Be competent about competencies September 2011

Be competent about competencies

by Toronto Training and HR

September 2011

Contents3-4 Introduction to Toronto Training and HR5-6 Definitions7-8 Competency-based interviews9-12 What do competencies mean and

how should they be used?13-16 How are competency frameworks

used?17-19 Measures20-23 Typical HR competencies24-29 Typical management competencies30-31 Typical leadership competencies32-33 Functions of job analysis34-35 Bad behaviours indicating risk-taking is healthy36-37 Drill38-41 Example One-entertainment riggers42-43 Example Two-librarians44-45 Example Three-IT specialists46-55 Case studies56-57 Conclusion and questions

Introduction

Introduction to Toronto Training and HR

• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden

• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR

are:- Training course design- Training course delivery- Reducing costs- Saving time- Improving employee engagement &

morale- Services for job seekers

Definitions

DefinitionsCompetenciesCore competenciesTask competenciesGroup competencies

Competence and competences

Competency framework

Competency-based interviews

Competency-based interviews

DefinitionWhat will the interview be like?How will competencies be used to make a final selection?

What do competencies mean and how should

they be used?

What do competencies mean and how should they be

used? 1 of 3DEALING WITH THE LACK OF AGREEMENTAvoidanceAcknowledging differences and seeking agreement through governance


used? 2 of 3CRACKING THE CODE OF COMPETENCIESNeed a plan for today and tomorrowContinually drive superior levels of performance and leadership behaviourOrganizations must stand out from their peers and gain customer loyalty through outstanding products and services


used? 3 of 3COMPLEMENTARY STRATEGIESCompetenceProductivityBrand

How are competency frameworks used?

How are competency frameworks used? 1 of 3

GOALS TO ACHIEVEUnderpinning of employee reviews/appraisalEnhanced employee effectivenessGreater organisational effectivenessBetter analysis of training needsEnhanced career management


CHECK IF FIT FOR PURPOSECommunicate the purposeIdentify key themesGet conditions rightTackle the root causeKeep it simpleTrain don’t blame


Main benefitsMain criticisms

Using measures

Using measures 1 of 2

0 Cannot Rate - Insufficient information to assess.1 Introductory - Little or no knowledge/proficiency. Rarely demonstrates. Needs significantdevelopment.2 Basic - Basic knowledge/proficiency. Sometimes demonstrates. May need development.3 Proficient - Knowledgeable/proficient. Usually demonstrates. Little development required.

Using measures 2 of 2

4 Very Proficient - In-depth knowledge/proficiency. Demonstrates most of the time. No development required.5 Mastery - Expert knowledge/proficiency

Typical HR competencies

Typical HR competencies 1 of 3

AdvocateBusiness partnerChange agentHR expertLeader


ROLESStrategic partnerLeaderEmployee championTechnical expertChange consultant


EMOTIONAL COMPETENCE FRAMEWORKEmpathyMotivationSelf-awarenessSelf-regulationSocial skills

Typical management competencies

Typical management competencies 1 of 5

AdaptabilityAnalytical thinkingChange leadershipClient focusCommunicationConflict managementContinuous learningCreative thinkingDecision making


Developing othersImpact and influenceInitiativeNetworking/relationship buildingOrganizational and Environmental awarenessPartneringPlanning and OrganizingResults orientationRisk management


Stewardship of resourcesStress managementTeamworkTeam leadershipValues and ethicsVisioning and strategic thinking


TEN DIMENSIONSUnfamiliar responsibilitiesDeveloping new directionsInherited problemsProblems with employeesHigh stakesScale and scopeInfluencing without authorityHandling external pressure


TEN DIMENSIONSManaging work group diversityWorking across cultures

Typical leadership competencies

Typical leadership competencies

Management of attentionManagement of meaningManagement of trustManagement of self

Functions of job analysis

Functions of job analysis

Helps ensure that decisions made with respect to HR processes are good decisions, i.e. fair and accurate (e.g., selection of the right person for the job, appropriate decisions about training, performance management, development, etc.)Helps ensure the defensibility of decisions made (e.g. demonstration of the bona fide requirements used as the basis of selection)

Bad behaviours indicating risk-taking is

healthy

Bad behaviours indicating risk-taking is healthy

Talking backOverstepping authorityMaking mistakesNot following one’s job descriptionBreaking the rulesSaying no

Example One-entertainment riggers

Example One-entertainment riggers 1 of 3

PROFESSIONAL COMPETENCIESPlan the rigging workPrepare rigging equipment and systemsInstall rigging equipmentInstall production elementsInstall and operate performance/performer apparatusInspect and maintain rigging equipment and systems


PROFESSIONAL COMPETENCIESStrike rigging equipment and systemsUtilize rigging material, equipment, instruments and toolsComply with pertinent laws, regulations, standards and best practice


GENERAL COMPETENCIESDemonstrate communication and interpersonal skillsDemonstrate personal skills

Example Two-librarians

Example Two-librarians

Foundational knowledgeInterpersonal skillsLeadership and managementCollections developmentInformation literacyResearch and contributions to the professionIT skills

Example Three-IT specialists

Example Three-IT specialists

Software productsInfrastructureManagementHardware productsTesting and quality controlDocumentation and training

Key activitiesCompetencies

Case study A

Case study B

Case study C

Case study D

Case study E

Conclusion & Questions

Conclusion

SummaryQuestions

Be competent about competencies September 2011

Business

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