Posts Tagged ‘
Competencies ’
Monday, February 1st, 2010
 A derailed executive is an previously-named high-potential employee who has reached the middle management level, only to find that there is little chance of future advancement (as previously thought) due to a misfit between job requirements and personal skills. Thus, the executive either plateaus or leaves the organization altogether. That is the original CCL studies definition. Sometimes the term also refers to leaders who experience big failures after reaching the executive spot and, more recently, those involved in ethical scandals.
Whatever your definition of a bad leader is, most have several of the following 10 leadership shortcomings:
Lack of energy/enthusiasm: OK so some people are less visibly enthusiastic than others, thanks to a personality trait called introversion. But there’s an effort to be made, no matter what your personality style, to covey and inspire energy and enthusiasm in your team. And there is NEVER an excuse for complaining. Either do it, change it, or leave it.
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 Sourced from: HRM Today Featured Posts
Tags: Competencies, Competency, Development, executive derailment, HRM, Leadership, Performance at Work, Performance Management, Performance Reviews
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Human Resources Articles (General), Leadership, Performance at Work, Talent Management |
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Tuesday, November 24th, 2009
Competencies in human resources refer to the knowledge, skills, abilities and other qualities that an individual possesses which influences his or her performance at work. These competencies are typically assessed during a job analysis where the appropriate competencies for the role are identified and included in the position specifications. These competencies can be utilized during recruitment and selection to identify applicants who possess the qualities necessary for future success in the positions. They can also be utilized as indicators for tracking performance during the performance management processes.
Competencies can also be used for training and developmental purposes to identify potential competency gaps. These gaps refer to differences between the given level of ability and performance in a certain area and the expected level of ability and performance for that area. Through the identification of such competency gaps, remedial action can be taken through the application of training to address these gaps and ensure that the individual is provided with the necessary knowledge, skills, abilities and other qualities to perform at the expected level.
Another potential area for utility of competencies in development is that of talent management and development. In such cases, an individual may be in the process of being groomed for higher level positions within an organization. Having identified the competencies necessary for that position and assessing the individual’s current competencies, it would be easier to address his or her developmental needs and provide a map to track the progress. This would allow organizations to determine the potential of the individual as well as when that individual would be able to fulfil the requirements of the future position.
Tags: Competencies, Development, Training
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Human Resources Articles (General) |
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Tuesday, October 20th, 2009
Competency Profiling is a method utilized to identify the specific knowledge, skills, abilities and other qualities (KSAOs) that are needed to complete and achieve particular tasks and activities. Typically, these KSAOs are linked with specific behavioural indicators to achieve the ultimate aim of fulfilling the needs of external clients and customers. Competency profiling can be conducted through various job analysis methods such as critical incidents technique and behavioural event interviews.
With well designed competency profiling measures, an organization can ensure that its objectives are fulfilled by providing clearly defined standards and methods for the employees. The employees will also be provided with clear guidelines regarding what is expected of them and provide them with the opportunity to address any potential competency gaps so as to improve their individual performance. Having clearly defined competencies is critical for activities such as recruitment, succession planning and organizational restructuring as it provides a map to the necessary knowledge, skills, abilities and other qualities that are necessary for the organization to fulfil its goals.
The advantages of competency profiling is that it provides a clear guideline to all members of staff regarding the behavioural indicators that they will be assessed on, when staff are involved in the competency profiling process, they will gain insight and clarity regarding their role and responsibilities; it can also serve as motivation when employees track their development over their career; it allows for training needs and Return on Investment (ROI) to be readily assessed and measured and finally it provides managers with key information with which to make decisions on the selection or development of employees.
Tags: Competencies, Competency, Competency Profile, Competency Profiling, Job Analysis
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Human Resources Articles (General) |
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Friday, October 16th, 2009
Competencies in Human Resources refer to the knowledge, skills, abilities and other qualities that an individual possesses which influences their performance at work. These competences are typically assessed during a job analysis where the appropriate competencies for the role are identified and included in the position specification.
Performance Management refers to an ongoing process of establishing goals, evaluating the processes and outcomes within an organization. This process allows management to assess the performance of individuals and allows the organization to drive towards the fulfilment of established goals.
When applied to Performance Management processes for employees, competencies can serve as key criteria in assessing the performance of the individual at work. Typically, these competencies are assessed through behavioural indicators that are related to the competency being assessed. For example, a customer service role would require an individual who is customer oriented and provide good service. Therefore, the competency of “customer orientation” could be assessed by a key behavioural indicator such as client feedback regarding the quality of services that they have been provided by that individual.
It would be ideal that the performance management of employees is carried out with clearly defined competencies along with the associated key behavioural indicators that have been demostrated to be related to performance in the work role as these would provide an accurate measure of an employee’s performance.
Tags: Competencies, Competency, Performance Appraisal, Performance Management
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Human Resources Articles (General), Performance Appraisal |
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Friday, October 16th, 2009
Competencies in Human Resources refer to the knowledge, skills, abilities and other qualities that an individual possesses which influences their performance at work. These competencies are typically assessed during a job analysis where the appropriate competencies for the role are identified and included in the position specification. During the recruitment and selection process, these identified competencies are utilized as criteria to assess prospective applicants through various methods such as interviews, psychometric assessments, assessment centres, etc. Identifying and utilizing the appropriate competencies as criteria during the recruitment and selection process is critical as these are key indicators of future performance on the job.
Tags: Competencies, Competency, Recruitment, Selection
Posted in
Recruitment & Selection |
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