Competency-based management assesses employee competencies against business needs to integrate human resource planning with business strategy. It provides benefits like knowing workforce needs instead of guessing, bringing clarity to roles and expectations, and allowing employees to develop their strong skills. The foundation includes structuring work, selection and hiring based on competencies, career development, succession management, and performance feedback against competency frameworks. For positions like pre-sales engineers, competency profiles define tasks, knowledge, skills and abilities needed. Training is structured around competency development. Competency-based management may help with business strategy, decrease attrition, and transform operations from occasional to planned.

1. COMPETENCY-BASED
MANAGEMENT
JANOSH OROS
26 MAY 2017
KYIV OUTSOURCING FORUM 2017
management

2. ”To transform your
business, transform your
service delivery model.”

3. 35%
of respondents are already focused on
measuring the value of innovation in
their outsourcing relationships.
Global outsourcing survey 2016

4. CLIENTS EXPECTS FROM VENDOR TO:
• Help them capture and integrate marketplace
advances
• Propel competitive advantage at a velocity they
could not otherwise achieve by themselves
• Help them find, filter, and manage the many
transformative products and services the
marketplace invents to improve business
performance

5. CONSEQUENCES
Vendor should be capable to provide stable
expertise on particular topic

6. EXPERTISE ON PARTICULAR TOPIC
• Strategy
• People
• Processes
• Assets

7. CHALLENGES (HRM RELATED)
STRATEGY
• Not enough information about human resources availability and their
characteristics
• Manager’s “guesses” and assumptions not facts and figures
PEOPLE
• Remote Collaboration > Cultural Difference
• Geography-specific Issues
• Personality traits
PROCESSES
• Not defined/Poorly defined and Documented
• Not taken into account during long term planning
ASSETS
• “How to use” stored in “creator’s” head

8. ISSUES
• Strategy correction caused by wrong assumptions
• Attrition
• Poor performance of people
• Poor efficiency of HRM related processes

9. ROOT CAUSES
• Reactive approach in solving human related issues
• HRs are still not a part of the business
• No in-company “single language” for HRM
• Gap/inefficiency in business objectives and
employee personal goals and capabilities

10. COMPETENCY-BASED MANAGEMENT
Supports the integration of human resources
planning with business planning by allowing
organizations to assess the current human
resource capacity based on their
competencies against the capacity needed to
achieve the vision, mission and business
goals of the organization

11. BENEFITS
Business Strategy
• Knowing instead of guessing
Day-by-Day Operations
• Planned vs occasional
Personnel
• Clarity on expectations and duties
• Possibility to utilize strong areas

12. THE FOUNDATION OF
COMPETENCY BASED HRM
• Structuring/Description of Work and Processes
• Selection and Hiring
• Career Development
• Succession Management
• Compensation and Benefits
• Training and Development
• Performance feedback

13. STRUCTURING/DESCRIPTION OF
WORK AND PROCESSES
• Unified terminology for stakeholders
• A conscious description of roles and responsibilities
• Clarity on what’s needed to be successful on position
in the company

14. SELECTION AND HIRING
• Accurate and adequate vacancy description
• Reasonable selection criteria
• Known USPs for Candidates
• Understandable Career Development possibilities
• High quality interview
• Efficient Onboarding and Adaptation

15. CAREER DEVELOPMENT
• Explained career ladder
• Structured education
• Better utilization of employees strengths
• Increased employees satisfaction>decreased attrition

16. SUCCESSION MANAGEMENT
• Clarity on availability and levels
• Proactive planning instead of reactive problem
solving
• Clarity on promotion perspectives for employees
• Sensible education for successors

18. COMPENSATION AND BENEFITS
• Paid for real performance and skills not
“years of experience”
• Clear role and job function related KPIs
• Wider set of opportunities as result of
measured capabilities

19. TRAINING AND DEVELOPMENT

20. CASE: PRE-SALES ENGINEER
POSITION PROFILE

21. TASKS
• Collaborate with sales teams to understand customer
requirements, to promote the sale of company
products, and to provide sales support.
• Sell products requiring extensive technical expertise
and support for installation and use, such as material
handling equipment, numerical-control machinery, and
computer systems.
• Plan and modify product configurations to meet
customer needs.
• Confer with customers and engineers to assess
equipment needs and to determine system
requirements.
• Prepare and deliver technical presentations that explain
products or services to customers and prospective
customers.

22. KNOWLEDGE
• Sales and Marketing — Knowledge of principles and methods for
showing, promoting, and selling products or services. This includes
marketing strategy and tactics, product demonstration, sales
techniques, and sales control systems.
• Customer and Personal Service — Knowledge of principles and
processes for providing customer and personal services. This includes
customer needs assessment, meeting quality standards for services,
and evaluation of customer satisfaction.
• Computers and Electronics — Knowledge of circuit boards,
processors, chips, electronic equipment, and computer hardware and
software, including applications and programming.
• Engineering and Technology — Knowledge of the practical
application of engineering science and technology. This includes
applying principles, techniques, procedures, and equipment to the
design and production of various goods and services.
• English Language — Knowledge of the structure and content of the
English language including the meaning and spelling of words, rules
of composition, and grammar.

23. SKILLS
• Persuasion — Persuading others to change their minds
or behavior.
• Critical Thinking — Using logic and reasoning to identify
the strengths and weaknesses of alternative solutions,
conclusions or approaches to problems.
• Reading Comprehension — Understanding written
sentences and paragraphs in work related documents.
• Social Perceptiveness — Being aware of others'
reactions and understanding why they react as they do.
• Speaking — Talking to others to convey information
effectively.

24. ABILITIES
• Oral Comprehension — The ability to listen to and
understand information and ideas presented through
spoken words and sentences.
• Oral Expression — The ability to communicate
information and ideas in speaking so others will
understand.
• Speech Recognition — The ability to identify and
understand the speech of another person.
• Written Comprehension — The ability to read and
understand information and ideas presented in writing.
• Deductive Reasoning — The ability to apply general
rules to specific problems to produce answers that
make sense.

25. WORKSHOPS
WINNING PROPOSAL
• Outsourcing Fundamentals
• Marketing and Sales Fundamentals
• Software Solution Proposal Elaboration Fundamentals
• Presenting Technological Solution to Business Stakeholders
SOFTWARE PROJECTS ESTIMATION
• Requirements Elicitation Fundamentals
• Scope Definition Fundamentals
• Work Breakdown Structure Elaboration
• Schedule Development
• Risk Management Fundamentals
• Software Projects Estimation Techniques
TA: Mixed
Level: Fundamentals

27. IN CORPORATE ENVIRONMENT
• Structure education around competences
considering dependencies and levels
• Have a plan before “developing” your employees
• Keep “development” track records
• Utilize ”upgraded” employees properly

28. PERFORMANCE FEEDBACK AND
MANAGEMENT
• Clear and fair validation criteria
• Structured facts based feedback

29. SUMMARY
COMPETENCY-BASED MANAGEMENT MIGHT BE
USEFULL IN:
• HRM integration with Business Strategy
• Business Strategy elaboration based on Facts not
Guesses/Assumptions (HRM)
• Clear definition of roles/positions for valid expectations
• Decrease attrition and increase performance
• Transform operations from occasional to planned

30. THANK YOU
j.oros@makeme.guru

31. RESOURCES
https://www2.deloitte.com/us/en/pages/operations
/articles/global-outsourcing-survey.html