This document outlines an approach framework for linking competencies to HR systems across various talent management processes like performance management, learning and development, and succession planning. Key aspects of the framework include defining competency-based job descriptions, assessing candidates and employees based on primary competencies, setting goals and providing feedback linked to competencies, identifying development gaps and creating personal development plans to address them, and creating talent profiles to inform succession planning. The overall aim is to integrate competency assessment and development into core HR systems.
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 presentation covers the following portion of HR managent:
-Human Resource Planning Process
-Difference between recruitment and selection
-Objectives of HR management
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 presentation covers the following portion of HR managent:
-Human Resource Planning Process
-Difference between recruitment and selection
-Objectives of HR management
Procedures/Steps-Determining objectives and Scope, clarifying implementation goals and standards, create an action plan, define competency based performance effectiveness (Key Result Area (KRA) & Key Performance Indicators(KPI)), tools for data collection, data analysis, validating competency model, mapping future jobs and single incumbent jobs, using competency profile in HR decisions, Mapping Competency for Recruitment and Selection, Training and Development, Performance and Compensation.
Understand and Differentiate between strategic recruitment and selection.
Identify the dual goals of recruiting.
Comprehend recruitment process from organizational as well as individual perspective.
Identify what strategic decisions are involved in recruiting.
Explain the major recruitment methods and analyze their advantages and disadvantages.
Identify the basic selection criteria.
Design and administer an effective selection process.
Evaluate the three methods e.g., information gathering, tests and interviewing used in employee selection.
Appreciate varied contemporary interviewing techniques used by interviewers.
Design interview form and evaluation matrix.
Procedures/Steps-Determining objectives and Scope, clarifying implementation goals and standards, create an action plan, define competency based performance effectiveness (Key Result Area (KRA) & Key Performance Indicators(KPI)), tools for data collection, data analysis, validating competency model, mapping future jobs and single incumbent jobs, using competency profile in HR decisions, Mapping Competency for Recruitment and Selection, Training and Development, Performance and Compensation.
Understand and Differentiate between strategic recruitment and selection.
Identify the dual goals of recruiting.
Comprehend recruitment process from organizational as well as individual perspective.
Identify what strategic decisions are involved in recruiting.
Explain the major recruitment methods and analyze their advantages and disadvantages.
Identify the basic selection criteria.
Design and administer an effective selection process.
Evaluate the three methods e.g., information gathering, tests and interviewing used in employee selection.
Appreciate varied contemporary interviewing techniques used by interviewers.
Design interview form and evaluation matrix.
Presentation on Global Leadership at Kontanze University. June 2012.
Delivered at Delta Academy and SIETAR EUROPA Global Leadership event
Carlos A. Gonzalez-Carrasco, traces the foundations and roots of the current crisis of"leadership". He propose that the crisis is not a unique crisis of leadership but a profound crisis of human thinking. Crisis of binary, rational, logical & dualistic thinking • Crisis of protestant ethics of work • Crisis of transactional, utilitarian, materialistic mindset • Ethical, moral and spiritual crisis • Crisis of sustainability & co-habiting • Crisis of human co-existence
He calls for the development of a New Culture and a New Thinking. He refers to the role of emotions and intuition in the process human actions and in the decision making process.
Psycholinguistics : The Future of Behavioral Competency MatchingTalview
Most traditional assessments rely on direct inference based or scenario (many times not relevant to the person’s experience or background) based items with answers in multiple choice format. It is well known many such instruments have an inbuilt risk of candidates pretending socially desirable responses thereby making the report unreliable.
Talent Management for Talent Managers: HR Competencies for 2013 and BeyondHuman Capital Media
HR professionals have dual and sometimes conflicting roles, serving as employee advocates while simultaneously formulating talent strategies that push an organization forward. Recent economic volatility has also put greater pressure on how organizations manage their human capital. The result: HR must accelerate its capacity for change and demonstrate its ability to improve results: sales, productivity, costs, quality, innovation, etc.
Join this session to better understand the key HR competencies required to facilitate the changes and business results organizations need in the current climate. Beyond HR, learn the first steps you can take to define the competencies that will help you enable your organization to respond positively to workforce pressures and thrive in a changing economy.
Talent Management has gained importance over the years and as long as we need a smooth and uninterrupted flow of business; it is going to be an indispensable part of any HR strategy. Following definition clearly outlines what is Talent Management:
“Talent management is an integrated set of processes, programs, and cultural norms in an organization designed and implemented to attract, develop, deploy, and retain talent to achieve strategic objectives and meet future business needs.”
- Silzer and Dowell
Appreciate to receive your valuable insights in the comments. You may also consider sharing related Quotes known to you in the comments.
Thanks & Regards,
21st Century Talent Management: Imperatives for 2014 and 2015Josh Bersin
What are the big imperatives for business and HR leaders in 2014 and 2015? The workforce, workplace, and global labor markets have changed. This presentation highlights Bersin by Deloitte's key research on many of the most important topics facing business leaders around the world.
Your CEO and senior stakeholders are stretched, and they probably underestimate the time, commitment, and personal involvement required for talent initiatives. But their buy-in is critical—especially paired with your expertise.
Discover the 5 points you can share with your CEO about Talent Management—from the connecting talent strategy to business, to using more objective data and less gut instinct. Plus, you’ll find key questions to shift your CEO’s thinking about how and where you need to focus your talent initiatives.
Building on Talent itinerary for getting the right leaders ready
Sonia Diaz Del Oro
Director, Global Learning & Organizational Development
Royal Caribbean Cruises, Ltd.
Teri Hires, Ph.D.
Regional Vice President,
PDI Ninth House
Royal Caribbean’s Itinerary for Getting the Right Leaders Ready
Start the New Year Right — Focus Learning Through Competencies in 2013Human Capital Media
Competencies have been a part of the learning discussion for some time. And, depending on where they are in the cycle of opinion about their value, can trend higher or lower. Recently, some have stated that competencies are no longer welcome in the workplace, or have little value alongside an individual’s business goals. Esoterically speaking, there may be some truth to this. We are not, however, talking about old core values, nor are we trying to define what makes an employable corporate citizen. Rather, we are talking about what aligns a job function/family or what is a specific differentiator for level or role.
Job-specific, task-oriented competencies, associated with tools employees can use and relate to, make a significant positive difference in:
Best practices sharing.
Capturing institutional memory.
Providing consistent communication.
Setting clear expectations for hiring, performance, career engagement and development.
Providing clear skills management and mitigation for workforce planning.
Enabling flexibility in assignments and roles while accelerating capability to learn and deliver.
In this webinar, you will:
Hear case studies and research validating the justification for a learning strategy.
Learn some of the ways to relate business outcomes from learning.
Understand how the Kenexa Job Competency Library can make learning not just on the job, but targeted at the job.
Presentation held by Mr. Tamar Jinchveladze, Head of the Human Resources Department at the Ministry of Justice of Georgia, within the Regional Workshop on Georgia's anti-corruption and public service delivery reforms (22-24 September 2011).
Similar to Linking Competencies To Hr Systems (20)
1. Linking Competencies to HR Systems - Approach Framework
Pre-Work Basics Talent Acquisition Performance management Talent Management Learning & Development Succession Planning
1. Competency based Job 5. Assessment Techniques: 9. Goal Setting 12. Talent Identification – High 16. Development Curriculum 17. Talent Review
Description Potential (Internal)
Assessments conducted on the primary New Hire :N+1 to understand the Hi-Po’s : Assessments to be conducted
Job descriptions with the competency – culmination of role Competency assessment results O1-O4 : (Internal Metrics will be Identify external vendors for post the PDP and in alignment
competencies inbuilt. specific and professional competencies. and have a discussion with the shared) administering curriculum to to the PDP.
Understanding across levels for certified assessors / HRBP Performance Ratings + Potential develop the competency The outcome will decide if the
a particular role the overall O1-O4 : Online assessment on Existing Employees: A Indicators gaps. employee is ready for
competencies required for the primary competencies O5-O7 (Internal Metrics will be succession planning
competency assessment would
conducting of the role. O5-O9 : Behavioral Event Interview shared) Non-Hi-Po’s :
be conducted to identify the
– Primary competencies Performance Ratings + Potential Internal curriculum to be
competency gaps. Assessment
Indicators administered to develop the
process will depend on the competency gaps.
grade. 18. Talent Profile
2. Identifying Role based Primary ** Engagements to also identify
N+1 and employee to have a potential roles for the HIPO.
Competencies 6. Assessment Panel: focused goal based discussion and Creation of Talent Profiles will
agreement on the goal both on the be done across engagements
Identify the primary O1-O4 : HR + Certified O6 /O7 13. Validating Talent Pool (External) and grades.
role’s responsibility and the
competencies based on the JD O5-O9 : Certified O8/9/10 + HR competency (how to achieve the
across levels required for the O1- O4 : Cognitive Ability Test Talent Profile will be basically
KPI based on the competency)
role holder to be successful. O5-O7 : Psychometric Test provide details of the HIPO
includes additional
(Min 4-Max8 – must be a based on their potential and
competencies if any.
culmination of role specific ** Detail in Talent Management competency levels along with
7. Decision to be based on the Interim review and discussions to
and professional Process their additional skill sets.
assessment results. enable the employee to focus on
competencies).
the goals.
14. Talent Assessment
Agree on the competencies and Yes - The assessment sheet to be
the proficiency levels required uploaded on Pace 10. Performance Assessment and 19. Succession Planning
Assessments to be conducted for a
by the role holder. (default) Feedback Process
role, 2 roles higher than the current
No- the assessment and candidate Based on the Talent
role played by the incumbent Readiness Status and the
Feedback Process – Additional
3. BEI workshop details to be maintained.
position availability, the hipo
to N+1
O1- O4 :
O1 –O9 : N+1 will be moved to the role.
Workshop to be conducted to Internal Assessment
O10& Above : 360 degree
train the managers across O6- 8. Post Joining Employee Capability to be built (Pref ** Talent Mobility will be
feed back BEI / small assessment
O10 on conducting the BEI’s Orientation: discussed in detail in Talent
Assessment Process : center to be conducted –
Certification of the assessors Management”
Internal competency based Result on Spider Gap Tool )
The employees will be oriented on assessment process to be
4. Coaching Competency based the overall competencies by the O5-O7:
built and updated in PACE BEI & assessment centers to
PMS HRBP during the employee
My Path to provide the be conducted – Competency
orientation sessions.
Competency gap gaps to be identified along with
Workshop to train on setting
Timeframes to master the
competency based objectives
11. Development Plan and Learning competencies.
Maps
15. Personal Development Plan
The employee will go through defined
learning maps respective to their The generation of the PDP happens
grades. here based on the assessment and the
Learning Maps are developed.