The whole purpose of developing the competency model and dictionary is to enable the organisation to ensure that its human capital have the RIGHT COMPETENCIES AT THE RIGHT LEVELS. Without the competency model and the dictionary, it is impossible to develop a Training and Development plan for the individual, department or the organisation.
Training is defined as learning that is provided in order to improve performance on the present job while development focuses on the future job. The question then is what training and development initiatives need to be in place?
The starting point is to conduct the competency gap analysis (CGA) for the individual. This exercise will establish whether the employee has the right skill sets for the current job and if there exist gaps, determine the interventions required. In a nut-shell, training and development is an organised learning experience, conducted in a definite time period, to increase the possibility of improving job performance and growth.
This implies that training and development must be conducted in a systematic manner with clear objectives and purpose which must compliment the business strategies. Derailment of these will result in wasted training investment. To ensure high impact training and development that will result in superior performance, there is a critical need for the initiatives to be organised in the following manner:
- It must relate and respond to the organisation’s set competencies where the training and development focuses on the core and technical competency standards so as to ensure the employees achieve the criteria or standards necessary for proper task performance
- It must be sequential where the training modules are logically and sequentially integrated
- There must be a tracking system established that allows changes and updates to the training materials to be performed efficiently
- It must be evaluated to allow for measurement of impact and corrective action taken for continuous improvement and maintenance of training information that reflects current status and conditions
Benefits to You
- Have a clear understanding of Competency Based Management System
- Appreciate how the Competency Based Management System is aligned to business strategies
- Know how to apply the competency model and dictionary to conduct a structured and professional Competency Gap Analysis (CGA)
- Be able to use the findings from the CGA to develop the appropriate interventions to close the gaps
- Develop high impact training & development plan and organisational development interventions.
- Acquire the competencies to measure the effectiveness of the training & development initiatives as well as the Return on Investment
The ultimate outcome of this two-day session is that participants will be able to conduct a structured competency gap analysis of the individuals in the organisation and then develop appropriate training and development initiatives to close the gaps. When this happens, the organisation will be able to achieve its set goals.
- Overview on the development of Competency Based Management
- Linking competencies with business strategies
- Identifying the organisational competencies
- Developing the competency profile of your organization
- What is competency gap analysis?
- Translating value system into organisational competency standards
- Translating organisation’s long term and short term business plans into competency standards
- Translating operational roles and business plan into competency standards.
- Understanding the importance of job design, key result areas and operational objectives.
- Translating individual job design into competency standards
- Conducting competency gap analysis (CGA)
- Defining the approach and methodology
- Collection and clustering of CGA data
- Conducting CGA impact analysis
- Preparing and presentation of CGA report & recommendation
- Developing the competency based training and development plan
- Identifying training and non-training interventions
- Formulation of training policies, procedures and long term planning plan
- Formulating annual training calendar and developing organizational development initiatives
- Implementing the training and development plan
- Designing training modules and choosing and managing the resources
- Training impact analysis
- Formulating and implementing pre training evaluation
- Formulating and implementing post training analysis:
- Behavioral impact analysis
- Training ROI.
- Group Exercise on developing training impact analysis
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|