be competent about competencies september 2011
DESCRIPTION
Half day interactive open workshop on competencies held in St Catharines.TRANSCRIPT
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Be competent about competencies
by Toronto Training and HR
September 2011
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Contents3-4 Introduction to Toronto Training and HR5-6 Definitions7-8 Competency-based interviews9-12 What do competencies mean and
how should they be used?13-16 How are competency frameworks
used?17-19 Measures20-23 Typical HR competencies24-29 Typical management competencies30-31 Typical leadership competencies32-33 Functions of job analysis34-35 Bad behaviours indicating risk-taking is healthy36-37 Drill38-41 Example One-entertainment riggers42-43 Example Two-librarians44-45 Example Three-IT specialists46-55 Case studies56-57 Conclusion and questions
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Introduction
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Introduction to Toronto Training and HR
• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden
• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR
are:- Training course design- Training course delivery- Reducing costs- Saving time- Improving employee engagement &
morale- Services for job seekers
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Definitions
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DefinitionsCompetenciesCore competenciesTask competenciesGroup competencies
Competence and competences
Competency framework
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Competency-based interviews
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Competency-based interviews
DefinitionWhat will the interview be like?How will competencies be used to make a final selection?
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What do competencies mean and how should
they be used?
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What do competencies mean and how should they be
used? 1 of 3DEALING WITH THE LACK OF AGREEMENTAvoidanceAcknowledging differences and seeking agreement through governance
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What do competencies mean and how should they be
used? 2 of 3CRACKING THE CODE OF COMPETENCIESNeed a plan for today and tomorrowContinually drive superior levels of performance and leadership behaviourOrganizations must stand out from their peers and gain customer loyalty through outstanding products and services
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What do competencies mean and how should they be
used? 3 of 3COMPLEMENTARY STRATEGIESCompetenceProductivityBrand
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How are competency frameworks used?
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How are competency frameworks used? 1 of 3
GOALS TO ACHIEVEUnderpinning of employee reviews/appraisalEnhanced employee effectivenessGreater organisational effectivenessBetter analysis of training needsEnhanced career management
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How are competency frameworks used? 2 of 3
CHECK IF FIT FOR PURPOSECommunicate the purposeIdentify key themesGet conditions rightTackle the root causeKeep it simpleTrain don’t blame
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How are competency frameworks used? 3 of 3
Main benefitsMain criticisms
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Using measures
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Using measures 1 of 2
0 Cannot Rate - Insufficient information to assess.1 Introductory - Little or no knowledge/proficiency. Rarely demonstrates. Needs significantdevelopment.2 Basic - Basic knowledge/proficiency. Sometimes demonstrates. May need development.3 Proficient - Knowledgeable/proficient. Usually demonstrates. Little development required.
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Using measures 2 of 2
4 Very Proficient - In-depth knowledge/proficiency. Demonstrates most of the time. No development required.5 Mastery - Expert knowledge/proficiency
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Typical HR competencies
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Typical HR competencies 1 of 3
AdvocateBusiness partnerChange agentHR expertLeader
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Typical HR competencies 2 of 3
ROLESStrategic partnerLeaderEmployee championTechnical expertChange consultant
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Typical HR competencies 3 of 3
EMOTIONAL COMPETENCE FRAMEWORKEmpathyMotivationSelf-awarenessSelf-regulationSocial skills
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Typical management competencies
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Typical management competencies 1 of 5
AdaptabilityAnalytical thinkingChange leadershipClient focusCommunicationConflict managementContinuous learningCreative thinkingDecision making
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Typical management competencies 2 of 5
Developing othersImpact and influenceInitiativeNetworking/relationship buildingOrganizational and Environmental awarenessPartneringPlanning and OrganizingResults orientationRisk management
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Typical management competencies 3 of 5
Stewardship of resourcesStress managementTeamworkTeam leadershipValues and ethicsVisioning and strategic thinking
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Typical management competencies 4 of 5
TEN DIMENSIONSUnfamiliar responsibilitiesDeveloping new directionsInherited problemsProblems with employeesHigh stakesScale and scopeInfluencing without authorityHandling external pressure
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Typical management competencies 5 of 5
TEN DIMENSIONSManaging work group diversityWorking across cultures
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Typical leadership competencies
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Typical leadership competencies
Management of attentionManagement of meaningManagement of trustManagement of self
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Functions of job analysis
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Functions of job analysis
Helps ensure that decisions made with respect to HR processes are good decisions, i.e. fair and accurate (e.g., selection of the right person for the job, appropriate decisions about training, performance management, development, etc.)Helps ensure the defensibility of decisions made (e.g. demonstration of the bona fide requirements used as the basis of selection)
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Bad behaviours indicating risk-taking is
healthy
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Bad behaviours indicating risk-taking is healthy
Talking backOverstepping authorityMaking mistakesNot following one’s job descriptionBreaking the rulesSaying no
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Drill
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Drill
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Example One-entertainment riggers
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Example One-entertainment riggers 1 of 3
PROFESSIONAL COMPETENCIESPlan the rigging workPrepare rigging equipment and systemsInstall rigging equipmentInstall production elementsInstall and operate performance/performer apparatusInspect and maintain rigging equipment and systems
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Example One-entertainment riggers 2 of 3
PROFESSIONAL COMPETENCIESStrike rigging equipment and systemsUtilize rigging material, equipment, instruments and toolsComply with pertinent laws, regulations, standards and best practice
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Example One-entertainment riggers 3 of 3
GENERAL COMPETENCIESDemonstrate communication and interpersonal skillsDemonstrate personal skills
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Example Two-librarians
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Example Two-librarians
Foundational knowledgeInterpersonal skillsLeadership and managementCollections developmentInformation literacyResearch and contributions to the professionIT skills
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Example Three-IT specialists
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Example Three-IT specialists
Software productsInfrastructureManagementHardware productsTesting and quality controlDocumentation and training
Key activitiesCompetencies
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Case study A
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Case study A
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Case study B
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Case study B
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Case study C
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Case study C
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Case study D
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Case study D
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Case study E
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Case study E
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Conclusion & Questions
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Conclusion
SummaryQuestions