well as for
those seeking employment to emphasize the specific skills that would make them valuable for potential
employment (Langdon, 2002).
2.2 Competency Identification
Typically, four sources contribute to the development of performance-based competencies (Figure 2):
1. Behaviour plus attributes
2. Standards
3. Support
4. Human relations
According to the Language of Work Model presented by Langdon in 2000, these four layers constitute
performance. Competency identification must be based on performance to be accurate and complete (Sanghi
2007).
3. Job Models
Job model is a performance-based reflection of how an exemplary job performer does his or her work. It should
be based on and aligned to the core processes of the business, which in turn should be aligned to the business
unit’s goals and strategies.
3. European Journal of Business and Management www.iiste.org
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After considerable research and testing, Langdon (1995) determined that the behavioral component of
performance could be described in six words (Figure 2). These elements of behavior are always present when
there is performance, whether the performance is visible or not. Thus, describing individual work using these six
related words creates a performance-based definition of the intended behavior needed from individuals as
prescribed (or not) by the organization. These six integrated words are:
1. Inputs
2. Conditions
3. Process steps
4. Outputs
5. Consequences
6. Feedback
A diagram or narrative of these six words for a job makes up the foundation of a job model. Thus, each job
produces certain outputs (deliverables) intended for clients or customers. These outputs will result in related
consequences (desired results for the customer, organization, and individual).
3.1 Competency Models Drawbacks
An analytical overview of what was presented concerning competency and evaluation models makes it clear that
these models are more focused on the behavior rather than on results. Admitting the importance of the behavior
in performing a certain activity, more advanced models are needed to inject a feedback from the output (result) to
modify the performance behavior as illustrated in Figure 3.
Another important issue linked to the identification of competencies is that they are generic. This is a double-
sided stake, i.e. going on competencies of lower level definitions increases the number of specificities and hence
renders better evaluation. A more suitable model would be one that could comprise multi-level evaluations on
different stages. Each stage includes a number of same level competencies to be evaluated. However, the
absence of a general quantitative empirical model for the evaluation of competencies makes the evaluation
dependent only on past activities and not on future or expected behaviors or results.
The Human Resources department usually owns competency models in a given organization, while the line
management is less implicated in evaluation-associated processes. In addition, applied models have the tendency
to focus competency evaluation processes on middle and lower levels paying less attention to top-level
management.
In this study, we are proposing an automated competency system model that relies on dynamic management
strategies with evolving perspectives. The proposed model takes into account a new approach in the competency
evaluation and scoring. Well-structured competencies will be associated with a time factor that indicates
percentage of occupation of a staff on working activities that intend to develop a certain competency. In the
system, all staff members have their competency list along with their time factors. Those parameters will be used
in order to move staff from one project to another and help plan their career development towards competencies
that support the strategy of the company.
4. Organizational Processes
The proposed system is based on a developed structure that permits the management, control and efficient
utilization of competencies. Here we define resources by their competencies and their score in the respective
competency.
The organizational structure presented in Figure 4 represents an organization offering services in technical
research and development. The organization is composed of many departments following a standard organization
structure. A department contains many technical units including resources of different technical competences.
This is presented in Figure 5.
As previously mentioned, units contain different resources with multiple competences. In order to facilitate the
conception, we will assume that each resource has 2 or 3 different competencies. Resource competencies may
have been acquired from experience acquired before being involved in the unit (recruited) or through present
involvement within the unit. In both cases, an evaluation of the score in a given competence is necessary.
5. Project Planning Process
Once a project is proposed, an assessment and evaluation process is launched. This process determines the
efforts needed for the achievement of the project objectives. The delineated efforts take into consideration the
resources allocated and associated with certain competencies (Figure 6). The priority level of the project (PPL) is
determined in the initial phase. This parameter will serve in resources engagement planning.
The list of competencies of a project (CnncPmmc) is identified according to the efforts estimation. We denote
4. European Journal of Business and Management www.iiste.org
ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online)
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(nnc) as the competency code, and (mmc) as the project serial number in the workflow. Assuming 2 projects
requiring three types of different competencies per each, this will be represented as follows:
After being identified, the project-associated competences (CnncPmmc) are compiled by the competency
management system module.
5.1 Domain of Action (DoA)
Each project will be associated with a Domain of Action (DoA) which contains a set of competencies of different
types and levels. Management models, as previously presented, usually consider this as a Job model. We define
the DoA as a set of competencies that are needed to perform a project including diverse tasks. The reason behind
taking the DoA as a key point and not the job model is that this allows more flexibility in resources assignment.
Thus, the DoA is the list of competencies (CnncPmmc) required to run a project according to the efforts
estimation. These competencies will include management competencies and other specific ones such as technical
or behavioral competencies.
5.2 Competency Identification and Scoring (Leveling)
As presented earlier, competencies are identified as per their basic definitions. Reconsidering the identification
of the competency based on its definition reveals a low capacity, less competent model. This illustrates the
importance and the need for a multilevel approach that decomposes the competency components to small sub-
competencies and tries to trace early the relationship between the set of the new components as depicted in
Figure 7. The sub-components shown in Figure 7 and others (not shown) constitute the baseline for the
development of any of the mentioned pillars of the competency. For example, to maintain a sustainable
developed knowledge level, one should be able to auto diagnose their knowledge level, i.e. have a management
plan for their continuous improvement, ensure good communication with contacts in the domain, learn on their
own, etc.
If knowledge has to be evaluated without taking the future into consideration, then the evaluation will be
misleading since knowledge is something that should be updated and reinitialized all the time especially
nowadays with the emerging needs in markets. Now, to have a future-based evaluation of knowledge, it is
necessary to evaluate all the factors that help in assuring a sustainable or continuously improving knowledge
level. The same applies to other pillars, like skill and aptitude.
Based on the structure shown in Figure 4, it will be possible to have a list of different competencies with a score
for each determined through a particular evaluation relative to the structure’s policies.
We denote by Ri the resource, and by Ri(Ccfrm, Scfrm) the set of competencies for Ri, where Ccfrm is the
competency of index (cfrm), which is a code, attributed to this competency in the competencies framework of
the company, and Scfrm is the score associated with the competency (cfrm) for the resource (i) (Figure 8).
In Figure 8, and on the list of competencies of Ri, a column revealing the status of the competency is added. A
competency can either have an Active or Non-Active status. Active-status competencies are contained in an
actual Domain of Action that the resource is involved in. However, Non-Active status competencies are the ones
that have been acquired by the resource in the past, either through working on previous projects, or through
certain educational activities, and haven’t constituted any part of an actual DoA in which the resource is
currently involved.
6. Implementation and Discussion
6.1 Linking Competencies to the resource time factor or resource occupation rate
In a well-structured organization with a competency management system, the staff will be working on, or as a
part of, multiple projects, where the resource is performing some tasks related directly to the domain of his/her
competency. However, this should not lead to the involvement of the resource only in activities in his/her
specific domain, i.e. limiting his/her chance to develop competencies in other domains.
The resource time factor or the resource occupation rate is a list showing the percentage of the resource time
spent on each project. And since a project is associated with a domain of action (DoA), listing the competencies
required in a certain project, will then certainly identify the resource contributing to the project based on one or
more of the listed competencies (Figure 9).
This may lead to deduce the rate at which a resource is working on a certain competency. In the example shown
in Figure 9, a project DoA is identified, where the competency TEC01 appears in the list. In the same figure, the
Occupation Rate Sheet of a resource Ri shows that this resource is spending 50% of his/her time on the project
AP0012. In the DoA of the project AP0012, only the competency TEC01 appears, i.e. the resource Ri is working
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50% of his/her time in the domain of the competency TEC01. We call this factor as competency time factor of Ri,
(αtf).
This time factor is considered important in this study due to the fact that it may lead to many conclusions about
the experience developed in the structure of a given resource in a given domain.
6.2 The ACMS Task Assignment Chart
One of the important applications of the competency resources management strategy detailed above is the
assignment of new projects or tasks to available resources, or even the recruitment of needed resources as per
desired competencies. A proposed chart is presented in Figure 10.
In the presented model in Figure 10, once a new project opportunity is acquired, a project assessment phase is
needed to determine the efforts and the resources to be allocated. Once competencies for the project are
identified, a DoA for the project is defined. If the DoA already exists and all the required competencies are
available, then the project is assigned to the group of resources in this DoA depending on their occupational rates.
Now, if the DoA does not exist or some competencies are missing, then necessary recruitment must be performed.
Another possibility is checking if any of the resources may have the needed competencies as Non-Active. Then a
decision should be made as to whether to assign this resource or not according to his/her occupation rate and
willingness to develop in the new domain of activity.
7. Conclusion
In this study, a basis for an automated competency management system is presented. Such systems are in high
demand in companies where resources are numerous, especially with the growing challenges in different markets.
An important aspect is taken into account in this study. It relies on the strict inter-relation between the
competency identification and evaluation process and the whole human resources management and professional
development processes.
The proposed model may also be implemented in small size companies willing to develop their profile in new
markets. The overall model can be applied on both products and services. A product is considered as a virtual
project that can be assessed in terms of efforts, resources, etc.
A further prospect future work that may be considered is to define clear automated paths that help in planning the
development in the company. The main challenge with such an idea is to show the competencies that might be
needed in the company as per the strategic plan, and to make those expectations available through a clear process
for the staff, so that they may identify their development tracks.
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1-7
Dr. Walid Hassan has a PhD in industrial imaging, DEA and Engineering diploma in Biomedical Engineering.
Worked in the department of atomic energy in France for three years on tomographic reconstruction and
tomographic systems. Active research in tomographic reconstruction for emission and transmission data. 6 years
experience in Public health and healthcare quality control. Important contribution to the development of a guide
for the good practice of biomedical maintenance and management in hospitals. Active research on biomedical
sensors and signals and specifically in developing a contactless medium for the measurement of
electrophysiological parameters for premature newborns. Special attention to the analysis and comprehension of
full-band EEG signals. Dr. Hassan is a co-founder of QualiZone, an international bureau for quality services, and
a co-founder and the Secretary of the Lebanese Society for Biomedical Engineering.
Bassam Hussein holds a B. Eng. in Computer Engineering, an MBA in Management and a PhD in Engineering
Management. Dr. Hussein has worked for several international telecommunication corporations and educational
institutions. He led multi-million dollar software development projects and rolled-out many products that are still
widely in use by hundreds of millions of users across the globe. Dr. Hussein supervised many academic projects,
participated in many conferences, symposiums and workshops and taught courses in the fields of software
engineering, operating systems, engineering ethics, project management and organizational behavior.
Ali Hassan holds a BSc in Engineering from the University of Northampton, UK, and a Master’s degree in
Mechatronics Systems (MSc) from Kingston University, London. He is currently undertaking a PhD research
degree in the area of active damping with dynamic absorbers at the University Of Northampton. Mr. Hassan has
lectured in electronics and control at the University of Northampton, and worked in the quality department at
Festo ltd and Cosworth ltd in UK as part of an industrial partnership. His special interests are in the area of
sensors and actuators for vibration suppression in electromechanical systems.
Denise Kerbaj earned a B.S. degree in physics, a M.Sc. in biomedical physics (quality control) and is at present
preparing a second M.Sc. in healthcare and quality management. During her Master’s training Ms. Kerbaj had
performed quality assessment of the medical imaging department at Rafic Hariri University Hospital-Beirut,
Lebanon. Her project outcomes were an implementation of a quality work plan and a best practices guideline for
radiographers. Ms. Kerbaj is currently the Operations Manager of QualiZone, an international bureau for quality
services.
Ayman Dayekh is the Chief Technology Officer (CTO) at the Lebanese International University. He holds a
B.Sc. in Computer Science and an MBA in Business Management. He became a certified member in the Project
Management Institute (PMI) in 2011. He led many IT projects in education and has been involved in designing
and managing the execution of data centers and large networks. He is also involved in teaching computer and
project management courses at university level. Current interests are in Instructional Design and Technologies as
well as Online and E-Learning.
Hassan Bazzi is Chairperson of the Department of Electrical and Electronic Engineering (EEE) at the School of
Engineering and an Assistant Professor in the EEE Dept. at the Lebanese Int. U. Dr. Bazzi received his MS
degree in High Frequency Electronics and Optoelectronic in 1998 from the Faculty of Sciences of the University
of Limoges - France, and his Ph.D. from University of Limoges - France. Since 2004, Dr. Bazzi worked in many
Lebanese Educational Institute. Dr. Bazzi’s research Interests include: Design and realization of LNA on SiGe
BiCMOS technology; High contribution for testing and design techniques using balanced differential structure
using this technology; Development and Design of Differential active filter at microwave frequencies using SiGe
BiCMOS Technologies. Dr. Bazzi is a co-founder of QualiZone, an international bureau for quality services.
7. European Journal of Business and Management
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Vol.5, No.16, 2013
Hassan M. Khachfe earned a B.S. degree in Physics, a M.Sc. in Polymer Chemistry, and a Ph.D. in Molecular
Biophysics (Boston University School of Medicine). Dr. Khachfe's research include a variety of interests, from
the structural determination and characterization of mac
computational techniques to the design and implementation of quality control systems. His projects focus on the
enhancement of human life through understanding the molecular details of the disease
apolipoproteins, and on the design and implementation of quality control and assurance systems for healthcare
and educational institutions. Dr. Khachfe served as the Director of the Computational Sciences and
Bioinformatics Unit at the American U. of Beir
(LIU), an Interim Director for Research and Development at LIU, and is currently the University’s Director of
the Center for Quality Assurance, Institutional Assessment, and Scientific Resea
numerous professional bodies, a reviewer of several scientific journals, and a founder and the VP of the
Lebanese Society for Biomedical Engineering.
Figure 1
Figure 2: Systematic Competency Identification and Developme
Business and Management
2839 (Online)
70
earned a B.S. degree in Physics, a M.Sc. in Polymer Chemistry, and a Ph.D. in Molecular
Biophysics (Boston University School of Medicine). Dr. Khachfe's research include a variety of interests, from
the structural determination and characterization of macromolecular assemblies using biophysical and
computational techniques to the design and implementation of quality control systems. His projects focus on the
enhancement of human life through understanding the molecular details of the disease
apolipoproteins, and on the design and implementation of quality control and assurance systems for healthcare
and educational institutions. Dr. Khachfe served as the Director of the Computational Sciences and
Bioinformatics Unit at the American U. of Beirut, an Academic Director at the Lebanese International University
(LIU), an Interim Director for Research and Development at LIU, and is currently the University’s Director of
the Center for Quality Assurance, Institutional Assessment, and Scientific Research. Dr. Khachfe is a member of
numerous professional bodies, a reviewer of several scientific journals, and a founder and the VP of the
Lebanese Society for Biomedical Engineering.
1: The competency components and retroactivity.
: Systematic Competency Identification and Development: The Language of Work Model (Sanghi 2007)
www.iiste.org
earned a B.S. degree in Physics, a M.Sc. in Polymer Chemistry, and a Ph.D. in Molecular
Biophysics (Boston University School of Medicine). Dr. Khachfe's research include a variety of interests, from
romolecular assemblies using biophysical and
computational techniques to the design and implementation of quality control systems. His projects focus on the
enhancement of human life through understanding the molecular details of the disease-causing plasma
apolipoproteins, and on the design and implementation of quality control and assurance systems for healthcare
and educational institutions. Dr. Khachfe served as the Director of the Computational Sciences and
ut, an Academic Director at the Lebanese International University
(LIU), an Interim Director for Research and Development at LIU, and is currently the University’s Director of
Dr. Khachfe is a member of
numerous professional bodies, a reviewer of several scientific journals, and a founder and the VP of the
nt: The Language of Work Model (Sanghi 2007)
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Figure 3: Model for Defining, Aligning, Talking, Facilitating, Improving, Thinking, Measuring, and Changing
Performance (Sanghi 2007)
Figure 4: Organizational Structure
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Figure 5: Departmental Structure
Figure 6: The Project Planning Process
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Figure 7: Decomposition of competencies to sub- or new competencies
Figure 8: Competencies identification and scoring
Figure 9: Relating resource competencies to their occupation rate
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Figure 10. A proposed chart for task assignment
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