The concept of competencies originated from David McClelland. In his research to determine what drives people to perform, McClelland concluded that traditional academic aptitude and knowledge tests, as well as school grades and credentials did not predict success either in job or life and were generally biased against the lower socio-economic sections of the society.
This prompted McClelland to dwell further into the research. Essentially, he compared high performers with the less successful ones with the sole objective of identifying what the former did or had that made them consistently outperform the rest. These led to the now well-grounded concept of competencies.
The essence of McClelland’s radical departure in approach to job assessment is that while the traditional job assessment looks at elements of the jobs, competency assessment studies the people who do the job well, and defines the job in terms of the characteristics and behaviours of these people.
The competency model has now become the blue-print for many Fortune 500 and successful companies for a myriad of reasons ranging from:
- Assessing the competencies of the new hires
- Evaluating the competency levels of existing staff
- Developing development initiatives to close the gaps
- Succession planning
- Talent retention
The competency model is therefore a “must-have” in today’s challenging business environment as there is a clear need to align people’s performance with the organization’s strategies. Strategically developed, the Competency Model will become the key tool to achieve this goal.
Benefits to You
- Understand the concept of the Competency Model thoroughly
- Appreciate the link between the Competency Model and the organization’s business strategies
- Recognise the difference between technical and generic competencies and know how the two are interlinked
- Be able to develop the appropriate technical and generic competencies for own department and organisation
- Know the process and know-how to design the Competency Model for the department or organisation
- Acquire the competency to formulate performance standards
- Develop the strategic plan to implement Competency Based Management System
The ultimate outcome is that participants will be in a position to start from scratch to develop the competency model and dictionary for their own department or organisation. They will also be able to fine-tune the existing competency model and dictionary.
- Introduction to the concept of competency
- Organisational strategic framework
- The integrated model of Organisational strategic framework which consists of structure, system and people
- Why do we need Competency Based Management Systems?
- The impact of Competency Based Management in talent acquisition, performance management, reward management, training & development, talent development, succession planning and discipline
- The concept of the competency model
- Determining the organization’s competencies
- How to choose the right competency model for your company
- How to develop your competency model?
- Developing the core competency model and matrix
- Developing core competency standards
- Workshop sessions to determine the right competencies, standards, core competency dictionary and measurement criteria
- Determining the types of technical competencies
- Addressing the misconceptions of technical competencies
- The link between core and technical competencies
- Developing the right technical competencies, measurement criteria and technical competency dictionary
Who Will Benefit by Attending
- HR Managers, Assistant Managers and Executives
- Line Managers and Supervisors of various departments
- Executives who have direct line reports
- Executives who will be having subordinates in the next six months
This programme will be conducted by:
Mr. Harmain Haji Zaiyadi is a thorough-bred Human Capital Management expert having been involved both as a practitioner and as a trainer/consultant in the field for the past 37 years.
His Human Capital Management experience in corporations has taken him from the ranks of Human Resource Executive to General Manager of Human Resource of multinationals and public-listed companies.
The wide experience garnered in different industries in both unionized and non-unionized environment has given him significant exposure to handle HR related issues. It is therefore not surprising that the participants who have been attending his training programs since 2006 cite that the main difference is that he uses real-life experiences to support his training. His experience and inputs have been put to valuable use and he has trained Executive Directors, Heads of Departments, Line Managers and Supervisors from HR and non-HR disciplines in small and medium sized industries, public-listed companies and multinationals.
|Venue||The Ritz Carlton Kuala Lumpur|
|Time||0900 to 1730|
|Fee||RM2, 120 per person for local delegates and US$680 per person for foreign delegates [price is inclusive of 6% GST, programme documentation, tea breaks and lunch]|
|firstname.lastname@example.org or email@example.com|