This document summarizes a webinar presentation about competency management in organizations. The webinar covered:
1) Understanding competencies as underlying characteristics like knowledge, skills, and attributes that lead to effective job performance.
2) Why competencies are important for aligning human resources systems like staffing, rewards, and development with business goals and strategy.
3) Guidelines for developing an effective competency model, including aligning it with business needs, translating concepts into observable behaviors, and using it across the organization.
The HR business partner is the most critical, yet frequently ignored role in the move to HR shared services. Much attention is given to new roles created by a shared services model while little attention is given to how the business partner role must change with the new model. This is the third session of a HR Shared Services learning series that ScottMadden is presenting in conjunction with Shared Services & Outsourcing Network (SSON). In this session, we discuss the important evolution of the business partner role and the skills and competencies needed to effectively support the business.
The HR business partner is the most critical, yet frequently ignored role in the move to HR shared services. Much attention is given to new roles created by a shared services model while little attention is given to how the business partner role must change with the new model. This is the third session of a HR Shared Services learning series that ScottMadden is presenting in conjunction with Shared Services & Outsourcing Network (SSON). In this session, we discuss the important evolution of the business partner role and the skills and competencies needed to effectively support the business.
Competency Management involves identification, extraction of the knowledge, skills, attitudes and behaviours of top performers and replicating them in others through suitable Learning & Development. Competencies can be defined as knowledge, skills, mind-sets and, thought patterns resulting in successful performance.
The HR Business Partner is the most critical role in the modern HR Model. The HRBP is the employee, who acts as the single point of the contact for internal clients. However, the HRPB is not a pure sales person. The HRBP influences the work of Human Resources, participates in setting HR Goals and Objectives, leads difficult projects and collaborates with HR Centers of Excellence.
The role is critical, but many companies fail in choosing right employees for the position. The HR Business Partner has to be highly skilled and has to understand to all HR processes to sell them the right way.
Competency Management involves identification, extraction of the knowledge, skills, attitudes and behaviours of top performers and replicating them in others through suitable Learning & Development. Competencies can be defined as knowledge, skills, mind-sets and, thought patterns resulting in successful performance.
The HR Business Partner is the most critical role in the modern HR Model. The HRBP is the employee, who acts as the single point of the contact for internal clients. However, the HRPB is not a pure sales person. The HRBP influences the work of Human Resources, participates in setting HR Goals and Objectives, leads difficult projects and collaborates with HR Centers of Excellence.
The role is critical, but many companies fail in choosing right employees for the position. The HR Business Partner has to be highly skilled and has to understand to all HR processes to sell them the right way.
Competency Development in the Indian IT scenario plays a very important role in ensuring objectives are met successfully. There is not much planning done to make it successful - here are my thoughts on the ingredients to add value.
We aimed at influencing change and the transformation from traditional HRM to Strategic HRM, through analyzing HR organization & capabilities, while providing valuable insights and solutions on specific HR issues that clients face.
Start the New Year Right — Focus Learning Through Competencies in 2013Human Capital Media
Competencies have been a part of the learning discussion for some time. And, depending on where they are in the cycle of opinion about their value, can trend higher or lower. Recently, some have stated that competencies are no longer welcome in the workplace, or have little value alongside an individual’s business goals. Esoterically speaking, there may be some truth to this. We are not, however, talking about old core values, nor are we trying to define what makes an employable corporate citizen. Rather, we are talking about what aligns a job function/family or what is a specific differentiator for level or role.
Job-specific, task-oriented competencies, associated with tools employees can use and relate to, make a significant positive difference in:
Best practices sharing.
Capturing institutional memory.
Providing consistent communication.
Setting clear expectations for hiring, performance, career engagement and development.
Providing clear skills management and mitigation for workforce planning.
Enabling flexibility in assignments and roles while accelerating capability to learn and deliver.
In this webinar, you will:
Hear case studies and research validating the justification for a learning strategy.
Learn some of the ways to relate business outcomes from learning.
Understand how the Kenexa Job Competency Library can make learning not just on the job, but targeted at the job.
Presentation by Dr TV Rao (Founder National President - National HRD Network and Chairman - TV Rao Learning System) on 'HR Managers Who make a Difference' on 8th August 2014.
Importance of Effective Communication during Annual Performance & Rewards CycleNational HRD Network
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Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
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The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
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As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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1. NHRDN’s Webinar – 10th Sept’09
NHRDN s Sept 09
“Competency Management in Organizations”
Presented by:
P.
P Dwarakanath
Director – Group Human Capital
Max India Ltd.
2. What will we cover today……..
Understanding Competencies?
Why Competencies?
Developing a Competency Model
Linking Competency Model to HR Systems
A look at HR Competencies
The GSK Story !!
2
4. What Are Competencies?
Competency is an underlying characteristic of an employee (i.e., a motive,
trait, skill, aspects of one’s self-image, social role, or a body of knowledge)
which results in effective and/or superior performance. (Prof. Boyatzis,
1982)
A Competency is a set of skills, related knowledge and attributes that allow
an individual to successfully perform a task or an activity within a specific
function job. (UNIDO,
f ti or j b (UNIDO 2002)
Competencies are coachable, observable, measurable, and critical to
successful individual or corporation performance.
The pieces of the puzzle…..
……that form a common language about success
…that reflect the values and culture of the organization
4
5. Competencies: The KSA Framework
Related
R l t d
KNOWLEDGE
relates to information,
cognitive Domain
Set of SKILLS ATTRIBUTE (or
ATTITUDE)
relates to the
ability to do, relates to
physical domain qualitative
aspects,
aspects personal
COMPETENCY characteristics or
traits
Outstanding Performance on tasks or
activities
JOB Source: UNIDO
5
6. Exhibition of Competencies?
Outputs
Products +
Behaviors Services
Actions + Results
Thoughts +
Capabilities Feelings
Knowledge +
Skill +
Attitude
Competencies are a p
p person’s capabilities in the form of knowledge + skill + attitude,
p f f g ,
which gets reflected thorough a persons behavior in the form of actions + thoughts +
feelings and finally manifests itself in outputs which are products and services
6
7. Classifying Competencies
Universal
Reflections of the company’s values, culture, and business imperatives that
should be exhibited by all employees
y p y
– For example, guiding behaviors such as cost effective service delivery, customer
focus, teamwork, communication skills, initiative
Transferable
Skills and abilities needed within several roles in varying degrees of
importance and mastery
– For example, managerial and leadership skills
Unique
Specialized know-how or abilities required within a specific role or job
– For example, technical/ functional skills (Marketing Strategy, Drug Discovery)
p ( g gy g y)
7
9. Paradigm Shift
FROM What business are we in?
What capabilities do we bring to the
p g
businesses we are in now that can serve
TO
as foundation upon which future
businesses can be built?
10. Managing Talent: Three Compelling Questions
Do you have the right people, doing the right Align
things to reach your business goals?
Are you creating an environment where the Engage
g p p
right people want to be?
How do you know ? Measure
10
11. Value of Competencies?
• C
Competencies, when correctly identified and used, have proved to be one of the most
t i h tl id tifi d d d h dt b f th t
powerful tools for an organization to meet its business results, through its most
valuable resource – its people
• V
Very effective f communicating about performance because they help people frame
ff i for i i b f b h h l l f
expectations and goals in clear behavioral terms - help companies ‘raise the Bar’ of
performance expectations
• Help in establishing common criteria for hiring, training, measuring, and rewarding
people with the right capabilities to help the company gain competitive advantage
• Remind employees how they do things is as important as what they do
• Reward the person, not the job
• Enable greater flexibility to move people laterally and encourages development
• Help to identify gaps between current capabilities and future requirements
• Help in focusing training and development efforts on areas with greatest need
and/or impact
p
• Facilitate organizational change and building desired culture
11
13. What is a Competency Model?
A group of competencies that describe successful performance for a
particular organisation, function, level, role or job
A competency model consists of:
– Competencies
– Proficiency Levels and Behavioural Indicators
– Measurement approach
> R i scale
Rating l
13
14. Guidelines for Creating a Competency Model
To Be Effective, a Competency Model Must:
Be aligned with business & organization goals & needs
Support the business strategy
Be future focused
Be established through a process that maximizes b i and validity
bli h d h h h i i buy-in d lidi
Translate abstract concepts into observable behaviors and activities
B suitable f multiple applications (if necessary)
Be it bl for lti l li ti )
Be selective, focused on a few competencies that are actually key for
company or individuals performance
Do not make so specific that it cannot be used elsewhere in the organization
Source: Hewitt Associates
14
15. Alignment of the Competency Model with Business
Business Results
Clearly defined competencies integrate
Needed HR systems and business strategy
Capabilities
People
Requirements
The Organizational Competency Model
(Identifying, Defining & Scaling the required competencies)
Individual proficiency
Competency profile
profile
Integrated HR Strategy - Competency based People Systems
Staffing
Rewarding Organizing
Performing Learning
Source: Hewitt Associates
15
17. Linking it All: Competencies Help Integrate Key HR Systems
• Talent & skill forecasting
• Organization Gap Analysis
based on Competencies
• Identifying and • Competency-based Role
Grooming Future Workforce Profiles
Leaders b d on
L d based Planning
Pl i • Competency-based
Competencies Succession
Interviews
Planning
Selection
• Development Activities that Leadership
Address Gaps Development • Competencies measured
• Hi Po Criteria Competencies Performance through the Performance
Management Management Process
Training
Rewards &
• Developmental Career Recognition
Initiatives including • Rewards and Recognition for
Development Demonstrating and/ or
Training, to Develop
Competencies Developing Competencies
• Pay increase based on
competency development
• Career Bands and Career Paths (Vertical &
Horizontal) based on Competencies
Source: Hewitt Associates
17
18. In Short, The Promise of Competencies….
P rovides consistent selection criteria
R aises the bar of performance
fp f
O ffers data to tailor development
M easures “how” intellect is deployed
I ntegrates all HR systems with business strategy
around factors that contribute to organizational
success
S upports self-directed career planning
E mphasizes people (versus job) capabilities
18 Noble & Hewitt
20. 5 Key HR Competencies
1. Strategic Contribution
1 St t i C t ib ti
y
2. Personal Credibility
3. HR Delivery
4. Business Knowledge
5. HR Technology
Investing in HR Professionals through Training and Development for
enhancing the HR competencies
g p
20
21. HR Competency Typology
B
e
h
a Generic Behavioral Functional Behavioral
v
i
o
(Set IV) (Set II)
r
a
l
T
e
c
h Generic Technical Functional Technical
n
i (Set III) (Set I)
c
a
l
Generic Functional
Source: NHRDN’s HR Compass Model
21
22. Functional Competencies
Functional Technical Competencies
Recruitment & Selection
Performance Management
Talent Management
Compensation and Benefit
Culture,
Managing Culture Design & Change
ER and Labour Laws
HR Strategy
I t
International HRM
ti l
Functional Behavioral Competencies
Service Orientation
Personal Credibility
Execution Excellence
22
25. Max India: In the Business of Life
Multi-business corporate I Focused on people and service
“ IN THE BUSINESS OF LIFE ”
Clinical
Life Insurance Healthcare H lth Insurance
Health I Research
Protecting Life Caring for Life Enhances Life Improving Life
VISION
“To be one of India’s most admired corporates for service excellence
To India s excellence”
25
27. Some Interesting Practices
5K P i i l f R it t
Key Principles for Recruitment:
1. Street Smart
2. High levels of energy
3. Care for People
4. Team Player
5. Sense of Humor
‘Leadership Development’ – 2 + 2 + 2
“Develop Self and Others”
p
‘Career Sans Frontiers’
“Catch them Young”- Summer Training Program
g g g
“Grow your own Timber” - Pioneered Management Trainee Program (MT
to MT)
27
28. Competencies - Leadership Development
Clusters
“Love ideas” Be a leader
(Innovative thinking)
(Leading people)
Together
(Engaging and developing Be bloody amazing
others) (Achieving excellence)
Source: GSK in collaboration with CHPD
28
29. 12 high performance behaviours
Cluster HPB
Information search
Innovative thinking Creating business solutions
Flexible thinking
Engaging and developing Teamwork
others Building relationships
Developing people
Influence
Leading people Building confidence
(Leading and inspiring people) Communication
Enable and drive change
Achieving excellence Continuous improvement
Customer focus
Source: GSK in collaboration with CHPD
29