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Competencies 2016
This document discusses competency frameworks and their effective use. It defines competencies and competency-related terms. It also outlines several competency models, including examples from SHRM, HRPA, and CME Group. The document explores competency mapping, modelling, and training. It examines competencies for various roles like HR, coaching, sales, and leadership. Overall, the document provides an overview of competency-based management systems and how organizations can identify, assess, and develop competencies to improve performance.
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Competencies 2016
- 1. Go from goodto great by…EFFECTIVELY USING COMPETENCIES London HR and Training July 2016
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- 3. Intro - LondonHR and Training • London HR and Training is a specialist human resources and training consultancy headed by Timothy Holden • 10 years in banking • 20 years in training and human resources • Business owner since 2007 • The core services provided by London HR and Training are: - Reducing costs and saving time through bespoke HR initiatives and projects - Training course design and delivery - Services for job seekers Page 3
- 4. Contents 5-6 Definitions 7-9 Typesof competency 10-11 The SCARF model 12-13 The KSA framework of competency 14-15 Essential processes for a competency-based management system 16-17 Competency mapping 18-19 Competency modelling 20-21 Competency-based training 22-24 Competences developed through international experience 25-27 Competencies within the HR function 28-29 Competencies for coaching 30-32 Leadership competencies 33-35 Competencies for salespeople 36-38 Example-SHRM 39-42 Example-HRPA 43-44 Example-CME Group 45-46 Beyond competencies 47-48 Exercise 49-50 To sum up…
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- 6. Definitions • Competency/Competencies • Competence •Competency framework • Proficiency level • Example behaviours • Competency profile • Competency model Page 6
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- 8. Types of competency1 of 2 • Managerial (soft) • Functional (hard) Page 8
- 9. Types of competency2 of 2 • Personal • Corporate Page 9
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- 11. The SCARF model •Status • Certainty • Autonomy • Relatedness • Fairness Page 11
- 12. The KSA frameworkof competency
- 13. The KSA frameworkof competency • Knowledge • Skills • Attributes Page 13
- 14. Essential processes fora competency-based management system
- 15. Essential processes fora competency-based management system • Competency identification • Competency model • Competency assessment • Competency-based management • Competency standard • Competency profile Page 15
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- 17. Competency mapping • Definition •Uses of competency mapping • The three step process of competency mapping Page 17
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- 19. Competency modelling • Benefitsof competency modelling • Examples-clustered by related competencies, mission/vision/values, simplicity Page 19
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- 21. Competency-based training • Definition •Reasons why organisations are using competency-based training • Why do people like competency- based training? Page 21
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- 23. Competences developed through international experience1 of 2 Traditional • Tolerance • Language skills • Cultural knowledge Page 23
- 24. Competences developed through international experience2 of 2 Extended • Productivity • Curiosity • Resilience Page 24
- 25. Competencies within theHR function
- 26. Competencies within theHR function 1 of 2 • Selection • Training and development • Performance management • Compensation management • Career planning Page 26
- 27. Competencies within theHR function 2 of 2 Six domains • Credible activist • Talent manager and organizational designer • Operational executor • Culture and change steward • Strategy architect • Business ally Page 27
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- 29. Competencies for coaches •Ethics and standards • Establishing the coaching agreement • Establishing trust and intimacy • Coaching presence • Active listening • Powerful questioning • Direct communication • Creating awareness • Designing actions • Planning and goal-setting • Managing progress and accountability Page 29
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- 31. Leadership competencies 1of 2 • Definition • Competency classification differences • Example Page 31
- 32. Leadership competencies 2of 2 • Leadership behaviours • Culture created • Leading to an improved climate and enhanced organisational performance Page 32
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- 34. Competencies for salespeople 1of 2 • Collaboration • Insight • Solution • Effectiveness Page 34
- 35. Competencies for salespeople 2of 2 • Foundational competencies Page 35
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- 37. Example-SHRM 1 of2 • Human Resource expertise • Relationship management • Consultation • Leadership and navigation • Communication • Global and cultural effectiveness • Ethical practice • Critical evaluation • Business acumen Page 37
- 38. Example-SHRM 2 of2 • Early level • Mid level • Senior level • Executive level Page 38
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- 40. Example-HRPA 1 of3 Functional knowledge areas • Strategy • Professional practice • Engagement • Workforce planning and talent management • Labour and employment relations • Total rewards • Learning and development • Health, wellness and a safe workplace • HR metrics, reporting and financial management Page 40
- 41. Example-HRPA 2 of3 Enabling competencies • Strategic and systems thinking • Professional and ethical practice • Critical problem-solving and analytical decision-making • Change management and cultural transformation • Communication, conflict resolution and relationship management Page 41
- 42. Example-HRPA 3 of3 Levels of proficiency • Awareness • Comprehension • Proficiency Page 42
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- 44. Example-CME Group • Talentmanagement objectives • Multilayer modelling • Example job (recruiter) • Importance of setting proficiencies • Competency frameworks • Extended use of predeveloped cores • Lessons to learn • Focus on culture Page 44
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- 50. To sum up… •Conclusion • Summary • Videos • Useful links Page 50