Competencies are measures of job performance that combine skills, knowledge, and behaviors needed to perform tasks. They reflect the ability to do a job to defined standards. Competency assessments evaluate employees' demonstrated competencies against required levels in competency dictionaries. Assessments identify training needs to address competency gaps and improve job performance. Competency-based human resource management makes all HR processes like selection, training, and performance evaluation focused on competencies.
Rethinking how establishment skills surveys can more effectively identify wor...Wesley Schwalje
Through a multicountry, practice-based review of establishment skills surveys, this article identifies conceptual issues with defining and measuring skills gaps. By harmonizing divergent conceptualizations, an operational definition of skills gaps as a situation in which current employees lack the skills to perform their jobs which results in the compromised ability of a firm to meet business objectives is proposed. This operationalization of the concept offers a more complete answer to how firms are impacted by workforce deficiencies in achieving business objectives implying that understanding job proficiency without assessing the organizational context in which workforce skills are deployed towards market objectives is insufficient. By addressing measurement issues, an alternative approach to establishment skills surveys is advanced that can play a more effective role in determining how workforce skills influence achievement of firm business objectives. The open systems model of the firm is used to explain how skills gaps serve as a bottleneck to the overall functioning of the firm and to demonstrate that firm mitigation strategies are subject to managerial perceptions which can influence the effectiveness and level at which strategies are targeted. A typology of the causes of skills gaps is also proposed as a starting point for government intervention.
This document discusses competency-based training and career development. It defines competencies as specific, observable work behaviors that distinguish high and low job performance. An effective competency framework identifies the knowledge, skills, attitudes, and behaviors required for success in different jobs. It benefits both organizations and employees by improving performance, supporting training and development, and providing clear expectations for career advancement. The document provides guidance on designing competency models, assessing training needs, and planning individual careers.
Leveraging WSQ for Competency Based Training & AssessmentsWei Koon GOH, MBA
A presentation that I did for the DACE program to make comparison with UK NVQ and Singapore WSQ national qualification system, as well as the emerging trends in Singapore.
The document discusses competency, which refers to the characteristics required to perform a job well. It defines competency and lists the core competencies needed by employees, such as adaptability and communication skills. It also describes behavioral competencies for all employees and managers, including customer service, teamwork, and accountability. Finally, it discusses different types of competencies like core competencies, technical competencies, and behavioral competencies.
This document outlines a training needs analysis (TNA) process that identifies performance gaps at the individual, team, and organizational level by comparing key performance indicators and benchmarks. It analyzes competency gaps by examining best practices, job tasks, and the competencies of high performers compared to those of other individuals and teams. The goal is to find gaps that can be addressed through targeted training interventions.
Competency mapping is the process of identifying the key competencies required for jobs in an organization and incorporating those competencies into HR processes like recruitment, training and performance evaluation. It helps align employee skills and behaviors with organizational goals. Competencies can be generic, managerial, technical or behavioral. Competency frameworks organize competencies and behavioral indicators. Competency models are only effective when competencies are linked to business strategy and results, applied consistently across levels, and modeled by senior leadership. Benefits include focused employee development and a leadership brand that sustains competitive advantage.
This newsletter provides information on force development initiatives in the Air Force. It discusses taking a competency-based approach to workforce development and creating instructor certification programs. It also provides updates on tools for career management like My Development Plan, highlights diversity in the Air Force, and announces the new Mission Readiness Training Program data call process.
This document outlines a competency mapping framework for human resource development executives. It details five levels of competencies from knowledge to proficiency across two domains: 1) Functional/technical competencies which include training/learning assessment, design, instructional design, and delivery and 2) Behavioral competencies including threshold and differentiating competencies. Each competency is defined at each level with increasing independence, analysis, and application of skills. The framework provides guidance on competencies required for HRD executives at different stages of their career.
Rethinking how establishment skills surveys can more effectively identify wor...Wesley Schwalje
Through a multicountry, practice-based review of establishment skills surveys, this article identifies conceptual issues with defining and measuring skills gaps. By harmonizing divergent conceptualizations, an operational definition of skills gaps as a situation in which current employees lack the skills to perform their jobs which results in the compromised ability of a firm to meet business objectives is proposed. This operationalization of the concept offers a more complete answer to how firms are impacted by workforce deficiencies in achieving business objectives implying that understanding job proficiency without assessing the organizational context in which workforce skills are deployed towards market objectives is insufficient. By addressing measurement issues, an alternative approach to establishment skills surveys is advanced that can play a more effective role in determining how workforce skills influence achievement of firm business objectives. The open systems model of the firm is used to explain how skills gaps serve as a bottleneck to the overall functioning of the firm and to demonstrate that firm mitigation strategies are subject to managerial perceptions which can influence the effectiveness and level at which strategies are targeted. A typology of the causes of skills gaps is also proposed as a starting point for government intervention.
This document discusses competency-based training and career development. It defines competencies as specific, observable work behaviors that distinguish high and low job performance. An effective competency framework identifies the knowledge, skills, attitudes, and behaviors required for success in different jobs. It benefits both organizations and employees by improving performance, supporting training and development, and providing clear expectations for career advancement. The document provides guidance on designing competency models, assessing training needs, and planning individual careers.
Leveraging WSQ for Competency Based Training & AssessmentsWei Koon GOH, MBA
A presentation that I did for the DACE program to make comparison with UK NVQ and Singapore WSQ national qualification system, as well as the emerging trends in Singapore.
The document discusses competency, which refers to the characteristics required to perform a job well. It defines competency and lists the core competencies needed by employees, such as adaptability and communication skills. It also describes behavioral competencies for all employees and managers, including customer service, teamwork, and accountability. Finally, it discusses different types of competencies like core competencies, technical competencies, and behavioral competencies.
This document outlines a training needs analysis (TNA) process that identifies performance gaps at the individual, team, and organizational level by comparing key performance indicators and benchmarks. It analyzes competency gaps by examining best practices, job tasks, and the competencies of high performers compared to those of other individuals and teams. The goal is to find gaps that can be addressed through targeted training interventions.
Competency mapping is the process of identifying the key competencies required for jobs in an organization and incorporating those competencies into HR processes like recruitment, training and performance evaluation. It helps align employee skills and behaviors with organizational goals. Competencies can be generic, managerial, technical or behavioral. Competency frameworks organize competencies and behavioral indicators. Competency models are only effective when competencies are linked to business strategy and results, applied consistently across levels, and modeled by senior leadership. Benefits include focused employee development and a leadership brand that sustains competitive advantage.
This newsletter provides information on force development initiatives in the Air Force. It discusses taking a competency-based approach to workforce development and creating instructor certification programs. It also provides updates on tools for career management like My Development Plan, highlights diversity in the Air Force, and announces the new Mission Readiness Training Program data call process.
This document outlines a competency mapping framework for human resource development executives. It details five levels of competencies from knowledge to proficiency across two domains: 1) Functional/technical competencies which include training/learning assessment, design, instructional design, and delivery and 2) Behavioral competencies including threshold and differentiating competencies. Each competency is defined at each level with increasing independence, analysis, and application of skills. The framework provides guidance on competencies required for HRD executives at different stages of their career.
This document outlines the steps in performing a training needs analysis (TNA). It begins by analyzing performance and competency gaps between current and desired states. Critical performance gaps are identified by comparing key performance indicators to industry standards. Competency gaps are determined by comparing tasks to best practices. Needed skills are defined based on job holder goals and competencies. Critical skills that are essential to task completion are distinguished. Jobs are profiled to identify critical skills. Employees' current skills are inventoried and competencies evaluated. The required training is determined to bridge the identified gaps. Benefits of gap analysis include refining needed competencies and helping employees and recruiters. The analysis provides knowledge of skill and attitude gaps and the level of competencies
The document discusses training need analysis for organizations. It outlines several challenges for conducting training need analysis, including identifying training needs, objectives, content, delivery methods, and evaluation. It then describes the training development process and key steps in training need analysis, including performing a gap analysis of competencies and individual performance. Finally, it provides a model for training needs analysis with five stages from establishing organizational commitment to designing training evaluation.
Core competencies and workforce competencies are what differentiates an organization from its competitors and enables it to deliver superior products and services.
Rajesh will cover the essentials of a competency framework and how it aligns processes like recruitment, career development, workforce planning, training, performance management and compensation to deliver short term and long term goals of an organization.
1) The document discusses competency-based assessment and e-portfolios in residency training programs in the Netherlands. It implemented an e-portfolio system called the Maastricht Manchester Transactional Support System (MMTSS) to address problems with traditional workplace-based assessment.
2) The MMTSS uses an online platform to facilitate competency-based assessments aligned with CanMEDS roles. It provides automated feedback reports, allows comparison to peer performance over time, and supports documentation of learning activities.
3) A small-scale pilot of the MMTSS found that it promoted meaningful workplace-based assessment and feedback that was transparent and user-friendly. Ensuring its long-term, purposeful
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.
How to Create a Competency-Based Training ProgramBizLibrary
This document outlines how to create and implement a competency-based training program. It discusses defining competencies, assessing skills gaps, and developing individual development plans (IDPs) aligned to organizational goals. The process involves needs analysis, identifying core competencies, skills assessment, competency mapping, and integrating development activities into talent management. Sample frameworks show how to assess and map competencies for customer service and leadership roles, then link relevant courses to close skills gaps and support IDPs. Competency-based training focuses on achieving specific competencies through self-paced learning, in contrast to traditional training models.
This document discusses competency mapping and job analysis. It begins by defining competency mapping as a process to identify key competencies for an organization or job and incorporate those competencies into various HR processes like training and recruitment. It describes different methods for competency mapping, including using assessment centers, critical incidents technique, and analyzing job performance through exercises like case studies, in-trays, and role plays. The goal of competency mapping is to improve employee performance and productivity.
Introduction to competency mapping, historical development, approaches, case studies of competency mapping, competency mapping procedures, steps in competency mapping, business strategies, performance criteria,tools for data collection, data analysis, validating competency models, using competency profiles in HR decisions.
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.
Competency mapping is the process of identifying the key skills, attributes, and behaviors required to successfully perform a particular job or role. It involves determining the technical, managerial, and soft skills needed. Competency mapping benefits companies, managers, and employees by informing recruitment, training, performance reviews, succession planning, and rewards programs. Common methods for competency mapping include assessment centers, critical incident interviews, questionnaires, and observing job holders. The competency mapping process involves defining objectives, collecting information through interviews and surveys, building a competency framework by grouping skills into categories, and communicating the framework.
This document discusses competency mapping and differentiating between performance and competencies. It defines competencies as tools used for exemplary performance and outlines the categories, types, and procedures for acquiring competencies. Challenges for individuals in competency mapping are also discussed, such as insight required and putting effort into self-analysis. The importance for individuals is to map their top competencies for future career success and identify strengths and areas for development.
The document discusses competency-based management and provides competency dictionaries for behavioral and technical competencies relevant to IT jobs. It includes definitions and proficiency levels for 25 behavioral competencies. The behavioral competency dictionary aims to describe the knowledge, skills, abilities and behaviors needed for successful job performance in IT roles. Managers can use the competency definitions and proficiency levels for tasks like developing job profiles, screening candidates and planning employee development.
The document discusses competency needs assessment (CNA) and various methods for conducting a training needs analysis (TNA). It describes four common TNA methods: 1) training needs surveys that ask key people what skills are needed, 2) competency studies that determine required competencies, 3) task analysis that identifies tasks and skills for jobs, and 4) performance analysis that links skills to job performance. Each method has advantages and disadvantages depending on the organization's needs and circumstances. Conducting a TNA is important to identify skill gaps and prioritize training to meet business and job requirements.
This document provides a report on competency mapping and skill gap analysis conducted for TATA Power Delhi Distribution Limited (formerly NDPL). It includes an introduction on the importance of competency mapping for organizations. The objective was to understand the current competency levels of technicians at NDPL and identify gaps between the required competencies for roles and employees' current competencies. The methodology, findings and analysis are provided based on research conducted, including competency mapping, job analysis, and assessing technicians. Conclusions are drawn on training impacts and competency development needs.
Competency mapping is the process of identifying the competencies needed to successfully perform a given job or role. It involves breaking down a role into its constituent tasks and activities and identifying the technical, behavioral, and conceptual knowledge and skills required. Competency mapping creates an accurate job profile that defines expectations for both candidates and employees, and helps align employee efforts with organizational needs. It provides transparency that can motivate employees while helping the organization achieve its strategic goals. Competencies are identified through methods like interviews, group work, and questionnaires with input from managers, current role holders, and others interacting with the role.
NOVA SHRM SIG "Aligning Competencies To Your Organizations Mission"armandojusto
This document discusses competency modeling and aligning competencies to an organization's mission. It provides an overview of competency modeling, including the foundational behavioral, functionalist, and constructivist approaches. It also discusses how competencies can be integrated into various human resource processes like recruitment, performance management, learning and development, and career development. Implementing competency-based management requires competency modeling, analyzing competency gaps, and providing targeted learning solutions to close those gaps. The overall goal is to increase organizational competitiveness, employee employability, and alignment with business needs through a competency-based approach.
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.
We would like to get empaneled with your organisation for all your recruitment requirements. We are India’s fastest growing recruitment and risk management consulting firm. Please see attached our profile for more information.
Human Capital Management Services (HCMS) – a division of Risk-pro, is a professionally run organization focused to provide customized HCM solutions to the corporates to bring un-matched value for them. HCMS inter-alia includes niche, complex and time-bound talent acquisition at all levels, complete employee payments outsourcing solutions, technical, behavioral and cultural trainings, employee retention strategy, employee satisfaction surveys, HR policy drafting and documentation, sharing industry-best practices etc.
Risk-pro also provides highly specialized services in the field of risk management, internal audits, forensic accounting, investigations, prevention of fraud, process reviews etc.
We take pride in saying that we are among the fastest growing consulting companies in India. Today, we have offices in Mumbai, Delhi, and Bangalore and it has already added eight member firms in Ahmedabad, Agra, Chennai, Gurgaon, Hyderabad, Jaipur, Ludhiana, and Pune. All our offices and member firms are well equipped and staffed with qualified professionals into HR management and consulting. We have plans that will help us sustain this growth. Our presence in almost all states of India and beyond by 2014, is almost certain.
In talent acquisition, a fine blend of technology and professional human touch has given us an edge over others where talent and profile matching is left to technology. We have a team that not only brings years of professional and rich experience in varied industries, but are passionate to make hitherto impossible things possible for the client. However, words do not have enough strength to reflect our true potential, and though, to get a sneak peek, we strongly urge you to visit our website and go through the attached document, but we would be delighted to have a face to face meeting with you/your HR / Corporate Heads.
We are confident, our approach, methodology and professionalism along with commitment towards long-term sustainable relationships, will impress you to pave the way for our alliance that will be mutually beneficial to both the organizations. Experience Risk-pro HCMS, experience the difference.
This document provides guidance on writing functional competencies. It defines key terms like competencies, tasks, and KSAPs (knowledge, skills, abilities, and personal characteristics). It explains that functional competencies should be written by subject matter experts and consist of important job tasks along with the KSAPs needed for successful performance. The document also discusses using competencies for various human resources purposes and the importance of legal defensibility. It provides a process and templates for competency development.
The document discusses competency mapping and assessment methodology. It covers conceptual frameworks of competency approaches, defining competencies and identifying behavioral indicators, and developing competency models. The key stages involved in competency mapping are data collection from subject matter experts, building the competency framework, and implementing it across human resource processes like recruitment, performance management, and training and development. An effective competency framework is aligned to organizational strategy and culture, and involves stakeholders across levels.
This document discusses competence and competency analysis. It defines competence as the abilities and qualifications needed to perform a job, while competency refers to the skills, knowledge, and behaviors required. Competence analysis identifies the elements of a job and acceptable performance standards. Competency analysis examines effective and ineffective behavioral dimensions. Approaches to analysis include expert opinion, structured interviews, workshops involving experts, and critical incident techniques that observe behaviors. Workshops are considered the best approach for competency analysis.
This document outlines the steps in performing a training needs analysis (TNA). It begins by analyzing performance and competency gaps between current and desired states. Critical performance gaps are identified by comparing key performance indicators to industry standards. Competency gaps are determined by comparing tasks to best practices. Needed skills are defined based on job holder goals and competencies. Critical skills that are essential to task completion are distinguished. Jobs are profiled to identify critical skills. Employees' current skills are inventoried and competencies evaluated. The required training is determined to bridge the identified gaps. Benefits of gap analysis include refining needed competencies and helping employees and recruiters. The analysis provides knowledge of skill and attitude gaps and the level of competencies
The document discusses training need analysis for organizations. It outlines several challenges for conducting training need analysis, including identifying training needs, objectives, content, delivery methods, and evaluation. It then describes the training development process and key steps in training need analysis, including performing a gap analysis of competencies and individual performance. Finally, it provides a model for training needs analysis with five stages from establishing organizational commitment to designing training evaluation.
Core competencies and workforce competencies are what differentiates an organization from its competitors and enables it to deliver superior products and services.
Rajesh will cover the essentials of a competency framework and how it aligns processes like recruitment, career development, workforce planning, training, performance management and compensation to deliver short term and long term goals of an organization.
1) The document discusses competency-based assessment and e-portfolios in residency training programs in the Netherlands. It implemented an e-portfolio system called the Maastricht Manchester Transactional Support System (MMTSS) to address problems with traditional workplace-based assessment.
2) The MMTSS uses an online platform to facilitate competency-based assessments aligned with CanMEDS roles. It provides automated feedback reports, allows comparison to peer performance over time, and supports documentation of learning activities.
3) A small-scale pilot of the MMTSS found that it promoted meaningful workplace-based assessment and feedback that was transparent and user-friendly. Ensuring its long-term, purposeful
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.
How to Create a Competency-Based Training ProgramBizLibrary
This document outlines how to create and implement a competency-based training program. It discusses defining competencies, assessing skills gaps, and developing individual development plans (IDPs) aligned to organizational goals. The process involves needs analysis, identifying core competencies, skills assessment, competency mapping, and integrating development activities into talent management. Sample frameworks show how to assess and map competencies for customer service and leadership roles, then link relevant courses to close skills gaps and support IDPs. Competency-based training focuses on achieving specific competencies through self-paced learning, in contrast to traditional training models.
This document discusses competency mapping and job analysis. It begins by defining competency mapping as a process to identify key competencies for an organization or job and incorporate those competencies into various HR processes like training and recruitment. It describes different methods for competency mapping, including using assessment centers, critical incidents technique, and analyzing job performance through exercises like case studies, in-trays, and role plays. The goal of competency mapping is to improve employee performance and productivity.
Introduction to competency mapping, historical development, approaches, case studies of competency mapping, competency mapping procedures, steps in competency mapping, business strategies, performance criteria,tools for data collection, data analysis, validating competency models, using competency profiles in HR decisions.
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.
Competency mapping is the process of identifying the key skills, attributes, and behaviors required to successfully perform a particular job or role. It involves determining the technical, managerial, and soft skills needed. Competency mapping benefits companies, managers, and employees by informing recruitment, training, performance reviews, succession planning, and rewards programs. Common methods for competency mapping include assessment centers, critical incident interviews, questionnaires, and observing job holders. The competency mapping process involves defining objectives, collecting information through interviews and surveys, building a competency framework by grouping skills into categories, and communicating the framework.
This document discusses competency mapping and differentiating between performance and competencies. It defines competencies as tools used for exemplary performance and outlines the categories, types, and procedures for acquiring competencies. Challenges for individuals in competency mapping are also discussed, such as insight required and putting effort into self-analysis. The importance for individuals is to map their top competencies for future career success and identify strengths and areas for development.
The document discusses competency-based management and provides competency dictionaries for behavioral and technical competencies relevant to IT jobs. It includes definitions and proficiency levels for 25 behavioral competencies. The behavioral competency dictionary aims to describe the knowledge, skills, abilities and behaviors needed for successful job performance in IT roles. Managers can use the competency definitions and proficiency levels for tasks like developing job profiles, screening candidates and planning employee development.
The document discusses competency needs assessment (CNA) and various methods for conducting a training needs analysis (TNA). It describes four common TNA methods: 1) training needs surveys that ask key people what skills are needed, 2) competency studies that determine required competencies, 3) task analysis that identifies tasks and skills for jobs, and 4) performance analysis that links skills to job performance. Each method has advantages and disadvantages depending on the organization's needs and circumstances. Conducting a TNA is important to identify skill gaps and prioritize training to meet business and job requirements.
This document provides a report on competency mapping and skill gap analysis conducted for TATA Power Delhi Distribution Limited (formerly NDPL). It includes an introduction on the importance of competency mapping for organizations. The objective was to understand the current competency levels of technicians at NDPL and identify gaps between the required competencies for roles and employees' current competencies. The methodology, findings and analysis are provided based on research conducted, including competency mapping, job analysis, and assessing technicians. Conclusions are drawn on training impacts and competency development needs.
Competency mapping is the process of identifying the competencies needed to successfully perform a given job or role. It involves breaking down a role into its constituent tasks and activities and identifying the technical, behavioral, and conceptual knowledge and skills required. Competency mapping creates an accurate job profile that defines expectations for both candidates and employees, and helps align employee efforts with organizational needs. It provides transparency that can motivate employees while helping the organization achieve its strategic goals. Competencies are identified through methods like interviews, group work, and questionnaires with input from managers, current role holders, and others interacting with the role.
NOVA SHRM SIG "Aligning Competencies To Your Organizations Mission"armandojusto
This document discusses competency modeling and aligning competencies to an organization's mission. It provides an overview of competency modeling, including the foundational behavioral, functionalist, and constructivist approaches. It also discusses how competencies can be integrated into various human resource processes like recruitment, performance management, learning and development, and career development. Implementing competency-based management requires competency modeling, analyzing competency gaps, and providing targeted learning solutions to close those gaps. The overall goal is to increase organizational competitiveness, employee employability, and alignment with business needs through a competency-based approach.
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.
We would like to get empaneled with your organisation for all your recruitment requirements. We are India’s fastest growing recruitment and risk management consulting firm. Please see attached our profile for more information.
Human Capital Management Services (HCMS) – a division of Risk-pro, is a professionally run organization focused to provide customized HCM solutions to the corporates to bring un-matched value for them. HCMS inter-alia includes niche, complex and time-bound talent acquisition at all levels, complete employee payments outsourcing solutions, technical, behavioral and cultural trainings, employee retention strategy, employee satisfaction surveys, HR policy drafting and documentation, sharing industry-best practices etc.
Risk-pro also provides highly specialized services in the field of risk management, internal audits, forensic accounting, investigations, prevention of fraud, process reviews etc.
We take pride in saying that we are among the fastest growing consulting companies in India. Today, we have offices in Mumbai, Delhi, and Bangalore and it has already added eight member firms in Ahmedabad, Agra, Chennai, Gurgaon, Hyderabad, Jaipur, Ludhiana, and Pune. All our offices and member firms are well equipped and staffed with qualified professionals into HR management and consulting. We have plans that will help us sustain this growth. Our presence in almost all states of India and beyond by 2014, is almost certain.
In talent acquisition, a fine blend of technology and professional human touch has given us an edge over others where talent and profile matching is left to technology. We have a team that not only brings years of professional and rich experience in varied industries, but are passionate to make hitherto impossible things possible for the client. However, words do not have enough strength to reflect our true potential, and though, to get a sneak peek, we strongly urge you to visit our website and go through the attached document, but we would be delighted to have a face to face meeting with you/your HR / Corporate Heads.
We are confident, our approach, methodology and professionalism along with commitment towards long-term sustainable relationships, will impress you to pave the way for our alliance that will be mutually beneficial to both the organizations. Experience Risk-pro HCMS, experience the difference.
This document provides guidance on writing functional competencies. It defines key terms like competencies, tasks, and KSAPs (knowledge, skills, abilities, and personal characteristics). It explains that functional competencies should be written by subject matter experts and consist of important job tasks along with the KSAPs needed for successful performance. The document also discusses using competencies for various human resources purposes and the importance of legal defensibility. It provides a process and templates for competency development.
The document discusses competency mapping and assessment methodology. It covers conceptual frameworks of competency approaches, defining competencies and identifying behavioral indicators, and developing competency models. The key stages involved in competency mapping are data collection from subject matter experts, building the competency framework, and implementing it across human resource processes like recruitment, performance management, and training and development. An effective competency framework is aligned to organizational strategy and culture, and involves stakeholders across levels.
This document discusses competence and competency analysis. It defines competence as the abilities and qualifications needed to perform a job, while competency refers to the skills, knowledge, and behaviors required. Competence analysis identifies the elements of a job and acceptable performance standards. Competency analysis examines effective and ineffective behavioral dimensions. Approaches to analysis include expert opinion, structured interviews, workshops involving experts, and critical incident techniques that observe behaviors. Workshops are considered the best approach for competency analysis.
12 competencies your people should possess todayAquatix Pharma
The document discusses 12 core competencies that employees should possess. It defines competency as the sum of skills, knowledge, and attitudes demonstrated through behaviors. The 12 competencies are divided into 4 categories: administrative, communication, supervisory, and cognitive. Administrative competencies include time management, goal setting, and work planning. Communication competencies involve listening, clarity, and obtaining objective information. Supervisory competencies comprise training, evaluating performance, and advising/disciplining. Cognitive competencies center around problem-solving, decision-making, and analytical thinking. The level of competencies required varies by job responsibilities, authority, interactions, and decision-making power.
A competency framework should express which skills and behaviours are valued, recognised and rewarded in specific roles.
For more content like this, check out Acorn Labs: https://acornlms.com/enterprise-learning-management
Capability and organizational health v1 pdfDavid Alman
Capability is increasingly important to organizations, relevant to how employees’ carry out their roles; to improving productivity; and to organisations achieving sought after goals.
Capability refers to the ability to act quickly, effectively, and innovatively to a changing environment and customer needs. Without the application of capability, employees demonstrate limited performance, processes are inefficient, and organizations do not deliver what they should or could.
Capability is central to Organizational Health to improve organizational performance, and satisfy employee and customer needs
12 competencies your people should possess todayAquatix Pharma
The document discusses 12 core competencies that employees should possess. It defines competency as the sum of skills, knowledge, and attitudes demonstrated through behavior. The 12 competencies are divided into 4 categories: administrative, communication, supervisory, and cognitive. Administrative competencies include time management, goal setting, and work planning. Communication competencies involve listening, clarity, and obtaining objective information. Supervisory competencies comprise training, evaluating performance, and advising/disciplining. Cognitive competencies are problem-solving, decision-making, and analytical thinking. The level of competencies required varies by job responsibilities, authority, people involvement, and decision-making power.
This document discusses competence management in organizations. It outlines several key points:
1. Competence management involves specifying an organization's core competencies, identifying individual competencies, and developing competencies through training to reduce gaps.
2. Competencies can be identified at different levels from organization-wide to position-specific. Mapping current competencies against future needs allows organizations to determine competency gaps.
3. Managing competencies requires estimating their value, developing core and specific competencies, measuring gaps, creating development plans, and continually supervising demonstrations of competencies. Organizations must market competency needs and shift practices to reward learning over job roles.
- Competency statements should be specific, observable, and unambiguous to avoid bias and inaccurate interpretation. They must clearly define behaviors, contexts, and performance levels.
- Four key questions should be considered when developing statements: 1) Will the meaning be clear? 2) Are assumptions being made? 3) Is the concept being measured? 4) Can the data be interpreted accurately?
- Characteristics like wording, order, and use of terms can impact responses. Statements should use simple language and focus on a single behavior or task to promote consistency and validity.
Developing Competency Frameworks for Industrypjholtmann
RABQSA facilitates the development of competency-based certification schemes in accordance with international standards. A scheme committee made up of subject matter experts and industry stakeholders determines the knowledge, skills, and attributes individuals must demonstrate to be certified. Candidates are assessed on their knowledge through examinations, skills through practical demonstrations, and personal attributes through online assessments. Those deemed competent in all areas receive certification recognition.
The document discusses competency-based human resource management. It defines competencies as underlying characteristics that enable superior job performance. Competencies include clusters of knowledge, skills, and attitudes. A competency model identifies the competencies required for outstanding performance in specific jobs or roles through behavioral indicators. Competency models help align HR systems like recruitment, performance management, and training with organizational strategy.
This document discusses competencies and how to define, assess, and develop them for professional growth. It defines competence as the ability to perform job tasks to required standards using an appropriate mix of knowledge, skills, and attitudes. To develop competence, one must increase knowledge, skills for applying that knowledge, and proper attitudes. The document provides guidance on defining competencies, assessing current competence levels, and using competency frameworks to identify development areas and goals.
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-based management and provides competency dictionaries for behavioral and technical competencies relevant to IT jobs in government. It includes definitions and proficiency levels for 25 behavioral competencies such as adaptability, communication, and organizational awareness. Technical competency areas are also listed. The document explains that competency profiles describing required skills and behaviors can be used for human resources functions like staffing, performance management, and career development.
This document provides summaries of two competency dictionaries:
1) The Behavioral Competency Dictionary describes non-technical competencies relevant to IT jobs, including things like adaptability, communication, teamwork, and continuous learning.
2) The Technical Competency Dictionary includes skills, abilities, and behaviors required for applying specific technical knowledge on the job, such as application development, database management, security, and service management.
These dictionaries define the competencies and proficiency levels needed for successful job performance in the IT field. They can be used for developing competency profiles, interview questions, and career planning.
The document discusses competency mapping and defines competencies. It contains 3 key points:
1) Competency mapping addresses how organizations define, design, and implement competency models to develop employees from recruitment through succession. Customizing competency efforts is essential for success.
2) Competencies include the knowledge, skills, attributes, and behaviors that are critical for superior performance in specific jobs. They provide a framework for HR functions like hiring and development.
3) The report details competency mapping implementation at an automotive manufacturer and discusses different approaches from two Indian IT companies, Zentec Technologies and L&T Infotech.
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This document discusses competency mapping and competency models. It defines competency as an underlying characteristic required for successful job performance, including knowledge, skills, attitudes, and other factors. Competency mapping is described as identifying the competencies needed to perform job tasks successfully. A competency model organizes competencies into frameworks showing what is required for effective performance in specific jobs or organizations. Competency mapping and models help define success factors, assess performance, plan succession, and guide HR processes like selection and compensation.
The document discusses competency mapping, which involves identifying the key competencies required for effective performance in specific jobs or roles. It defines competencies as a combination of knowledge, skills, and attitudes. The document outlines the components and models of competency mapping, including behavioral indicators, generic vs. professional competencies, and the advantages and disadvantages of competency mapping for companies, managers, and individuals. It also describes the process of developing a competency mapping model and using it to link human resources systems.
This document discusses performance management, talent management, and competency management. It provides information on:
- Performance management includes ensuring goals are met effectively and efficiently, and can focus on organizations, departments, processes or employees.
- Talent management is using strategic human resource planning to improve business value and help companies achieve their goals. It includes recruiting, developing, rewarding and evaluating employees.
- Competency management identifies the skills, behaviors and abilities needed for roles. It is used to develop, evaluate and improve employees' competencies to enhance performance.
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Faq competency
1. FAQ on Competencies
Frequently Asked Questions on Competencies
1. What are Competencies?
Competencies are measures of job performance that combines a person’s
skills, knowledge and most importantly behaviours that enable him/her to
perform assigned tasks and roles.
It is also usually defined as the combination of knowledge, skills and
attitudes that enable individuals or groups of individuals to perform work to
defined standards.
Unlike skills or knowledge, which exists only in its own right,
competencies, are wider in scope. It reflects individual ability to perform on
the job, taking into cognisance their knowledge, skills and behaviours
For e.g. a Mechanic will require the necessary technical skills to repair
engines to the desired standards specified by the relevant recognised
institution or bodies like the National Occupational Skills Standards
(NOSS) or an organisation. In addition, the mechanic must demonstrate
desired behavioural traits like communication, initiative and a safety
orientation that will enable him/her to perform the tasks successfully.
2. When is a person said to be Competent?
A person is said to be Competent when he or she is assessed by a
trained assessor and is found to have demonstrated the Required
Competencies (Behavioural, Role & Functional) at an acceptable level set
by the industry or an organisation.
A Competency Dictionary and Competency Anchors guide the Assessor,
in his/her assessment of individual employee’s competencies.
Individual employees may also present evidence to support their level of
competency. Evidence may be in the form of past experiences or relevant
tests undertaken by the employee that is recognised by the Assessors.
3. What are Competency Dictionaries and Competency Anchors?
A Competency Dictionary is a document that lists competencies for each
trade or job and describes the level of performance expected for each
competency. It is organised based on Competency Clusters, Units of
Competency, Elements of Competency and the Performance Criteria,
1
2. FAQ on Competencies
which describes the performance to which individuals must demonstrate to
be assessed as Competent.
A Competency Anchor describes the Level of Competency a person has
demonstrated or assessed. Typically there are 6 Competency levels
namely;
Level 1: Awareness
A person assessed as having basic awareness of the
competency.
Level 2: Basic Skill
A person assessed as having basic skill in the competency
and always requires supervision in order to perform to
desired standards.
Level 3: Skilled
A person assessed as skilled in the competency, but requires
occasional supervision.
Level 4: Advance Skilled
A person assessed as exceeding the skilled level and does
not require any supervision to carry out the task.
Level 5: Mastery
A person assessed as competent with the ability to
supervise and train others in the competency.
Level 6: Industry Expert
A person who is acknowledged as an expert in the
competency by specific industry or professional association.
For e.g. An experienced individual who sits in the advisory
board of the Institute of Engineers advising on matters related
to mechanical engineering may be considered as an expert in
the competency related to mechanical engineering.
4. What is a Competency Cluster?
A Competency Cluster is a list of competencies organised in broad groups
to facilitate reference. In each of the clusters there may be Units of
Competency & Elements of Competency.
2
3. FAQ on Competencies
Example
Competency Clusters: Communications, Initiative
5. What are Units of Competency and Elements of Competency?
A Unit of Competency is a subsidiary of the Competency Cluster while
Element of Competency is the subsidiary of the Unit of Competency that
further describes or emphasise the Unit of Competency.
Example
Competency Cluster : Communication
Unit of Competency : Report Writing
Elements of Competency : Produce Reports
: Evaluate Reports
: Write Reports
6. What is Competency-Based HRM?
Competency-based Human Resource Management (HRM) is a path to
which many organisations have embarked on to enhance the processes in
managing human resources. It involves a transition from the traditional
way of managing human resources based on what people have (e.g.
qualifications) to what people can do (performance).
In Competency-based HRM, all related processes like Staffing &
Selection, Training and Development, Succession Planning, Performance
Management, Career Progression and Rewards are based on
competencies. In essence, Competencies are central to all the human
resource management processes.
7. How is the Competency Assessment different from the Performance
Appraisal?
Performance appraisal focuses on your output or results in a performance
period against a set target, goals or objectives.
Competency Assessment, on the other hand, focuses on what you can do
against a set performance criteria or defined standards. What you can do
(Competency Assessment) does not necessarily translate into output or
3
4. FAQ on Competencies
results. Therefore, the Performance Appraisal will still be used to assess
your output.
In essence, there are distinct differences in the two assessments.
One is to measure your ability to carry out assigned tasks (Competency
Assessment) against desired standards or criteria while the other is to
measure your output or results (Performance Appraisal or
Assessment) against the target set within a specified period.
8. What are the different types of Competency Models used?
There are principally two Competency Systems in used today throughout
the world. One is propagated by behavioural scientists or more popularly
known as the Hay Mcber Model. It is mostly used by the Americans or
American based corporations or institutions. Proponents of this model
believe that behaviours are the driving force behind an individual’s ability
to perform and therefore, behavioural assessment or measurement
becomes an important indicator in employee selection, development and
rewards.
The other proponents of the Competency System are the ones developed
principally in Australia, United Kingdom and Canada. These countries,
through their respective organisations like Dacum (Canada) The
Management Charter Institute (UK) and organisations like the Vocational
& Educational Training, Institution of Engineers and the Australian
Qualifications Framework in Australia believe that there are other factors,
besides behaviours that are equally important determining factors to an
individual’s ability to perform. These are translated into Functional
Competencies and Role Competencies.
In countries such as Malaysia, the interest in Competencies was
spearheaded by the government through the National Vocational Training
Council which adopted the DACUM Model for its Competency Based
training. There are Competency-based technical training programmes in
specific trades like Scaffolding. The Human Resources Ministry has taken
a step further by announcing the development of Managerial
Competencies to facilitate the certification of Competent Managers.
8. What is the difference between a Behavioural Competency and a
Role Competency?
Behavioural Competencies are a collection of the desired and observable
motives, traits and behaviours of individuals when carrying out assigned
tasks. It personifies an individual action or reaction in response to the
4
5. FAQ on Competencies
environment. For e.g. the competency, Customer Responsiveness will
necessitate an individual to demonstrate or act based on a number of
behaviours such as: -
• Ask questions to clarify customer requirements
• Respond to customers with an appropriate level of urgency
• Build confidence in customers that their needs are given the highest
priority.
Role Competencies on the other hand, typically personifies an individual
role within a job function. It is a function of the person’s career level in an
organisation. For example, a Head of Division, a Departmental Manager
or a Team Leader. In carrying out these roles, individuals will require a set
of supervising or managing competencies that are relevant to the job. For
e.g. Managing Information and Managing Activities are two important Role
Competencies for a Manager.
9. Who conducts the Competency Assessment?
Assessors will comprise of employees from the supervisory level and
above. They will assess the competencies of their immediate
subordinates. To facilitate these assessments the Assessors are trained in
the relevant assessment methodology.
14. How frequent should the assessment be conducted?
Ideally, the assessment should be conducted every half-yearly. This is to
allow the employees to develop and apply their acquired competencies
either through classroom or on-the-job training.
15. What is the basis of assessment?
The assessment is based on the required competencies of the respective
job and the required competency level, as reflected in the Competency
Dictionary. Your Assessor will have with him/her a Competency
Assessment Form, which will contain all the required competencies and
the competency level.
Your Assessor will observe you doing your daily tasks and relate what you
have done or demonstrated to the performance criteria in the
Competency Assessment Form. His/her assessment of your
demonstration of the competency is called Current Competency Level
(CCL) and this will be matched against the Required Competency Level
(RCL) to determine your level of competence. If there is a gap (where the
CCL is lower than the RCL), your Assessor will recommend you to
5
6. FAQ on Competencies
undergo one of the development programmes to address the competency
gap.
16. How is the Required Competency Level determined?
Behavioral Competencies are rated based on an international benchmark,
particularly from the Dacum-AMOD Competency Model and the
Management Charter Initiatives, UK.
The Functional Competencies will be determined by your Head of
Department and validated by the divisional head. Alternatively, there may
be industry standards governing this process.
Typically, the RCL will have an ascending trend, i.e. the higher job level
the higher would be the RCL. However, this principle will not be unilateral.
Some competencies will have a lower RCL at the higher job level than at a
lower job level. These are basically competencies, which are very trade, or
hands-on related like engine repair. For e.g. a Head of Department may
not necessarily require a level of Mastery in engine repairs, as the job is
often carried out by his/her subordinates. He/she may require level two
competency, as he/she would require basic knowledge in the competency.
However, the said departmental head will require a level of mastery in the
role competency Managing Activities, as compared to the job of the
Foremen who may only require a level two competency for Managing
Activities.
20. I have been appointed as an assessor. What is my role?
As an Assessor, you have a very important role. Your subordinates’ fate
more or less depends on you, so to speak. Though assessing may sound
simple, your ability to be objective and fair during the assessment is very
critical. You must focus only on the person’s ability to do the job based on
the competencies and the performance criteria specified in the
competency assessment form. Your assessment should not be influenced
by your personal relationship with the incumbent. Therefore it is very
important that you understand the competency system and the
assessment methodology.
21. What must I prepare for an assessment as an assessee/assessor?
As a person being assessed, you must prepare an evidence list
(whenever possible) so as to provide your assessors with some factual
information on your level of competency. For e.g. a log book certified by
an independent party stating that you have successfully performed a tasks
to the desired standards is a good evidence for the Assessor.
6
7. FAQ on Competencies
As an Assessor, you must ensure that you fully understand the job
competency requirements of the position you are assessing. You must
also be competent in the assessment methodology. As a Supervisor, it is
part of your job requirements to assess the competency of your
subordinates. Deliberate avoidance to be an Assessor may be construed
as a dereliction of your duty.
25. How is competency linked to Employee’s development?
Reconciliation between the Required Competency Level and your Current
competency Level will determine whether there are gaps to be addressed.
The gaps will allow you to focus on the training and development
programmes necessary. There is no longer a need for you to wonder what
training is necessary. You could also decide whether you want to move
your employees to higher level competencies.
26. How is competency linked to performance measurement?
Competencies are enablers, i.e. the knowledge, skills and attributes to
enable you to carry out your job duties and responsibilities. By default, a
competent person will normally be able to produce the desired results in
job execution. However, there may some instances where a competent
individual may not produce the desired results on the job. There may other
factors that influencing his on-the job performance. This must be
investigated so as remedial actions are taken to remove the impediment to
performance.
Performance is defined as a series of activities that produce desired
results. For example, a Welder’s task is to join two metal plates together.
He is said to have performed, when he carries out the task within the
specified time, cost and quality. Therefore the measure of his performance
is based on him/her welding the two joints in a timely and cost effective
manner that meets the specified quality standards. The Welder will require
the necessary competence (e.g. competent in using arch welding
equipment) to carry out the welding of the two joints.
27. How was the competency for each job identified?
The competencies are derived primarily from a task analysis or job
analysis. This involves identifying the critical task of the job together with
the jobholder and the immediate superior. It is important that only the
critical tasks are considered, as these are the ones that enable the
jobholder to perform. The critical tasks are then recorded as competency
requirements. In addition, the Performance Criteria which the jobholder
7
8. FAQ on Competencies
must satisfy are described. The Performance Criteria are the standards to
which the jobholder must demonstrate when carrying out the tasks. For
e.g. a Welder when joining two metal sheets together must ensure that the
workplace is safe for him to carry out the task. He/she must also ensure
that the weld that he/she produces meets the quality standards and that
he/she welds within the specified time frame.
The identified competencies, the Performance Criteria and the Required
Competency Level are then validated by the Head of Department to
ensure that it reflects the current competency requirement of the jobholder
and standards set by the Company on the Performance Criteria.
31. What are the processes involved in the developing Competency?
Principally there are 11 key processes. These are: -
1. Analyze Purpose of Department
2. Identify Jobs
3. Conduct Job Task Analysis
4. Interview Incumbents
5. Assign Competencies
6. Determine RCL
7. Validate Competencies & RCL
8. Assess Individual Competencies
9. Validate Assessment
10. Establish Competency Gap
11. Identify Training Programmes
32. How will Competency based HRM benefit the company in terms of
training?
Training and development will be more focused, as it will address specific
gaps in competencies. It will no longer be based on qualitative
justifications. Though in the initial period, training expenditure may
increase, depending on the number of competency gaps, in the long term,
the return on training expenditure may is justifiable when competencies
gaps are addressed and employees perform to expectations.
8