Competencies: Design, Development and Implementation

Introduction

It has become important to be able to objectively assess the competency of personnel with an organisation, whether for reviews, interviews, promotion, performance management, as some typical examples, in order to assess their technical capability or defining talent and high potential. Elevating the human resources practice in any organization and turning it into a systematic approach based on factual observations and numbers is how we will take the HR profession to the next level. There are the solutions based on competencies will help HR professionals play a strategic partnership role in the organizations. The methods and information gained on this training workshop can be utilized within any organisation. You will learn the key aspects of defining terminology related to competency systems, how to develop and refine your system and finally the key factors involved with implementing this into the organisation as part of the culture. This course is essential development for those who are directly involved with competencies and competency frameworks.

Objectives

By the end of the program, participants will be able to:

• Define competencies, their history and the important role they play in Human Resources and the organization.
• Analyze the main components of a competency and the differences between each.
• Extract competencies from business plans and apply the steps needed in designing competency frameworks and models.
• Apply competencies in the recruitment and selection processes.
• Use competencies for identifying training needs, talent pools and succession plans.
• Utilize competencies and behavioral indicators in performance appraisal systems

Training Methodology

This course is highly interactive and has been designed to enable you to update yourself with the latest thinking in generating and applying the building blocks of marketed business planning. The style will be very practical and participative; it will centre on a modular course case study.

Your course leader will present the main topics and examine these in depth. You may be split into smaller groups where you will discuss the applications in practice and will consolidate your understanding via course exercises based on the course case study – with each team reporting back at the conclusion of each exercise. After each exercise a model answer will be provided and discussed.

Some time will also be available after each training module to allow you to consider how the tool might be used in your own organisation. During this course there will be potential opportunities for you to enjoy one-on-one mini-consultations with your expert course leader.

Who Should Attend?

Managers, superintendents, supervisors and officers in the functions of Human Resources and/or training and development. The program is also very useful for line managers whose organization is currently, or about to start, using competencies as a framework for recruiting, selecting and training employees. 

Course Outline

Human Resources Management (HRM)

• Definitions and Objectives of HRM
• The Main Functions in HR
• Examples of HR Organization Charts
• Recruitment and Selection Cycle
• Training and Development Cycle
• Performance Management Cycle
• Compensation and Benefits Cycle

Competencies: History and Definitions

• History, Origins and Definitions
• Components: Differences between Knowledge, Skills and Competencies
• The Iceberg Model
• Competence versus Competency

Competency Frameworks and Models

• Types of Competencies
• Standard Levels of Competence
• The Use of Behavioral Indicators
  • Behavioral versus Performance Indicators
  • Level Customization
• Competency Job Profiles versus Job Descriptions
• Competency Job Profiles and Personal Profiles
• Competency Gap Analysis

Competency Analysis

• Extracting Competencies from Strategic Plans
• Introduction to HR Strategies, Vision and Mission Statements
• Critical Success Factors
  • Key Result Areas
  • Core Competencies
  • Core Values

Competency-Based Selection

• Defining Job Requirements
• Designing and Conducting Competency-Based Interviews
• Competency-Based Selection

Competencies in Training and Development

• Classical Training Needs Analysis (TNA)
• Competency-Based TNAs
• Competencies in Succession Planning

Competency-Based Appraisal Systems

• Advantages and Disadvantages
• Translating Personal Competence to an Appraisal Rating: The Main Formula