COURSE OBJECTIVES
- Identify competencies Identify types of competencies Define or state a competence
WHY SHOULD WE WORK FOR SKILLS?
- To detect successful performances To develop successful performances
LEVELS OF COMPETENCES
- Knowledge Attitudes (Values) Behavior (action) Behaviors Habits
LEVELS OF COMPETENCES
Knowledge: Set of data and information about something.
Attitudes (Values): They are determined by values and consist of the positions we have regarding something.
Conduct: After taking an attitude we choose a certain action.
Behavior: It is when we decide that a behavior becomes our action before something.
Habit: It occurs when the behavior or action is part of our personality traits and becomes something inherent in us, which we no longer need to meditate on.
DEFINITION OF COMPETENCES
"Forms of behavior, which generalize different situations and last for a long period of time" Spencer
Set of innate or developed behaviors that allow a person to perform a job successfully.
TYPES OF COMPETENCES
- Technical or knowledge competences Management or behavior-related competences
Technical or knowledge skills
They are those competencies made up of the whole set of knowledge that we assimilate in a classroom or through a book or other medium. Example:
Management knowledge.
Management or behavior-related competences
It is the group of competencies that is made up of behaviors, that shape skills, that will determine our personality traits. Example: High leadership capacity, strong vocation of motivator, etc.
PHASE PRIOR TO THE DEVELOPMENT OF COMPETENCES
- Support from Senior Management. Without the support of Senior Management, no project can be started.
- Analysis of the conjuncture of the company. It consists of determining the current situation, for which we can use a well-known tool such as the SWOT, which will allow us to analyze the external and internal factors that affect the company.
- Detect problems. It is necessary to detect problems or processes that require to be modified or eliminated.
- Analysis causes effect between the situation and the leader's performance. We must contrast the current situation of the company against the leadership style of the leader.
- Determine how leader behavior affects the company. You have to diagnose the leader's style and analyze its consequences, both positive and negative.
- Locate blind areas. There are situations or possible cracks that we who are long in an organization cannot see, so it is advisable at this point to count on the support of an external consultant.
- Staff diagnosis. At this stage we must review the performance evaluations to detect the strengths and weaknesses of the collaborators.
- Diagnosis of the situation. Once we have carried out the previous steps, we are able to carry out a general diagnosis, starting with people and then with processes and equipment.
- Implementation and obtaining of expected results. When we have the ground prepared we can start the implementation of competence management in the organization. Let's never forget that when starting an implementation it is always necessary to make rectifications and / or readjustments.
MANAGEMENT OF HUMAN RESOURCES BY SKILLS
SKILLS MODEL
Is there a unique competency model?
NO
How many competency models are there?
Each organization must develop its own model.
HOW DO WE START THE APPLICATION OF THE SKILLS MODEL?
We must first determine corporate competencies
- This process starts from the vision, mission and values. • There must be a clear base of functions and procedures manuals. It is necessary to have clear descriptions of each position.
FACTORS THAT DETERMINE COMPETENCES
- DEGREES OF COMPETENCE
The degree of competencies is evolving according to the hierarchical level, for example for leadership competence we can have the following degrees:
- High Good Good Necessary Unsatisfactory
2. NATURE OF THE POST
The definition of competencies varies according to the responsibilities and functions of the position, there are even competencies that are not common to all positions.
For example, combining the factors of degrees of competencies and nature of the position, we can have the following definitions of leadership:
-Be recognized both inside and outside the company as a leader, highly developed communication skills and an excellent motivator (General Manager).
-Have ancestry over the staff in charge, clearly understand their ideas and solve work problems of the staff (supervisor).
HOW DO WE APPLY HUMAN RESOURCES MANAGEMENT BY SKILLS?
Let's not forget that according to what we have studied, human resource management by competencies starts from the planning process of the company, since it starts from the mission, vision and objectives. From what has been explained, we can deduce that to the extent that there are changes in the planning process, then it will be necessary to make changes to our model of human resources management by competencies.
HOW ARE COMPETENCES ALIGNED WITH HUMAN TALENT MANAGEMENT?
They must be aligned from the planning process to landing on the strategies used to develop people.
DETERMINE 4 COMPETENCES FOR CHARGES
WHICH ARE INDICATED BELOW
Personal Banking Manager of a bank
Bank teller
Please send your response to [email protected] to send you a personalized feedback.
EVALUATION
Solve the following questions and email them to [email protected] to send them a personalized feedback.
- Can the same competency-based human resource management model be applied for several companies? Support your answer.
2. What should I do with my competency-based human resource management model when I have changed the vision of my organization? Support your answer
3. Is it possible to develop the skills required by people in my organization? Support your answer.
4. Indicate a technical competence and a management one for the teaching position.
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