Competencies can be key elements in the following applications:

• The management of values –“walking the talk”
• Leadership development
• Selection criteria and methods
• Talent management and career planning
• Succession planning
• Performance management
• Assessment
• Employee development
• The program will discuss and establish the opportunities for the use of competencies and provide some ideas for the range of applications. This seminar will build the case for using competencies and show how to develop and apply a competency framework.

Participants will learn how to:

• Define a competency and understand the distinction between competencies, skills and tasks
• Describe how to use competencies in public and private organizations
• Differentiate between Leadership competencies, Technical competencies and Behavioral competencies
• Link competencies to organizational objectives and values – manage not only what staff do but how they do it
• Use competencies for recruitment and assessment; for development; for talent management; for performance management and for succession planning

• Those who are responsible for managing or supervising any type of person, group or team (especially in an organization using competencies)
• Those who want to learn the skills involved in improving relations at work, improving productivity or improving behavior at work
• HR, ER and Personnel professionals who are responsible for the design and delivery of competency-based HR programs

Day One

The Links between HR and Competencies

• What are competencies?
• What support should managers, team leaders and supervisors get from HR?
• And what should they take responsibility for themselves?
• Values, Strategy and HR
• Different methods of developing a competency framework – behavioral event interviewing, repertory grid interviews, top management judgment, focus groups
• Getting “buy-in”
• An HR Management Framework Based on Competencies
• Technical, Behavioral and Leadership Competencies

Day Two

Competencies and Recruitment

• Competency design – definitions, negative indicators, positive indicators
• Recruitment and Selection
• Adapting a competency framework for use in recruitment
• The use of assessment centers in recruitment
• Examples of Assessment Centers used in Further Education in the UK
• Induction, orientation and personal development

Day Three

Performance Management

• Using competencies in performance management
• The four stages of performance management – agreeing objectives, giving feedback, coaching, appraisal
• Termly reviews of performance
• Links to pay
• Introducing a performance management process:- consultation, communications, training and alignment

Day Four

Talent Management

• Attracting the right talent
• Competency-based Career Planning
• Management Succession
• Succession Planning
• Competency-based Training and Development

Day Five

Shaping Behavior and Managing Culture

• The development of values (and the link to competencies)
• Motivation
• Extrinsic and Intrinsic Reward
• Empowerment and Accountability
• Right-sizing
• Self-Assessment
• 360 degree feedback

CDGA attendance certificate will be issued to all attendees completing minimum of 75% of the total course duration.