Competencies - Design, Development and Implementation Training Course in London

Introduction

Managers, superintendents, supervisors and officers in the functions of Human Resources and/or training and development.The program 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.

Objectives

• Define competencies, their history and the important role they play in Human Resources and the organization.
• Analyze the main components of a competency and the differences between each.
• Extract competencies from business plans and apply the steps needed in designing competency frameworks and models.
• Apply competencies in the recruitment and selection processes.
• Use competencies for identifying training needs, talent pools and succession plans.
• Utilize competencies and behavioral indicators in performance appraisal systems.

Content

Day One

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

Day Two

Competencies: History and Definitions

• History, Origins and Definitions
• Components: Differences between Knowledge, Skills and Competencies
• The Iceberg Model
• Competence versus Competency

Day Three

Competency Frameworks and Models

• Types of Competencies
• Standard Levels of Competence
• The Use of Behavioral Indicators
  • Behavioral versus Performance Indicators
  • Level Customization
• Competency Job Profiles versus Job Descriptions
• Competency Job Profiles and Personal Profiles
• Competency Gap Analysis

Day Four

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

Day Five

Competency-Based Selection

• Defining Job Requirements
• Designing and Conducting Competency-Based Interviews
• Competency-Based Selection

Competencies in Training and Development

• Classical Training Needs Analysis (TNA)
• Competency-Based TNAs
• Competencies in Succession Planning
• Advantages and Disadvantages
• Translating Personal Competence to an Appraisal Rating: The Main Formula