This document provides an overview of career management from the classical model to the competency model. It discusses: 1) The definition and evolution of career management in the classical model, from focusing on non-consideration of employees to considering them a competitive advantage. 2) The importance of career management in helping employees evaluate themselves and set goals aligned with the organization. 3) How the competency model aims to develop employee skills to execute strategy through competency planning, evaluation, and management systems. 4) Challenges of competency management include lack of unified models and poor manager commitment, but software systems can help evaluate and develop needed competencies.

1. Topic: Professional Career Management
Human Ressources Management course
By: Noureddine Lamairia
2017/2018

2. SEARCH PLANIntroduction.
first topic: career management in the classical model
first requirement: definition of career management and the
reasons they arise
second requirement: evolution and importance of career
management
Third requirement: objectives and functions of career management
second topic: career management in the competency model
first requirement: concepts about the competency model and its
levels
second requirement: goals and obstacles model competencies
Third requirement: Competency management system and
teleworking
Conclusion.
List of references .

3. INTRODUCTION
With the evolution of the economies of globalization, production diversity,
management methods and the imposition of customer satisfaction policies.
Led to the emergence of human resources management and later
competency management and management competencies. Which has
evolved since the scientific movement so far. With the passage of time from
the non-consideration of employees or workers to the model of
management competencies changed a lot of attention to the human
resource from being considered a machine to be a competitive advantage
and a resource that creates value .. There has been a lot of change and the
emergence of functions concerned with the human resource from the
planning, training, And the refinement of skills and management
competencies and even trade competencies.
*How did professional management evolve from the classical model to the
competency management?
*What is the importance and role of the human resource within the
institution in creating value for the institution and in the performance of the
institution as a whole?
To answer the problem we discussed the following research.

4. MANAGEMENT OF THE
PROFESSIONAL IN THE
CLASSICAL MODEL.
First requirement: Definition and development of career
management.
Career management is the sequential process that plans
and shapes the evolution of individuals within the
organization according to organizational needs and
objectives, and the possibilities of staff performance and
preferences (ie: integrating individual goals with
organizational goals.

5. CAUSES
We can summarize the reasons for the emergence and
development of career management in the following:
- As a result of the laws of the government on the
preservation of human resources, the laws of trade unions
and trade unions and others,
- Intense competition between institutions (globalization,
customer satisfaction, quality of goods and services,<=
quality of human resources)
- The huge global economic development, the large size
of companies, and then the size of the employment and
the variety of problems, the imposition of the need for
specialized management is professional management

6. 2ND REQUIREMENT
Second requirement : development and importance of
carrer manaegment
Development of career manaegment
1-1 scientific management movement(1856-1915)
1-2 human relations movement(after1920)
1-3 Personnell management school(after1960)
1-4 human ressource management school(after1980)
1-5 human ressource management strategy
school(after2000)

7. IMPORTANCE
According to Baron and Greenberg is the importance of
Career management in:
Help employees to evaluate their strengths and
weaknesses.
Setting specific priorities and career objectives.
establish (serve) information on the various career
paths and alternatives within the organization;
establish staff with an annual review of progress
towards these goals by managers who have been trained
in conducting such evaluations.

8. Theird requirement : Goals and tasks of Career
mangement
Goals :
1. Solving employment problems.
2. Meet the needs of staff.
3. countrbute motivation.
4. Equality in employment.
5. Help employees improve their performance (through
Feedback)
6. Harmonize staff ambition with organizational
objectives : Through the application of practices such as
transformation and rotation.

9. Tasks :
1. Design of organizational structure and structure of
wages of the organization:.
2. Labor Force Planning.
3. Selection and appointment.
4. Performance evaluation and’ incentive system’ (
material and moral)
5. Paying salaries and benefits .

10. Section two : career management in comepetency
model .
First : defenitions and competency model levels’ and
the topic.
Definitions ,
Competence,
Competence management: these activities and efforts (
improve the development of training ) which is concern by
provision of competencies , development and
maintenance. and provide them with the appropriate
conditions for work, and the incentives necessary for their
survival, and pay them towards the maximum effort
possible for supports the competitiveness of the institution
and its performance.

11. • Competency Management: • Competency management
is a set of management practices that identify and
enhance(improve) the skills and competencies required to
Execute the strategy of business organisation .
competency model is a model for the management of
labor according to competence as it is a result of the
evolution of traditional systems that proved their inability
to meet the challenges of the era of knowledge economy.

12. 2- competency model levels’
In this context, Cohen Annick and Annette Solie confirm in
their book Competence Management that the competency
approach consists of three levels that take a hierarchical
form:

13. A - First Level Competency Characterization: At this level,
the HRM characterizes the competencies required to
perform the functions of the institution, which helps it to
identify the competencies of the workers,
B- this level help for puting the level one 1 into execution .
and it devlope competences.
C- management by competences : the 3rd level , it take
care of the high administration those put the strategy of
company that competence became part for it . (This will
give competence a strategic dimension)
In keeping with our research topic, we can take the
definition of "Anne Dietrich" and define it as "the model of
organizing work that adapts with the competencies of the
workers."

14. Competency Planning : Identifying the needs of the
Organization of human competencies in quantity and quality,
which enable it to achieve its objectives in the near and long
term. So that the organization can then know which
competencies need to be brought, which needs to be
developed, as well as get rid of surplus labor,
Create a reference competence. Establish a list of
competencies required for the exercise of jobs
Receiving and integrating new competencies : how to
retain competencies and compensate them.
Evaluation of performance, return and career
management : Performance evaluation is a means of
evaluate the employee’s work and achievements’ to ensure
that what he does while performing a currency is consistent
with the results required to achieve and correct any
deviations.

15. The second requirement : Goals and Obstacle of the
competency model
1-Goals :
The competency model aims to achieve several objectives,
the most important of which are:
• Helps to develop the competencies of workers at all levels
in order to increase their ability to multi-function,
independence and responsibility.
• Helps the organization to shift from the logic of jobs –
career management - to the model of manage institutions by
competence.
• The competency model generally refers to an overall
approach to organization through the transition from job-
based organization to competencies, and from work activities
to workers.

16. It also seeks to:
• Lead the organization in a changing, unstable
environment.
• Develop the collective ingenuity of the institution
• Increase and value human capital and create a unique
competitive advantage.
• In the management of competencies, workers become
not only resources but resources that produce values

17. Several studies have confirmed that the application of the
competency management model on the ground is hindered
by many obstacles and difficulties that can cause its failure.
For example,
• The absence of a unified model. Each institution has its
own application according to the conditions, capabilities and
objectives it seeks through adopting this method of
management.
• The difference in defining the term competence itself.
• Poor commitment of managers and managers to the model.
• The chosen model does not fit the strategic objectives of
the organization. Selected competencies must be necessary
for production and to achieve high return and competitive
advantage.

18. Theird requirement : competency management
system and Teleworking (e-work)
1- the competency management system
Over the past few years, software has been developed to
assist (evaluate) organizations in researching, managing
staff skills. The market is still small and niche, but some
organizations may find that the program helps manage
competencies. In particular, human resource
professionals may find technology worthy of evaluation.
The competency management system is a system that
allows the management of competencies through
automated media. It is a component of knowledge
management and information and communication
technologies.

19. Software applications can help organizations store
research and analyze relevant data.
help to search for person who have a skill .
Some tools can be used to schedule courses, track
attendance, and report on who completed each session.

20. Competency Management Software Competency
Management System (CMSIS) is a type of corporate
software used to evaluate and manage human resources.
it have been developed by organizations such as NASA
and the US Coast Guard.
.NASA uses its system to prediction human resource
needs . .manage recruitment activities.
Performance reviews and feedback.

21. 2-Teleworking (e-work)
A person who works remotely is someone who works
without long-term contracts for a company. Today, the
Internet is one of the largest telemarketing markets,
connecting two people to the poles of the globe without
time or space.

22. Advantages of working remotely: - Enjoy great freedom
in choosing the works they carry out and choose the
people who work with them.
- Distance work is a solution to the problem of lack of
skills
Its effects: increased labor productivity and equal
employment opportunities.
- The high levels of employment in countries that have
worked with this system.

23. Disadvantages: instability of work, ie, income instability
- Loss of the Feauture of permanent employment from
pension insurance and paid leave
- Sometimes remote workers are forced to increase the
hours of work required without charge
- This need for education above the average so this work
is not open to all groups of society
-The possibility of working remotely in all places. –
-Workers can become socially isolated (work weather,
motivation .. )

24. Counclusion :
As a result of these global and regional changes, the
management of human resources is transformed from
being a management concerned with the affairs of
employees, their relationships and interests, and
organizing their work with organizations to consider it as a
strategic function in all its senses because it deals with a
vital and effective resource for the organizations. Other
resources if invested in the required form and
development of skill and follow the competency model in
management.

25. References :
1-Abbes houssine djawed and nedjm abedallah elazawi ,
development of human resource management,
yazouri ,2010,186p
2-http://rcweb.luedld.net/rc11/A1120.pdf
3-http://www.journal.cybrarians.info/
4-https://trainingmag.com/competency-management-
challenges-and-benefits
5- www.whatishumanressource.com
6- www.kmworld.com
7- www.managementstudyguide.com

26. THANK YOU .