The document discusses competency management and developing competency models for the AT&L workforce. It provides definitions of competencies and outlines a process for developing competency models that involves subject matter experts, key situations analysis, and validation surveys. The goals are to develop standardized competency models across functions, assess skills gaps, and leverage the results for strategic workforce planning, certification, and performance support. Competency management is presented as an investment that can close skills gaps through targeted training, education, and experiential opportunities.
The document discusses competency frameworks and their importance for human resource management. It defines competencies as underlying characteristics that lead to effective performance. Developing competency models involves identifying the competencies, proficiency levels, and behavioral indicators needed for each role. Linking competency models to HR systems like staffing, learning, performance management and rewards helps organizations hire the right people, develop employees, set clear expectations, and align compensation with goals.
The document is a presentation on a behavioural competency dictionary by Prof. M.S.S. Varadan of Om Consultants (India) Pvt. Ltd. It defines competencies as observable abilities, skills, knowledge, motivations or traits defined in terms of behaviours needed for successful job performance. It explains that each competency in the dictionary includes a definition and proficiency scale with behavioural indicators describing different proficiency levels. The dictionary can be used for recruitment, learning and development, and performance management by selecting critical competencies and proficiency levels for each job.
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 document discusses competencies, including understanding competencies, why competencies are important, and developing a competency model. It defines competencies as underlying characteristics that are causally related to superior job performance. Developing a competency model involves identifying the competencies required for effective performance, defining behaviors associated with each competency, and applying the model to human resource systems like staffing, learning, performance management and rewarding. Linking competencies to these systems can help align them with business strategy and goals.
The document discusses competency modeling and its benefits for human resource management. It defines competency as an underlying characteristic that enables superior job performance. A competency model identifies the key behaviors demonstrated by outstanding performers. It distinguishes competencies from traditional job analysis by focusing on behaviors rather than tasks. Competency modeling aligns HR systems like recruitment, performance management, training, and compensation with organizational goals. The methodology involves collecting data from top performers, analyzing it to identify competencies and behaviors, and building a model that defines competencies and their behavioral indicators.
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 document outlines an upcoming competency management system course taking place from September 7-11, 2014 in Jeddah, Saudi Arabia. The course will be led by Sherif Salah and cover various topics related to competency management including identifying competencies, competency-based recruitment and selection, training and development, and performance management. The schedule includes registration, two morning sessions separated by a coffee break, lunch, and potentially additional afternoon sessions.
The document discusses competency frameworks and their importance for human resource management. It defines competencies as underlying characteristics that lead to effective performance. Developing competency models involves identifying the competencies, proficiency levels, and behavioral indicators needed for each role. Linking competency models to HR systems like staffing, learning, performance management and rewards helps organizations hire the right people, develop employees, set clear expectations, and align compensation with goals.
The document is a presentation on a behavioural competency dictionary by Prof. M.S.S. Varadan of Om Consultants (India) Pvt. Ltd. It defines competencies as observable abilities, skills, knowledge, motivations or traits defined in terms of behaviours needed for successful job performance. It explains that each competency in the dictionary includes a definition and proficiency scale with behavioural indicators describing different proficiency levels. The dictionary can be used for recruitment, learning and development, and performance management by selecting critical competencies and proficiency levels for each job.
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 document discusses competencies, including understanding competencies, why competencies are important, and developing a competency model. It defines competencies as underlying characteristics that are causally related to superior job performance. Developing a competency model involves identifying the competencies required for effective performance, defining behaviors associated with each competency, and applying the model to human resource systems like staffing, learning, performance management and rewarding. Linking competencies to these systems can help align them with business strategy and goals.
The document discusses competency modeling and its benefits for human resource management. It defines competency as an underlying characteristic that enables superior job performance. A competency model identifies the key behaviors demonstrated by outstanding performers. It distinguishes competencies from traditional job analysis by focusing on behaviors rather than tasks. Competency modeling aligns HR systems like recruitment, performance management, training, and compensation with organizational goals. The methodology involves collecting data from top performers, analyzing it to identify competencies and behaviors, and building a model that defines competencies and their behavioral indicators.
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 document outlines an upcoming competency management system course taking place from September 7-11, 2014 in Jeddah, Saudi Arabia. The course will be led by Sherif Salah and cover various topics related to competency management including identifying competencies, competency-based recruitment and selection, training and development, and performance management. The schedule includes registration, two morning sessions separated by a coffee break, lunch, and potentially additional afternoon sessions.
1. The document discusses competency-based human resource management (HRM) frameworks, where competencies form the basis for all HR functions and link individual performance to business results.
2. Key aspects include defining competencies, identifying competencies required for jobs, and using competencies in recruitment, training, performance management, and career development.
3. Competency frameworks assess behaviors rather than just skills and knowledge, allow distinguishing outstanding from adequate performance, and facilitate transferring abilities across areas.
The document provides an overview of competency mapping. It discusses the key components of competency including knowledge, skills, and attitudes. It classifies competencies into basic competencies and professional competencies. The document outlines different types of organizational competencies such as generic competencies, managerial competencies, and functional/technical competencies. It also discusses competency mapping, its advantages and disadvantages, and provides examples of competency mapping models and their implementation.
The document discusses competency mapping, assessment, and management. It defines key terms like competency, competence, and types of competencies. It also outlines the process of competency identification including researching job requirements, customer expectations, and benchmarking high performers. The framework involves identifying core, business, team, and role competencies then mapping and assessing competencies to close gaps between employee skills and job demands.
The document discusses performance management systems (PMS). It states that a PMS provides a structured approach to communicate business strategy, establish shared understandings of goals, facilitate self and peer management, measure and motivate performance. A PMS consists of setting employee expectations, maintaining dialogue to monitor performance, and conducting annual reviews. It is used to address underperformance, encourage development, and determine performance-based pay and promotions. Key aspects of an effective PMS include setting key result areas, providing feedback, and linking performance to rewards and career progression.
This document provides a competency model that outlines key leadership outcomes and organizational performance across increasing levels of complexity. It identifies areas such as strategic alignment, commitment and competence, and creating organizational value. The model shows how officers are expected to demonstrate traits like defining markets internationally and leveraging expertise through technology. As roles increase in scope, context and thinking, leaders are expected to adapt strategies, create systems to support change, and manage business results through balanced scorecards.
Succession And Career Planning PowerPoint Presentation Slides SlideTeam
Presenting this set of slides with name - Succession And Career Planning Powerpoint Presentation Slides. We bring to you to the point topic specific slides with apt research and understanding. Putting forth our PPT deck comprises of thrityone slides. Our tailor made Succession And Career Planning Powerpoint Presentation Slides editable presentation deck assists planners to segment and expound the topic with brevity. The advantageous slides on Succession And Career Planning Powerpoint Presentation Slides is braced with multiple charts and graphs, overviews, analysis templates agenda slides etc. to help boost important aspects of your presentation. Highlight all sorts of related usable templates for important considerations. Our deck finds applicability amongst all kinds of professionals, managers, individuals, temporary permanent teams involved in any company organization from any field.
CBHRM Unit III-Competency Development & its Models.pdfMIT
3. Competency Development & its Models: Need and Importance of Competency Development, Stages in developing Competency Model, Types of Competency Model – Core/Generic, Job Specific, Managerial/Leadership, Custom, Development of Personnel Competency Framework – Lancaster Model of Competency.
This document discusses competency mapping, which identifies an individual's strengths and weaknesses to help them better understand themselves and where to focus career development efforts. It defines competency as a behavior rather than a skill and explains that competency mapping involves identifying skills from job descriptions, grouping skills into categories, developing a skills dictionary, assessing and mapping skill levels, and identifying gaps. The document then provides examples of competency mapping conducted at Chola MS, which involved questionnaires, psychometric tests, and analyzing results to find and address competency gaps.
This document discusses competency mapping. It defines competency mapping as evaluating an individual worker's strengths. It involves measuring an individual's competency in each skill against a performance standard. Competencies include skills, knowledge, behaviors, and motives. Competency mapping is useful for training and development, recruitment and selection, replacement planning, compensation, performance appraisal, and succession planning. It involves job analysis, competency-based job descriptions, performance evaluations, and identifying training needs. Methods for competency mapping include behavioral interviews, competency questionnaires, expert panels, and 360 degree appraisals. Competencies can then be implemented for recruitment, training, career planning, rewards, and performance.
QuickTime and an H.263 decompressor are needed to view the picture. This summary indicates that the document discusses a picture that requires QuickTime and an H.263 decompressor to be viewed.
The document discusses performance management and performance appraisal. It defines performance management as a process where managers and employees work together to set expectations, review results, and reward performance. Performance appraisal is defined as a formal system to periodically review and evaluate an individual's or team's job performance. The document also discusses different methods of performance appraisal and common problems with performance appraisal systems.
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 mapping, assessment, and management. It defines competencies as the underlying characteristics that lead to skills and behaviors needed to meet job demands. Competencies can be generic, specific, threshold, or performance-based. Competency frameworks define requirements for jobs, competency maps describe behaviors for occupations, and profiles define requirements for roles. The document outlines steps for identifying role competencies, assessing competencies, developing action plans, and mapping competencies to align roles and strategies.
The document discusses competency mapping and provides details about its concepts, frameworks, and processes. It describes identifying competencies for roles, assessing competencies, and developing competencies for organizational improvement. Competency mapping is presented as a tool that can integrate HR systems like performance management, rewards, and career development.
The document discusses competency-based human resource management (CBHRM). It defines competencies as describing expected work outcomes and performance standards in a way that can be universally understood. CBHRM uses competencies to align HR processes like performance reviews, training, succession planning, and interviews to increase employee performance and achieve organizational goals. Competencies provide a common language to articulate values and objectives throughout the organization.
The document provides an overview of job evaluation processes and systems through a comparative study. It describes job evaluation as systematically determining the relative worth of jobs in an organization. The key purposes are to establish a rational pay structure and achieve equitable distribution of wages. Several common job evaluation methods are examined, including Paterson, Hay, Peromnes, and Castellion systems. Each method evaluates jobs based on different compensable factors like decision-making, skills, knowledge, responsibilities. The document also compares the strengths and weaknesses of different approaches and provides examples of how job grades correspond across evaluation systems.
Competency mapping assessment and managementSeth Asamoah
This document discusses competency mapping and assessment. It defines key terms like competency, role, and competencies. It describes how to identify role competencies through steps like defining the role, creating job descriptions, and conducting interviews. It also discusses competency assessment tools like benchmarking, surveys, and day-in-the-life studies. The goal is to understand the competencies required for each role and any gaps between existing and desired competencies in order to help employees improve.
This document discusses HR transformation from a traditional personnel function to a strategic partner. It provides definitions of HRM and the traditional personnel function. The desired outcomes of HR transformation are to develop top capabilities like talent management, speed, accountability and strategic unity. The document outlines the core HRM functions like planning, recruitment, training and development, performance management and the HR organization. It includes a reflection on the importance of people in organizations and an HR transformation plan.
Competency Iceberg Model, Introduction, what is a Competency?, Describe the Components of Competencies, Explain the Types of Competencies , Describe the Competency Iceberg Model, Explain the Benefits of Iceberg Model, What are Workplace Competencies? Case study.
This document discusses best practices for succession planning and talent management based on research findings. It emphasizes the importance of aligning succession planning with business strategy and having CEO involvement. Effective practices include broadcasting leadership competencies, using multi-faceted assessments including employee input, rigorously managing performance, implementing multiple leadership development methods, measuring leader results, and having senior leader accountability.
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.
This document provides information on competency-based human resource management and competency-based interviews for selection. It discusses developing a competency model that forms the basis for HR functions like recruitment, training, performance management, and career development. Competency is defined as a combination of skills, knowledge, and behaviors that lead to successful job performance. The document outlines the process for identifying competencies and provides examples of competency definitions. It then discusses the benefits of using a competency model for both managers and employees. Finally, it contrasts conventional interviews with competency-based interviews, outlining the structured STAR approach used in competency-based interviews.
1. The document discusses competency-based human resource management (HRM) frameworks, where competencies form the basis for all HR functions and link individual performance to business results.
2. Key aspects include defining competencies, identifying competencies required for jobs, and using competencies in recruitment, training, performance management, and career development.
3. Competency frameworks assess behaviors rather than just skills and knowledge, allow distinguishing outstanding from adequate performance, and facilitate transferring abilities across areas.
The document provides an overview of competency mapping. It discusses the key components of competency including knowledge, skills, and attitudes. It classifies competencies into basic competencies and professional competencies. The document outlines different types of organizational competencies such as generic competencies, managerial competencies, and functional/technical competencies. It also discusses competency mapping, its advantages and disadvantages, and provides examples of competency mapping models and their implementation.
The document discusses competency mapping, assessment, and management. It defines key terms like competency, competence, and types of competencies. It also outlines the process of competency identification including researching job requirements, customer expectations, and benchmarking high performers. The framework involves identifying core, business, team, and role competencies then mapping and assessing competencies to close gaps between employee skills and job demands.
The document discusses performance management systems (PMS). It states that a PMS provides a structured approach to communicate business strategy, establish shared understandings of goals, facilitate self and peer management, measure and motivate performance. A PMS consists of setting employee expectations, maintaining dialogue to monitor performance, and conducting annual reviews. It is used to address underperformance, encourage development, and determine performance-based pay and promotions. Key aspects of an effective PMS include setting key result areas, providing feedback, and linking performance to rewards and career progression.
This document provides a competency model that outlines key leadership outcomes and organizational performance across increasing levels of complexity. It identifies areas such as strategic alignment, commitment and competence, and creating organizational value. The model shows how officers are expected to demonstrate traits like defining markets internationally and leveraging expertise through technology. As roles increase in scope, context and thinking, leaders are expected to adapt strategies, create systems to support change, and manage business results through balanced scorecards.
Succession And Career Planning PowerPoint Presentation Slides SlideTeam
Presenting this set of slides with name - Succession And Career Planning Powerpoint Presentation Slides. We bring to you to the point topic specific slides with apt research and understanding. Putting forth our PPT deck comprises of thrityone slides. Our tailor made Succession And Career Planning Powerpoint Presentation Slides editable presentation deck assists planners to segment and expound the topic with brevity. The advantageous slides on Succession And Career Planning Powerpoint Presentation Slides is braced with multiple charts and graphs, overviews, analysis templates agenda slides etc. to help boost important aspects of your presentation. Highlight all sorts of related usable templates for important considerations. Our deck finds applicability amongst all kinds of professionals, managers, individuals, temporary permanent teams involved in any company organization from any field.
CBHRM Unit III-Competency Development & its Models.pdfMIT
3. Competency Development & its Models: Need and Importance of Competency Development, Stages in developing Competency Model, Types of Competency Model – Core/Generic, Job Specific, Managerial/Leadership, Custom, Development of Personnel Competency Framework – Lancaster Model of Competency.
This document discusses competency mapping, which identifies an individual's strengths and weaknesses to help them better understand themselves and where to focus career development efforts. It defines competency as a behavior rather than a skill and explains that competency mapping involves identifying skills from job descriptions, grouping skills into categories, developing a skills dictionary, assessing and mapping skill levels, and identifying gaps. The document then provides examples of competency mapping conducted at Chola MS, which involved questionnaires, psychometric tests, and analyzing results to find and address competency gaps.
This document discusses competency mapping. It defines competency mapping as evaluating an individual worker's strengths. It involves measuring an individual's competency in each skill against a performance standard. Competencies include skills, knowledge, behaviors, and motives. Competency mapping is useful for training and development, recruitment and selection, replacement planning, compensation, performance appraisal, and succession planning. It involves job analysis, competency-based job descriptions, performance evaluations, and identifying training needs. Methods for competency mapping include behavioral interviews, competency questionnaires, expert panels, and 360 degree appraisals. Competencies can then be implemented for recruitment, training, career planning, rewards, and performance.
QuickTime and an H.263 decompressor are needed to view the picture. This summary indicates that the document discusses a picture that requires QuickTime and an H.263 decompressor to be viewed.
The document discusses performance management and performance appraisal. It defines performance management as a process where managers and employees work together to set expectations, review results, and reward performance. Performance appraisal is defined as a formal system to periodically review and evaluate an individual's or team's job performance. The document also discusses different methods of performance appraisal and common problems with performance appraisal systems.
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 mapping, assessment, and management. It defines competencies as the underlying characteristics that lead to skills and behaviors needed to meet job demands. Competencies can be generic, specific, threshold, or performance-based. Competency frameworks define requirements for jobs, competency maps describe behaviors for occupations, and profiles define requirements for roles. The document outlines steps for identifying role competencies, assessing competencies, developing action plans, and mapping competencies to align roles and strategies.
The document discusses competency mapping and provides details about its concepts, frameworks, and processes. It describes identifying competencies for roles, assessing competencies, and developing competencies for organizational improvement. Competency mapping is presented as a tool that can integrate HR systems like performance management, rewards, and career development.
The document discusses competency-based human resource management (CBHRM). It defines competencies as describing expected work outcomes and performance standards in a way that can be universally understood. CBHRM uses competencies to align HR processes like performance reviews, training, succession planning, and interviews to increase employee performance and achieve organizational goals. Competencies provide a common language to articulate values and objectives throughout the organization.
The document provides an overview of job evaluation processes and systems through a comparative study. It describes job evaluation as systematically determining the relative worth of jobs in an organization. The key purposes are to establish a rational pay structure and achieve equitable distribution of wages. Several common job evaluation methods are examined, including Paterson, Hay, Peromnes, and Castellion systems. Each method evaluates jobs based on different compensable factors like decision-making, skills, knowledge, responsibilities. The document also compares the strengths and weaknesses of different approaches and provides examples of how job grades correspond across evaluation systems.
Competency mapping assessment and managementSeth Asamoah
This document discusses competency mapping and assessment. It defines key terms like competency, role, and competencies. It describes how to identify role competencies through steps like defining the role, creating job descriptions, and conducting interviews. It also discusses competency assessment tools like benchmarking, surveys, and day-in-the-life studies. The goal is to understand the competencies required for each role and any gaps between existing and desired competencies in order to help employees improve.
This document discusses HR transformation from a traditional personnel function to a strategic partner. It provides definitions of HRM and the traditional personnel function. The desired outcomes of HR transformation are to develop top capabilities like talent management, speed, accountability and strategic unity. The document outlines the core HRM functions like planning, recruitment, training and development, performance management and the HR organization. It includes a reflection on the importance of people in organizations and an HR transformation plan.
Competency Iceberg Model, Introduction, what is a Competency?, Describe the Components of Competencies, Explain the Types of Competencies , Describe the Competency Iceberg Model, Explain the Benefits of Iceberg Model, What are Workplace Competencies? Case study.
This document discusses best practices for succession planning and talent management based on research findings. It emphasizes the importance of aligning succession planning with business strategy and having CEO involvement. Effective practices include broadcasting leadership competencies, using multi-faceted assessments including employee input, rigorously managing performance, implementing multiple leadership development methods, measuring leader results, and having senior leader accountability.
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.
This document provides information on competency-based human resource management and competency-based interviews for selection. It discusses developing a competency model that forms the basis for HR functions like recruitment, training, performance management, and career development. Competency is defined as a combination of skills, knowledge, and behaviors that lead to successful job performance. The document outlines the process for identifying competencies and provides examples of competency definitions. It then discusses the benefits of using a competency model for both managers and employees. Finally, it contrasts conventional interviews with competency-based interviews, outlining the structured STAR approach used in competency-based interviews.
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.
Competency mapping involves determining the skills, knowledge, and behaviors required for a job role. It creates an accurate job profile used for selecting, recruiting, and retaining employees. Competency mapping identifies key attributes for each position through job analysis and behavioral interviews. It allows organizations to focus on core competencies, manage time effectively, and build competitive advantages. Competency mapping aids recruitment, performance appraisal, training, development, and pay systems.
This document discusses competency-based occupational information for human resource managers. It describes how competency frameworks can be used to define jobs based on measurable patterns of skills, knowledge, abilities and behaviors rather than just tasks. It provides examples of competency databases and surveys developed by the MOSAIC studies project. The objectives of an HR manager role include identifying critical tasks and competencies, providing occupational data to HR specialists and managers, creating a common language across HR functions, and providing a foundation for HR applications like compensation, selection and training. Contact information is provided for further questions.
The document provides a career change roadmap for an individual, outlining steps taken from December 2008 to January 2009 to define a new career path. Key steps included assessing skills and interests, researching occupations, deciding on a specific target occupation, and beginning to develop a marketing plan for the job search. The individual's personality type analysis suggested careers where they can observe people, determine needs, and create structured plans to help others. Potential positions identified include librarian/archivist, grant coordinator, and researcher.
This document presents a summary of force field analysis, a management technique developed by Kurt Lewin. Force field analysis identifies the driving and restraining forces that influence change in organizations. It involves listing the forces for and against change, assigning scores to each, and diagramming the results. An example of using force field analysis to evaluate a hospital's plan to upgrade equipment is provided. The technique helps identify factors that help or hinder achieving goals, but it may oversimplify relationships and miss some aspects of problems.
Este documento resume um artigo que modela a demanda por liquidez das firmas e desenvolve um teste para o efeito da restrição financeira em políticas corporativas. Firmas restritas devem ter uma sensibilidade positiva das reservas ao fluxo de caixa, enquanto as irrestritas não devem ter relação sistemática. O artigo usa vários modelos empíricos para mostrar que firmas restritas retêm parte maior do fluxo de caixa como reservas.
The document discusses the key concepts in management including management functions, levels of management, and managerial competencies. It describes the four main management functions as planning, organizing, leading, and controlling. There are typically three levels of management - top management who provide overall direction, middle management who implement plans, and first-line managers who directly oversee operations. Critical skills for managers include communication, planning, teamwork, strategic thinking, and self-management.
Force field analysis is a technique used to assess the factors that influence a situation. It examines the driving forces that promote change and the restraining forces that maintain the status quo. The model depicts these forces in a tug-of-war. The procedure involves defining the current and desired situations, listing the driving and restraining forces, scoring each force, and analyzing the results to determine if change is possible and how to influence stakeholders. The document provides an overview of force field analysis, the model, procedures for conducting an analysis, and an example analysis of implementing centralized advertising software.
Upskill and Increase your chances of finding work you like.Ailish Irvine
This document contains links to 6 photos shared on Flickr under various Creative Commons licenses. The photos are attributed to different photographers and cover a range of subjects based on their titles but no other context or captions are provided about the images themselves.
Lewin’s topological and vector theory (field theory report on nov. 30Bbte Rein
Lewin's theory proposes that individuals exist within a "life space" composed of internal and external forces that influence behavior and change. Bruner's theory of learning involves three processes: acquisition of new information, transformation of information to fit new situations, and evaluation of whether information has been appropriately manipulated. Bruner identified four key concerns for any learning situation: understanding relationships between knowledge structures, readiness, developing independent problem-solvers, and intrinsic versus extrinsic motivation.
The document discusses the concept of core competence as developed by Prahalad and Hamel. It defines core competence as the consolidation of technologies and skills that allow a company to adapt quickly to opportunities. Core competencies provide competitive advantages through new market invention, innovative products, and difficult-to-imitate assets. The document outlines how to identify, commit to, and sustain core competencies through alliances, acquisitions, and an organization-wide roadmap. It contrasts traditional business unit models with core competence models that favor corporate integration and innovation over unit autonomy.
Executive interviews for workforce development professionalsColleen LaRose
Workforce development has not yet fully embraced the power of executive interviews. By organizing interviews with local CEO's, workforce investment boards could coordinate information that local colleges, economic develop;ment and their own business representatives are collecting by using a shared database and all asking the same questions so that logical comparisons can be made and follow-up with the employer can be planned in a logical way.
Associate Professor Regine Wagner's workshop slides. Workshop to support the FLI, CSU (Aus) & Massey (NZ) research project “Fostering institutional change through distributive leadership approaches: Engaging academics and teaching support staff in blended and flexible learning”is being conducted as a partnership between CSU and Massey Universities.
The research methodology includes a force field analysis as a mechanism for analysing and describing the driving and constraining forces that shape the project at international, national, and local institutional levels.
Force field analysis is a technique used to analyze the forces for and against achieving an organizational objective. An arrow is drawn pointing to the objective and driving forces that aid achievement are listed on the left side while restraining forces that hinder it are listed on the right. An example force field analysis examines implementing total quality management (TQM) in an organization, listing factors like committed people and improved efficiency as driving forces and potential issues with promotions, management structure, or union opposition as restraining forces.
Force fields are mathematical functions used to describe potential energy in molecular modeling simulations. Common classical force fields include AMBER, CHARMM, GROMACS, GROMOS, and MMFF. AMBER was developed at UCSF and has parameter sets for proteins, nucleic acids, small molecules. GROMACS is a molecular dynamics software that supports different force fields like AMBER and CHARMM. GROMOS is a united atom force field optimized for alkanes. MMFF is derived from quantum calculations and experimental data for drug-like molecules. CHARMM was developed at Harvard and has broad coverage of biomolecules and organic compounds.
1) BAT implemented an integrated talent management system called Global LearningZone to link talent development and competencies across its global workforce of 60,000 employees.
2) The system includes role profiles, development planning, competency assessments, and a single learning platform to provide easily accessible learning to all employees.
3) Initial results showed widespread use of the system by BAT's 12,000 managers to develop competency-based development plans and identify learning interventions.
This document introduces a new guide called "Core Practices" that provides managers with skills and practices vital for success in performance management. The guide is user-friendly and covers 4 competency groups, 10 skills, and 70 assessment items related to 52 core practices. It is designed to support "nano-learning" by providing actionable information in short doses. Accompanying the guide are an assessment tool to evaluate manager performance and a workshop to help managers improve execution.
A Bottom-up Approach for Representing Organizational Competenciesjnmarques
This document presents a bottom-up approach for representing organizational competencies. It proposes a model for describing competencies using entities like tasks, actions, resources, and goals. It also outlines a bootstrapping method for capturing competency information from organizational actors. An evaluation involved action research in a professional services company to test the conceptual framework. The work contributes a sound review of competency modeling and a prototype for implementing the competency model and supporting the bootstrapping process. Future work could explore aligning competencies with business processes and automating the maintenance and discovery of semantic blocks.
Using technology can drive effective talent management by providing (1) enhanced measurability and accountability, (2) scalability of processes, and (3) process integrity and transparency. An effective e-talent management system should enable goal setting and tracking, provide a talent repository, support best practices like goal cascading, and facilitate career development through competency assessment and learning plans. Essar Group implemented SuccessFactors and customized its performance management system (PMS) to provide a more intuitive, user-friendly experience with greater objectivity and functionality to track career progression. Key to its success was mapping existing to desired processes, cross-functional teamwork, training, and strong communication channels.
Definitive Guide to Strategic Human Capital ManagementSumTotalSystems
The Definitive Guide to Strategic Human Capital Management” provides insight into:
The visibility and information needed to proactively manage your business and your talent
Keys to recruiting and hiring the best talent
Ways to nurture and optimize your existing talent, including best practices in assessing and developing employees
Mitigating risks and lost productivity due to employee absence
Benefits of developing a high-level view of the health of the company using HCM data and KPIs
Learning Organization Governance for Top PerformersCorpU
The document discusses governance models for learning and development (L&D) organizations, including centralized, decentralized, and federated models. It uses Textron, a Fortune 500 manufacturing company, as a case study. Textron transformed from a decentralized to a networked model with common processes and a centralized L&D department called Textron University. Textron University uses a federated model with a central team and business unit involvement through a governance board to ensure strategic alignment and share best practices across businesses. The board provides oversight, accountability and helps measure the impact of L&D investments.
Next Generation Leadership: Integrated Talent Management for Robust Talent Pi...National HRD Network
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2. A Competency -- What is it?
• OPM definition “ …. an observable, measurable pattern of skills,
knowledge, abilities, behaviors & other characteristics that an individual
needs to perform work roles or occupational functions successfully.”
• Competence is achieved through a variety of means; e.g., experience,
education, training, and personal and professional development
Performance Environment
Competence is
Demonstrated by
Performance
Knowledge Skills & (Key Behaviors)
COMPETENCE Abilities
Competence
Gaps Assessed
Using
Individual “High Performer”
Characteristics Education
Performance
Experience
Criteria
Tools
3. Initial “As Is” State
of Competency Management
Stove-piped Functional Focus
• Individual career field competencies
managed in stovepipe fashion
• No community-wide standards to
support management of
Program Management
Acquisition Logistics
competencies
• In most cases – the competencies
were learning objectives for courses
• Focus of competencies/learning
Contracting
objectives has been to inform content
SPRDE
BCEFM
of training courses – not strategic
human capital planning/management
to include addressing gaps
4. “To Be” State of
Competency Management
Core • Alignment is driver for strategy --
consistent with OPM & OSD (P&R)
policy, standards, guidance
• A framework to allow competency
Focus standards to be applied and managed
in multiple workforce-related
applications
• Decentralized execution –
Acquisition Logistics
Program Management
competency models will be used by
Financial (BCEFM)
Components in workforce-wide
assessments
• Transition strategy that provides
Contracting
interim assessment capability and
planning for long-term
• Leveraging assessment results for:
SPRDE
– strategic human capital planning and
management
– closing workforce capability gaps
– improving the workforce certification
framework,
– performance support resources (best
Focus practices and tools) are available to
the workforce
Plus
7. Overview of AT&L HCSP V3.0 Competency
Management Tasks
Office of Office of
Primary Corollary
Task Narrative Responsibility Responsibility
Complete competency models for the PM, Logistics, and Contracting career fields by Dec Dir, HCI FAs, Components
1.3.1
07
Complete functional competency models for remaining career fields by Sep 08 Dir, HCI FAs, Components
1.3.2
Complete a cross-functional core competency model for the entire DoD AT&L workforce Dir, HCI FAs, Components
1.3.3
by Dec 08
Determine and make recommendation on whether standard tools are desired or needed to Dir, HCI Components
1.3.4
ensure that data can be used for multiple purposes by Jan 08
Initiate skills gap assessments in 50% career fields by Dec 08 Components FAs
1.3.5
Coordinate with ODUSD(CPP) and OPM to incorporate DoD AT&L competencies into Dir, HCI None
1.3.6 OPM HR standards to ensure consistency across the federal sector within 90 days of
competency model completion
Ensure DoD AT&L crossfunctional governance and implementation of initiatives, such as Dir, HCI None
1.4.1 functional competency models, certification framework, etc., by Components are done in / WMG Chair
consistent manner by Jan 08
Identify developmental needs for acquisition personnel leveraging functional competency Components None
6.2.1
models starting Jul 07
Develop and implement strategies to fill competency gaps and meet target certification Components None
6.2.2
levels by Sep 08
Develop criteria for acquisition experiential assignments necessary to achieve desired FAs None
6.2.4
competencies by Jun 08
8. Key Stakeholders and Governance of AT&L
Workforce Capability
U.S. Law Secretary of Defense
Defense Acquisition
Workforce
President’s National Military USD (P&R)
Improvement Act Management Strategy & Human Capital
(DAWIA) Agenda Quadrennial Strategies
Defense Review
Accountability USD (AT&L)
e.g., Congress, Human Capital
GAO, IG Strategies
& Initiatives
DoD AT&L
Directive Workforce
5000.52 Workforce Capability Senior
(Instruction/Guide) Steering
Board
Director,
Defense
Motivations and Incentives AT&L Human
Acquisition
Ethics and Integrity Capital
University
Initiatives
(PLM) AT&L
Component Component Component
Functional Workforce Workforce Force Workforce
Advisors & Strategies & Management Planning Management
Functional IPTS Initiatives Group
9. Why the Increased Emphasis
on Leveraging Competency Management?
Background:
DoD Acquisition Mission Challenges Drive Need for High Performing,
Agile workforce -- Improved Competency Management
• President’s Management Agenda – Human Capital, Leverage Technology (OMB,
DoD, AT&L)
• Congressional Concern – Acquisition Outcomes, Human Capital
• Human Capital Planning for DoD AT&L Workforce identified as High Risk by GAO
• OPM HCAAF Human Capital Assessment and Accountability Framework
• Quadrennial Defense Review – Competency Management
• DoD Civilian Human Capital Strategic Plan
AT&L Human Capital Strategic Plan
• Improved Competency management is key outcome
• HCSP Goal 1 mandates current, standardized
functional competencies
• HCSP Goals 3 and 4 rely on competencies
Defense Acquisition University
• Core Plus
• Engaged Learner Architecture
11. Governance Structure
OUSD (AT&L)
• The USD (AT&L) chairs the AT&L Workforce Senior
Senior Steering Steering Board which is comprised of functional and
Board component senior acquisition leaders as well as senior
leadership from OSD P&R
• The Director, Human Capital Initiatives (President, DAU)
Director, AT&L HCI supports the USD (AT&L) by providing leadership on
human capital initiatives, ensuring AT&L community
alignment and integration of effort to support Department
WMG
objectives, and managing implementation of AT&L
department-wide workforce policy and initiatives
• The AT&L Workforce Management Group (WMG),
chaired by the Director, AT&L HCI, further provides an
integrated approach to governance and advises the USD
(AT&L) on workforce matters, to include competency
& Components
Service DACMs
management
Functional
Advisors
• The AT&L Functional Advisor (FA) is a senior acquisition
functional community leader and is responsible to the
USD (AT&L) for ensuring currency of community-wide
competency requirements
• The Defense Acquisition University serves as the AT&L
corporate university and works closely with the FAs,
FIPTs and components to ensure that workforce
capability requirements are translated into a powerful
learning environment for the AT&L workforce
DAU Integration/Application
12. Governing Competency Initiatives
• Identify all Stakeholders • Define Roles & Responsibility
• Define Goals & Objectives (for
each Stakeholder) • Define Processes
– Outputs needed to achieve – Model Development
goals/objectives – Success Methodology
Criteria
– Deployment Methodology
• Agree on general approach or – Data Requirements
note variances (box chart) – Reporting Functions
– Governance/Oversight – Model Maintenance
– Model Development
– Skills Assessment
– Data Analysis & Reporting
– Implement Strategies for Gap
Closure
– Monitor Goal Alignment
13. The AT&L HCSP Competency Approach
...Standard Competency Models Across AT&L workforce
.....Leverage assessment information for high performance
• Improve, standardize policy, competency management framework
• Increase awareness and “competence” in using competencies
• Update & standardize competency models across AT&L workforce
– Consistent with OPM & OSD (P&R) Guidelines
– Competency Structure
• Performance Outcomes at 3 Levels
• May include clarifiers and definitions
• Elements of Key Behaviors/Job Performance Criteria
• Product used to structure/organize learning objects/taxonomy
• Conform to HR-XML format
– Multi-Method Approach to Competency Model Validation
• Build-on past and current FIPT & DAU competency efforts
• Use Subject Matter Experts
• Use Expert Panels for matching to essential job functions
• Multi-rater surveys for importance/frequency of use and criticality
• Leverage assessment for multi-use and performance support
• Numerous workforce management and support applications
• AT&L/DAU Core Plus and Engaged Learner Environment initiatives
• Partner to successfully operationalize use of competency models
14. Model Development Process Methodology
Phases 1. Assemble Expert Panel from career field to review
I & II
“as is” competency model & ensure input from
senior leaders
2. Conduct online or facilitated focus groups to
identify and match competencies (key behaviors,
KSAs, and outputs) to essential job functions
3. Develop key situations through online structured
interviews to identify specific job-related
behaviors of superior performers
Phase III 4. Prepare beta model for use in generalization
survey
5. Multi-rater Survey/Assessment of job incumbents
and managers to complete model
Phase IV
6. Model deployment (FOC) & sustainment
15. Developing Competency Models
Baseline “As Is”
Ongoing Review of Gap Results AT&L Wide
Model
with AT&L FA/FIPT
Use SME focus groups
Ensure Senior to develop model
Leader “To Be”
inputs to Use field high performers
starting model develop model (STARR
framework process)
Analyze inputs and
develop beta
competency model
Beta pilot assessment
with beta model Deploy Facilitate model use &
Senior Leader model applications, sustain &
Interim review of Pilot Assessment enhance model
beta model with significant n
Input for employee/supervisor IDPs
Analyze Input for FA/FIPTs
results, refine Gap Management at all levels
model Senior Leader Dashboard
Performance support tools
Senior Leader Enhanced Training/PLM
Review
Phase I Phase II Phase III Phase IV
16. Competency Model Development
SME Focus Groups & Key Situations
• Focus Groups: Identify behaviors (what an employee does)
required for successful performance
• Key Situations: a method of data collection from subject matter
experts regarding “what it takes” to perform effectively on your job.
• Use the STARR Method to identify key situations and then have the
participant describe what the person does for successful
performance, why they did it, and the successful performance
outcome
• This process helps establish a “successful performer” baseline
(profile) which will be used in the assessment process
Situation/Task Action Reasoning Results
What was the
What did you do? What was the What was the
situation or
What were the reasoning/ result/
context? What
steps you took to rationale that outcome of
were you doing?
get to that effective led to the the key
What task were
outcome? action? situation?
you working on?
17. Model Development - Phase II Identify Key
Situations – STARR Method
Situation/Task – Action – Reasoning – Result
This process helps to identify competencies that most
contribute to successful performance – a critical step
in model development
1st – Describe a situation that resulted in a particularly effective
outcome.
2nd – Rate the situation using a “Distinguishing Value Rating”
which is how much the competency differentiates effective results
from ineffective results.
1-Not Valuable; 2-Somewhat Valuable; 3-Valuable;
4-Very Valuable; 5-Extremely Valuable; 6-NA
19. Employee Assessment View
Proficiency Levels – Behavioral
Anchors
Understand determinations of contractor responsibility by assessing past
Awareness 1> performance and financial stability to ensure that all contractor tasks and
responsibilities will meet government requirements.
Basic 2--
Categorize levels of contractor responsibility by assessing past performance
Intermediate 3> and financial stability to ensure that all contractor tasks and responsibilities
will meet government requirements.
Advanced 4-- Evaluate contractor responsibility by assessing past performance and
Expert 5> financial stability to ensure that all contractor tasks and responsibilities will
meet government requirements.
20. Contracting Assessment Update
• Effort is underway to complete an assessment
on 100% of the Contracting Workforce (26K
Workforce Members)
• The first phase of this effort is underway and has
included two major assessment efforts
– DLA pilot effort was completed using an existing
Learning Management System (Plateau)
– Air Force assessments utilized the Compass tool
• Warner Robins AFB - 333 Employees (98% complete)
• Peterson AFB – 108 Employees (100% complete)
• Hanscom AFB – 414 Employees (88% complete)
• Charleston AFB – 34 Employees (94% complete)
• Analysis and lessons learned will be applied to
future assessments which will be completed by
June 08.
21. How are Competency Gaps Identified?
Inputs Process Outputs
•Employee logs in and
•User Data completes self- •Individual Gap
•Supervisory Links assessment report showing
to Direct Reports •Supervisor is notified skills proficiency
•Competency when direct report
Models evaluation is done
•Baseline •Supervisor NEXT STEPS
Proficiency Levels completes employee
assessment •Identify Training
•Two scores averaged Interventions to
•Final scores close any gaps in
compared to Baseline skills
Proficiency
22. Assessing, Analyzing, Plan and Report
This is an investment of supervisor and employee time
Example Proficiency
Improved Competency
Management is an
investment:
$, time, work
Example: OPM Gap Reporting
Contracting (1102)
Analysis
& Gap Plan Bid
Evaluation
24. STRATEGIES FOR CLOSING COMPETENCY GAPS
TRAINING EDUCATION EXEPRIENCE
ENTERPRISE • Allocate Funding • Budget for resource and • Developing Strategy and
educational needs implementing policy for engaging
• 100% Assessment • Institutionalize standard workforce experiences
• Stratified Sampling training • Establish Strategic partnerships
• Internal Assessment and equivalencies
• Identify experiential learning
ORGANIZATION • Targeted group training • Budget for tuition
opportunities for critical skill sets
reimbursement
• Updating internal Learning
• Match employees to new learning
• 100% Assessment
• Internal Assessment
assets • Improve access to educational 5
opportunities
opportunities
• Promoting online assets
INDIVIDUAL • Send employees to identified • Send employees to identified • Send employees to various
training classes identified
• 100% Assessment experiences
• Internal Assessment
INDIVIDUAL DEVELOPMENT PLAN
• DAU CLM’s • DAU Classroom • Rotational Assignments
• Self-Study • College courses • On the Job Training
• DL courses • Mentors
• Seminars • Industry Exchange
25. Competency Management –
Gap Assessment Approach
Past Focus New Focus Gap Assessment Approach
AT&L Core, Gap Assessment Tool/Software
Functional-Specific
Functional, (Using Component or CNA COMPASS tool)
AT&L Workforce
& Task Specific
HR-XML/OPM Competency Model Data Set Standards
Training
Competency Select Core-Functional
Requirements
Models (Validated) Profile Grouping
Tailor Per Organization Needs
Terminal & Multi-Use (additive)
Enabling Competency
Learning Model
Objectives Applications Assessment
“Closing Gaps in Mission Critical Occupations”
Organization
Update Training
Development Plan
Knowledge Mgt
DAU &
Gap/IDP Tool
OPM Deliverable Guidelines
Gap Analysis Report
Strategic Mgt
Equivalent
Individual
Certification
Training Organization
Gap Improvement Plan
Implementation Plan &
Measure Results Report
26. Competency Model Uses
High(er)-Performing Workforce
• Improved engagement of workforce to
“successful performance” support Improved Gap Assessment ROI
Agile Mission Support resources (that make a difference) (ELA)
• Better migration of Best Practices • Assess proficiency AND
• Enables tactical, agile targeting of •Assess Mission Criticality,
resources to achieve desired capability Frequency, and Difficulty
• Enables improved organizational •Migrate best practices & tools for
refinements to align the skills with successful performance
mission needs
HR-XML HR-XML HR-XML HR-XML
Human Learning
HR-XML HR-XML HR-XML HR-XML
Resources Management
HR-XML HR-XML HR-XML HR-XML
Strategic Workforce Planning
System System
HR-XML HR-XML HR-XML HR-XML • Strategic planning enabler for leaders
Improved Learning/Training • Enhanced Management of
HR-XML HR-XML HR-XML HR-XML
• Improved alignment of training to HR-XML HR-XML HR-XML HR-XML Mission Critical Competencies
“successful performance” needs • Deliberate, earlier “change management”
HR-XML HR-XML HR-XML HR-XML
Competency
• Improved training investment • Information for tactical resource decisions
HR-XML HR-XML HR-XML HR-XML
Models
• Enables 21st Century Training Framework HR-XML HR-XML HR-XML HR-XML
(Core Plus)
HR-XML HR-XML HR-XML HR-XML
HR-XML HR-XML HR-XML HR-XML
Performance Learning
HR-XML HR-XML HR-XML HR-XML
Management Content Recruiting & Selection
HR-XML HR-XML HR-XML HR-XML
System System • Improve identification of key behaviors
HR-XML HR-XML HR-XML HR-XML contributing to successful performance
• Improve the “Benefits Package” story –
Succession Planning “World-class tools for your development and
• Identify expected critical vacancies success”
• Identify employees & candidate gaps
Development & Career Planning
• Enhance Individual Development
• Enhance Organization Development
27. Monitoring Alignment to Goals
DoD Acquisition Mission Challenges Drive Need for High Performing,
Agile workforce -- Improved Competency Management
– President’s Management Agenda – Human Capital, Leverage Technology (OMB,
DoD, AT&L)
– Congressional Requirements – Acquisition Outcomes, Human Capital
– Human Capital Planning for DoD AT&L Workforce identified as High Risk by
GAO
– OPM HCAAF Human Capital Assessment and Accountability Framework
– Quadrennial Defense Review – Competency Management
– DoD Civilian Human Capital Strategic Plan
AT&L Human Capital Strategic Plan
– Improved Competency management is key outcome
Leadership
– HCSP Goal 1 mandates current, standardized
functional competencies Accountability
– HCSP Goals 3 and 4 rely on competencies Strategy
Defense Acquisition University Technology
– Core Plus Key Enablers
– Engaged Learner Architecture