Half day open training event held in London, England on competencies and competences.

1. Go from good to great
by…EFFECTIVELY USING
COMPETENCIES
London HR and Training
July 2016

2. Introduction
Page 2

3. Intro - London HR and Training
• London HR and Training is a specialist human
resources and training consultancy headed by Timothy
Holden
• 10 years in banking
• 20 years in training and human resources
• Business owner since 2007
• The core services provided by London HR and Training
are:
- Reducing costs and saving time through bespoke HR
initiatives and projects
- Training course design and delivery
- Services for job seekers
Page 3

4. Contents
5-6 Definitions
7-9 Types of competency
10-11 The SCARF model
12-13 The KSA framework of competency
14-15 Essential processes for a competency-based management system
16-17 Competency mapping
18-19 Competency modelling
20-21 Competency-based training
22-24 Competences developed through international experience
25-27 Competencies within the HR function
28-29 Competencies for coaching
30-32 Leadership competencies
33-35 Competencies for salespeople
36-38 Example-SHRM
39-42 Example-HRPA
43-44 Example-CME Group
45-46 Beyond competencies
47-48 Exercise
49-50 To sum up…

5. Definitions
Page 5

6. Definitions
• Competency/Competencies
• Competence
• Competency framework
• Proficiency level
• Example behaviours
• Competency profile
• Competency model
Page 6

7. Types of competency

8. Types of competency 1 of 2
• Managerial (soft)
• Functional (hard)
Page 8

9. Types of competency 2 of 2
• Personal
• Corporate
Page 9

10. The SCARF model

11. The SCARF model
• Status
• Certainty
• Autonomy
• Relatedness
• Fairness
Page 11

12. The KSA framework of
competency

13. The KSA framework of
competency
• Knowledge
• Skills
• Attributes
Page 13

14. Essential processes for a
competency-based
management system

15. Essential processes for a
competency-based management
system
• Competency identification
• Competency model
• Competency assessment
• Competency-based management
• Competency standard
• Competency profile
Page 15

16. Competency mapping

17. Competency mapping
• Definition
• Uses of competency mapping
• The three step process of
competency mapping
Page 17

18. Competency modelling

19. Competency modelling
• Benefits of competency modelling
• Examples-clustered by related
competencies,
mission/vision/values, simplicity
Page 19

20. Competency-based training

21. Competency-based training
• Definition
• Reasons why organisations are using
competency-based training
• Why do people like competency-
based training?
Page 21

22. Competences developed
through international
experience

23. Competences developed
through international
experience 1 of 2
Traditional
• Tolerance
• Language skills
• Cultural knowledge
Page 23

24. Competences developed
through international
experience 2 of 2
Extended
• Productivity
• Curiosity
• Resilience
Page 24

25. Competencies within the HR
function

26. Competencies within the HR
function 1 of 2
• Selection
• Training and development
• Performance management
• Compensation management
• Career planning
Page 26

27. Competencies within the HR
function 2 of 2
Six domains
• Credible activist
• Talent manager and organizational
designer
• Operational executor
• Culture and change steward
• Strategy architect
• Business ally
Page 27

28. Competencies for coaches

29. Competencies for coaches
• Ethics and standards
• Establishing the coaching agreement
• Establishing trust and intimacy
• Coaching presence
• Active listening
• Powerful questioning
• Direct communication
• Creating awareness
• Designing actions
• Planning and goal-setting
• Managing progress and accountability
Page 29

30. Leadership competencies

31. Leadership competencies 1 of 2
• Definition
• Competency classification
differences
• Example
Page 31

32. Leadership competencies 2 of 2
• Leadership behaviours
• Culture created
• Leading to an improved climate and
enhanced organisational
performance
Page 32

33. Competencies for
salespeople

34. Competencies for salespeople
1 of 2
• Collaboration
• Insight
• Solution
• Effectiveness
Page 34

35. Competencies for salespeople
2 of 2
• Foundational competencies
Page 35

36. Example-SHRM

37. Example-SHRM 1 of 2
• Human Resource expertise
• Relationship management
• Consultation
• Leadership and navigation
• Communication
• Global and cultural effectiveness
• Ethical practice
• Critical evaluation
• Business acumen
Page 37

38. Example-SHRM 2 of 2
• Early level
• Mid level
• Senior level
• Executive level
Page 38

39. Example-HRPA

40. Example-HRPA 1 of 3
Functional knowledge areas
• Strategy
• Professional practice
• Engagement
• Workforce planning and talent management
• Labour and employment relations
• Total rewards
• Learning and development
• Health, wellness and a safe workplace
• HR metrics, reporting and financial
management
Page 40

41. Example-HRPA 2 of 3
Enabling competencies
• Strategic and systems thinking
• Professional and ethical practice
• Critical problem-solving and analytical
decision-making
• Change management and cultural
transformation
• Communication, conflict resolution and
relationship management
Page 41

42. Example-HRPA 3 of 3
Levels of proficiency
• Awareness
• Comprehension
• Proficiency
Page 42

43. Example-CME Group

44. Example-CME Group
• Talent management objectives
• Multilayer modelling
• Example job (recruiter)
• Importance of setting proficiencies
• Competency frameworks
• Extended use of predeveloped cores
• Lessons to learn
• Focus on culture
Page 44

45. Beyond competencies

46. Beyond competencies
Page 46
BehavioursCircuitry
Conscious
engagement
Inner
content

47. Exercise

48. Exercise
Page 48

49. To sum up…

50. To sum up…
• Conclusion
• Summary
• Videos
• Useful links
Page 50