Competency development
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Lasting organizational change requires developing competencies. Competencies are skills, knowledge, and behaviors needed for success. They are visible through measurable results and perceived attitudes. Developing competencies requires understanding what matters most for each job, setting goals to achieve a shared vision, and modifying systems and structures to institutionalize changes while monitoring progress. Critical factors include leadership to drive change, creating need, shaping vision, gaining commitment, and ensuring changes last over time. The mix of important competency factors may vary depending on an employee's level within an organization.
Competency development
- 1. “…BELIEVE THAT LASTING ORGANIZATIONAL CHANGE TAKES PLACE ONLY THROUGH COMPENTENCY DEVELPOMENT
- 2. Competencies Skills , knowledge and personal characteristics which are vital for the successful delivery of desired results.
- 3. Competencies Competencies are visible by : • measurable Results and • perceived Behavior and Attitude
- 4. Know Talent how Experience
- 5. Know talents how - what you have learned - what you can do - how and when you can apply it experience
- 6. The experience you have undergone The experience you have integrated Know in your daily behavioral talents how The experience you are aware of
- 7. - Ambition Know -how Motivations Talent - Genes experience
- 8. Behavior Knowledge Results Values Motives Genes Drives Skills
- 9. Types of competencies • MANAGERIAL: – give direction – organize work processes – motivate people • ORGANIZATION/UNIT – client satisfaction – communications – work planning – collaboration – management support • FUNCTIONAL – deliver results – improve processes
- 10. What is valuable – the need to build Leadership? • Entrepreneurship • Strategic Thinking Some • Make Money examples • Know the Business • Leadership • People Skills • Corporate Values
- 11. Define each competency • Set Aggressive goals – Drives for results – demonstrates a strong commitment to organizational success Strategic Thinking – Works to do what is best for all stakeholders. • Financial Acumen – Understand the meaning and Makes Plan implications of key financial indicators – Manages overall financial Entrepreneurship performance – Leads sound financial processes tailored to maximize profitability Knows the Business • Driving Execution – Assigns clear authority and accountability Leadership – Manage change, while maintaining operating effectiveness – Integrates efforts across units and functions, People Skills – monitors results, tackles problems directly and with urgency
- 12. Example Defined ENTREPRENEURSHIP • Challenge the status quo and championing new ideas and initiatives • Identifying new business opportunities and making them a reality • Taking responsibility for decisions, actions and results • Driving for results and success with a sense of urgency and persisting despite obstacles and opposition
- 13. What is needed ? Competency Development
- 14. Manage Competency Development •Know what matters most in the job •Develop clear picture of where organization going •Set specific goals and dates to achieve that vision get input from the people affected by the CHANGE •Outline the transition state in detail •Determine action to achieve the desired CHANGE •Develop/execute plan for managing transition
- 15. Architecture to competency development SHARED MIND-SET • To what extent does our company have the right culture? COMPETENCE • To what extent does our company have the required HR knowledge, skills and abilities? CONSEQUENCE • To what extent does our company have the appropriate HR measures, rewards and incentives? G0VERNANCE • To what extent does our company have the right organisational structure, communications systems, and policies? CAPACITY FOR CHANGE • To what extent does our company have the ability to improve work processes, to CHANGE, and to learn? LEADERSHIP • To what extent does our company have the leadership to achieve its goals?
- 16. Critical factors for Competency Development KEY SUCCESS FACTORS FOR COMPETENCY DEVELOPMENT • Leading CHANGE (Who is responsible?) • Creating a shared Need (Why do it?) • Shaping a Vision (What will it look like when we are done?) • Mobilising/commitment (Who else needs to be involved) • Modifying systems/structures (How will it be institutionalised?) • Monitoring progress (How will it be measured?) • Making it last (How will it get started and last?)
- 17. How to be Successful… DELIVERING VALUE MAKES MONEY •Innovation Management •Timely decision making •Drive for results •Customer focus SUCCESS FACTORS PEOPLE AND TEAM BUSINESS LEADERSHIP LEADERSHIP •Managing vision & purpose •Interpersonal effectiveness •Functional excellence •Building effective teams •Dealing ambiguity •Withstands pressure •Strategic with capability •People development •Business acumen •Takes ownership •Financial acumen
- 18. This mix of Competency Factors change . . . DELIVER HR PEOPLE TOP: STRATEGIES LEADERSHIP MANAGEMENT DELIVER HR PEOPLE MIDDLE: RESULTS LEADERSHIP MANAGEMENT DELIVER HR PEOPLE ENTRY: PROGRAM LEADERSHIP MANAGEMENT