CBHRM Unit II-Introduction to Competency.pdf
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2. Introduction to Competency: Definition and History of Competency, Basic Components of Competency(Knowledge(K),Skill(S), Attitude(A)), Performance Vs Competency, Difference between Competence and Competency, Type of Competency- Generic Vs Key Competency, Functional and Technical Competency, Leadership and managerial Competency, Need for Competency Framework, Limitation and Learning from Competency Framework, Myth about Competency
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Performance management aims to achieve organizational goals consistently through regular feedback on both results and behaviors. It can be made more effective by linking individual goals to business plans, focusing on both results and behaviors, providing regular reviews and updates, and training managers to give valid and unbiased feedback. Integrating competencies supports feedback on how work was performed. A phased implementation approach is recommended, starting with the basics of goal-setting and feedback before integrating competencies.
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This document summarizes a presentation on competency management in organizations. The presentation covers:
1) Understanding what competencies are and why they are important for organizations. Competencies reflect skills, knowledge and attributes needed for successful job performance.
2) Developing a competency model that identifies the key competencies needed at different levels and links them to human resource systems like performance management.
3) Examples from GSK of how they developed competency models and integrated them into HR practices like leadership development and recruitment.
Barber integrated talent management
Strategic Learning and Development for Improved Workforce Performance was presented to the Western NC chapter of SHRM. Based on best practices research this presentation uses a case study to show how the entire talent cycle can be aligned around common competencies, processes and systems.
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Here are the key advantages and disadvantages of on-the-job training summarized:
Advantages:
- Most cost effective method of training
- Employees are productive while learning
- Opportunity to learn by actually doing the job
- Training occurs in the real work environment
Disadvantages:
- Depends on the ability and time available of the trainer
- Risk of learning bad habits from the trainer
- Work environment may not be optimal for learning
- May disrupt workflow if not planned properly
So in summary, on-the-job training provides a practical and low-cost way to train employees but carries some risks regarding trainer quality and disruption to work. Careful planning is needed to maximize the benefits
Organization, Change & HR Models
[Note: To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a collection of PowerPoint diagrams and templates used to convey 40 different Organization, Change, HR & Leadership models and frameworks. (Please note that these are diagrams and charts that are to be used in your own business or classroom presentations. These are not instructional slides.)
Models/Frameworks include the following:
SHRM Competency Model for HR Professionals
Ulrich’s HR Competency Model
Ulrich’s Matrix on the Four Roles of HR
The Harvard Model of Strategic HRM
AHRI Model of Excellence
People Capability Maturity Model (PCMM)
Ulrich’s Stages of Employee Connection to the Organization
The Talent Management Framework
Four Stages of Contribution Model (Novations)
Ulrich’s Five Rules for Leadership
The ATD Competency Model
The Training Needs Analysis Framework (Blanchard & Thacker)
The ADDIE Model
The Conscious Competence Learning Model
Kirkpatrick’s Four-Level Training Evaluation Model
High-Impact Learning Organization
Senge’s Five Disciplines
Drucker’s Management By Objectives
De Bono’s Six Thinking Hats
Beer & Nohria’s E & O Theories
Hofstede’s Cultural Dimensions
Lencioni’s Five Dysfunctions of a Team
Tuckman’s Model of Team Development Stages
The Emotional Competence Framework
Kubler-Ross’ Change Curve Model
Bridges’ Transition Model
Lewin’s Three Stage Change Model
The ADKAR Change Model
The McKinsey 7-S Framework
Kotter's Eight Phases of Change
The Power/Interest Grid for Stakeholder Prioritization
Szpekman’s Communication Framework
The Johari Window
Ofman’s Core Quadrants Model
Covey’s Seven Habits Model
Covey’s Time Management Matrix
Baldrige Excellence Framework
EFQM Excellence Model
Balance Scorecard
ISO 9001:2015 Quality Management System
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This document contains questions and answers for a human resource management examination prepared by Marzuqi Salleh from UiTM Perlis. It includes 6 multiple choice questions related to topics such as downsizing, career planning, job analysis, training evaluation, and performance appraisal. The answers provide definitions, explanations, lists, and comparisons to thoroughly address each question in the allotted mark values. There are also two essay questions about the HR training process and factors influencing HR managers, answered with detailed step-by-step discussions.
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- 1. Subject Code: 205 Subject Name: CBHRM Semester: II Chapter No: ll Title: Introduction to Competency Specialization: HRM Course : MBA As per Savitribai Phule Pune University Revised Syllabus (2019) FACULTY DR. PRACHI AJIT PHD, MMS, PGDBM, B.COM
- 2. Introduction to Competency: Contents • Definition and History of Competency, • Basic Components of Competency(Knowledge(K),Skill(S), Attitude(A)), • Performance Vs Competency, • Difference between Competence and Competency, • Type of Competency- Generic Vs Key Competency, • Functional and Technical Competency, • Leadership and managerial Competency, • Need for Competency Framework, • Limitation and Learning from Competency Framework, • Myth about Competency(6+3) DR. PRACHI AJIT 2
- 3. Definition • Competency is the capability to apply or use the set of related knowledge, skills, and abilities required to successfully perform 'critical work functions' or tasks in a defined work setting. DR. PRACHI AJIT 3
- 4. History of Competency • The first competency model was developed in the early 1970s by the eminent psychologist David McClelland and others at a fledgling consulting firm called McBer and Company (McClelland, 1973 and 1976). DR. PRACHI AJIT 4
- 5. Basic Components of Competency DR. PRACHI AJIT 5
- 6. Performance Vs Competency, • http://blog.competencycore.com/2012/08/the-performance-cycle-how-competencies.html DR. PRACHI AJIT 6
- 7. Difference between Competence and Competency • Competence refers to an individual's capacity to perform job responsibilities. • Competency focuses on an individual's actual performance in a particular situation. DR. PRACHI AJIT https://www.researchgate.net/figure/Characteristics-and-attributes-of-competency-and-competence_fig15_283071756 7
- 8. Type of Competency - Generic Vs Key Competency • - DR. PRACHI AJIT https://www.researchgate.net/figure/Descriptive-statistics-on-key-competencies-generic-skills-and-psycho-motoric-skills_tbl1_322832036 8
- 9. Types of Competency - Functional and Technical Competency, • Functional Competence: Should be able to understand and interpret design requirements of the user. • Operational Competence: Use of AutoCad software and ProRivet software. Generate design documents. • Technical Competence: Carry our design validation and load-bearing capacity calculations DR. PRACHI AJIT 9
- 10. Type of Competency -Leadership and managerial Competency DR. PRACHI AJIT Leaders are effective in understanding and improving the way they perceive and manage their own and other people's emotions, applying concepts such as self-awareness, self- regulation, motivation, empathy, and social skills to inform interpersonal interactions. • Management competencies are the skills, habits, motives, knowledge and attitudes necessary to successfully manage people. When developed, management competencies promote better leadership and contribute to business success. 10
- 11. Need for Competency Framework • A competency framework is used to help employees understand what's expected of them in their job role and drive what are considered the most important elements of success within the organisation. • Done correctly, a competency framework helps employees, managers and the organisation as a whole. DR. PRACHI AJIT 11
- 12. Limitation and Learning from Competency Framework, • Many of the organizations do not have expected improvements in the organizational performance since the competency framework developed by them are unwieldy and not user-friendly • It does not suit subject areas where it is difficult to prescribe specific competencies or where new skills and new knowledge need to be rapidly accommodated. • It takes an objectivist approach to learning. it ignores the importance of social learning. DR. PRACHI AJIT 12
- 13. Myth about Competency • Misconception 1: Everybody knows what competencies are. ... • Misconception 2: Competencies are goal-less. ... • Misconception 3: Some competencies are useful, some are useless. ... • Misconception 4: Competencies focus on what a person can do. ... • Misconception 5: Competencies are pre-defined DR. PRACHI AJIT 13
- 14. Additional Reading and Videos • https://www.iaea.org/sites/default/files/18/03/competency- framework.pdf • https://www.youtube.com/watch?v=Nvh_aaMHdZA DR. PRACHI AJIT 14