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JANOSH OROS «Сompetency Based Management» - KIOF2017
Competency-based management assesses employee competencies against business needs to integrate human resource planning with business strategy. It provides benefits like knowing workforce needs instead of guessing, bringing clarity to roles and expectations, and allowing employees to develop their strong skills. The foundation includes structuring work, selection and hiring based on competencies, career development, succession management, and performance feedback against competency frameworks. For positions like pre-sales engineers, competency profiles define tasks, knowledge, skills and abilities needed. Training is structured around competency development. Competency-based management may help with business strategy, decrease attrition, and transform operations from occasional to planned.
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JANOSH OROS «Сompetency Based Management» - KIOF2017
- 1. COMPETENCY-BASED MANAGEMENT JANOSH OROS 26 MAY2017 KYIV OUTSOURCING FORUM 2017 management
- 2. ”To transform your business,transform your service delivery model.”
- 3. 35% of respondents arealready focused on measuring the value of innovation in their outsourcing relationships. Global outsourcing survey 2016
- 4. CLIENTS EXPECTS FROMVENDOR TO: • Help them capture and integrate marketplace advances • Propel competitive advantage at a velocity they could not otherwise achieve by themselves • Help them find, filter, and manage the many transformative products and services the marketplace invents to improve business performance
- 5. CONSEQUENCES Vendor should becapable to provide stable expertise on particular topic
- 6. EXPERTISE ON PARTICULARTOPIC • Strategy • People • Processes • Assets
- 7. CHALLENGES (HRM RELATED) STRATEGY •Not enough information about human resources availability and their characteristics • Manager’s “guesses” and assumptions not facts and figures PEOPLE • Remote Collaboration > Cultural Difference • Geography-specific Issues • Personality traits PROCESSES • Not defined/Poorly defined and Documented • Not taken into account during long term planning ASSETS • “How to use” stored in “creator’s” head
- 8. ISSUES • Strategy correctioncaused by wrong assumptions • Attrition • Poor performance of people • Poor efficiency of HRM related processes
- 9. ROOT CAUSES • Reactiveapproach in solving human related issues • HRs are still not a part of the business • No in-company “single language” for HRM • Gap/inefficiency in business objectives and employee personal goals and capabilities
- 10. COMPETENCY-BASED MANAGEMENT Supports theintegration of human resources planning with business planning by allowing organizations to assess the current human resource capacity based on their competencies against the capacity needed to achieve the vision, mission and business goals of the organization
- 11. BENEFITS Business Strategy • Knowinginstead of guessing Day-by-Day Operations • Planned vs occasional Personnel • Clarity on expectations and duties • Possibility to utilize strong areas
- 12. THE FOUNDATION OF COMPETENCYBASED HRM • Structuring/Description of Work and Processes • Selection and Hiring • Career Development • Succession Management • Compensation and Benefits • Training and Development • Performance feedback
- 13. STRUCTURING/DESCRIPTION OF WORK ANDPROCESSES • Unified terminology for stakeholders • A conscious description of roles and responsibilities • Clarity on what’s needed to be successful on position in the company
- 14. SELECTION AND HIRING •Accurate and adequate vacancy description • Reasonable selection criteria • Known USPs for Candidates • Understandable Career Development possibilities • High quality interview • Efficient Onboarding and Adaptation
- 15. CAREER DEVELOPMENT • Explainedcareer ladder • Structured education • Better utilization of employees strengths • Increased employees satisfaction>decreased attrition
- 16. SUCCESSION MANAGEMENT • Clarityon availability and levels • Proactive planning instead of reactive problem solving • Clarity on promotion perspectives for employees • Sensible education for successors
- 18. COMPENSATION AND BENEFITS •Paid for real performance and skills not “years of experience” • Clear role and job function related KPIs • Wider set of opportunities as result of measured capabilities
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- 21. TASKS • Collaborate withsales teams to understand customer requirements, to promote the sale of company products, and to provide sales support. • Sell products requiring extensive technical expertise and support for installation and use, such as material handling equipment, numerical-control machinery, and computer systems. • Plan and modify product configurations to meet customer needs. • Confer with customers and engineers to assess equipment needs and to determine system requirements. • Prepare and deliver technical presentations that explain products or services to customers and prospective customers.
- 22. KNOWLEDGE • Sales andMarketing — Knowledge of principles and methods for showing, promoting, and selling products or services. This includes marketing strategy and tactics, product demonstration, sales techniques, and sales control systems. • Customer and Personal Service — Knowledge of principles and processes for providing customer and personal services. This includes customer needs assessment, meeting quality standards for services, and evaluation of customer satisfaction. • Computers and Electronics — Knowledge of circuit boards, processors, chips, electronic equipment, and computer hardware and software, including applications and programming. • Engineering and Technology — Knowledge of the practical application of engineering science and technology. This includes applying principles, techniques, procedures, and equipment to the design and production of various goods and services. • English Language — Knowledge of the structure and content of the English language including the meaning and spelling of words, rules of composition, and grammar.
- 23. SKILLS • Persuasion —Persuading others to change their minds or behavior. • Critical Thinking — Using logic and reasoning to identify the strengths and weaknesses of alternative solutions, conclusions or approaches to problems. • Reading Comprehension — Understanding written sentences and paragraphs in work related documents. • Social Perceptiveness — Being aware of others' reactions and understanding why they react as they do. • Speaking — Talking to others to convey information effectively.
- 24. ABILITIES • Oral Comprehension— The ability to listen to and understand information and ideas presented through spoken words and sentences. • Oral Expression — The ability to communicate information and ideas in speaking so others will understand. • Speech Recognition — The ability to identify and understand the speech of another person. • Written Comprehension — The ability to read and understand information and ideas presented in writing. • Deductive Reasoning — The ability to apply general rules to specific problems to produce answers that make sense.
- 25. WORKSHOPS WINNING PROPOSAL • OutsourcingFundamentals • Marketing and Sales Fundamentals • Software Solution Proposal Elaboration Fundamentals • Presenting Technological Solution to Business Stakeholders SOFTWARE PROJECTS ESTIMATION • Requirements Elicitation Fundamentals • Scope Definition Fundamentals • Work Breakdown Structure Elaboration • Schedule Development • Risk Management Fundamentals • Software Projects Estimation Techniques TA: Mixed Level: Fundamentals
- 27. IN CORPORATE ENVIRONMENT •Structure education around competences considering dependencies and levels • Have a plan before “developing” your employees • Keep “development” track records • Utilize ”upgraded” employees properly
- 28. PERFORMANCE FEEDBACK AND MANAGEMENT •Clear and fair validation criteria • Structured facts based feedback
- 29. SUMMARY COMPETENCY-BASED MANAGEMENT MIGHTBE USEFULL IN: • HRM integration with Business Strategy • Business Strategy elaboration based on Facts not Guesses/Assumptions (HRM) • Clear definition of roles/positions for valid expectations • Decrease attrition and increase performance • Transform operations from occasional to planned
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