Certificate in Competency Development and Implementation

Course Objectives

Certificate in Competency Development and Implementation

Course Methodology
Presenting, analyzing and developing modules are some of the methods used in this course. Without discounting the importance of the small daily lecture, a lot more focus is given to practical applications and game based activities.

Course Objectives
By the end of the course, participants will be able to:
Define competencies, describe their history and explain the important role they play in human resources and the organization
Analyze the main components of a competency and the differences between each
Design and produce a competency framework and model by extracting competencies from business plans
Apply competencies in the recruitment and selection processes
Use competencies to assess training needs, identify talent pools and produce succession plans
Utilize competencies and behavioral indicators in performance appraisal systems
Target Audience
Managers, supervisors, administrators, specialists, team leaders, business partners and officers in the functions of human resources and training and development. The course is also very useful for line managers whose organization is currently, or about to start, using competencies as a framework for recruiting, selecting and training employees.

Target Competencies
Relating and networking
Persuading and influencing
Analytical thinking
Applying expertise and technology
Following instructions and procedures
Planning and organizing

Course Outline

Human Resources Management (HRM)
Definitions and objectives of HRM
The main functions in HR
Examples of HR organization charts
Recruitment and selection cycle
Training and development cycle
Performance management cycle
Compensation and benefits cycle
Competencies: history and definitions
History of competencies
Origins and definitions
Components of competencies
Differences between knowledge, skills and competencies
The iceberg model
Competence versus competency
Competency frameworks and models
Types of competencies
Standard levels of competence
The use of behavioral indicators
Behavioral versus performance indicators
Level customization of behavioral indicators
Competency job profiles versus job descriptions
Competency job profiles and personal profiles
Competency gap analysis
Competency analysis
Extracting competencies from strategic plans
Introduction to HR strategies
Vision and mission statements
Critical success factors
Key result areas
Core competencies
Core values
Competency based selection
Defining job requirements
Designing competency based interviews
Conducting competency based interviews
Competency based selection
Competencies in training and development
Classical Training Needs Analysis (TNA)
Competency based TNAs
Competencies in succession planning
Competency based appraisal systems
Advantages and disadvantages
Translating personal competence to an appraisal rating
The main formula used

Per participant


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