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competency management

do you really hate your organisation that much?
competency management is…
or
or
why do we do competency management?
For organizations that seek to align their workforce with business objectives,
 competency management is critical. By implementing tools and processes that
 enable organizations to identify and understand the core competencies of top
 performing workers, and by leveraging that data and knowledge across pre-
 and post- hire elements of human capital management, companies will make
 better hiring decisions, enable workers to pursue desrired career paths, and
 improve        business       operational      performance.       (Aberdeen)

Modern techniques use               we can always change or adapt it can’t we? Isn’t
competency-based                    this better than a dictionary of 4 zillion
methodologies to develop a          competence statements with different
Competency architecture for
                                    descriptors and different levels for each? Hasn’t
an organisation. This
architecture captures key           conventional management development and
competencies into a                 ‘talent management’ completely bamboozled
competency model and                everyone by over-complicating what is essentially
competnecy dictionnary that         a simple set of disciplines? Should management
is subsequently used in the         be any more complicated than running a baseball
creation of job description.        team? Shouldn’t we just manage people
Competency based                    according to what they are particularly good at
performance management
                                    but, when it comes to the role of ‘manager’,
ban be employed to
measure and discover                accept it is a bit of an all-rounder that requires an
learning gaps and then drive        all-round combination? (Paul Kearns)
the learning course selection
for an employee (Wikipedia)
For organizations that seek to align their workforce with business objectives,
 competency management is critical. By implementing tools and processes that
 enable organizations to identify and understand the core competencies of top
 performing workers, and by leveraging that data and knowledge across pre-
 and post- hire elements of human capital management, companies will make
 better hiring decisions, enable workers to pursue desrired career paths, and
 improve        business       operational      performance.       (Aberdeen)

Modern techniques use               we can always change or adapt it can’t we? Isn’t
competency-based                    this better than a dictionary of 4 zillion
methodologies to develop a          competence statements with different
Competency architecture for
                                    descriptors and different levels for each? Hasn’t
an organisation. This
architecture captures key           conventional management development and
competencies into a                 ‘talent management’ completely bamboozled
competency model and                everyone by over-complicating what is essentially
competnecy dictionnary that         a simple set of disciplines? Should management
is subsequently used in the         be any more complicated than running a baseball
creation of job description.        team? Shouldn’t we just manage people
Competency based                    according to what they are particularly good at
performance management
                                    but, when it comes to the role of ‘manager’,
ban be employed to
measure and discover                accept it is a bit of an all-rounder that requires an
learning gaps and then drive        all-round combination? (Paul Kearns)
the learning course selection
for an employee (Wikipedia)
are my
     shareholders
      customers
    top managers
     team leaders
      employees
  happier thanks to
my competency model?
are my
      top managers
       team leaders
        employees
performing better thanks to
  my competency model?
are my
      top managers
       team leaders
        employees
performing better thanks to
  my competency model?
is
        my HR team
performing better thanks to
  its competency model?
so why (the hell) do we use
   a competency model?
- to ensure the skills development to support
the business strategy
- to build (equitable) job descriptions
- to develop a pay system
- to build a staffing plan
- to assess skills when selecting talents
- to assess individual performance
- to build individual development plan
- to build global tarining plan
- to develop a talent management
- to keep the unions quiet (or not)
- to develop knowledge management
- to put science on non scientific stuffs
…
let’s face the reality…
we use competency management
because HR doesn’t trust the business
we use competency management
because the business doesn’t trust HR
back to the basics
rule #1 :
we work with people
and you know what?
people (like you and me…)
   share                                                  build
                   manage
                                          cry

           live
                                   work                   love
play         evolve                              laugh
                                                                  expect
                       commit         dream


                                                         inspire
       imagine
                                  learn
                                          give
                     contribute
freedom + responsibility
         =
happiness + p€rformance
rule #2 :
we do HRM to be useful,
      not to exist
Human Resources Director




What my friends    What my mum        What the Society
  think I do        thinks I do         thinks I do




What my boss      What I think I do     What I really do
 thinks I do
agile HR
rule #3 :
be (business) result driven
Keep it S S S
       exy   imple   ustainable   Straight-2-the-.
think
time-to-market
change the paradigm
kill the HR.

    HR
Long live the people management!
develop a new generation of leaders
don’t motivate.




       trust.
don’t manage.




      love.
don’t think.




 Think green.
don’t work.




     have
         fun.
don’t complain.




 innovate.
help? help?!?!?!
burn the rube goldberg machine
focus on
saas
conclusions
keep it KISSSS, saas, agile
always focus on
evidence based management
                      (EBM)
« freedom + responsibility = happiness + p€rformance »

+ new generation of leaders

+ saas

= no competency management

= happy HR
reality check
do I use competency model?
yes, because I swore loyalty to the
Belgian law and the law say to use a
         competency model
am I happy to use one?
am I performing better using one?
what can I do?
« freedom + responsibility = happiness + p€rformance »

+ new generation of leaders

+ saas

= no competency management

=   happy HR = happy Business
So, I think I’m outlaw…
outlaw but happy and performant.
??? or !!!
re.vu/laurencevanhee
www.missphilomene.com
   @Happy_Laurence

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competency management, be happy!

  • 1. competency management do you really hate your organisation that much?
  • 3.
  • 4. or
  • 5.
  • 6. or
  • 7.
  • 8.
  • 9. why do we do competency management?
  • 10. For organizations that seek to align their workforce with business objectives, competency management is critical. By implementing tools and processes that enable organizations to identify and understand the core competencies of top performing workers, and by leveraging that data and knowledge across pre- and post- hire elements of human capital management, companies will make better hiring decisions, enable workers to pursue desrired career paths, and improve business operational performance. (Aberdeen) Modern techniques use we can always change or adapt it can’t we? Isn’t competency-based this better than a dictionary of 4 zillion methodologies to develop a competence statements with different Competency architecture for descriptors and different levels for each? Hasn’t an organisation. This architecture captures key conventional management development and competencies into a ‘talent management’ completely bamboozled competency model and everyone by over-complicating what is essentially competnecy dictionnary that a simple set of disciplines? Should management is subsequently used in the be any more complicated than running a baseball creation of job description. team? Shouldn’t we just manage people Competency based according to what they are particularly good at performance management but, when it comes to the role of ‘manager’, ban be employed to measure and discover accept it is a bit of an all-rounder that requires an learning gaps and then drive all-round combination? (Paul Kearns) the learning course selection for an employee (Wikipedia)
  • 11.
  • 12. For organizations that seek to align their workforce with business objectives, competency management is critical. By implementing tools and processes that enable organizations to identify and understand the core competencies of top performing workers, and by leveraging that data and knowledge across pre- and post- hire elements of human capital management, companies will make better hiring decisions, enable workers to pursue desrired career paths, and improve business operational performance. (Aberdeen) Modern techniques use we can always change or adapt it can’t we? Isn’t competency-based this better than a dictionary of 4 zillion methodologies to develop a competence statements with different Competency architecture for descriptors and different levels for each? Hasn’t an organisation. This architecture captures key conventional management development and competencies into a ‘talent management’ completely bamboozled competency model and everyone by over-complicating what is essentially competnecy dictionnary that a simple set of disciplines? Should management is subsequently used in the be any more complicated than running a baseball creation of job description. team? Shouldn’t we just manage people Competency based according to what they are particularly good at performance management but, when it comes to the role of ‘manager’, ban be employed to measure and discover accept it is a bit of an all-rounder that requires an learning gaps and then drive all-round combination? (Paul Kearns) the learning course selection for an employee (Wikipedia)
  • 13. are my shareholders customers top managers team leaders employees happier thanks to my competency model?
  • 14.
  • 15. are my top managers team leaders employees performing better thanks to my competency model?
  • 16.
  • 17. are my top managers team leaders employees performing better thanks to my competency model?
  • 18.
  • 19. is my HR team performing better thanks to its competency model?
  • 20.
  • 21.
  • 22.
  • 23.
  • 24. so why (the hell) do we use a competency model?
  • 25. - to ensure the skills development to support the business strategy - to build (equitable) job descriptions - to develop a pay system - to build a staffing plan - to assess skills when selecting talents - to assess individual performance - to build individual development plan - to build global tarining plan - to develop a talent management - to keep the unions quiet (or not) - to develop knowledge management - to put science on non scientific stuffs …
  • 26.
  • 27. let’s face the reality…
  • 28. we use competency management because HR doesn’t trust the business
  • 29. we use competency management because the business doesn’t trust HR
  • 30. back to the basics
  • 31. rule #1 : we work with people
  • 32. and you know what?
  • 33.
  • 34.
  • 35. people (like you and me…) share build manage cry live work love play evolve laugh expect commit dream inspire imagine learn give contribute
  • 36. freedom + responsibility = happiness + p€rformance
  • 37. rule #2 : we do HRM to be useful, not to exist
  • 38. Human Resources Director What my friends What my mum What the Society think I do thinks I do thinks I do What my boss What I think I do What I really do thinks I do
  • 40. rule #3 : be (business) result driven
  • 41. Keep it S S S exy imple ustainable Straight-2-the-.
  • 42.
  • 45. kill the HR. HR Long live the people management!
  • 46. develop a new generation of leaders
  • 50. don’t work. have fun.
  • 53. burn the rube goldberg machine
  • 55. saas
  • 56.
  • 57.
  • 59. keep it KISSSS, saas, agile
  • 60. always focus on evidence based management (EBM)
  • 61. « freedom + responsibility = happiness + p€rformance » + new generation of leaders + saas = no competency management = happy HR
  • 63. do I use competency model?
  • 64. yes, because I swore loyalty to the Belgian law and the law say to use a competency model
  • 65. am I happy to use one?
  • 66.
  • 67. am I performing better using one?
  • 68.
  • 69. what can I do?
  • 70. « freedom + responsibility = happiness + p€rformance » + new generation of leaders + saas = no competency management = happy HR = happy Business
  • 71. So, I think I’m outlaw… outlaw but happy and performant.
  • 72.