The document describes an upcoming five-day academy on workforce competency assessment and analysis for human resources and organizational development professionals. The academy will provide innovative tools and strategies to help organizations align their talent and strategic goals. Attendees will learn how to build competency models and talent profiles to identify critical competencies, develop metrics, and inform succession planning. The goal is to equip professionals with solutions for assessing and developing talent to meet current and future workforce needs.
This document discusses succession planning and talent management. It aims to foster leadership development across business lines and functions by identifying high potential employees and providing them opportunities like rotations and training. This helps retain talent, build organizational capabilities, and facilitate succession. Elements of talent management include assessing individual abilities and potential, communicating career opportunities, and providing career counseling. Succession planning involves systematically identifying and preparing potential successors for key roles to ensure leadership continuity.
Calculating the return on investment (ROI) of your talent management project is one of the best success metrics you can show - but how to do it?
Join this webinar to discuss the fundamentals of calculating return on investment for your talent management project. This webinar will:
Help you understand the key things to think about when calculating ROI.
Discuss how ROI can help your talent management project succeed.
Show the key components that make up ROI calculations.
Enable you to create an ROI model for your talent management project.
The document discusses the importance of developing a talent management strategy. It provides an overview of Knowledge Infusion, a consulting firm, and their services in talent management. The presentation covers key elements of an effective talent management strategy, including having a business or employee focus, defining talent demand and supply, the talent planning process, promoting talent mobility, and using metrics to measure strategy outcomes. Executing the strategy requires integrating people, processes, and technology to transform talent management from an HR function into a business-driven capability.
ACT provides talent analytics, leadership development, and consulting services using assessments and analytics. It focuses on identifying and managing talent within organizations through tools like needs analyses, climate surveys, and customized assessment centers. ACT's services include leadership training programs, competency frameworks, and tailored solutions to address talent management, succession planning, and other human capital needs. It aims to enhance engagement and support clients in developing their talent.
The document discusses career planning and succession planning. It defines career as a succession of related jobs over a person's life. Career planning is a process where individuals select career goals and paths to achieve them, while also meeting organizational needs. Effective career planning requires top management support, clear goals, proper selection, and a fair promotion policy. Succession planning ensures a steady flow of internal talent to fill important vacancies and encourages employee development and career growth within an organization.
Creating an Integrated Talent Management PracticeMiguel Premoli
Talent management is a set of processes that ensures an organization has the quality and quantity of people needed to meet current and future business goals. To create an effective talent management practice, companies should develop a talent philosophy, strategy, and model. This includes defining processes for acquisition, performance management, development, engagement, and succession. The goal is to build an integrated approach that aligns talent practices with business needs.
Nonprofit organizations that invest in talent-focused succession planning are better positioned to manage organizational challenges and changes. An effective Succession plan assures the recruitment of top-notch talent, effective development of critical skills and knowledge, and adequate preparation for advancement or promotion to other roles. This webinar, hosted by Irene Cruz, Client Success Manager at Cornerstone OnDemand, is the conclusion to a special two-part series on best practices in Succession Management for nonprofits.
This document discusses succession planning and talent management. It aims to foster leadership development across business lines and functions by identifying high potential employees and providing them opportunities like rotations and training. This helps retain talent, build organizational capabilities, and facilitate succession. Elements of talent management include assessing individual abilities and potential, communicating career opportunities, and providing career counseling. Succession planning involves systematically identifying and preparing potential successors for key roles to ensure leadership continuity.
Calculating the return on investment (ROI) of your talent management project is one of the best success metrics you can show - but how to do it?
Join this webinar to discuss the fundamentals of calculating return on investment for your talent management project. This webinar will:
Help you understand the key things to think about when calculating ROI.
Discuss how ROI can help your talent management project succeed.
Show the key components that make up ROI calculations.
Enable you to create an ROI model for your talent management project.
The document discusses the importance of developing a talent management strategy. It provides an overview of Knowledge Infusion, a consulting firm, and their services in talent management. The presentation covers key elements of an effective talent management strategy, including having a business or employee focus, defining talent demand and supply, the talent planning process, promoting talent mobility, and using metrics to measure strategy outcomes. Executing the strategy requires integrating people, processes, and technology to transform talent management from an HR function into a business-driven capability.
ACT provides talent analytics, leadership development, and consulting services using assessments and analytics. It focuses on identifying and managing talent within organizations through tools like needs analyses, climate surveys, and customized assessment centers. ACT's services include leadership training programs, competency frameworks, and tailored solutions to address talent management, succession planning, and other human capital needs. It aims to enhance engagement and support clients in developing their talent.
The document discusses career planning and succession planning. It defines career as a succession of related jobs over a person's life. Career planning is a process where individuals select career goals and paths to achieve them, while also meeting organizational needs. Effective career planning requires top management support, clear goals, proper selection, and a fair promotion policy. Succession planning ensures a steady flow of internal talent to fill important vacancies and encourages employee development and career growth within an organization.
Creating an Integrated Talent Management PracticeMiguel Premoli
Talent management is a set of processes that ensures an organization has the quality and quantity of people needed to meet current and future business goals. To create an effective talent management practice, companies should develop a talent philosophy, strategy, and model. This includes defining processes for acquisition, performance management, development, engagement, and succession. The goal is to build an integrated approach that aligns talent practices with business needs.
Nonprofit organizations that invest in talent-focused succession planning are better positioned to manage organizational challenges and changes. An effective Succession plan assures the recruitment of top-notch talent, effective development of critical skills and knowledge, and adequate preparation for advancement or promotion to other roles. This webinar, hosted by Irene Cruz, Client Success Manager at Cornerstone OnDemand, is the conclusion to a special two-part series on best practices in Succession Management for nonprofits.
Aligning talent management and strategyElijah Ezendu
The document discusses aligning talent management strategies with organizational objectives. It provides several key points:
1) High performing organizations integrate talent management more than low performers. Learning executives play critical roles in integrated talent programs.
2) Effective talent strategies use tools like surveys to understand culture, and regularly review policies to support integration.
3) Aligning talent development with strategic objectives ensures resources invested in talent match needs. Competency frameworks can map objectives to standards and talent programs.
4) Questions during alignment include identifying talent requirements from strategies, growing existing talent, and designing leader development programs.
Talent refers to a person's current and future potential abilities rather than just their past achievements. It involves attributes like willingness to take risks and learn from mistakes, ambition, focus, and self-awareness. Talent management is a deliberate approach used by organizations to attract, develop, and retain talented individuals who can help meet current and future needs. It includes creating a supportive culture and integrating systems for recruiting, performance management, development, and retention. The goal is to ensure an organization has the right talented people in key positions to succeed.
The document discusses developing an integrated human capital strategy, including defining human capital, the relationship between people and business strategy, and the business case for an integrated human capital strategy. It provides an overview of key components of a human capital strategy framework, including recruiting, developing, and retaining talent through the use of competencies, metrics, processes and tools. The foundation of the framework involves creating a competency model to identify the key knowledge, skills, behaviors and abilities needed for roles.
This document summarizes a presentation on competency management in organizations. The presentation covers:
1) Understanding what competencies are and why they are important for organizations. Competencies reflect skills, knowledge and attributes needed for successful job performance.
2) Developing a competency model that identifies the key competencies needed at different levels and links them to human resource systems like performance management.
3) Examples from GSK of how they developed competency models and integrated them into HR practices like leadership development and recruitment.
The document discusses talent acquisition's role in workforce planning. It outlines several strategic HR pillars including smart growth, developing a full talent pipeline, employee mobilization, and building a purpose-driven culture. It then presents a case study on addressing key capability gaps through operating model changes and tailored hiring and assessment processes to strengthen regions impacted by attrition. Hiring ahead of losses and customizing models by region are emphasized as strategic workforce planning tactics for the talent acquisition team to address needs.
Marc Effron, author of One Page Talent Management: Eliminating Complexity, Adding Value (Harvard Business Press) showed how companies have buried talent processes under layers of bureaucracy and complexity that make them unusable and unused. More importantly, he’ll show you how to cut through the clutter with One Page Talent Management (OPTM), a powerfully simple approach that significantly accelerates a company's ability to develop better talent faster. The OPTM approach combines the best behavioral science research with lean process design to create easy to use talent processes that managers truly value. This webinar is for anyone who leads a team or wants to one day.
In 1997, McKinsey and Company released the War for Talent and awakened a new wave of interest in organizations to attract, develop, retain, and maximize the performance of their talent. Two decades later, the war drums are still beating and the battle continues to rage. With effectiveness in HR and Talent Management mostly unchanged over the past decade, organizations are looking for ways to innovate and disrupt Talent Management practices.
During this session, Zac Upchurch will share research conducted by the Talent Strategy Group. It outlines the surprisingly long journey of Talent Management, the state of Talent Management today, and how Talent Management can innovate to add value to the organization unlike ever before.
This document discusses international talent management. It refers to attracting, developing, and retaining highly skilled workers from around the globe to meet business objectives. Key aspects discussed include creating talent pools aligned with corporate strategy, providing equal opportunities, using competency models to encourage diversity. Talent acquisition is the process of finding and hiring qualified candidates. It is needed internationally due to factors like outsourcing, companies moving to emerging markets, and technological changes. Barriers include cultural and language differences. Retaining talent requires offering meaningful work, a respectful culture, opportunities for growth, and competitive compensation and benefits. Developing people is critical to long term organizational success.
The unexpected loss of key talent or the failure to fill critical roles in a timely manner can quickly derail any government agency’s goals. Combine such situations with a growing skills shortage, aging workforce, and increasing competition for high performers, and it
becomes obvious why agency leaders must invest more time and more resources in succession management.
The document discusses talent management, defining it as attracting, developing, and retaining employees to meet organizational needs. It outlines the purpose of talent management as developing leaders internally and maximizing performance. Benefits include retaining top talent, better hiring, understanding employees, and professional development decisions. The talent management process involves workforce planning, recruiting, onboarding, performance management, training, succession planning, compensation, and critical skills gap analysis. Recent trends in talent management include increased competition for talent, greater use of technology, focus on employer branding, promoting internal talent, and addressing population changes.
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,
Succession Planning and the Development of Your High Potentials | Webinar 08....BizLibrary
In this webinar we will discuss emerging thought leadership on the organizational and employee perspective on succession planning. We'll provide practical suggestions for development your own high potential employees.
The document discusses talent acquisition and alignment. It emphasizes that having the right people is crucial for business performance. It outlines challenges in recruiting and hiring, such as workforce skills, diversity, and innovation needs. The document then provides guidance on defining job requirements, building candidate pipelines, screening for eligibility, assessing suitability using tools like competency models and questionnaires, and conducting interviews. The overall message is that companies should implement a systematic talent acquisition process using the proper tools to hire and promote the right people the first time.
This document outlines a course on talent and knowledge management. It discusses the growing interest in these areas since the mid-1990s, with more companies building talent and knowledge repositories and new job titles emerging. The course objectives are to impart knowledge on talent and knowledge management and their importance in business. By the end of the course, students will learn new concepts in these areas and their relevance to organizations. The course content is structured into 6 modules covering topics like talent management systems, knowledge management frameworks, and conducting interviews and focus groups on related practices.
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.
Aligning talent management and strategyElijah Ezendu
The document discusses aligning talent management strategies with organizational objectives. It provides several key points:
1) High performing organizations integrate talent management more than low performers. Learning executives play critical roles in integrated talent programs.
2) Effective talent strategies use tools like surveys to understand culture, and regularly review policies to support integration.
3) Aligning talent development with strategic objectives ensures resources invested in talent match needs. Competency frameworks can map objectives to standards and talent programs.
4) Questions during alignment include identifying talent requirements from strategies, growing existing talent, and designing leader development programs.
Talent refers to a person's current and future potential abilities rather than just their past achievements. It involves attributes like willingness to take risks and learn from mistakes, ambition, focus, and self-awareness. Talent management is a deliberate approach used by organizations to attract, develop, and retain talented individuals who can help meet current and future needs. It includes creating a supportive culture and integrating systems for recruiting, performance management, development, and retention. The goal is to ensure an organization has the right talented people in key positions to succeed.
The document discusses developing an integrated human capital strategy, including defining human capital, the relationship between people and business strategy, and the business case for an integrated human capital strategy. It provides an overview of key components of a human capital strategy framework, including recruiting, developing, and retaining talent through the use of competencies, metrics, processes and tools. The foundation of the framework involves creating a competency model to identify the key knowledge, skills, behaviors and abilities needed for roles.
This document summarizes a presentation on competency management in organizations. The presentation covers:
1) Understanding what competencies are and why they are important for organizations. Competencies reflect skills, knowledge and attributes needed for successful job performance.
2) Developing a competency model that identifies the key competencies needed at different levels and links them to human resource systems like performance management.
3) Examples from GSK of how they developed competency models and integrated them into HR practices like leadership development and recruitment.
The document discusses talent acquisition's role in workforce planning. It outlines several strategic HR pillars including smart growth, developing a full talent pipeline, employee mobilization, and building a purpose-driven culture. It then presents a case study on addressing key capability gaps through operating model changes and tailored hiring and assessment processes to strengthen regions impacted by attrition. Hiring ahead of losses and customizing models by region are emphasized as strategic workforce planning tactics for the talent acquisition team to address needs.
Marc Effron, author of One Page Talent Management: Eliminating Complexity, Adding Value (Harvard Business Press) showed how companies have buried talent processes under layers of bureaucracy and complexity that make them unusable and unused. More importantly, he’ll show you how to cut through the clutter with One Page Talent Management (OPTM), a powerfully simple approach that significantly accelerates a company's ability to develop better talent faster. The OPTM approach combines the best behavioral science research with lean process design to create easy to use talent processes that managers truly value. This webinar is for anyone who leads a team or wants to one day.
In 1997, McKinsey and Company released the War for Talent and awakened a new wave of interest in organizations to attract, develop, retain, and maximize the performance of their talent. Two decades later, the war drums are still beating and the battle continues to rage. With effectiveness in HR and Talent Management mostly unchanged over the past decade, organizations are looking for ways to innovate and disrupt Talent Management practices.
During this session, Zac Upchurch will share research conducted by the Talent Strategy Group. It outlines the surprisingly long journey of Talent Management, the state of Talent Management today, and how Talent Management can innovate to add value to the organization unlike ever before.
This document discusses international talent management. It refers to attracting, developing, and retaining highly skilled workers from around the globe to meet business objectives. Key aspects discussed include creating talent pools aligned with corporate strategy, providing equal opportunities, using competency models to encourage diversity. Talent acquisition is the process of finding and hiring qualified candidates. It is needed internationally due to factors like outsourcing, companies moving to emerging markets, and technological changes. Barriers include cultural and language differences. Retaining talent requires offering meaningful work, a respectful culture, opportunities for growth, and competitive compensation and benefits. Developing people is critical to long term organizational success.
The unexpected loss of key talent or the failure to fill critical roles in a timely manner can quickly derail any government agency’s goals. Combine such situations with a growing skills shortage, aging workforce, and increasing competition for high performers, and it
becomes obvious why agency leaders must invest more time and more resources in succession management.
The document discusses talent management, defining it as attracting, developing, and retaining employees to meet organizational needs. It outlines the purpose of talent management as developing leaders internally and maximizing performance. Benefits include retaining top talent, better hiring, understanding employees, and professional development decisions. The talent management process involves workforce planning, recruiting, onboarding, performance management, training, succession planning, compensation, and critical skills gap analysis. Recent trends in talent management include increased competition for talent, greater use of technology, focus on employer branding, promoting internal talent, and addressing population changes.
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,
Succession Planning and the Development of Your High Potentials | Webinar 08....BizLibrary
In this webinar we will discuss emerging thought leadership on the organizational and employee perspective on succession planning. We'll provide practical suggestions for development your own high potential employees.
The document discusses talent acquisition and alignment. It emphasizes that having the right people is crucial for business performance. It outlines challenges in recruiting and hiring, such as workforce skills, diversity, and innovation needs. The document then provides guidance on defining job requirements, building candidate pipelines, screening for eligibility, assessing suitability using tools like competency models and questionnaires, and conducting interviews. The overall message is that companies should implement a systematic talent acquisition process using the proper tools to hire and promote the right people the first time.
This document outlines a course on talent and knowledge management. It discusses the growing interest in these areas since the mid-1990s, with more companies building talent and knowledge repositories and new job titles emerging. The course objectives are to impart knowledge on talent and knowledge management and their importance in business. By the end of the course, students will learn new concepts in these areas and their relevance to organizations. The course content is structured into 6 modules covering topics like talent management systems, knowledge management frameworks, and conducting interviews and focus groups on related practices.
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.
The document outlines two methods for competency-based training and talent management. Method One involves analyzing different levels of management and their relevant competencies. It provides examples of competencies for senior managers, managers, and individual contributors. Method Two involves conducting an organizational talent analysis to identify talent gaps, strengths, and challenges to develop a talent management action plan.
This document discusses competency analysis, which identifies the knowledge, skills, and abilities required to perform organizational roles and business activities. It defines competency analysis and outlines a methodology. A seven-step process is described that includes planning, using methods like task analysis to define competencies, and describing competencies. Goals include defining and updating competencies, tracking capability, and institutionalizing competency analysis practices. Sources of competency information and impacts like development and transparency are also discussed.
"Presentation on Developing Leadership Skills. Learn how to
Develop leadership skills. These PDF's are available for all
VEDA students for free on www.veda-edu.com"
This document discusses job analysis and competency modeling. It provides information on:
1) The purpose of job analysis which includes supporting various HR functions like staffing, training, and performance management. It involves systematically collecting work-related information on tasks, skills, physical demands, and performance for a specific job.
2) Competency modeling which develops sets of competencies that are applied to all HR activities to increase organizational effectiveness. Competencies are clusters of knowledge, skills, and abilities associated with high performance.
3) The benefits of competency modeling over traditional job analysis include its greater focus on linking HR practices to overall business strategy and performance. Competency models provide information to support selection, development
The document provides details about Whirlpool Corporation's initiatives to develop innovation as a core competency. It summarizes that Whirlpool faced stagnation in the late 1990s due to a lack of innovative products. It hired a consultancy firm to help establish an innovation culture and trained employees as innovation coaches and mentors. The results of these organizational development efforts showed in consistent revenue growth since 2002 and innovative products accounting for $800 million in sales in 2005, up from $10 million in 2001.
1. The document discusses competency-based human resource management (HRM) frameworks, where competencies form the basis for all HR functions and link individual performance to business results.
2. Key aspects include defining competencies, identifying competencies required for jobs, and using competencies in recruitment, training, performance management, and career development.
3. Competency frameworks assess behaviors rather than just skills and knowledge, allow distinguishing outstanding from adequate performance, and facilitate transferring abilities across areas.
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.
Job analysis is the systematic process of collecting information about jobs within an organization. It involves determining the tasks, duties, responsibilities, skills and qualifications required for each job. This information is then used to develop job descriptions and job specifications. Job analysis data helps inform important human resource functions like recruitment, training, performance management, compensation and safety. Common job analysis methods include questionnaires, observation, interviews and reviewing employee records. The critical information collected through job analysis includes work activities, physical and mental requirements, needed skills and qualifications.
Workday Talent and Performance gives you detailed insight into your workforce to drive organizational growth.
• Tap into the power of your workforce: Use employee data—such as performance, skills, and career interests—to realize the full potential of your organization and your people.
• Lead change: Understand your workers’ skills and capabilities, and inform global talent planning to achieve strategic business objectives.
• Develop your workforce: Fill gaps with top internal, external, and
contingent candidates. Easily assess individuals, recruit, and take
action—all from your browser or mobile device.
• Engage your people: Provide continuous and periodic feedback as well as regular check-ins to drive engagement and enhance the strength of your workforce.
This document discusses competency mapping and assessment for IT consulting organizations. It presents an assessment maturity model for competency mapping with four levels: define, discover, determine, and develop. The model helps identify competencies required for roles and assess individuals' competencies. It benefits organizations by creating a competency-based culture, deploying the right consultants to roles, and developing competencies of critical groups. The paper shows how the model was implemented at a consulting organization through competency frameworks, tools to assess skills and classify competency levels, and developing improvement plans to manage competencies.
Competency Mapping: A Strategic Hr Tool towards Effective Skill Mapping In Gl...inventionjournals
This document discusses competency mapping as a strategic HR tool. It defines competency mapping as identifying the key competencies required for jobs and roles within an organization. This allows organizations to incorporate competencies into processes like recruitment, training, and performance evaluation. Competency mapping is important for determining training needs and improving employee performance. It helps employees understand their strengths and areas for development. The document also examines the importance of competency mapping in industries and its role in developing a skilled workforce to achieve organizational goals.
This document provides an overview of a competency management software product called CompetencyCore. It begins by explaining the benefits of taking a competency-driven approach to talent management. It then describes the key features and capabilities of CompetencyCore, including defining jobs and competencies, employee assessment and development tools, structured interview guides, online testing, and career path navigation for employees. Case studies are provided highlighting how other organizations have benefited from implementing CompetencyCore.
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
Talent management involves identifying, developing, and retaining key employees with the necessary skills and abilities to achieve organizational goals. It includes integrating systems for recruiting, performance management, developing employee potential, and retaining skilled workers. An effective talent management model links an organization's values and expectations to its talent strategy and human resources systems. This ensures selection, development, and promotion criteria are aligned with the desired culture and business excellence. Competency models are also important for defining and assessing the knowledge, skills, and behaviors needed for successful job performance.
The document announces a two-day national conference on building futuristic organizations and developing sustainable competitive strategies to be held on March 8-9, 2013 in Coimbatore. The conference aims to answer key questions about the characteristics of future organizations and appropriate competitive strategies for such organizations to ensure adaptive sustainability in an uncertain environment.
PDA provides personalized development analysis assessments that analyze individuals' behavioral profiles and abilities. It identifies strengths and areas for development. PDA allows defining positions based on behaviors and generating compatibility studies between individuals and positions. PDA measures behavioral profiles, leadership styles, sales styles, management skills, and more. It provides both written and graphic reports on individuals and groups to support selection processes and development.
Machine Learning and the Changing World of WorkWorkday, Inc.
Business agility is needed now more than ever to thrive in the face of new opportunities and threats that may surface in the future. So how can machine learning better equip you in the future to be able to deal with change? Find out in this webinar replay.
Tata Consultancy Services has detailed promotion policies and performance appraisal processes to evaluate employees. Employees are assessed twice a year and also at the end of projects based on a balanced scorecard across financial, customer, internal, and learning/growth metrics. Employees are rated on a 1-5 scale, and those receiving low ratings for two consecutive periods may be exited. Promotions are based on competence and performance. Recognition programs like milestone parties, awards, recommendations, and salary increases are used to motivate high performers. The involvement of senior management and an online system help ensure the processes are objective, transparent, and supported across the large employee base.
This document discusses competency mapping. It defines competency mapping as identifying the key competencies required for particular jobs and using this information for tasks like recruitment, training, performance management and succession planning. It outlines several models of competency mapping including single job, multiple job and one-size-fits-all models. The document also discusses benefits of competency mapping like assessing employees against standards, reducing training costs, and facilitating development. Limitations include difficulties in evaluating competencies and assessing results accurately.
Winning the war for talent refers to organizations' efforts to attract, develop, and retain talented employees. It involves having a talent management strategy aligned with business goals. Key aspects include assessing talent needs, improving recruitment quality, onboarding new hires effectively, developing high performers, and implementing performance management and succession planning to retain top talent. Retaining talented employees is important as replacement costs can be high. Organizations that excel at talent management outperform peers in shareholder returns.
Here are 5 competencies for my position as an AI assistant and brief explanations:
1. Communication - Ability to understand users and respond to them clearly and helpfully. Includes listening, clarifying, and conveying information effectively.
2. Problem Solving - Ability to understand issues, gather relevant information, analyze problems, and generate effective solutions.
3. Learning - Ability to continuously learn from new information and experiences to enhance my knowledge and skills.
4. Collaboration - Ability to work cooperatively with users and other systems to achieve common goals.
5. Reliability - Ability to consistently perform tasks accurately and dependably according to my design specifications. Includes maintaining privacy, security, and transparency in all interactions.
The document discusses talent management strategies for organizations. It defines key terms like talent, war for talent, and talent management. It emphasizes that talent management should be aligned with business strategy and priorities. It also highlights challenges like assessing capabilities, developing the right processes, and linking talent management to goals. Effective talent management requires assessing talent, recruitment, development, deployment, retention and having the right metrics.
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.
Competency mapping is a process used by HR to assess employees' strengths and determine their competency levels. It examines emotional intelligence and individual strengths in areas like leadership. Techniques for competency mapping include behavioral interviews, critical incident reports, and assessment centers. The implementation process involves identifying positions and their required competencies, conducting job analyses, and measuring competency gaps to determine training needs. Competency mapping benefits both employees and employers by helping employees strengthen skills and employers deploy the right employees for each role.
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.
This document discusses competency mapping and different models and techniques used for competency mapping. It defines competency as the skills, knowledge, behaviors, and attributes required for excellent job performance. There are three main categories of competencies - behavioral, functional, and managerial. Competency mapping involves identifying the competencies required for specific jobs or roles using techniques like critical incident analysis, repertory grid analysis, questionnaires, psychometric tests, and assessment centers. Competency models help organizations define required competencies, assess individuals, and improve human resource processes like selection, training, and performance management.
This document discusses competency mapping. It defines competency as an underlying characteristic that enables superior job performance. Competency mapping is the process of assessing individual strengths and how they align with competencies needed for roles. It involves identifying competencies, collecting employee responses on competencies, and analyzing gaps between individual and role competencies. Competency mapping is used for recruitment, training, career planning, performance management, and rewards to improve employee and organizational performance.
Similar to The Science of HR: Workforce Competency Assessment and Analysis Academy (20)
2. February 2011
Portland, Oregon
overview
The workforce is changing. The need for talent to meet organizational goals is becoming more challenging than ever in a
global arena. Private and public sectors are faced with major concerns as the most knowledgeable people are retiring and
exiting the workforce. The Bureau of Labor and Statistics reports that the younger generation holds an average of fourteen
careers throughout a lifetime, opposed to the traditional average of three. Compounded with the reality that the education
system is producing ill-equipped graduates who are unable to perform adequate reading, writing and arithmetic functions,
businesses are now having to rethink the recruitment, development and retention strategies to not only meet the demands of
today, but tomorrow as well.
The Science of HR: Workforce Competency Assessment and Analysis Academy is designed for human resource (HR) and
organizational development (OD) professionals. This five day event (four days in class and one-day certification process) will
offer some of the most innovative tools, strategies and best practices utilized in both private and public organizations. This
academy focuses on equipping professionals to develop sound approaches to align talent and mission by ensuring that the
right people are in the right place at the right time. Benefits of the conference include:
• Understand the need for workforce planning in a shrinking talent and labor market.
• Align the organization’s strategic goals with a well-designed workforce.
• Approach competencies from a new perspective.
• Build a Talent Pyramid™
• Build and maintain a competency dictionary.
• Create competency profiles, maps and career lattices.
• Identify mission critical and core competencies to develop competitive advantage.
• Identify Communities of Practice (COP)
• Identify Key Performance Indicators (KPIs) and Critical to Quality (CTQ) factors for each role/position.
• Develop customized measures and metrics that meet your specific needs.
• Take home tools that can be put to use immediately.
Don’t miss this opportunity to acquire these tools and techniques that are differentiating organizations as an employer of
choice while allowing them to leverage their potential in an ever-changing global marketplace.
Outstanding Takeaways
Comprehensive reference guides and the latest “must have” workforce planning tools.
3. February 2011
Portland, Oregon
framework
The Science of HR: Workforce Competency Assessment and Analysis Academy helps businesses build a solid foundation
around competencies. The framework equips human resource professionals, organizational developers and managers with
one of the most advanced competency models in an easy to understand step-by-step process that uses a hands on ap-
proach. The major components of the academy’s framework are:
Talent Pyramids™. The Talent Pyramid™ is the core component of the com-
petency model framework. This tool organizes competencies into four (4)
categories: universal, foundational, tactical, and strategic. Each of these ar-
eas help determine which competencies are unique to the industry, organiza-
tion and position/role within the business. This powerful tool provides a visual
way for employees to see what competencies comprise their position and
show where they are at in their development process. In addition, Talent
Pyramids™ can be used to create career lattices and succession plans.
Competency Profiles. Competency profiles compliment Talent Pyramids™
by providing additional information that showcases what competencies are
mission critical, which are core and what level of proficiency is required for
each competency. This tool can then guide in the selection and hiring proc-
ess along with talent development within the existing workforce.
Critical to Quality (CTQ) and Key Performance Indicators (KPI’s). The
process that generates Talent Pyramids™ focuses on analyzing business
processes and identifying the
Critical to Quality (CTQ) factors
and Key Performance Indicators Advancement and Succession
(KPI’s). Planning Evaluation Tool
Verification and Validation. Information is then compiled, verified and validated
before being finalized.
Level of Impact Score. One of the unique features of this competency model is
the ability to quantify the level of impact each position has on mission accom-
plishment. This has many uses in workforce planning. For example, it will show
which positions are most critical to success and are at most risk when doing
succession planning. This helps avoid overlooking critical roles, such as key
technical position for example. The scoring system also enables teams to make
informed and unbiased decisions in developing talent pools and selecting the right talent for grooming and advancement.
This academy will also provide attendees with a set of innovative tools helps HR / OD professionals organize and analyze
workforce information easily. Knowing how to identify and document competencies is critical to supporting business man-
agement programs, to include strategic planning for the business, recruiting, selection and hiring, talent development and
succession planning.
Strategic
Competencies serve as a foundation for strategic workforce planning. After all, how
can we have the right people in the right place at the right time if we don’t even know
what we have or need?
4. The Science of HR: Workforce Competency Assessment and Analysis Academy
Day One: February 1st
8:00! ! Registration and Breakfast
8:30! ! Keynote Address - The New Reality: using Competency-Based Workforce Planning to Achieve
Competitive Advantage
9:00! ! Strategic Alignment Between Competencies and Mission
• Workforce Planning: A Key Component to Mission Accomplishment - See how a well-crafted mission
statement can enable your organization to develop competitive advantage in an ever-changing market
place.
• What is a Competency? - Find out what makes a competency-based approach different, and why it is
superior to other approaches.
12:00! ! Networking Luncheon
1:00! ! Strategic Alignment Between Competencies and Mission (Continued)
• Understanding Levels of Competence - Learn easy to understand, effective ways to classify levels of pro-
ficiency. Learn how this ties into job performance, mission accomplishment, talent management, and
workforce planning.
• Understanding the Competency Management System - Get the big picture view. See how competen-
cies become the bedrock for all other workforce planning activities to include recruiting, talent develop-
ment, succession planning, and more.
• Unearthing Competencies and Desired Personal Traits - Learn how to unearth those competencies and
personal traits that are critical to your organization’s success.
4:30! ! Adjourn
Powerful
Innovative solutions that are geared toward meeting the demands of today and
tomorrow.
5. The Science of HR: Workforce Competency Assessment and Analysis Academy
Day Two: February 2nd
8:00" " Building Competency Dictionaries and Talent Pyramids™, and Competency Profiles
• Creating a Competency Dictionary - Explore how to compile your unearthed competencies into an easy
to use dictionary.
• Constructing a Talent Pyramid™- Construct a Talent Pyramid™, a visual tool that showcases the founda-
tional, universal, tactical and strategic competencies for a position.
• Verification and Validation of Talent Pyramids™ - Verify and validate information gathered to construct
Talent Pyramids™ to ensure that the competencies identified fully and accurately represent the position.
• Identifying Core and Mission Critical Competencies - Learn how to identify those competencies that set
your organization apart and are critical to ensuring that the organization can continue to function.
• Creating a Talent Profile™ - Generate a talent profile that contains detailed information about the compe-
tencies and level of proficiencies required for the position to function at a high level.
12:00! ! Networking Luncheon
1:00! ! Measuring the Value of our Workforce, and Associated Risk Factors
• Measuring the Value of Your Human Capital - Learn how to measure in a specific, quantifiable way the
value specific competencies and roles have to your organization.
• Quantifying Your Risk Exposure - Identify what competencies are in danger of being lost out of your or-
ganization, to include those that might rapidly disappear and/or will be difficult to recover.
4:30! ! Adjourn
Impact
Recruit, develop and retain talent that will ensure a sustainable organization and
make you an “employer of choice.”
6. The Science of HR: Workforce Competency Assessment and Analysis Academy
Day Three: February 8th
8:00! ! Measuring Performance Results
• Identifying Critical to Quality (CTQ) Factors - See the impact competencies have on the quality of specific
services or products your organization provides.
• Defining Key Performance Indicators (KPI’s) - Design custom measures that measure those attributes of
one’s products and/or services that are critical to the quality, and that also serve as direct indicators of lev-
els of competence.
10:00! ! A Broader View: Communities of Practice
• Organizing Roles into Communities of Practice (COP) - See the the combined effect that competencies
coming from different roles have on a Community of Practice.
• Diamonds in the Rough: Discovering Your Most Valuable and Key Competencies - Distill out what com-
petencies are the most meaningful and valuable to your organization.
12:00! ! Networking Luncheon
1:00! ! A Broader View: Communities of Practice (Continued)
• Quantifying the Value of Your Human Capital - Chart the value of your human capital over time. See the
effects that retirements, attrition, growth, etc. are having on your organization. The tools in this section are
provide clear, easy-to-understand information that is invaluable for executives, stakeholders and others
responsible for making business decisions. This includes easy-to-understand measures that quantify the
level of impact and risk of loss in roles that the organization depends on so that better informed decisions
can be made.
• Human Capital Balance Sheet™ - Learn how to work with this powerful tool to capture and display the
value of your human capital.
3:00! ! Managing Careers from a Competency Management Perspective
• Creating Talent Profiles™ for a Community of Practice - Generate Talent Profiles™ for a Community of
Practice (COP) to aid in selection and hiring, talent development and succession planning.
• Creating Competency Maps - Establish the building blocks needed to show competency interdependency
and to develop competitive strength.
4:30! ! Adjourn
Progressive
Walk away with the most innovative and proactive solutions to workforce planning that
you simply cannot find anywhere else.
7. The Science of HR: Workforce Competency Assessment and Analysis Academy
Day Four: February 9th
8:00! ! Managing Careers from a Competency Management Perspective (Continued)
• Creating a Career Progression Matrix - Develop career lattices that reveal potentially unseen opportunities
for broadening and growing employees’ careers, and that greatly aid the development of individual devel-
opment plans.
9:00! ! Performing a Comprehensive Analysis
• Performing Comprehensive Analyses for Various Types of Organizational Roles - Explore how the com-
petency framework, methodologies, processes and toolkits interact with one another. Understand how the
information and tools provided in this academy provides practitioners with advanced understanding and
insight into their organization. See how competencies serve as the foundation for all human resource
management and organizational development programs.
12:00! ! Networking Luncheon
1:00! ! Performing a Comprehensive Analysis (Continued)
• Applying Best Practices - Learn what the best practices experts use to conduct and effective and com-
prehensive analysis of competencies across an organization.
3:00! ! Academy Review and Q&A Session
• Strategic Alignment Between Competencies and Mission
• Building Competency Dictionaries and Talent Pyramids™
• Measuring Value, Risk and Performance
• Organizing Talent Pyramids™ Into Communities of Practice
• Managing Careers from a Competency Management Perspective
• Performing a Comprehensive Analysis
• Q&A Session
4:30! ! Next Steps: Certification Examination and Practicum
4:30! ! Adjourn
Success
Equip your organization for success with the most sophisticated and comprehensive
foundational workforce planning tools.
8. The Science of HR: Workforce Competency Assessment and Analysis Academy
Day Five CERTIFICATION PROCESS
8:00! ! Certification Examination & Practicum
• Certified Workforce Competency Developer Examination - Demonstrate your understanding of the acad-
emy framework, methodologies, tools and best practices by applying them to a real world situation
through a step-by-step process.
• Silver or Gold Certification - Select what level of certification you wish to pursue as a Competency Devel-
oper. Silver certification involves completion of the academy and examination process. Gold certification
involves completion of the academy, examination process and demonstrated application process of apply-
ing the tools and information gained in the academy to address real world scenarios. Gold level certifica-
tion will not only help cement concepts you have seen presented in this academy, but provide you with
access to the experts who can help guide you as those real-world stick situations arise.
12:00! ! Networking Luncheon
1:00! ! Certification Examination & Practicum (Continued)
• Certified Workforce Competency Developer Practicum
4:00! ! Certification Award
• Award of Certified Workforce Competency Developer Certificate
4:30! ! Adjourn
Certification
Acquire the competencies and tools to set you and your organization apart from the
competition.
9. The Science of HR: Workforce Competency Assessment and Analysis Academy
Tools & Takeaways
Conference attendees will be equipped with comprehensive advanced competency tools to help organizations develop com-
prehensive workforce planning strategies.
ACADEMY NOTEBOOK
The following contents are included in the course notebook attendees will each receive:
• Copies of the conference slides and presentation materials
• Results from group exercises
• Whitepapers
• Academy Tools (see contents below)
ACADEMY TOOLS
The following tools will be provided to attendees will each receive:
•Starter Competency Dictionary™
•Talent Pyramid Template™
•Talent Pyramid Evaluation Tool™
•Talent Profile Toolkit™ (includes competency profile and career progression lattice templates)
•Talent Validation and Verification Toolkit™
•Human Capital Asset Evaluation Tool™
Results Driven
The tools gained at the conference are modeled after best practices progressive or-
ganizations are using to attract and retain talent.
10. Featured Speakers
Roger Parish, PMP Kate Wildrick, SPHR
Roger is the author of three books, has devel- With 10 years experience as a specialist in hu-
oped multiple training courses, has published man capital development, Kate has held strategic
multiple articles and papers, and is a frequent positions in a variety of small and large company
speaker to professional organizations and confer- environments. As a Gen X’er, she began con-
ences nationwide. ducting generational research more than four
years ago.
An expert in workforce planning, Roger has also
Now as an HR consultant, her work on genera-
developed best practices, processes, method- tional trends has been presented to audiences at
ologies and tools that enable organizations to ef-
sold-out seminars and workshops across the
fectively and efficiently manage their portfolios, country. She has presented at the National
programs, and projects.
SHRM Diversity Conference in October 2007 and
will be presenting at the Northwest Human Re-
He has 30 years of experience in organization
sources Management Association (NHRMA) in
development, strategic planning, portfolio man- September 2008.
agement, and information systems, project and
program management. He can be reached at Kate has published multiple articles on HR issues
rparish@scgsolutions.biz.
in IPMA-HR News. She can be reached at
katewildrick@yahoo.com.
Sponsored by
The talent management specialists. For more information about the conference please visit
www.workforeplanningsolutions.com.
11. Logistics & Registration
Hosted By: Meals and Refreshments:
Spectrum Consulting Group, LLC Hot beverages will be provided each morning. Lunch will
16318 S.W. Wright Street be catered at the conference facility and is included as
Beaverton, OR 97007 part of the conference.
503.780.4758
www.scgsolutions.biz Maps:
The sponsors have prepared maps showing how to get
In Association With: to the hotel from either the Portland airport, as well as
how to get to the conference facility. These maps are will
be sent to registered attendees.
Continuing Education Credits:
Career Management Solutions Conference attendees are eligible for 33 PHR, SPHR
www.orcms.com
and/or GPHR credits through HRCI. The use of the HRCI
pre approval seal is not an endorsement by HRCI of the
quality of this program. It means that this program has
met HRCI’s criteria to be pre-approved for recertification
credit.
Xtreme Defense Americas, Inc.
www.xdamericas.com Spectrum Consulting Group, LLC is registered with Hu-
man Resources Certification Institute as a sponsor for
Venue:
continuing professional eduction for PHR, SPHR and
GPHR certifications. For more information about certifi-
The Science of HR: Workforce Competency Assessment
cation or recertification for human resource profession-
and Analysis Academy will be held at: als, please visit www.hrci.org.
Portland State Business Accelerator
2822 SW Corbett Avenue
Portland, Oregon 97201
Complimentary parking is available adjacent to the build-
ing.
Tuition and Group Discounts:
The tuition for attending the five-day The Science of HR:
Workforce Competency Assessment and Analysis Acad-
emy is $1,500.
Discounts for three attendees or more from the same
organization are available. For more information, please
call 503.780.4758 or email rparish@scgsolutions.biz.
12. Logistics & Registration
Cancellation and Quality Assurance: Payment Information:
Spectrum Consulting Group, LLC strives to provide you
with the most productive and effective educational expe- ___Training Form / Purchase Order
rience possible. ___Check (Make payable to Spectrum Consulting Group,
LLC)
If after completing the course you feel that there is some ___Credit Card
way we can improve, please write your comments on the
evaluation form provided at the end of the conference.
Should you feel dissatisfied with your learning experience __________________________________________________
and wish to request a credit or refund, please submit Credit Card Number
your request in writing no later than 10 business days
after the end of the conference and mail it to Spectrum ___________________________________________________
Consulting Group, LLC, 16318 SW Wright St., Beaverton, Expiration Date! ! CVC Code on Back of Card
OR 97007.
___________________________________________________
A $150 service fee will be charged on cancellations re- Name on Card
ceived less than three (3) weeks from the date of the
conference. A credit memo for that amount will be is-
sues, which can be used for future Spectrum Consulting
Group, LLC conferences and events. Special Requests or Accommodations:
Registration: Please indicate if you have any special requests (such as
dietary restrictions) or need any special accommoda-
Online: www.workforceplanningsolutions.com tions.
or:
Phone: 503.780.4758 ___________________________________________________
Fax: 503.642.5165 (call first then fax this form)
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