Chapter 1

 

Introduction:

Competencies:

Competencies are significant both for Organization and for employees. Competencies are further-looking. They illustrate the skills and attribute staff and managers will require in order to build new organizational traditions and meet future challenge. They assist organizations elucidate expectations, describe future development needs, and do more focused recruitment and development planning. Competencies offer a sound basis for trustworthy and objective performance standards by creating common language about what is required and expected in an Organization. The term “competency” refers to amalgamation of skills, attributes and behavior that are openly related to doing well performance on the job, which are considered important for all employees of the Organization, in spite of their function or rank.

Building blocks for competency models:

Competencies most often referenced as contributing to success in the workplace and included the findings in a single state source that can used to lead efforts to build competency models. This suggestion consists of a set of ‘building blocks” for competency model development, which is referred to as the building blocks model. Each building block is a competency area describe by key behaviors. The building blocks are group by type and are arranged in tiers

 

Tier 1 is to be filled in with the competencies precise to a sector within an industry.

Tier 2 is to be filled in with industry-wide competencies.

Tier 3 Workplace Competencies symbolize motives and qualities, as well as interpersonal and self-management styles.

Tier 4 Academic Competencies include cognitive functions and thinking styles.

Tier 5 Personal usefulness Competencies are often referred to as soft skills.

 

Why competencies:

As global business struggle shifts from effectiveness to innovation and from enlargement of scale to development of value, management needs to be propensity towards the strategic use of human resources.

Under these circumstances the aptitude of companies to effectively carry out competency based human resources management (HRM) is becoming increasingly critical for their survival. A competency based HRM system captures the contrary worth of individual contributor, facilitates multiple career paths and allows flexibility in reward-related decisions, which are significant to deal with the changing nature of organizations.

The field of competency development is rising in popularity with administrative management in businesses and agencies internationally. One significant factor to collect data and build competency models is that they are good decision-making tools.

• The optimum way to recognize performance is to scrutinize what people actual do to be successful rather than relying on assumptions pertaining to gesture and intelligence.

• The optimum way to measure and predict performance is to analysis whether people have key competencies.

• Competencies can be learnt and developed.

• They should be made visible/accessible

• They should be related to meaningful life outcome that explain how people should execute in the real world

For example, one function of competency models with potentially long-term reimbursement is worker selection.

Using competency-based interviewing technique, hiring managers can decide if an individual has the alertness and skills needed to be effective in the future.

Competency Model

A competency model is a compilation of numerous competencies that together define successful performance in a defined work setting. A model gave a clear account of what a person needs to know and be competent to do – the knowledge, skills, and abilities – to do well in a definite job, occupation, or industry

Competency and Skill Standard

A competency is the capacity to sketch upon and apply a set of related knowledge, skills, and abilities to successfully perform a work role, function, or task. Competencies often give out as the foundation for skill standards that specify the level of knowledge, skills, and abilities required for success in the place of work. Skill standards in turn form the foundation for measurement criteria to review competency attainment. A competency model differs from a set of skill standards in that skill standards define levels of skills (or competencies) required in a given job or role,

Competitive Priorities

The competitive priorities are listed in below. Fundamentally, competitive priorities are the in service advantages that a firm’s processes must have to outperform its competitors.

 

Cost: Lowering prices can increase the demand for products or services, but it also reduces profit margins if the product or service cannot be produced at a lower cost.

Quality: Quality is a measurement of a product or service that is defined by customer. Today, more than ever, quality has significant market implications. As for operations, two competitive priorities deal with quality:

(It is the determination of the level of operations performance required in making a product or performing a service) and consistent quality (It is the measurement of the frequency with which the product or service meets the design specifications).

Time: as the saying goes “Time is Money”. Some companies do business at fast speed while others thrive on consistently meeting delivery promises. These competitive priorities deal with time: fast delivery (The time elapsed between receiving a customer’s order and filling it), on-time delivery (measurement of the frequency with which delivery time promises are met), and delivery speed (Measurement of how fast a new product or service is introduced, covering the elapsed time from idea creation through concluding design and production).

Flexibility: Flexibility is a trait of a firm’s operations that enables it to react to customer needs speedily and efficiently. Some firms give top priority to types of flexibility: customization (The ability to satisfy the unique needs of each customer by changing product or service designs) and volume flexibility (The ability to accelerate or decelerate the rate of production quickly to handle large fluctuations in demand).

Competency models typically do not.

Manufacturing Competency Factor

1. Product Concept (Idea Generation)

Creativity

Innovation

Invention

Evolution

 

Impressum

Verlag: BookRix GmbH & Co. KG

Tag der Veröffentlichung: 11.01.2018
ISBN: 978-3-7438-4984-6

Alle Rechte vorbehalten