Course Overview
The role of HR is to help the organization get the best out of its workforce. Hence, HR should not be describing jobs and tasks and instead be focused on the individual characteristics that make performers exemplary. This course presents the right method for managing talent.
Target Audience
Professionals in HR, team leaders, supervisors and managers
Course Prerequisites
Good communication skills
Expected Accomplishments
- Identify the core competencies and analyze the main components of them
- 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
- Competencies
- 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
- Customized levels: The use of behavioral indicators
- Competency job profiles versus Job descriptions
- Competency job profiles and personal profiles
- Competency Gap Analysis
- Competency analysis
- Extracting competencies from strategic plans
- Key result areas, core competencies and core values
- Competency based selection
- Defining job requirements
- Designing and conducting competency based interviews
- Competency based selection
- Competencies in training and development
- Classical TNAs
- Competency based TNAs
- Competencies in succession planning
- Competency based appraisal systems
- Advantages and disadvantages
- Translating personal competence to an appraisal rating: The main formula
