This presentation provides an overview of some of the initial drivers to move the Canadian Armed Forces towards a competency based approach to enhance professional development.
The document discusses 360 degree feedback systems, which collect evaluations from an individual's subordinates, peers, and managers in order to provide more comprehensive performance feedback compared to traditional top-down reviews. It notes common issues with 360 degree feedback like who initiates it, how frequently it's done, and how the data is used. It also explains the Jo-Hari window model of self-awareness and blind spots, and outlines steps for developing an effective 360 degree feedback system like ensuring confidentiality and deciding its purpose.
Narvaez- LORA (Library Online Reference Assistant) at your service: branding ...IFLA_InfolitRef
This document discusses the branding of reference services at De La Salle University Libraries through the creation of an online reference assistant called AskLORA. It presents data on usage of AskLORA across different communication channels and by user groups. Interviews found that most users were familiar with AskLORA and associated it with library services. Usage statistics showed growth in some AskLORA channels and decline in others. Findings indicated that AskLORA leveraged new technologies and was accessible to various users, establishing it as a way to access library information and services.
The document discusses competency based leadership development. It states that 85% of common skills for effective management are known, and that the skills needed to do a job are mostly consistent. It also discusses that adults learn from experience, and some people learn better from experience than others. The document advocates for organizations to have best practices and systems to effectively develop current and future leaders.
Strengths vs. Weaknesses - A case study that won't waste your timeJared Harding
A case study in a large financial organization that compares the impact of fixing weaknesses versus building strengths on improving leadership effectiveness. Which do you think was the better approach?
Competency models identify the skills, knowledge, behaviors, and attributes that distinguish excellent performance. There are different types of competency models such as organizational, HR systems, team, and individualistic approaches. Critical incident analysis and repertory grid analysis are techniques used to map competencies. Critical incident analysis involves analyzing specific incidents that highlighted exemplary behaviors, while repertory grid analysis identifies attributes and establishes bipolar scales to differentiate characteristics. The right competency model for an organization depends on analyzing data on employee competencies and results.
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 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.
The document discusses 360 degree feedback systems, which collect evaluations from an individual's subordinates, peers, and managers in order to provide more comprehensive performance feedback compared to traditional top-down reviews. It notes common issues with 360 degree feedback like who initiates it, how frequently it's done, and how the data is used. It also explains the Jo-Hari window model of self-awareness and blind spots, and outlines steps for developing an effective 360 degree feedback system like ensuring confidentiality and deciding its purpose.
Narvaez- LORA (Library Online Reference Assistant) at your service: branding ...IFLA_InfolitRef
This document discusses the branding of reference services at De La Salle University Libraries through the creation of an online reference assistant called AskLORA. It presents data on usage of AskLORA across different communication channels and by user groups. Interviews found that most users were familiar with AskLORA and associated it with library services. Usage statistics showed growth in some AskLORA channels and decline in others. Findings indicated that AskLORA leveraged new technologies and was accessible to various users, establishing it as a way to access library information and services.
The document discusses competency based leadership development. It states that 85% of common skills for effective management are known, and that the skills needed to do a job are mostly consistent. It also discusses that adults learn from experience, and some people learn better from experience than others. The document advocates for organizations to have best practices and systems to effectively develop current and future leaders.
Strengths vs. Weaknesses - A case study that won't waste your timeJared Harding
A case study in a large financial organization that compares the impact of fixing weaknesses versus building strengths on improving leadership effectiveness. Which do you think was the better approach?
Competency models identify the skills, knowledge, behaviors, and attributes that distinguish excellent performance. There are different types of competency models such as organizational, HR systems, team, and individualistic approaches. Critical incident analysis and repertory grid analysis are techniques used to map competencies. Critical incident analysis involves analyzing specific incidents that highlighted exemplary behaviors, while repertory grid analysis identifies attributes and establishes bipolar scales to differentiate characteristics. The right competency model for an organization depends on analyzing data on employee competencies and results.
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 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.
This document discusses training and development. It defines training as assisting employees to enhance their efficiency and effectiveness through gaining knowledge and skills. Training focuses on technical skills, is short term, and aims to fulfill specific job requirements. Development focuses on managerial skills and providing learning opportunities for career growth. Training needs arise when there is a gap between required and actual performance. Benefits of training include competitive advantage and improved human relations. The training process involves various types of training and a four level evaluation approach. Costs must be balanced with benefits, and effective training utilizes adult learning principles like experience, relevance, and style.
Discover the Benefits of learning and development certificate gsdccouncil1
The document describes the Certified Learning & Development Professional certification offered by the Global Skill Development Council (GSDC). The certification course covers topics related to training, learning and development, and provides 35 hours of e-learning videos and expert talks. It aims to provide competencies useful for recruitment, performance management, and succession planning. The course syllabus details topics like training skills and techniques, learning styles, training policies, needs assessment, program design, evaluation, and diversity training. Completing the course makes learners eligible for the certification exam. GSDC is an accredited international credentialing organization, and past learner reviews praise the certification for providing in-depth and practical learning that helped advance their careers.
This document outlines the course objectives and outcomes for the course 30212MG116 – Training and Development. The objectives are to facilitate understanding of the role of training in organizations, equip students with theoretical concepts and practical techniques to manage training functions, and provide insight into gaining competitive advantage through effective training. The outcomes include demonstrating the importance of training, experimenting with training needs analysis, illustrating different training platforms, explaining the need for competent trainers, and distinguishing different training levels in companies.
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.
The document discusses implementing a personal and professional development planning (PDP) process at City University. It provides background on PDP and outlines a framework called "Improving My Success" to structure the PDP process. The framework includes sections on reflection, action planning, opportunities, and CV building to help students monitor skills and plan their personal, educational, and career development. It also discusses engaging students and integrating PDP via tutors, curriculum, and dedicated modules.
This document discusses talent management processes at an organization in Indonesia. It covers defining talent management, conducting talent reviews, developing learning and development programs, and gathering feedback. The key steps are:
1. Conducting regular talent reviews to assess employee performance, goals, development needs and support required.
2. Using data from talent reviews and surveys to identify common development areas and design learning programs.
3. Implementing a variety of learning and development activities including mentoring, learning circles, seminars and virtual spaces.
4. Gathering feedback on learning programs and tracking metrics like attendance, satisfaction rates, and performance/skill growth to evaluate effectiveness.
1. The document discusses various topics related to training and professional development including balancing individual needs with career needs, orientation training, diversity training, team training, and moving from training to performance.
2. It provides information on scheduling learning into work and down time, different types of orientation, diversity, and team training, and the benefits of team training.
3. The document also covers challenges of training programs, uses of technology to increase productivity, training of special groups, and priorities for moving from training to performance.
Learning and Developmment Strategy Presentation 2023.pptxssuserb4bf60
The document outlines the learning and development plan for 2023 for Reddington Hospital Group. It discusses the vision and mission of enhancing staff skills through accessible training. The key elements of the plan include setting learning goals, aligning training with business outcomes, and analyzing progress. Immediate priorities are to establish a learning department, conduct a training needs analysis, publish a training calendar, and select external partners. Long-term aspirations include moving to more personalized learning and adopting digital platforms.
This document discusses training and development. It defines training as the systematic modification of behavior through learning. It provides several definitions of training from different authors. It also discusses the objectives, components, process, and types of training. The training process involves planning, designing, and evaluating training. Planning includes assessing training needs, developing training strategies, and identifying resources. Needs assessment identifies competency gaps at the individual and organizational levels. Training strategies are then developed to address the identified needs.
2. Introduction to Competency: Definition and History of Competency, Basic Components of Competency(Knowledge(K),Skill(S), Attitude(A)), Performance Vs Competency, Difference between Competence and Competency, Type of Competency- Generic Vs Key Competency, Functional and Technical Competency, Leadership and managerial Competency, Need for Competency Framework, Limitation and Learning from Competency Framework, Myth about Competency
The document discusses several models and theories related to employee motivation and human resource management. It covers expectancy theory, Maslow's hierarchy of needs, Herzberg's motivation theory, stages of team development, career contribution stages, forms of compensation, HR responsibilities, and models for HR competencies, analytics maturity, and learning organization maturity.
The document discusses several models and theories related to employee motivation and human resource management. It covers expectancy theory, Maslow's hierarchy of needs, Herzberg's motivation theory, stages of team development, career contribution stages, forms of compensation, HR responsibilities, and models for HR competencies, analytics maturity, and learning organization maturity.
This session provides an insight into how the AUA’s CPD Framework can be applied to maximum effect at team level. You will have the opportunity to consider case studies and to share ideas, and practical tips and exercises for developing your team that you can adapt to suit your team’s needs.
Training is a basic component of staffing strategy and other HR functions flow from it. It is based on anticipating future HR needs in light of current capabilities. Training identifies competency gaps between what is required for jobs and the current abilities of employees. It develops the skills and abilities of employees to meet organizational goals. There are different types of training, including functional, soft skills, mandatory, and various levels from vocational to directorship. Training needs are identified through analysis at the organizational, departmental and individual levels. The roles of managers include identifying competency gaps and budgets, while HR executes training and ensures objectivity. Training has become a lucrative business with many international and local schools and programs offered.
The document outlines the LEAD and Learning programs at AIESEC which focus on developing soft skills and hard skills/knowledge respectively.
LEAD aims to support individual development for organizational performance through focusing on soft skills and attitudes. It follows principles of being aligned to strategic plans and customized for target groups. The program involves needs assessment, design, delivery and evaluation.
Learning focuses on developing hard skills/operational knowledge. It also involves needs assessment, design of learning cycles, and delivery and evaluation. Both programs aim to assess needs, design customized content and experiences, and evaluate outcomes through feedback and KPIs.
This 1-day training program provides an overview of competency-based job selection interviewing (CBI) skills. The objectives covered include an introduction to CBI, HR planning and job analysis processes, the fundamentals of CBI, the CBI process steps, a role play activity to practice CBI, and job selection reporting. Key aspects of CBI covered are defining selection criteria, preparing effective questions using the STAR technique, conducting a structured interview, evaluating responses, and developing a job selection report. A role play activity allows participants to practice applying the CBI process. The training aims to help participants effectively evaluate candidates and make the best selection decisions using a valid competency-based approach.
This document discusses training and development. It defines training as assisting employees to enhance their efficiency and effectiveness through gaining knowledge and skills. Training focuses on technical skills, is short term, and aims to fulfill specific job requirements. Development focuses on managerial skills and providing learning opportunities for career growth. Training needs arise when there is a gap between required and actual performance. Benefits of training include competitive advantage and improved human relations. The training process involves various types of training and a four level evaluation approach. Costs must be balanced with benefits, and effective training utilizes adult learning principles like experience, relevance, and style.
Discover the Benefits of learning and development certificate gsdccouncil1
The document describes the Certified Learning & Development Professional certification offered by the Global Skill Development Council (GSDC). The certification course covers topics related to training, learning and development, and provides 35 hours of e-learning videos and expert talks. It aims to provide competencies useful for recruitment, performance management, and succession planning. The course syllabus details topics like training skills and techniques, learning styles, training policies, needs assessment, program design, evaluation, and diversity training. Completing the course makes learners eligible for the certification exam. GSDC is an accredited international credentialing organization, and past learner reviews praise the certification for providing in-depth and practical learning that helped advance their careers.
This document outlines the course objectives and outcomes for the course 30212MG116 – Training and Development. The objectives are to facilitate understanding of the role of training in organizations, equip students with theoretical concepts and practical techniques to manage training functions, and provide insight into gaining competitive advantage through effective training. The outcomes include demonstrating the importance of training, experimenting with training needs analysis, illustrating different training platforms, explaining the need for competent trainers, and distinguishing different training levels in companies.
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.
The document discusses implementing a personal and professional development planning (PDP) process at City University. It provides background on PDP and outlines a framework called "Improving My Success" to structure the PDP process. The framework includes sections on reflection, action planning, opportunities, and CV building to help students monitor skills and plan their personal, educational, and career development. It also discusses engaging students and integrating PDP via tutors, curriculum, and dedicated modules.
This document discusses talent management processes at an organization in Indonesia. It covers defining talent management, conducting talent reviews, developing learning and development programs, and gathering feedback. The key steps are:
1. Conducting regular talent reviews to assess employee performance, goals, development needs and support required.
2. Using data from talent reviews and surveys to identify common development areas and design learning programs.
3. Implementing a variety of learning and development activities including mentoring, learning circles, seminars and virtual spaces.
4. Gathering feedback on learning programs and tracking metrics like attendance, satisfaction rates, and performance/skill growth to evaluate effectiveness.
1. The document discusses various topics related to training and professional development including balancing individual needs with career needs, orientation training, diversity training, team training, and moving from training to performance.
2. It provides information on scheduling learning into work and down time, different types of orientation, diversity, and team training, and the benefits of team training.
3. The document also covers challenges of training programs, uses of technology to increase productivity, training of special groups, and priorities for moving from training to performance.
Learning and Developmment Strategy Presentation 2023.pptxssuserb4bf60
The document outlines the learning and development plan for 2023 for Reddington Hospital Group. It discusses the vision and mission of enhancing staff skills through accessible training. The key elements of the plan include setting learning goals, aligning training with business outcomes, and analyzing progress. Immediate priorities are to establish a learning department, conduct a training needs analysis, publish a training calendar, and select external partners. Long-term aspirations include moving to more personalized learning and adopting digital platforms.
This document discusses training and development. It defines training as the systematic modification of behavior through learning. It provides several definitions of training from different authors. It also discusses the objectives, components, process, and types of training. The training process involves planning, designing, and evaluating training. Planning includes assessing training needs, developing training strategies, and identifying resources. Needs assessment identifies competency gaps at the individual and organizational levels. Training strategies are then developed to address the identified needs.
2. Introduction to Competency: Definition and History of Competency, Basic Components of Competency(Knowledge(K),Skill(S), Attitude(A)), Performance Vs Competency, Difference between Competence and Competency, Type of Competency- Generic Vs Key Competency, Functional and Technical Competency, Leadership and managerial Competency, Need for Competency Framework, Limitation and Learning from Competency Framework, Myth about Competency
The document discusses several models and theories related to employee motivation and human resource management. It covers expectancy theory, Maslow's hierarchy of needs, Herzberg's motivation theory, stages of team development, career contribution stages, forms of compensation, HR responsibilities, and models for HR competencies, analytics maturity, and learning organization maturity.
The document discusses several models and theories related to employee motivation and human resource management. It covers expectancy theory, Maslow's hierarchy of needs, Herzberg's motivation theory, stages of team development, career contribution stages, forms of compensation, HR responsibilities, and models for HR competencies, analytics maturity, and learning organization maturity.
This session provides an insight into how the AUA’s CPD Framework can be applied to maximum effect at team level. You will have the opportunity to consider case studies and to share ideas, and practical tips and exercises for developing your team that you can adapt to suit your team’s needs.
Training is a basic component of staffing strategy and other HR functions flow from it. It is based on anticipating future HR needs in light of current capabilities. Training identifies competency gaps between what is required for jobs and the current abilities of employees. It develops the skills and abilities of employees to meet organizational goals. There are different types of training, including functional, soft skills, mandatory, and various levels from vocational to directorship. Training needs are identified through analysis at the organizational, departmental and individual levels. The roles of managers include identifying competency gaps and budgets, while HR executes training and ensures objectivity. Training has become a lucrative business with many international and local schools and programs offered.
The document outlines the LEAD and Learning programs at AIESEC which focus on developing soft skills and hard skills/knowledge respectively.
LEAD aims to support individual development for organizational performance through focusing on soft skills and attitudes. It follows principles of being aligned to strategic plans and customized for target groups. The program involves needs assessment, design, delivery and evaluation.
Learning focuses on developing hard skills/operational knowledge. It also involves needs assessment, design of learning cycles, and delivery and evaluation. Both programs aim to assess needs, design customized content and experiences, and evaluate outcomes through feedback and KPIs.
This 1-day training program provides an overview of competency-based job selection interviewing (CBI) skills. The objectives covered include an introduction to CBI, HR planning and job analysis processes, the fundamentals of CBI, the CBI process steps, a role play activity to practice CBI, and job selection reporting. Key aspects of CBI covered are defining selection criteria, preparing effective questions using the STAR technique, conducting a structured interview, evaluating responses, and developing a job selection report. A role play activity allows participants to practice applying the CBI process. The training aims to help participants effectively evaluate candidates and make the best selection decisions using a valid competency-based approach.
Similar to Moving the Canadian Armed Forces Towards a Competency Based Architecture (20)
How To Cultivate Community Affinity Throughout The Generosity JourneyAggregage
This session will dive into how to create rich generosity experiences that foster long-lasting relationships. You’ll walk away with actionable insights to redefine how you engage with your supporters — emphasizing trust, engagement, and community!
karnataka housing board schemes . all schemesnarinav14
The Karnataka government, along with the central government’s Pradhan Mantri Awas Yojana (PMAY), offers various housing schemes to cater to the diverse needs of citizens across the state. This article provides a comprehensive overview of the major housing schemes available in the Karnataka housing board for both urban and rural areas in 2024.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
UN WOD 2024 will take us on a journey of discovery through the ocean's vastness, tapping into the wisdom and expertise of global policy-makers, scientists, managers, thought leaders, and artists to awaken new depths of understanding, compassion, collaboration and commitment for the ocean and all it sustains. The program will expand our perspectives and appreciation for our blue planet, build new foundations for our relationship to the ocean, and ignite a wave of action toward necessary change.
The Antyodaya Saral Haryana Portal is a pioneering initiative by the Government of Haryana aimed at providing citizens with seamless access to a wide range of government services
AHMR is an interdisciplinary peer-reviewed online journal created to encourage and facilitate the study of all aspects (socio-economic, political, legislative and developmental) of Human Mobility in Africa. Through the publication of original research, policy discussions and evidence research papers AHMR provides a comprehensive forum devoted exclusively to the analysis of contemporaneous trends, migration patterns and some of the most important migration-related issues.
Combined Illegal, Unregulated and Unreported (IUU) Vessel List.Christina Parmionova
The best available, up-to-date information on all fishing and related vessels that appear on the illegal, unregulated, and unreported (IUU) fishing vessel lists published by Regional Fisheries Management Organisations (RFMOs) and related organisations. The aim of the site is to improve the effectiveness of the original IUU lists as a tool for a wide variety of stakeholders to better understand and combat illegal fishing and broader fisheries crime.
To date, the following regional organisations maintain or share lists of vessels that have been found to carry out or support IUU fishing within their own or adjacent convention areas and/or species of competence:
Commission for the Conservation of Antarctic Marine Living Resources (CCAMLR)
Commission for the Conservation of Southern Bluefin Tuna (CCSBT)
General Fisheries Commission for the Mediterranean (GFCM)
Inter-American Tropical Tuna Commission (IATTC)
International Commission for the Conservation of Atlantic Tunas (ICCAT)
Indian Ocean Tuna Commission (IOTC)
Northwest Atlantic Fisheries Organisation (NAFO)
North East Atlantic Fisheries Commission (NEAFC)
North Pacific Fisheries Commission (NPFC)
South East Atlantic Fisheries Organisation (SEAFO)
South Pacific Regional Fisheries Management Organisation (SPRFMO)
Southern Indian Ocean Fisheries Agreement (SIOFA)
Western and Central Pacific Fisheries Commission (WCPFC)
The Combined IUU Fishing Vessel List merges all these sources into one list that provides a single reference point to identify whether a vessel is currently IUU listed. Vessels that have been IUU listed in the past and subsequently delisted (for example because of a change in ownership, or because the vessel is no longer in service) are also retained on the site, so that the site contains a full historic record of IUU listed fishing vessels.
Unlike the IUU lists published on individual RFMO websites, which may update vessel details infrequently or not at all, the Combined IUU Fishing Vessel List is kept up to date with the best available information regarding changes to vessel identity, flag state, ownership, location, and operations.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
2. CMP/CPM
Outline
• Key Definitions/Concepts
• Overivew of Leadership Development Framework
(LDF)
• Professional Development (PD) and the
competency-based approach
• Challenges with integrating competency-based
approach into PD
• Opportunities for expanding learning in support of
PD
3. CMP/CPM
Definition - Competency
“The set of knowledge, skills, abilities or other
characteristics which may vary among
individuals that contributes to effective
performance”
CFITES Manual of IT&E Vol 1(1) - Glossary
4. CMP/CPM
Professional Development –
DAOD 5031-8
• PD consists of Training, Education, Self-Development
and Experience;
• “…the CF is committed to providing its members with PD
throughout their military careers, promoting a continuous
learning environment”;
• “…to ensure that CF members are capable of critical
thinking, managing change, effective leadership,
followership and resource management, across the full
spectrum of military service.”
• “…shared responsibility between commanders and
individual CF members…”
10. CMP/CPM
Support of PD
Self-Development:
• Learning plans
• Provide evaluation/feedback
• Encourage self-assessment
• More opportunity/less direction
Experience:
• Meaningful succession planning
• Mentoring/coaching
• 360 degree evaluation/feedback
• Support informal learning
Training and Education:
• Instructional Strategies
• Authentic contexts aligned with work
• Realistic engagement & feedback
11. CMP/CPM
Advantages for Competency-based
Approach to PD
Organization
• Increased capability and
improved validity for
PLAR
• Retention
• Improved interagency
transfer of T&E
(Comprehensive
Approach)
• Greater potential for self-
development
• Organizational
improvement
Individual
• Enhanced learner
centricity
• Improved accreditation
• Greater PLAR
opportunities
• Improved clarity on
expectations
• Individual improvement
12. CMP/CPM
Conclusion
• The LDF paved the way for introduction of
competency based approach across Pers Mgt
• Manageable Challenges
• It’s changing the way we view PD:
• Driven by the diverse set of requirements
(General, Env, Job, Mission)
• Potential for a true PD continuum
• Improved individual and organizational
performance
Over the next 20 mins, I am going to
Key Definitions/Concepts
Briefly review the leadership development framework
Then discuss the competency approach being taken for professional development
Finally I will talk to some opportunities that will present themselves to ensure that the CF continues to have one of the best PD systems in the world.