Competencies – Design, Development And Implementation

Category: Competencies – Design, Development And Implementation

Course Description

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.

Objectives

  • 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.

Course Outline

  • 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
  • History, Origins and Definitions
  • Components: Differences between Knowledge, Skills and Competencies
  • The Iceberg Model
  • Competence versus Competency
  • 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
  • Extracting Competencies from Strategic Plans
  • Introduction to HR Strategies, Vision and Mission Statements
  • Critical Success Factors
    • Key Result Areas
    • Core Competencies
    • Core Values
  • Defining Job Requirements
  • Designing and Conducting Competency-Based Interviews
  • Competency-Based Selection
  • Classical Training Needs Analysis (TNA)
  • Competency-Based TNAs
  • Competencies in Succession Planning
  • Advantages and Disadvantages
  • Translating Personal Competence to an Appraisal Rating: The Main Formula