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Competency based applications

Position requirement
Process design
determines what skills and knowledge is needed. The desired outcomes form the basis of a measurement system for determining qualifications of workers in the process.

Job Design
Once the qualification and skill on knowledge is determined the task can be assigned to individuals or teams. Job requirements are used to identify employee competency levels and qualifications

HR competence audit
5: Has this competence in abundance. 4: Has this competence adequately. 3: Has this competence but can develop some more. 2: Needs to develop this competence substantially. 1: Does not have this competence, needs to start developing it.

HR Knowledge 1 Knowledge of HR philosophy, policies, practices and systems 2 Knowledge of performance appraisal system practices 3 Career planning and development system and practice 4 Knowledge of organizational diagnoses and interventions 5 Knowledge of learning theories 6 Knowledge of training-methods and systems 7 Knowledge of organizational structures and how they function 8 Knowledge of group dynamics and group function 9 Knowledge of links between organizational goals, plans, policies, strategies, structure, technology, systems, people management systems,styles, etc. 10 Knowledge of power dynamics and networking in the organization 11 Organizational plan, manpower and company requirements 12 Knowledge of social violence research methods 13 Knowledge of job analysis, job enrichment, job redesign and job evaluation 14 Manpower planning methods 15 Knowledge of role analysis techniques 16 Knowledge of employee relation practices

17 Knowledge of the role of reward 18 Knowledge of the methodology of behaviour modification and attitude change 19 Knowledge of quality circles 20 Knowledge of recent development in management systems 21 Knowledge of personality theories and measurement 22 Understanding of personal and managerial effectiveness 23 Knowledge of interpersonal relations and factors affecting them 24 Knowledge of what constitutes an organizations health and methods of survey 25 Knowledge of instruments and measurement of human behaviour 26 Knowledge of personal growth and its methods 27 Knowledge of turnaround strategies 28 Knowledge of creativity and problem-solving techniques 29 Knowledge of conflict management techniques and strategies

HR Skills 1 Influencing (communication, persuasion, assertiveness, inspirational and other skills needed to influence) top management 2 Influencing skills needed to influence line manager 3 Articulating HRD philosophy and values 4 Designing skills for developing HRD systems 5 Communication skills: Written (ability to communicate views, opinions, observations, suggestions, etc. clearly to make an impact) 6 Communication skills: Oral 7 Skills to monitor the implementation of HR systems (designing questionnaires, data gathering, feedback and persuasion) 8 Interpersonal sensitivity 9 Ability to give and receive feedback 10 Counselling skills (listening, rapport building, probing and exploring) 11 Conflict-management skills 12 Ability to inspire others by arousing their values and superordinate goals 13 Leadership and initiatives 14 Creativity 15 Problem-solving skills 16 System designing skills

17 Task analysis/Job analysis skills 18 Organizational diagnosis skills 19 Process observation and process sensitivity skills Personal Attitudes and Values 1 Empathy and understanding 2 Positive and helpful attitude to others 3 Faith in people and their competencies 4 Introspective attitude 5 Openness (open to others suggestions and in expressing his or her own views) 6 Interpersonal trust 7 Productivity 8 Respect for others 9 Self-confident; faith in ones own competencies 10 Sense of responsibility

Position requirement
Recruitment QualificationTo determine whether the candidate is qualified to perform the job or can master the requirements of the position, it is necessary to evaluate competency. Selection OrientationThis refers to developing the general competencies required of an employee, by the organization. Induction TrainingThis refers to developing the specific competencies where there are gaps, to meet the desired performance standards of the position.

PMS
MeasurementA people-driven process; it is essential to have measurement of workplace competencies. DevelopmentThe development activities are relative and are received while on the job. They are designed to support the continuous improvement of workplace competencies.

Succession planning
Candidate evaluation refers to the information required to adequately plan for a potential candidates development progress and evaluate readiness

Promotion
Training SuccessionThere is a strong personal link between both the incoming employee and departing employee. The incoming workers need more than baseline competencies and should be able to take over current projects while least disrupting the processes involved.

Benefits of competency based selection


Provides a complete picture of job requirements Increases the likelihood of hiring people who will succeed Minimize investment in people who do not meet expectations

Benefits to T& D
Enables focus on relevant behaviors and skills Ensures alignment of training and development Makes the most effective use of training and development Provides a framework for bosses/coaches

Benefits to PMS
Provides a shared understanding of what will be monitored and measured Focuses and facilitates the performance appraisal discussion Provides focus for gaining information about behavior

Succession planning
Clarifies required skills, knowledge and characteristics Provides a method to assess candidates readiness Focuses training and development plans to address missing competencies Allows an organization to measure its bench strength

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